Podcasts about Eos

In this episode of the GaryVee Audio Experience, I sit down with legendary marketer Jim Stengel for our 8th annual Super Bowl Advertiser Roundtable. We are joined by CMOs and Presidents from major brands—including Ritz, EOS, Novartis, Cadillac Formula 1, and Tree Hut—to discuss their strategies for maximizing the most expensive 30 seconds in advertising. I share my biggest takeaways from the weekend in Santa Clara and San Francisco, including my thoughts on the "Super Bowl surround sound" my team executed and why I am "petrified" of most celebrity campaigns. We discuss the shifting role of the Super Bowl spot as a "tactic" in a larger, always-on strategy, and I make a bold prediction about what the next era of Super Bowl advertising will look like.You'll learn:Why I view every event, including the Super Bowl, as a "production day" for contentHow to get more value out of experiential marketing by creating thoughtful content with influencersMy philosophy on why most brands should prioritize trial and sampling at the Super BowlWhy the shift to an "interest graph" on social media is forcing marketers to double down on creative relevanceThe immense economic impact of "family moments" and team building for employee retentionMy prediction that a future Super Bowl ad will be an exact replica of a high-performing organic social media post

Send a textIn this episode of Joey Pinz Discipline Conversations, Joey Pinz sits down with Michaela Anderson, founder of LoyaltyOps™, to unpack why so many organizations stall—not because of strategy, tools, or talent—but because people aren't aligned on how to think, behave, and decide together.Michaela breaks down the real difference between leaders and managers, why culture exists whether you design it or not, and how misalignment quietly destroys execution. Drawing from her experience as a Division I athlete, business founder, and organizational advisor, she explains how performance becomes predictable when teams operate with shared standards—not heroics.The conversation dives deep into why popular frameworks like EOS and OKRs often fail to create consistency, what AI can (and can't) fix inside organizations, and why loyalty—defined as commitment plus action—may be the missing ingredient behind sustainable growth.This episode is a must-listen for founders, executives, and leaders who feel stuck firefighting, drowning in meetings, or frustrated that “great people” aren't producing great results. You'll walk away with a clearer understanding of how leadership, culture, and systems must work together—especially as companies scale. ⭐ Top 3 Highlights

What does it really take to scale a business without sacrificing culture?In this episode of the Build a Vibrant Culture Podcast, Nicole Greer sits down with Dr. AJ Tremont and Taylor Plyler of Mint Hill Dentistry to unpack how intentional leadership, servant mindset, and people-first systems have helped them grow four thriving dental practices—while maintaining a five-star experience for patients and employees.From shutting down operations for culture days (yes, really!) to using EOS, core values, and powerful storytelling exercises to build trust and connection, this conversation is a masterclass in what it means to lead with heart and still win in business.You'll hear real stories about hiring for character, creating psychological safety, overcoming scarcity mindset, and why culture isn't something you hang on the wall—it's something you live every day.Vibrant Highlights:00:02:44 – Culture Always Wins: Dr. AJ Tremont explains why they willingly shut down operations and invested time and money into their people—because when culture is strong, everything else follows.00:07:20 – Core Values in Action (Not on a Wall): AJ and Taylor share how they actively use core values by nominating and recognizing team members who live them, turning values into daily behaviors instead of empty words.00:11:59 – Going Above and Beyond for Patients: A powerful story about a team member driving 25 minutes to help an elderly patient—showing what “being a difference maker” truly looks like in action.00:19:23 – The Exercise That Changed Team Relationships: The team uses a vulnerability-based storytelling exercise inspired by The Five Dysfunctions of a Team that deepened trust, empathy, and respect across roles.00:26:39 – Fail Fast and Lead with Heart: AJ and Taylor share their leadership philosophies: don't fear failure, embrace hard conversations, and remember that servant leadership fuels both performance and profit.Connect with Dr. Tremont and Taylor:LinkedIn: https://www.linkedin.com/in/aj-tremont-987115264/minthilldentistry.com (Mint Hill, NC)southerncharmdentistrync.com (Concord, NC)albemarledentistry.com (Albemarle, NC)Also mentioned on this episode:The Five Dysfunctions of a Team: https://a.co/d/0dEvm4mhAuthor Keith Cunningham: https://www.amazon.com/stores/Keith-J.-Cunningham/author/B00606AQZ2?ref=ap_…Ready to build a culture where people feel valued, energized, and committed?Bring Nicole Greer, The Vibrant Coach, to your leadership team, organization, or conference to ignite clarity, accountability, energy, and results.Visit: vibrantculture.comEmail: nicole@vibrantculture.comWatch Nicole's TEDx Talk: vibrantculture.com/videos

Taking over a family machine shop is never just a business decision. It's personal. In this episode of Machine Shop Mastery, I sit down with Nubia Perez of Gretna Machine Shop to talk about what it really means to carry a founder's legacy forward while finding the courage to lead in your own way. Nubia shares the origin story of Gretna Machine Shop, founded by her father after immigrating to the U.S. with little more than a suitcase and a trade. What began in a small garage evolved into a respected Houston-based precision machining company serving oil and gas, aerospace, and defense. But the journey wasn't linear, and it wasn't easy. After her father's health declined and he passed away shortly after Nubia joined the business, she was left to navigate leadership without the long runway many second-generation owners get. For nearly a decade, she focused on administration, growth initiatives, and diversification, without fully stepping into the role of CEO. Those years, which she candidly refers to as "the dark years," revealed a hard truth: the business didn't just need management, it needed vision. This conversation explores Nubia's transformation from reluctant successor to confident leader. We talk about imposter syndrome, EOS, values-based leadership, mindful manufacturing, and how culture changes when the stress comes from the work instead of the people. It's an honest, human story about growth, grief, responsibility, and learning to lead as yourself — not as a replica of the generation before you. You will want to hear this episode if you are interested in... (0:00) Why separating people from problems changes how teams handle stress (0:55) Introducing Nubia Perez and Gretna Machine Shop (3:01) A snapshot of Gretna today, including industries served and ownership structure (3:53) Gretna's founding and the early days in Houston (6:43) Nubia's career outside manufacturing and resisting the family business (7:51) Joining the shop, starting an MBA, and losing her father months later (10:43) Why you should check out the SMW Autoblok catalog (11:58) Growing up around the shop and parental expectations (13:36) Learning to love manufacturing and seeing the shop as a place of opportunity (17:27) The "dark years" after taking over without clear leadership or vision (18:26) Moving facilities and early efforts to professionalize the business (21:01) Realizing the business needed a true CEO, not just administrators (24:01) Stepping into leadership through observation, listening, and learning (25:47) How her father's health shaped Gretna's culture and focus on wellness (28:49) Mark your calendars and come see us at IMTS 2026! (29:45) Hiring, firing, and promoting based on values, not just performance (32:47) Diversifying beyond oil and gas into aerospace and defense (37:00) Using feedback loops to learn from both failures and wins (41:16) Lean thinking, operational waste, and continuous improvement in practice (44:07) Using EOS scorecards and Level 10 meetings to drive accountability (46:27) Turning metrics and root cause analysis into real action (48:42) How to get ProShop's guide to help you achieve on-time delivery  (50:11) Workforce development challenges and investing in apprenticeships (54:03) Building culture through shared routines and leadership team trust (57:28) Embracing authentic leadership and letting go of imposter syndrome (1:03:46) How to connect with Gretna Machine Shop and Nubia Perez Resources & People Mentioned Capital IDEA Houston NTMA  SMW Autoblok catalog IMTS 2026 ProShop's on-time delivery guide  Connect with Nubia Perez Connect on LinkedIn Gretna Machine Shop Connect With Machine Shop Mastery The website LinkedIn YouTube Instagram Subscribe to Machine Shop Mastery on Apple, Spotify Audio Production and Show Notes by - PODCAST FAST TRACK

Outgrowing Your Team: The Loyal "Mike" Problem Every Business Owner Faces with Kurt Wilkin   Find Rocky Lalvani @ www.ProfitComesFirst.com or email him at rocky@profitcomesfirst.com   "Every growing business has a 'Mike'—the loyal early employee who quietly becomes your biggest bottleneck."   Most entrepreneurs don't fail because they lack hustle. They get stuck because the team that got them here… can't get them there.   In this episode of Profit Answer Man, Rocky Lalvani talks with Kurt Wilkin—entrepreneur, former founder of HireBetter (a recruiting firm that partnered heavily with EOS companies), and author of Who's Your Mic?—about the moment every growing business eventually faces: you outgrow a "key person," and your loyalty delays the decision that growth requires.  Kurt breaks down the "Mike" problem (the early employee who handled the finance/ops/integrator work), why founders wait too long, and what to do before the bottleneck starts costing you profit, time, and momentum.    In This Episode, You'll Learn: What "Who's Your Mike?" really means—and why every entrepreneur either has, had, or will have a "Mike" if they keep growing.  The classic growth pattern: how "Mike" goes from bookkeeper → accountant → controller → "CFO"… until the business hits a level where he's in over his head (banks, credit lines, bigger deals).  Why business owners delay the hard conversation—and why it feels like firing a lifelong friend.  Why you don't always have to fire Mike (reassignment can work)—but keeping a struggling leader creates a ceiling on the whole team.  A key hiring truth: you can't attract A-players to join a team when a C-player is running the department.  The "Pipeline Paul" warning for sales hiring—and the red flag Kurt calls out (repeated ~18-month stints).  Why founders struggle to hire salespeople: the owner can sell because they are the business, but a salesperson can't replicate that without a real sales system.  The difference between traditional sales and business development (solving the customer's problem vs. forcing a fit).  The integrator affordability question ("Next Level Natalie")—and Kurt's view that many businesses have "money in the couch cushions" through waste and inefficiency.  Rocky's take on the "everyone is busy" trap—and how sometimes one person is effectively creating fires the team constantly fights.  Why peer communities matter: Kurt's perspective on EOS as a business operating system, and YPO as a broader peer group that includes family and personal balance.    The Big Takeaway: Growth doesn't just demand better strategy—it demands better people alignment. If you're scaling and your leadership team hasn't scaled with you, you may be running a "lifestyle business" for everyone except the owner: the team hits goals, stays busy, and the founder is left holding the stress (and sometimes the lack of profit/cash flow).  The question isn't whether you'll face a "Mike." The question is whether you'll address it early—before it becomes the reason growth stalls.    Bio: Kurt Wilkin is an entrepreneur and former founder of HireBetter, a recruiting firm that helped entrepreneurs build next-level teams and partnered with EOS companies. He previously built and sold a finance and accounting consulting firm (growing to ~120 employees), and he hosts the podcast Unlocking Moves. Kurt's work focuses on helping entrepreneurs build strong teams and healthy businesses—what he calls "capitalism for good."    Links: Instagram: @Kurt.Wilkin and @UnlockingMoves Facebook: @KurtWilkin Twitter: @KurtWilkin LinkedIn: Kurt-Wilkin   Conclusion: If you want to grow, you can't avoid hard people decisions forever. Start by identifying your "Mike," getting clear on where the business is going next, and mapping the real gaps on your leadership team. Then have the honest conversations early—because once you see misalignment clearly, waiting only makes it more expensive (in profit, time, and momentum).    Listen to the full episode to learn how to spot your "Mike," make the hard people decisions sooner, and build a team that scales profitably.   #ProfitAnswerMan #ProfitFirst #ProfitComesFirst #CashFlow #BusinessOwners #Leadership #TeamBuilding #Hiring #Recruiting #PeopleOps #CompanyCulture #LegacyEmployees #EOS #Traction #Integrator #Operations #ScaleUp #Entrepreneurship #SalesHiring #BusinessDevelopment #SalesProcess #SmallBusinessGrowth   Watch the full episode on YouTube: https://www.youtube.com/@profitanswerman Sign up to be notified when the next cohort of the Profit First Experience Course is available! Free Copy of the Profit Blueprint Book: : https://lp.profitcomesfirst.com/landing-page-page  Monthly Newsletter signup: https://lp.profitcomesfirst.com/newsletter-signup Relay Bank (affiliate link): https://relayfi.com/?referralcode=profitcomesfirst Profit Answer Man Facebook group: https://www.facebook.com/groups/profitanswerman/ My podcast about living a richer more meaningful life: http://richersoul.com/ Music provided by Junan from Junan Podcast Any financial advice is for educational purposes only and you should consult with an expert for your specific needs.

In this episode of The Orthopreneurs Podcast, I sit down with Dr. Ben Samuelson—an orthodontist and co-founder of PDOA (Pediatric Dental & Orthodontic Associates)—who's quietly built a multi-practice model across Alabama that's giving OSOs a serious run for their money. We get real about the challenges of growth, retaining top-tier team members, and how building your own collaborative group of practices can unlock career advancement, culture control, and long-term freedom—without sacrificing your autonomy.Ben shares how he and his pediatric dentistry partners co-branded multiple practices under one umbrella, developed scalable systems using EOS (Entrepreneurial Operating System), and turned what used to be cookie-basket-level marketing into a patient magnet powered by smart, integrated operations. Whether you're feeling stuck at $1.5M/year or wondering how to grow while keeping your sanity, this episode is packed with honest insights and proven strategies you can actually use.Quotes“When I was by myself in my little practice... your ceiling's pretty low. Now I can give my team real growth paths and comp packages that actually reward performance.” — Dr. Ben Samuelson“You can treat more people, better, with fewer mistakes, if you build systems around your vision. That's what EOS gave us.” — Dr. Ben SamuelsonKey TakeawaysIntro (00:00)Ben's Origin Story (01:02)The Truth About Scaling (03:01)Recruiting High-Quality Team Members (04:30)Tools That Helped Build the Foundation (06:10)The Biggest Challenge: People (10:29)Covering Clinical Blind Spots (14:39).Marketing Without Cookie Baskets (16:27)Prophy-Prophy Reality Check (19:19)Secret to More Adult Starts (20:56)Additional ResourcesBen Samuelson proves that building a collaborative, multi-practice model doesn't require giving up autonomy, selling to a DSO, or losing your identity. If you've hit a wall in your private practice—or you're just ready for more—this episode is your blueprint. Whether you're curious about EOS, co-branded models, or finding your first great partner, you'll leave this conversation with clarity and confidence.Need to get in contact with Ben?Samuelsonorthodontics@gmail.com https://www.samuelsonorthodontics.com - For more information, visit: https://orthopreneurs.com/- Join our FREE Facebook group here: https://www.facebook.com/groups/

In this prictical episode, Sid Jashnani, Founder of Rekruuto, shares how to master delegation and scale using global talent to escape solo overload. If you struggle with doing everything yourself and fearing first hires, you won't want to miss it.You will discover:- How to use the Delta Delegation Ladder for structured task handoff- Why starting with low-risk tasks builds trust in delegation- What global VAs provide for cost-effective team growthThis episode is ideal for for Founders, Owners, and CEOs in stage 2 of The Founder's Evolution. Not sure which stage you're in? Find out for free in less than 10 minutes at https://www.scalearchitects.com/founders/quizSid Jashnani is the Founder of Rekruuto, a Certified EOS Implementer®, and a holdco entrepreneur who builds and acquires IT infrastructure companies. He scaled his own business from $4M to $35M using EOS, transforming from a firefighting operator into a strategic leader. Today, he helps entrepreneurs and leadership teams gain clarity, discipline, and traction through EOS coaching, specializing in delegation systems such as the DELTA Delegation Ladder and pairing strong systems with offshore talent to scale efficiently and affordably. His mission is to help good companies become great while enabling leaders to reclaim their time, clarity, and freedom.Want to learn more about Sid Jashnani's work at Rekruuto? Check out his website at https://www.rekruuto.netMentioned in this episode:Take the Founder's Evolution Quiz TodayIf you're a Founder, business owner, or CEO who feels overworked by the business you lead and underwhelmed by the results, you're doing it wrong. Succeeding as a founder all comes down to doing the right one or two things right now. Take the quiz today at foundersquiz.com, and in just ten questions, you can figure out what stage you are in, so you can focus on what is going to work and say goodbye to everything else.Founder's Quiz

In this episode of High Velocity Radio, Joshua Kornitsky interviews leadership coach and author Kirsten Ross Vogel. Kirsten shares her journey from a 35-year HR career and personal adversity to coaching leaders, especially in EOS and family businesses. She discusses overcoming internal barriers like fear and guilt, the importance of clear communication, and navigating difficult […]

SUMMARY: This episode is a replay from a previous season of Ops Experts, but the conversation remains just as relevant today. Aaron Hovivian, Terryn Turner, and Savannah Newton dive into what it really means to invest in people beyond hiring—focusing on onboarding, culture, and long-term team development. Rather than treating recruitment as a finish line, the discussion emphasizes building systems and environments that help people grow once they're inside the organization. The team explores practical ways leaders can develop their people, including intentional onboarding, clearly communicating company culture, using tools like EOS and the Vision Traction Organizer, and creating shared learning experiences through book clubs, mentoring, and team huddles. The core takeaway: strong operations aren't just about processes—they're built by developing people in a way that's clear, repeatable, and aligned with where the company is going. Minute by Minute:  00:00 Introduction and Setting the Stage 02:34 Investing in People: Onboarding and Development 08:34 Communicating Company Culture and Vision 12:17 Mentoring and Developing Future Leaders 17:27 Creating a Learning Culture through Book Clubs and Huddles

Leser du bruksanvisninger? Jørgen Dyrhaug svarer ja og koser seg med dem. Roar Thon tar de ikke frem før han må. Men i morgen kommer de tre viktige "bruksanvisninger som vi anbefaler alle til å lese. Det vi snakker om er EOS-tjenestenes årlige ugraderte trussel- og risikovurderinger. I denne episoden kommer en liten "bruksanvisning" i hvordan benytte dem. En podkast fra Nasjonal sikkerhetsmyndighet 2026

Unlock the power of EOS (Entrepreneurial Operating System) as Erik Dodier shares his journey from startup to successful exit, revealing how EOS helped transform his company's culture, growth, and leadership. Melanie Johnson joins to break down the practical steps, tools, and disciplines that any business leader can use to clarify vision, foster accountability, and sustain motivation within the team. Get straight-to-the-point advice on building a robust operating framework and driving long-term business success.

Logan sits down with Victor Lebegue, founder of VL Builders, to unpack one of the hardest leadership decisions a remodeler can face: when to shut something down to save what matters most. Victor shares the story of running two branches of his business in different states—and how market shifts, team dynamics, and leadership realities forced him to close the company he originally built from scratch. From there, the conversation dives deep into culture, hiring, EOS, and what it actually takes to lead people through uncertainty while building a business that can scale without burning out the owner. If you're navigating growth, leadership strain, or questioning whether your current structure is holding you back, this episode offers hard-earned lessons from the trenches.

On this episode of Travis Makes Money, host Travis Chappell is joined in studio by his producer Eric for a candid conversation about ditching hustle culture and getting truly productive. They unpack how Travis learned to ruthlessly prioritize his time while launching a software company, and why shifting from “busy” to “effective” helped his team break seven figures in revenue. Along the way, they break down frameworks from EOS, Traction, The One Thing, and lessons from leaders like Sharan Srivatsa, Ed Mylett, and the Hormozis on using your time like a real CEO. On this episode we talk about: Why people confuse being busy with being valuable—and how that sabotages real progress. How Travis redefined his role as a CEO around talent, cash, and vision instead of doing everything himself. Using EOS (Entrepreneurial Operating System), Traction, and The One Thing to reverse engineer high‑leverage daily priorities. The real message behind Ed Mylett's “21 days a week” concept and why most people only work 2–4 truly productive hours a day. Practical ways solopreneurs can time‑block their day, audit their activities, and turn three “days” of output into one. Top 3 Takeaways Your worth is not measured by how busy you look; it is measured by the results you create from a few high‑leverage actions done consistently. A CEO's job is to recruit and retain talent, keep cash in the bank, and cast vision—everything else should be delegated or eliminated as fast as possible. Compressing time by stacking focused blocks of deep, productive work over months and years completely changes your business trajectory and quality of life. Notable Quotes “At some point, you have to ruthlessly prioritize what makes it onto your calendar or you'll do a bunch of stuff and get nothing done.” “The idea that more hours equals better output is false; it is what you do with the hours you actually work that moves the needle.” Connect with Travis Chappell: LinkedIn: https://www.linkedin.com/in/travischappell Twitter/X: https://twitter.com/traviscchappell Instagram: https://www.instagram.com/travischappell Other: https://www.travismakesmoney.com Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency. Capture leads, nurture them, and close more deals—all from one powerful platform. Get an extended free trial at gohighlevel.com/travis. Learn more about your ad choices. Visit megaphone.fm/adchoices

Retail arbitrage on Amazon has allowed Kim and Perry Coghlan to sell over 8 figures in a single year selling shoes and clothing They manage a team of about 20 people across two cities while raising 13 kids. In this deep-dive interview, they reveal the exact systems, processes, and management philosophies that make it all work.CONNECT WITH KIM AND PERRY– Youtube: https://www.youtube.com/@EcomToolbox– Free Facebook group: https://www.facebook.com/groups/ecomtoolbox– Facebook page: https://www.facebook.com/ecomtoolbox1– Skool: https://www.skool.com/ecomtoolbox/about?ref=4adcf73740e949279874c4793504807c– Twitter: https://x.com/Pcoghlan, https://x.com/kimcoghlan4, https://x.com/ecom_toolboxRECOMMENDED TOOLS– SellerAmp SAS (14-day free trial): https://www.selleramp.com/oachallengeUse code OAC50 to save 50% off your first month.– Keepa Academy: https://www.oachallenge.com/keepa-academy– Boxem (14-day free trial): https://www.oachallenge.com/boxemTIMESTAMPS0:00 - Introduction and episode overview2:15 - Kim and Perry's business overview (10 years, 8 figures, 20 employees)4:30 - Shifting focus from top line revenue to bottom line profit6:00 - Why employees wanted data and metrics8:00 - Ecom Toolbox community and podcast launch11:00 - Helping intermediate sellers scale sustainably12:00 - The retail arbitrage renaissance14:30 - Know your numbers: why financial foundations matter first16:30 - Top metrics every Amazon seller should track17:30 - Velocity and cash flow management20:00 - Tracking stale inventory and learning from bad buys23:00 - The business scorecard explained (EOS framework)26:00 - Scorecard metrics: sales, spend, inventory value, margin28:00 - Returns tracking and seasonal variations31:00 - Finding the right tempo for tracking your numbers33:00 - Using AI in their Amazon business36:00 - Lean operations and spaghetti mapping explained39:00 - Real examples of process improvement41:00 - Bringing in a lean consultant for company-wide training43:00 - The eight wastes and eliminating extra processing44:00 - Mindset shift: accepting your process is wrong47:00 - Being the boss you never had49:00 - Elon Musk, staying in the weeds, and the Gemba51:00 - Book recommendations (Walter Isaacson, Ron Chernow)52:00 - Building systems through crisis response, not planning55:00 - Complete hiring process and personality testing59:00 - Phone screening, core values introduction, and filtering1:01:00 - Shopper training program overview1:04:00 - Warehouse training before field work1:07:00 - What makes a shopper field-ready1:09:00 - Compensation structure: item count vs percentage of spend1:11:00 - Bonus structure and incentivizing profitable behavior1:12:30 - Buying criteria for shoes and clothing (minimums, ROI)1:15:00 - Subcategories to avoid (dress shoes, small sizes)1:16:00 - Repricing strategy: buy box anchoring, not ROI-based1:18:00 - The rodeo jeans revelation: market doesn't care what you paid1:19:00 - Aging inventory repricing (30-day and 90-day rules)1:22:00 - Using ScanPower Mobile for pricing decisions1:23:30 - Holding inventory strategy and merchant fulfilled hack1:26:00 - Supplier profitability report as backbone of shopper metrics1:28:00 - Cross-collaboration and company averages1:30:00 - Honey holes and competitive bonuses1:31:00 - The four core values (TACO framework)1:34:00 - Quarterly conversations and the people analyzer1:36:00 - Embedding core values through repetition1:37:00 - Importance of outside perspectives and continuous learning1:39:00 - How lean and EOS clicked for them1:40:00 - EOS as the administrative equivalent of lean1:43:00 - Ecom Toolbox elevator pitch and who it's for1:44:00 - Where to find Kim and Perry1:45:30 - Time travel question: advice to their younger selves1:48:00 - Setting boundaries and not letting the business consume you1:48:30 - Recent impactful learning (Musk biography, learning to play)

That advice we all know we need to hear—delivered in a no-nonsense, get-it-done way.In this episode, we're joined in studio by Chris Hallberg, aka The Business Sergeant—one of Inc. Magazine's Top 50 Leadership and Management Experts, published author, and personally trained by Gino Wickman, creator of EOS and author of Traction.Chris breaks down his world-renowned leadership principles that help teams:Stop accepting poor leadershipBuild real accountabilityAdopt a disciplined, military-style mindsetGet measurable resultsThis is a must-watch for leaders who are done with excuses and ready to raise the standard.

Jane Coxwell is a globally trained chef and the founder of OKO, with a career that spans cooking in the South of France and Southeast Asia to more than a decade as Diane von Furstenberg's private chef and head chef aboard the super yacht Eos. Known for her elegant, vibrant approach to real food, Jane began creating fresh vegetable blends to help a close friend nourish herself through health challenges. Those recipes became the foundation of OKO. Today, Jane brings her deep culinary expertise to crafting organic, chef-developed vegetable blends that make eating more vegetables effortless, flavorful, and deeply satisfying.OKO is a chef-founded food company dedicated to making healthy, plant-based eating effortless and delicious. Its fresh, organic vegetable blends are crafted to be vibrantly flavorful and endlessly versatile—ready to scoop, sauce, dip, or stir into meals with no prep required.IG okofoodco | okofood.comFind Me:IG + TikTok citrusdiaries.studiocitrusdiaries.com | hello@citrusdiaries.comCreate your ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ today! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#madeonzencastr

Think you need to be a natural visionary to cast compelling vision for your church? Think again. This episode breaks down vision casting into practical, repeatable steps any pastor can implement. Discover how to develop a clear vision, why "God's will is something you do, not something you find," and how to make your vision sticky enough that a teenager could explain it to their friends. From Moses painting the picture of the Promised Land to modern church growth strategies, learn proven frameworks for telling people who you are and where you're going. Whether you're leading 50 or 5,000, these tools will help you break through growth barriers and inspire your congregation toward meaningful kingdom impact. Practical wisdom for church leaders who want to grow so they can go.• Vivid Vision: https://a.co/d/4E1U8rf• Church Unique: https://a.co/d/8kcqLjp• EOS: https://www.eosworldwide.com/traction-library**(If you don't know where to start with EOS, we'd start with Traction: https://a.co/d/ajsg9zx)

In this episode of Better Business, Better Life, Debra Chantry-Taylor is joined by David Hori, a business acquisition specialist who has led and supported multiple successful exits, including a sale to Toyota.David unpacks why exit planning is not a future event but a leadership discipline that needs to start early. He explains how strong teams, clear processes, and transparency create real business value and allow a business to operate without its founder at the centre. Drawing on his experience across VC-funded startups, acquisitions, and exits, David shares practical insights into building businesses that are genuinely exit-ready.The conversation explores the role of EOS in reducing owner dependency, the importance of involving the leadership team in exit conversations, and why understanding valuation drivers early gives owners more choice and control. David also shares details of his upcoming webinar series designed to help business owners navigate exit planning with clarity and confidence.This episode is essential listening for founders who want optionality, continuity, and a business that can thrive beyond them.CONNECT WITH DEBRA:         ___________________________________________         ►Debra Chantry-Taylor is a Certified EOS Implementer | Entrepreneurial Leadership & Business Coach | Business Owner►Connect with Debra: debra@businessaction.com.au►See how she can help you: https://businessaction.co.nz/ ►Claim Your Free E-Book: https://www.businessaction.co.nz/free-e-book/ ___________________________________________  GUEST'S DETAILS:  ► David Hori – LinkedIn: https://www.linkedin.com/in/iamdavidhori/►Topline Operators – Website: https://www.toplineops.com/Episode 257 Chapters:  00:00 – Introduction 00:47 – Introduction and Overview of Business Outcomes   01:23 – David Hori's Background and Expertise   02:39 – David's Journey from Law Firm to VC-Funded Startups   05:28 – The Importance of Processes and Systems in Scaling  07:15 – Scaling and the Theory of Constraints   08:09 – Factors Influencing VC-Funded Business Success   10:16 – The Role of Transparency and Team in Exit Planning   14:11 – David's Experience with the Toyota Exit   16:21 – Key Considerations for Business Owners Planning an Exit   26:16 – David's Tips for Business Owners Considering an Exit   33:54 – David's Upcoming Webinar on Exit Planning  

Craig Dubitsky is the Founder of Hello Products (sold to Colgate) and the strategic mind behind the iconic EOS lip balm spheres. Now, he's the Co-Founder of Happy Coffee alongside Robert Downey Jr. I ask Craig how a 12-person team gets product into 17,000 stores and how NetSuite saved his operations when hypergrowth literally broke their systems. Learn more about your ad choices. Visit megaphone.fm/adchoices

Sponsors:◦ Visit Buildertrend to get a 60-day money-back guarantee on your Buildertrend account◦ Marvin Windows and Doors◦ Sub-Zero Wolf Cove Showroom PhoenixConnect with Tiffany Rosenbaum:◦ https://www.instagram.com/tiffanymrosenbaumConnect with Brad Leavitt:Website | Instagram | Facebook | Houzz | Pinterest | YouTube

In this episode of Front Cover: A Rough Notes Podcast on the Agency Intelligence Podcast Network, Jason Cass sits down with Andrew Cowan and Dave Taylor of FirstMark Insurance Group, the agency featured on the February 2026 front cover of Rough Notes Magazine.  Key Topics: From Farmers agents to independent: Andrew and Dave's leap into FirstMark in 2013 Bootstrapping for seven years and choosing people over profit to fuel growth Transitioning to 100% remote operations after COVID showed it could work Four guiding principles: positive attitude, confidence, pursuit of excellence, and thoughtful and kind Choosing ideal clients who value advice and coverage over cheap pricing Teaching agents to reframe price conversations around the three things clients deserve Three-tier training system: foundation agents, journeymen, and tenured producers Using Microsoft Teams, EZLynx, and Sales Center for remote coaching and pipeline management Building a leadership team and moving to EOS with a COO as integrator Service model that frees agents to grow by adding client care teams to relationships Reach out to: Andrew Cowan Dave Taylor Jason Cass Visit Website: FirstMark Insurance Group Rough Notes Magazine Produced by PodSquad.fm

email chris@drchrisloomdphd.com with "Podcast freebie" to book a coveted FREE guest spot on the show. To book a PREMIUM spot on the Podcast: ⁠https://www.drchrisloomdphd.com/_paylink/AZpgR_7f⁠Book a 1-on-1 coaching call: ⁠https://www.drchrisloomdphd.com/booking-calendar/introductory-session⁠ Become a member of our Podcast community: ⁠https://www.drchrisloomdphd.com/membership⁠Subscribe to our email list: ⁠⁠https://financial-freedom-podcast-with-dr-loo.kit.com/⁠⁠Click here to join PodMatch (the "AirBNB" of Podcasting): ⁠https://www.joinpodmatch.com/drchrisloomdphd⁠Click here to purchase my books on Amazon: ⁠https://amzn.to/2PaQn4p⁠Click here to purchase my audiobooks, visit: ⁠https://www.audible.com/author/Christopher-H-Loo-MD-PhD/B07WFKBG1F⁠To help support the show:CashApp- ⁠https://cash.app/$drchrisloomdphd⁠Venmo- ⁠https://account.venmo.com/u/Chris-Loo-4⁠Buy Me a Coffee- ⁠https://www.buymeacoffee.com/chrisJx⁠Disclaimer: Not advice. Educational purposes only. Not an endorsement for or against. Results not vetted. Views of the guests do not represent those of the host or show.  

Ready to break through your business growth ceiling? In this insightful episode of TBCY, host Ashutosh Garg sits down with Sid Jashnani, a Certified EOS Implementer, founder of Rekruuto, and serial HoldCo entrepreneur. Discover how the Entrepreneurial Operating System (EOS) transforms founder-led organizations, scales businesses beyond $5–10M, and helps leadership teams achieve self-operating, high-trust cultures.Sid Jashnani opens up about his early failures and victories, the crucial skill of firing oneself and delegating leadership, why processes may feel painful but are essential for sustained growth, and why culture cannot be compromised for high performance. Ashutosh Garg guides the conversation with insightful questions, taking you through the core EOS principles—vision, people, data, issues, processes, and traction—and real-life examples from Sid Jashnani's entrepreneurial journey.If you're a business leader, founder, or aspiring entrepreneur looking to scale your company and build an accountable, high-performing team, this episode is a must-watch!

In this episode of Better Business, Better Life, Ryan Hogan, a serial entrepreneur and CEO of Talent Harbour, shares his incredible journey from bankruptcy to scaling a business to $55 million using EOS and other tools. Ryan discusses the challenges and rewards of entrepreneurship, including the crucial role of communication, accountability, and structure in scaling a business. Ryan's entrepreneurial journey spans various ventures, from a murder mystery company to Hunt a Killer, where he pivoted to subscription boxes and landed major retailers like Target and Walmart. He attributes much of his success to implementing EOS, joining peer groups like Vistage and EO, and surrounding himself with brilliant problem-solvers. He offers valuable advice for entrepreneurs, including the importance of having an operating system, seeking business coaching, and investing in peer support. Ryan's journey serves as an inspiring example of resilience, learning from failure, and the strategic approach needed to grow a business. CONNECT WITH DEBRA:         ___________________________________________         ►Debra Chantry-Taylor is a Certified EOS Implementer | Entrepreneurial Leadership & Business Coach | Business Owner ►Connect with Debra: debra@businessaction.com.au ►See how she can help you: https://businessaction.co.nz/ ►Claim Your Free E-Book: https://www.businessaction.co.nz/free-e-book/ ___________________________________________ RYAN'S DETAILS: ►Ryan Hogan – LinkedIn: https://www.linkedin.com/in/ryanehogan/ ►Talent Harbor – Website: https://talentharbor.com/ Episode 256 Chapters:   00:00 – Introduction 00:42 – Entrepreneurship and Communication Challenges 02:39 – Ryan Hogan's Entrepreneurial Journey 04:10 – Transition to Hunt a Killer 45:25 – The Role of EOS in Business Success 45:38 – Talent Harbour and Future Plans

In this episode, we'll examine how AI has made recording conversations effortless—and why that convenience poses legal, ethical, and moral challenges for lawyers. We'll break down the risks of passive and stealth recording, including issues around consent, biometric privacy laws, and client trust. And you'll get simple, practical tips for using recording tools transparently while maintaining professionalism and integrity. Chapter Markers 0:00 Brooke's Legal Industry Background 1:09 Understanding Law Firms as Businesses 2:30 EOS and the Three Buckets 3:09 Becoming an EOS Implementer 6:06 The Six Pillars of EOS 10:04 Handling Toxic High Performers 13:50 Cash Flow Forecasting Basics 16:13 Six Key Numbers to Track 20:24 Owner Compensation & Firm Growth 23:13 Mindset Blocks Around Money 24:42 Hiring Smart vs. Cheap 27:24 Smart Outsourcing Strategies 29:33 Leveraging AI in Law Firms 31:16 EOS Implementation Resources Resource Links ChatGPT Lab (a weekly AI workshop for lawyers) Apply to join the ChatGPT Lab The 80/20 Principle (my techlaw newsletter) The Inner Circle (my online community for lawyers) Follow and Review: I'd love for you to follow me if you haven't yet. Click that purple '+' in the top right corner of your Apple Podcasts app. I'd love it even more if you could drop a review or 5-star rating over on Apple Podcasts. Simply select "Ratings and Reviews" and "Write a Review" then a quick line with your favorite part of the episode. It only takes a second and it helps spread the word about the podcast. Thanks to the sponsor: Smith.ai Smith.ai is an amazing virtual receptionist service that specializes in working with solo and small law firms. When you hire Smith.ai, you're hiring well-trained, friendly receptionists who can respond to callers in English or Spanish. And they have a special offer for podcast listeners where you can get an extra $100 discount with promo code ERNIE100. Sign up for a risk-free start with a 14-day money-back guarantee now (and learn more) at smith.ai.  

No Agenda Episode 1837 - "Moral Injury" "Moral Injury" Executive Producers: Damaskin Jeffrey Alicea Sir Mark Bendykowski Associate Executive Producers: David Byrne La Jolla Salt Corporation Matthew Martell Linda Lu, Duchess of jobs & writer of winning résumés Strike Become a member of the 1838 Club, support the show here Boost us with with Podcasting 2.0 Certified apps: Podverse - Podfriend - Breez - Sphinx - Podstation - Curiocaster - Fountain Art By: Baron Darren O'Neill End of Show Mixes: deezlaughs EOS endofshow.1.25.26.mp3 MVP EOS DJT and Oprah.mp3 MVP EOS Real Glitchy Slop.mp3 Mark van Dijk - Systems Master Ryan Bemrose - Program Director Back Office Jae Dvorak Chapters: Dreb Scott Clip Custodian: Neal Jones Clip Collectors: Steve Jones & Dave Ackerman NEW: Gitmo Jams Sign Up for the newsletter No Agenda Peerage ShowNotes Archive of links and Assets (clips etc) 1837.noagendanotes.com Directory Archive of Shownotes (includes all audio and video assets used) archive.noagendanotes.com RSS Podcast Feed Full Summaries in PDF No Agenda Lite in opus format Last Modified 01/25/2026 16:22:53This page created with the FreedomController Last Modified 01/25/2026 16:22:53 by Freedom Controller

00:00 - Intro  06:31 - Welcome Marcus & Early Beginnigs  20:47 - First Euros Race  26:41 - First Foray into Nitro and 2nd Euro Win 33:54 - Driver Marcus looked up too 35:37-  Rivalry with Broc start EOS?  38:32 - 2023 Worlds in USA  44:14 - Back To Nitro 49:47 - 2025 Worlds Warm Up  53:43 - 1/10 World Championship 2025 2WD leg  1:11:38 - 1/10 Worlds 2025 4WD Leg  1:24:16 - Beef with Broc  1:26:30 - 1st Florida Carpet Championship  1:29:37 - Ebuggy World Championship  1:38:10 - What's Next for Marcus ?  1:39:39 - RC for a living? 1:42:10 - What does Marcus do in spare time   

TRIGGER WARNING – THIS EPISODE CONTAINS EXPLICIT LANGUAGE What do you do when you suspect that your new hire could be a bad hire? How can you rectify the situation […] The post Spotting a Bad Hire Before they Burnout the Team through EOS with Dr. Tara Vossenkemper | POP 1333 appeared first on How to Start, Grow, and Scale a Private Practice | Practice of the Practice.

In this episode of The Managing Partners Podcast, Kevin Daisey sits down with Nick Mendez, co-founder of Horton & Mendez, to break down how intentional culture-building can become a law firm's greatest competitive advantage. Nick shares how his firm scaled from a tiny office share during COVID to a statewide powerhouse with a $38 million jury verdict—all while building systems that attract, retain, and develop top legal talent. They dive deep into the seven critical needs every employee has, how to define core values that actually work, and why law firm owners must stop hiring “mercenaries” and start building teams of missionaries. If you're struggling with hiring, retention, or internal alignment at your firm, this episode provides a clear roadmap for sustainable growth. Today's episode is sponsored by The Managing Partners Mastermind. Click here to schedule an interview to see if we're a fit. Chapters (00:00:00) - The Managing Partners Podcast(00:02:14) - Can You Tell More About Your Law Firm?(00:07:29) - How to Build a Strong Partnerial Partnership(00:10:53) - 7 critical things employees need to know about their firm(00:11:43) - The Chick Fil A Law Firm Values(00:15:16) - 7 Critical Needs of Employees for EOS(00:19:09) - Hiring the Right People for the Core Values(00:24:30) - What Makes a Law Firm So Well-Off?(00:27:40) - Six Rules for Protecting Your Culture(00:31:34) - Fractional HR: Paying the Right People(00:33:26) - 7 critical needs for employees at your firm

Kiera takes listeners through specific actions the most successful dentistry minds have incorporated into their day-to-day to stay elevated. She touches on: Planning out an ideal week Reviewing these numbers weekly Fostering problem-solvers And more! Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript:   The Dental A Team (00:00) Hello, Dental A Team listeners, this is Kiera and I hope that you guys are having an amazing day today. I hope you're loving dentistry. I hope you're loving your opportunities. I hope that you are remembering that we have one life and I hope that you're making it the absolute best life you can. There's a song that I recently heard called Time's a Ticken and it's like, so call your mom, love your babies, talk to your friends and...   I just think about it and another thing I saw were like, if your mom and dad are still able to call you, how blessed are we? And I know some people have strained relationships, but I think as much love that we can give and as much as we can foster great relationships in our lives and realize how much goodness we have, I think that's an amazing space for us. just hopefully you know how much I love and appreciate you and how much I'm rooting for you, whether I know you personally or whether...   you are someone in our Dental A Team family, or if you are in our podcast family, or if you're new to this, just know I'm rooting for you. Even if I don't know you personally, ⁓ you're doing better than you think you are today. Guys, it's going to be fun. I want to talk about CEO habits for next level, like what top practice leaders are doing and just some tips for you. As we're rolling into a 2026, I love looking at habits and not necessarily fads, but habits. And so what do things do? And I believe that habits, not just hustle,   are going to help you with success. ⁓ So many times it's like, well, what made the success successful? And it's like really consistency on doing the best things and the highest priority things consistently. And so giving a couple of three core habits that I think growth-minded leaders, practice owners have versus overwhelmed operators. And so really being able to give you that guidance and at Dental A Team we're obsessed with helping dentists become CEOs of their practices and having amazing teams thrive around them and.   ⁓ Giving you guys all of that today is really what it is and we want you guys to feel clarity, confidence and consistency. And I know sometimes when you're in the whirlwind of the day-to-day business, it can feel very hard to have this. But I will say, if you can build these as a building blocks, the noise can lessen. I'm not gonna promise it will go away, but it can definitely lessen and doing it over time. Just like with front office team members were like, I just don't have time, Kiera. And we're like, great, let's put in a power hour. And they're like, it's never enough time.   You're right. Today is not enough time, but if you do one hour a week blocked with no interruptions and you work on the highest level things, I've watched teams over and over and over again, be like, I actually don't need this hour anymore. And we get our recare calls done and we get our unscheduled treatment calls done and we block that and we do it. And office managers, they block that time and billers block the time to do insurance verification. It does not need to be a lot of time, but it does need to be consistent. So with that, you guys, this is going to be something that's a   a habit, ⁓ daily and weekly habits that you can create that you can really just put into your life now. So number one is, this sounds so silly and I do this often, it's creating and committing to an ideal week. ⁓ And so that's being able to have a rhythm and not reaction. so what I noticed and it's crazy because as my company evolves, my life and my business and my schedule needs to evolve as well.   When the business was smaller, I used to be able to run back to back to back to back meetings. There wasn't as much strategy that I needed to think about. There weren't as many hard decisions. There weren't as many like complex decisions that I used to be able to run a week like back to back to back. And then I realized like, I can't run like that anymore. I need to have like on time and off time, on time, off time. And then there's presenting like podcasts. Like you try to put meetings on a podcast day. You guys, am in podcast is creative land and I'm on presenting mode. And I'm like here hanging out with you guys and having a good time.   don't put meetings where I'm trying to like figure out a budget that is such a different mind than a creative mind. And so really being able to block this where we have it and color coding your calendar. What I really do believe is as a CEO of a practice, you're going to have clinician time, right? You're going to have being a dentist. Then you're going to have leader time where you're developing your leaders. And then you're going to have visionary CEO time. And if you can block this in there and you don't have to have it perfect. So do I have   leader time where I'm like developing my leaders and I'm spending time figuring out leadership pieces for them and investing in my leaders and coaching my leaders. Do I have that blocked in there? And then do I have this deep work visionary CEO time where I'm reviewing the financials and I'm answering questions from my office manager and doctors sometimes they even recommend you have another block of am I getting like all the busy work like the labs and the clin checks and the cases and looking at all the scheduling coming up. Do I have time to work on that? And   blocking this and it sounds like, gosh, there's so much and there is, this is why you feel overwhelmed and you feel radical. So having my doctor dentists in time, my leadership development time, my CEO time, and then if you need any other time, great. I also put in my personal time. So am I working out and taking care of my body? And we did this with our mastermind group where I learned a thing called rapid planning method from Tony Robbins and I really enjoyed it. And then I took it of course, ended Kiera spin to it.   But what I really loved is Tony actually had us rename our categories. So instead of saying workout time, it's my honoring my body time. And that was so much more fulfilling for me. And I also have buckets in there that are color coded of date time. Like I call it mine and Jason's forever love story. And what do I put into my calendar that's blocked specifically for that? And what's lovely is when you have colors around it, ⁓ you can actually make it to where you then are working on those specific areas.   and you're able to see them very, very easily. So when we look at this, I think about my colors and my favorite color is pink. So I always have my Kiera section where I'm honoring myself. It's in pink in my calendar. When I'm working on Dental A Team and I used to like call it just Dental A Team. Now it's my passion project and it's blue. Honoring my body is orange. I needed that like vibrant orange, like getting excited about it. And I have that in there.   my leadership visionary time, that's going to be a different color. For me, that's more of this like blue turquoise color. It's more serene, it's calm. So whatever that is for you, just having those color coordinated things and like I popped into my RPM planner. So I have my ⁓ ROASIS ⁓ is our home. And so working on my home, wealth, genius, fun, that's curious thing. And I always make sure I have fun built into my calendar. But I think like you can make it as complex or as simple as you want, but I would really recommend we've got our dentist time.   our leader time, so maybe that's like our give back time or our development time or our like my first team time and then my visionary, my exciting time. What does that look like and really blocking that in your calendar? And so then we audit our week at the end of the week and I remember I was taught like many times like the most productive thing is to go back and look where did I win my week? Where did I like lose the week and what do need to change for this? And   Even me going into a new year, actually have a new EA joining me pretty soon. So that's thrill. If any of you had a personal assistant EA that's been with you for a long time and you're getting a new one, let's ⁓ just say it's a thrill. And I'm really excited for Marissa to join as Shelbi's getting ready to have some life changes. And I'm so, so, so excited for her. ⁓ And going through that and being able to experience it, I realized I needed a different calendar.   What I've been doing is not going to get me to where I need to go. And so we've been working on it and I like built it. You guys, I like to like really mass and like if I'm in podcast mode, I'm in podcast mode. And if I'm in coaching call mode, I'm in coaching call mode. And if I'm in business mode, I'm in business mode. ⁓ but I realized what I was doing is I was business mode. I was coaching call AKA dentists thing that I was in heavy meetings and then I was in podcasting. And I think sometimes when we run that heavy, it's very hard to have like downtime. And so for you looking, you're working as a dentist all four days.   So could we block maybe Wednesday mornings where you have a catch up time or do we have a CEO day where it's a Friday and you actually have that block for four hours and you work on that. I have a dentist, he works Monday, Tuesday, Wednesday, Thursdays are always off and he works Friday. And I'm like, that is the weirdest schedule. He's like, Keira, I love it. I get all my admin stuff done when people are still there. I have time to think that's when I'm gonna work on my decisions. And then I go in and have a great Friday where I've got nothing on me and I produce my highest amount. And this doctor is a very high producing doctor but he's very regimented in how he does it.   And that's how he's been operating for the last like 30 years. So when you implement this and you commit, so I'm like, okay, let's break it down. guys know I like to make it easy. I like to make it tactical for you. You got to block these areas. What am I done to seeing? When am I leading? And when am I thinking about the greater big like CEOing of the company? And if I'm only going to do one, I'm going to block a two hour block every single week to work on high level of the business. Just like I recommended for our leaders blocking one hour minimum per week of deep work time.   and doing it at your prime optimal time. For me, it's early mornings. I operate so good from like 6 a.m. lately, it's been like 3 a.m. until about 11 and then like I'm out. I don't want to be thinking heavy. I don't like hard things. That's my operating. Just like I run on protein, Jason runs on carbs. Like it's just operating in how we function, but really making sure you do that. Again, this is a habit. It's a discipline. It's reviewing it. And I had a doctor who was really high level. We coached together for about a year and he said, Kiera, coaching with you was one of the most impactful years of my life.   because you taught me to prioritize my calendar, to review my calendar, to work on my family relationships, to work on my leadership, to delegate, to see what things were in my calendar that I could delegate. And this person has grown and added multi-multi-practices and I'm so proud of him. But truly, this is going to be your best thing. So action on this of getting this habit into place is block two hours as your CEO time, no operations, no calls. You are just fully focused on the business and commit to doing that.   for the next four months. Whoa, four months, can you imagine? Just try it. Test it out, tell me, Kiera, I'm trying the experiment. Email me, Hello@TheDentalATeam.com. I'm committed to it and I want you to not break that promise to yourself. You hold it strong. I had a doctor who did this. She put a like sign on her door and she said, do not interrupt me at all. Now you have to hold this strong because if someone's like, hey doc, I just have a quick question. Nope, right now is my time and I need you to respect my time. I'll be available at this time.   You call that one or two times and your team will not interrupt you again because they know you are dead serious on this. So review it. Now you're already doing that. I want you to take it one level further and I want you to add in your date time, your workout time, something that you are also adding in that needs to be blocked. And I want you to ramp it up one more. Okay, that's number one habit. Number two habit is reviewing your KPIs and your financials every single week. And you're making decisions based on data, not on feeling. So we all know that what we measure improves, right? All of that is there.   So what it is is KPIs, you gotta be looking at those, whether you're using dental Intel, we recommend Addit. Practice by numbers, I don't care. All of our clients do get Addit. So if you're like, hey, I'm thinking about consulting, but I'm not sure about cost or guess what, we cover that cost for you and it's free for you and we also have other perks for you. So ⁓ definitely cost savings that way. And we help you build a scorecard and a dashboard and we teach your team to look at this. But you as a CEO of your practice, this is how you become a CEO. CEOs make decisions based on numbers and metrics, not on feeling and gut.   but you have to take time to review the data to sift through the data. We have an amazing CRO on our team that's a chief revenue officer. didn't even know that was a position. And I have been begging our marketing team to go through our podcast data to figure out what did the listeners want? have, guys, oh my gosh, we're moving into, think our, we started in 2019. So this year, seven years on the pod, guys. I cannot believe that. Lucky seven over here. But thinking about it, I was like, go look at the data. want to,   not just what Kiera feels and what I think you guys, are 1,100 episodes in by now. Like we should be able to have great data of what you guys want. And you're gonna hear a change this year because we actually went through Paul kudos to him. He went through and he looked at all the data and he said, all right, Kiera, here are the episodes doing well here. The episodes not doing well. Here are the things that listeners want. Here's how we need to revamp it. And I was so proud of him and so grateful because now we're building content based on what the data is telling us. But you know how long that took him? It took him like three months to go through it all, sift through it all. And for you,   You've got data, you've got case acceptance data, you've got new patient call conversion data, you've got our billing, our AR data, you've got diagnosis of doctors, we've got hygiene period data. That is the stuff you need to be looking at to see how are we doing? You've got how long is it to our next appointment? We see how far out are we booking our new patients? We see how far out are we booking our six month appointments? Are we staying at six months? How much money are we losing? A doctor had me come in and I looked and saw it, you're booking your patients eight months out. It was about a million dollars worth of revenue that they were leaving on the table.   just by not having enough hygiene available. That is gold if you will take the time. So this is another step that we're gonna add in. So you've already got your CEO block. You can add this into it where we commit to reviewing our KPIs and our PNLs every single week and making adjustments to that. Now work in tandem with your office manager. Office managers, should be doing this as well. Every single week, where are we off and what do we need to do next? Every week. And we train our teams to use numbers, not feelings. And this is how we're going to lead.   So team members should be looking at the numbers. They should know their department. Are we on track? Are we off track? We have scorecards every single week. All of our departments are reporting. Where are we on? Where are we off of? Where do we need to pivot? We need lead measures and we need lag measures. We need to make sure we're looking at both of those. And you literally start looking at this. And I just told you like people who do this, I have an office and she was like, Garo, we need to increase. I want to increase it. And I was like, we are profit and production. That's all we're looking at, period. I cut out all the noise.   Profit production, what are the levers that are hitting that? How are we diagnosing? How are we block scheduling? How is our case acceptance? How are our new patients and how are we filling the schedule? Profit production, that's all we're hitting. And guess what? That doctor is the most profitable they have ever been. But it was because we had them laser focus. We focus on these numbers every single week. And this doctor was doing it, but they weren't optimizing and making decisions on where they really needed to go and focus on the most important thing. And I think even though you might look at the KPIs and data, are you focusing on the most important things that are gonna drive and move your practice forward?   So I want you profit and production are the number two that I go after. One and two, you've got to look at those two always. And then you use the other ones to boost those two up. And if you're struggling with that, hi, I'm Kiera. We work at Dental A Team. We're a consulting company committed to making you financially free, blissfully happy in your practice and getting the best life you want. So reach out, Hello@TheDentalATeam.com Okay, so let's have it number two. Habit number three is developing your people to solve problems instead of you always solving them. So.   This is something where it's like, what's leadership versus what's firefighting. And you guys, I'm not perfect at this. I do a lot of firefighting. I do a lot of problem solving for teams. And I'm like, my gosh, I'll just give you the answer. But the goal is we need to fix it. And we need to start asking the question. So I'm like, hey, here's a problem. Instead of being like, here's the answer. Then we train them that we're the person that they come to. Hey, what do you think is a solution? You can roll it out. It's a three solution company. If you've got a problem, you bring me three solutions, one of which does not cost money. We have one-on-ones that focus on development, not just updates.   I need to develop you as a leader. I need to work with you. I need to grow you. Where are we at? This is the things we need. Like, let's work through this. Is this really the best use of our time? Is this really the best KPI for us to be tracking? Is this really how we're gonna lead? You focusing and developing your leaders and coaching them, you don't wait for things to break. So like, let's look at the KPIs. All these, you can tell build upon each other. Let's look at the KPIs. Let's look at what you guys are needing. And then let's coach to that. But truly,   If you will coach your team, there's a practice that I have known for gosh, seven years. The doctors are working in there one day a week and their office manager is running the organization and they have leaders. They have people that are following up on issues. They have the team solving their own problems. They're a solution oriented organization rather than a problem like centric like, Hey, here's your problem. Go fix it. If you need a good book, ⁓ gosh, it's the monkey book. The one minute manager meets the monkey.   It's like a good little fable of don't let people put the monkey, like their monkey on your back and leave it. Another friend described it as a fridge with a magnet and like someone was like, here's this problem, here's this problem. We're like Post-it notes, right? Like they just put it all on you. Tiff and I did a video a long time ago where it's like Post-it notes all over you and you're just drowning in Post-it notes. Well, that's like draining your energy too. And if we can teach our team to solve problems and this is a habit, this is going to be, ⁓ this is going to be something that you work through.   So just letting you know, like, this is where it's at. This is how we do it. These are three habits for you. So how do we take action on this one of developing it is you're going to have monthly coaching one-on-one with each of your leaders and figuring out their gaps of where they need to grow and giving honest feedback to them. ⁓ There's some great things of, you guys know we run on EOS and we absolutely love EOS and there's quarterly conversations that you can have. it's like, how are they on core values? How are they on their position? How are they rating themselves?   ⁓ We are having the conversations and we're being direct with them and we're giving mutual reflection on things and how are we doing on our quarterly pieces and how's our team doing and what are the moving forward actions that we're doing and having these as consistent monthly and quarterly check-ins with our team, but growing them into leaders is going to be critical and pivotal for your team. So these are three, you guys, three quick habits that you can implement now.   If you need to read the book Atomic Habits, how do I stack things? How do I make this easy? Like, okay, I need to block CEO time. So CEO time sounds like C, I'm gonna C on Thursdays or C on Fridays. Like, I don't know, C, maybe at C2, I'm trying to think of like an alliteration for you. I need my CEO time, my power time. There's no P in the alphabet, in the Monday, Tuesday, So maybe it's like top time on Tuesday or Thursday. I'm gonna do my top time Tuesday or Thursday or like Focus Friday.   There you go, there's some alliterations for you, but I'm gonna block this and I'm gonna block my calendar. Then I'm also gonna commit to KPIs or numbers. So winning Wednesdays, that's when I'm always gonna look at my numbers. Or magic Mondays, I'm gonna look at my numbers. Or money Mondays, there you go. Money Mondays, I'm gonna look at my KPIs and I'm gonna make decisions and me and my OM are gonna meet on that. And then I'm going to have leaders that are solution oriented. So we roll that as a culture thing and I'm gonna set it to where once a month I meet with all of my leaders now.   Maybe we work on weekly in the future, ⁓ but I'm gonna make sure that I'm meeting with them once a month and that's where I'm putting my most important time. And I could add that as CEO time, that's fine, because you are working on leadership at that part, but you're gonna commit to one, two or three of these habits and you're gonna hold strong for at least four months and let me know how your life looks. Now, if you're like me, I have to have a gym trainer, otherwise I don't work out. I got all the workouts, I got all the things, I hear it, I see it, I see it on Instagram, I see how to make the good food.   But unless I have it booked, scheduled, and someone's holding me accountable to it, I don't do it. So if you're that person, hi, I'm Kiera. We have the Dental A Team and this is what I'm obsessed with. Second to sending you a carrier pigeon, we make sure that you stay accountable to this. Let's help you do that. Reach out Hello@TheDentalATeam.com because you deserve to be the CEO and sometimes just being redirected and getting a new habit and a new operating system is going to get you to where you want to be. So reach out Hello@TheDentalATeam.com and commit to this. I want you guys to act like the CEO of your practice.   and start with these three habits this week. Reach out, we're here to help. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.  

In this insightful episode of In The Lab, Ruben sits down with Boris and Amanda Palomino — the powerhouse couple behind a rapidly growing assisted living operation. What started as a personal passion for meaningful work grew into a scalable business model with real estate, licensing, care teams, and systems all working together. Boris and Amanda break down what assisted living really is, who it serves, and why the demand curve over the next decade makes this one of the most compelling niches in housing and small business ownership.They walk through the true economics behind assisted living — from resident fees to operating margins — and the difference between running a home, owning the real estate, and building a company that can eventually scale across multiple locations. The Palominos also take us inside their story: burnout, breakthroughs, division of roles, supportive mentors, and how they merged purpose with profitability.This episode is a must-listen for anyone curious about assisted living as an investment vehicle, a recession-resistant business model, or a mission-driven path into entrepreneurship. Tune in now to learn how Boris and Amanda built a business rooted in care, cash flow, and long-term impact.HIGHLIGHTS OF THE EPISODE:34:30 Amanda talks about a social model of care46:10 Boris talks about the ideal property KEEPING IT REAL:09:40 – The business model explained12:55 – Licensing and compliance basics15:22 – Real estate vs. operating company19:44 – Resident care & staffing challenges24:01 – Revenue, fees & margins28:33 – Demand drivers & demographic trends32:58 – Scaling from one home to many37:45 – Purpose, burnout & balance42:19 – Systems, roles & EOS structure46:58 – Advice for new operators50:44 – Long-term vision & impactCONNECT WITH THE GUESTSBoris PalominoWebsite: https://www.palominoseniorliving.com/Linkedin: https://www.linkedin.com/in/boris-palomino/Instagram: https://www.instagram.com/borisvpalomino/Amanda PalominoWebsite: https://www.palominoseniorliving.com/Linkedin: https://www.linkedin.com/in/amanda-palomino-617a112a/Instagram: https://www.instagram.com/theamandapalomino/#AssistedLiving #SeniorHousing #RealEstateInvesting #CashFlowBusiness #HealthcareEntrepreneur #BusinessGrowth #ImpactDriven #AlternativeInvesting #HousingSolutions #ExperimentNation

Send us a textWhat if the difference between stalling at $8M and exiting at $55M wasn't luck, but a set of repeatable choices about people, process, and stage-fit hiring? That's the jump Ryan Hogan made, and we unpack exactly how he did it—from the hard lessons of a viral zombie race that crashed to the systems and recruiting moves that helped Hunt A Killer scale fast without losing its soul.We start with the foundation most founders skip: vision, mission, and values that actually drive decisions. Ryan explains why talent sits on top of that foundation—and why mis-hires rarely come from bad resumes, but from poorly defined problems and vague expectations. We dig into the mistake of hiring a leader from a $100M company to run a $25M org, and how to find operators who have done the exact jump you need right now. You'll hear how to set roles by outcomes, not titles, run a blank-slate org chart to reveal gaps, and reset expectations with early hires as the company evolves.Then we get tactical on recruiting. Real recruiting isn't posting and praying; it's outbound sourcing, targeted outreach, and selling a meaningful mission to candidates who aren't looking. Ryan shares why small and midsize companies need expert, stage-aware recruiting to win, how structured interviews and reference loops beat gut feel, and how EOS and peer groups like Vistage create the cadence and accountability to keep teams aligned as complexity grows. The result is a blueprint for building teams that scale, stay aligned, and deliver measurable outcomes under real-world constraints.If you're a founder, operator, or hiring manager who wants compounding growth without the cultural hangover, this conversation gives you the playbook: hire for the stage you're in, design the org you actually need, and treat recruiting like the competitive advantage it is. If this resonated, subscribe, share it with a builder who needs it, and leave a quick review—tell us the one hiring move you'll change this quarter.Support the show

Why do so many entrepreneurs hit a ceiling, and how does EOS break them through it? Jack Russo sits down with EOS implementer Theo Panopoulos to unpack why the Entrepreneurial Operating System has become a game-changer for founders everywhere. Theo explains how EOS cuts through complexity, forcing leaders to define their true vision, align their teams, and build accountability into every corner of the business. Drawing on his own entrepreneurial journey, he shows how EOS turns scattered effort into focused traction, helping even high-achieving leaders understand their strengths, clarify purpose, and finally execute with discipline. If you want your business to run smoother and grow faster, this episode makes the case: EOS isn't optional. It's essential. https://www.eosworldwide.com/    Jack Russo Managing Partner Jrusso@computerlaw.com www.computerlaw.com https://www.linkedin.com/in/jackrusso "Every Entrepreneur Imagines a Better World"®️  

In this episode of the Fit Fathers Fellowship Podcast, Ben Barker breaks down why most dads don't fail because they lack motivation—they fail because they lack systems.After attending an Entrepreneurial Operating System (EOS) leadership retreat through his day job, Ben connects proven business principles—used by high-performing companies—to fatherhood, fitness, faith, and family leadership.You'll learn how to:Define a clear vision for what winning as a dad actually looks likeStop trying to fix everything at once and focus on quarterly prioritiesUse simple daily non-negotiables to drive real fitness and life resultsBuild a personal scorecard so progress is measured—not guessedLead your home with intention instead of drifting through lifeThis episode is for dads who are tired of relying on motivation, want more discipline and consistency, and are ready to design their life on purpose.Strong dads don't wing it.Strong dads build systems.

Find Rocky Lalvani @ www.ProfitComesFirst.com or email him at rocky@profitcomesfirst.com   From Bankruptcy at 24 to $35M: Building Profitable Business Through Discipline and Purpose with Mike Chaput   What if the worst business failure of your life became the foundation for 26 years of unbroken profitability?   At 24, Michael Chaput bought a business that went bankrupt. At 50, he runs a $35 million company that hasn't had a single unprofitable month in 26 years—not through 2008, not through COVID, not ever. In this episode, Michael shares the hard-won lessons from hitting rock bottom and how financial discipline, tough decisions, and the right philosophy about profit built a business that never bleeds red.   In this episode, you will learn: Why "caring too much" kills deals: How poor due diligence and bad leases destroyed Michael's first business and the bankruptcy lessons that changed everything. The 17% margin discipline: How Michael uses peer benchmarking to spot expense ratio problems (like rent at 20% vs. industry standard of 3-6%) and maintains profitability every single month. Why keeping poor performers is cruel: The science of play vs. economic pressure and why letting underperformers go is the kindest thing you can do for them and your team. Profit as constraint, not purpose: Michael's philosophy that profit is like staying in bounds in basketball—necessary, but not the point of the game. How operating systems create alignment: Using Rockefeller Habits and EOS to turn vision into action and inspire "play" instead of toil. The 1,000-book advantage: Why reading one business book per week for 20 years built the foundation for every major decision.   Key Takeaway: Profitability isn't luck—it's discipline and hard decisions made quickly. Michael Chaput's 26-year track record without a single red month proves that success comes from three non-negotiables: (1) knowing your numbers cold (benchmark expense ratios, target specific margins like his 17%), (2) making tough calls fast (letting poor performers go is kindness, not cruelty), and (3) treating profit as a constraint, not your purpose. Bad deals have long tails, so care enough to walk away. Build a clear vision that inspires "play" instead of just paychecks. And never stop learning—Michael read 1,000+ business books over 20 years. That's how you build a business that never bleeds red, no matter what the economy throws at you.   Bio: Mike Chaput bought his first company at 24 with borrowed money and no experience, a move that led to early failure and bankruptcy, but also ignited a lifelong drive to understand what makes businesses succeed. He took those hard-won lessons and built a new company from the ground up, scaling it to $35M in revenue with 140 employees, best-in-class margins, and a values-driven culture. With degrees from Columbia Business School and UC Berkeley's Haas School of Business, Mike blends top-tier strategy with real-world execution. As a founder and the CEO of Endsight, as well as a board member and trusted advisor to multiple high-growth companies, Mike brings a grounded, operator's perspective to leadership, sustainable growth, and building resilient teams with purpose.   Links: Website: https://www.endsight.net/ LinkedIn: https://www.linkedin.com/in/michaelchaput/ Instagram: https://www.instagram.com/thechaputperspective/ YouTube: https://www.youtube.com/@thechaputperspective   Conclusion: Michael Chaput's journey from bankruptcy at 24 to building a $35 million company with 26 years of unbroken profitability isn't just inspiring—it's a masterclass in what separates businesses that thrive from those that merely survive. The lessons are clear: financial discipline beats hope, tough decisions beat comfort, and a uniting vision beats just working for a paycheck.   If you've been struggling with profitability, tolerating poor performers, or feeling like you're constantly firefighting, this episode gives you the blueprint to break free. Start by knowing your numbers, set your margin target, benchmark against your peers, and have the courage to make the hard calls. Remember: profit is necessary, but purpose is what makes the game worth playing.   #ProfitAnswerMan #Profitability #BusinessGrowth #Entrepreneurship #SmallBusiness   Watch the full episode on YouTube: https://www.youtube.com/@profitanswerman Sign up to be notified when the next cohort of the Profit First Experience Course is available! Free Copy of the Profit Blueprint Book: : https://lp.profitcomesfirst.com/landing-page-page  Monthly Newsletter signup: https://lp.profitcomesfirst.com/newsletter-signup Relay Bank (affiliate link): https://relayfi.com/?referralcode=profitcomesfirst Profit Answer Man Facebook group: https://www.facebook.com/groups/profitanswerman/ My podcast about living a richer more meaningful life: http://richersoul.com/ Music provided by Junan from Junan Podcast Any financial advice is for educational purposes only and you should consult with an expert for your specific needs.

# Exploring the Cosmos with The Space Cowboy: Latest Webb Telescope DiscoveriesJourney through the universe with The Space Cowboy as he breaks down the most remarkable recent discoveries from the James Webb Space Telescope. This episode features groundbreaking observations including an exoplanet dramatically losing its atmosphere, the earliest Type II supernova ever detected, surprisingly mature early galaxies, and stunning new imagery of the Helix Nebula. Learn how astronomers caught WASP-121b expelling massive helium tails, witnessed the ancient "Eos" supernova through gravitational lensing, discovered that young galaxies are more metal-rich than expected, and revealed that mysterious "little red dots" in deep space are actually young black holes in their growth phase. The Space Cowboy translates complex astronomical findings into accessible insights that reshape our understanding of cosmic evolution—from planetary formation to the birth of the earliest stars and galaxies. Perfect for space enthusiasts, astronomy buffs, and anyone curious about our universe's greatest mysteries.Some great Deals https://amzn.to/49SJ3QsFor more check out http://www.quietplease.aiThis content was created in partnership and with the help of Artificial Intelligence AI

Mass Effect: Andromeda Part 1 - Michael Rappaport's Crap Report Square Roots - Episode 496 Quest Log: 0:37:03 Level Up: 1:44:10 We're playing Mass Effect: Andromeda by BioWare for this year's BioWarey! So let's meet new friends! Explore new planets! And avoid having to recognize any of the four endings of Mass Effect Three! Also: • We Discuss What Games Are BioWare Games For Five Minutes * Jim Banks Hates Chris Isaak * The Adventures of Young Sheev * You Likka The Bigga Breasts * Touch Dadddy's Special Rock * TOO FAT FOR SPACE This Week: Play Mass Effect: Andromeda until you head to the mysterious planet of Eos! Next Week: "Johnny, for notes say we'll play some of trail of hope, not all of it. I haven't pinpointed yet. But I there's a point when you can choose which planet to go to first, I went to Vold. So maybe we'll play Vold." Our Patreon: http://patreon.com/squarerootspodcast Thanks to Steven Morris for his awesome theme! You can find him at: https://bsky.app/profile/stevenmorrismusic.bsky.social and https://www.youtube.com/user/morrissteven Contact Square Roots! Twitter: @squarerootspod Facebook: https://www.facebook.com/groups/486022898258197/ Email: squarerootspodcast (at) gmail (dort) com

In this episode, Dr. Killeen breaks down what real core values actually look like—through the lens of Gino Wickman and the EOS framework. He talks about why so many practice values turn into corporate fluff, how to spot the difference between wishful thinking and reality, and how to build values that actually guide hiring, leadership, and daily decisions. Core values should drive behavior—not just decorate the break room.

Kurt Greene is a certified EOS Implementer at EOS Worldwide, where he helps leadership teams build stronger, more scalable companies. A graduate of West Point and an Army veteran, Kurt brings a unique mix of Fortune 500 leadership, HR expertise, and peer-group facilitation experience through Vistage Worldwide, Inc. He works with founders and executive teams to implement practical tools that cut through complexity so they can regain control, align their teams, and get back to their visionary role. Whether partnering with veteran-owned businesses or mission-driven entrepreneurs, Kurt's work is grounded in service: helping leaders lead better, build healthier teams, and create workplaces people actually want to be part of.     In this episode of the SABM podcast, Scott chats with Kurt about: The EOS Framework: Kurt explains how EOS equips overwhelmed business owners with tools to get out of the weeds and back to thinking big. Right People, Right Seat: The "right people, right seats" approach brings clarity to hiring and retention, helping teams align on values, roles, and performance. Visionaries vs. Integrators: Founders can't keep straddling roles forever. Defining the integrator role frees up leaders to lead, and keeps the trains running on time.    EOS Life: A business should work for you, not the other way around. EOS makes space for leaders to do what they love, with people they enjoy, and get paid fairly for it, Veteran-Led Goals: With a service-driven mission, more veteran-led businesses are using EOS to create healthy, well-led teams and long-term growth.   Timestamps: 00:31 Kurt's Journey to Becoming an EOS Implementer 03:28 Common Challenges Faced by Business Owners 06:40 The EOS Life and Its Benefits 07:22 The EOS Implementation Process 10:58 Key EOS Tools and Frameworks 16:47 Structuring the Leadership Team 27:05 Kurt's Business Goals and Vision 32:37 Conclusion and Contact Information Connect with Kurt: LinkedIn | Kurt Greene eosworldwide.com kurtgreene@eosworldwide.com (865) 407-0703 If you found value in today's episode, don't keep it to yourself—share it with a colleague or friend who could benefit. And if you're a Service Academy graduate ready to elevate your business, we'd love for you to join our community and get started today. Make sure you never miss an episode subscribe now and help support the show: Apple Podcasts Spotify Leave us a 5-star review! A special thank you to Kurt for joining me this week. Until next time! -Scott Mackes, USNA '01  

From process consultant to helping businesses increase their enterprise value through systematization, Adi Klevit shares proven strategies for documenting operations, preparing companies for successful exits, and ensuring post-merger integrations don't fall apart. In this episode of the DealQuest Podcast, host Corey Kupfer sits down with Adi Klevit, founder of Business Success Consulting Group, who has spent over 30 years helping entrepreneurs bring order to their operations. Adi hosts the Systems Simplified podcast and contributes articles to Inc.com. WHAT YOU'LL LEARN: In this episode, you'll discover how documented processes dramatically increase enterprise value when selling a business, why buyers light up when they realize they're purchasing a system rather than just a company, and the concept of "unconscious competence" that keeps valuable knowledge trapped in entrepreneurs' heads. Adi shares how to extract hidden systems behind your natural talents, why entrepreneurs resist systematization even though it creates freedom, and how to get teams to actually follow documented processes. You'll also learn how process documentation complements entrepreneurial operating systems like EOS and Scaling Up, what breaks down in post-merger integration when documentation doesn't exist, and why AI is a powerful tool but cannot replace human judgment. ADI'S JOURNEY: Adi started a tutoring business in 9th grade that grew entirely through referrals, teaching her early lessons about balancing promotion with delivery. After working as VP of Marketing at an international consulting company, she launched her own firm when partnership wasn't available. As a general business consultant, she kept telling clients they needed documented processes, and nothing would happen. Finally, she offered to do it for them, and a niche was born. KEY INSIGHTS: A painting company owner documented all their processes with Adi's help. When he went to sell, the buyer's eyes lit up because he realized he wasn't just buying a painting company. He was buying a complete system and operation. On the flip side, Adi recently got a call from someone who bought a company with 60 employees and nothing documented. If everyone quit tomorrow, he would have no idea how to run what he just purchased. EOS implementers are Adi's biggest referral source because operating systems tell you that you need documented processes but don't create them for you. Adi's firm serves as a fractional process team that does the implementation work entrepreneurs keep pushing off. Too many people think deals are done when documents are signed. Adi works with companies that grow through acquisition, helping them bring new employees up to speed on unified systems. Even when both companies have good systems independently, those systems differ. Integration work determines whether the combined entity functions as one or remains two disconnected operations. For Adi, freedom means the ability to create. The systems she builds generate the freedom she values. Perfect for business owners preparing for exits, entrepreneurs struggling to extract knowledge from their heads, and acquirers concerned about post-merger integration. FOR MORE ON THIS EPISODE: https://www.coreykupfer.com/blog/adiklevit FOR MORE ON ADI KLEVIT: https://www.bizsuccesscg.com https://www.linkedin.com/in/adiklevit/ https://www.successreplicator.com FOR MORE ON COREY KUPFER https://www.linkedin.com/in/coreykupfer/ https://www.coreykupfer.com/ Corey Kupfer is an expert strategist, negotiator, and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker. He is deeply passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast. Get deal-ready with the DealQuest Podcast with Corey Kupfer, where like-minded entrepreneurs and business leaders converge, share insights and challenges, and success stories. Equip yourself with the tools, resources, and support necessary to navigate the complex yet rewarding world of dealmaking. Dive into the world of deal-driven growth today! Episode Highlights with Timestamps: [00:00] - Introduction: Adi Klevit's journey from childhood entrepreneur to process consultant [09:13] - Starting a tutoring business in 9th grade and learning about business cycles [15:22] - How passion for systematization developed through frustration with clients [18:31] - The painting company story: Buyers purchasing systems, not just businesses [22:04] - Corey's business development system he didn't know he had [26:37] - Getting teams to actually follow documented processes [34:05] - How process documentation complements EOS and other operating systems [38:56] - Post-merger integration: Where good deals go to die [46:26] - Which business areas prove most problematic in integration [51:03] - Why AI cannot replace human judgment in process work [52:56] - Freedom as the ability to create through systems Guest Bio: Adi Klevit is passionate about helping businesses bring order to their operations. With over 30 years of experience as a process consultant, executive, and entrepreneur, she is an expert at making the complex simple. Adi founded Business Success Consulting Group after recognizing that entrepreneurs needed someone to actually do the documentation work they kept putting off. She has been featured on numerous podcasts and delivered many webinars and live workshops sharing her insights on systemizing a business. She hosts the Systems Simplified podcast and publishes a weekly blog, with articles appearing in Inc.com. Known for turning what some see as a dry topic into something fun and practical, Adi shows audiences how to document, implement, and maintain systems that really work. Host Bio: Corey Kupfer is an expert strategist, negotiator, and dealmaker with more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker deeply passionate about deal-driven growth. He is the creator and host of the DealQuest Podcast. Show Description: Do you want your business to grow faster? The DealQuest Podcast with Corey Kupfer reveals how successful entrepreneurs and business leaders use strategic deals to accelerate growth. From large mergers and acquisitions to capital raising, joint ventures, strategic alliances, real estate deals, and more, this show discusses the full spectrum of deal-driven growth strategies. Get the confidence to pursue deals that will help your company scale faster. Related Episodes: Episode 337 - Mastering Post-Merger Integration with Jonathan Gardner: Explore how integration teams need authority and cross-functional participation to succeed after deals close. Episode 330 - From Operator to Owner: Business Freedom with Pete Mohr: Discover why being exit-ready creates freedom whether or not you plan to sell. Episode 341 - Avoid Major Scaling Mistakes with Robert Levin: Learn how sustainable growth strategies prevent the chaos that makes systematization essential. Episode 325 - ESOPs as Exit Strategy with Kelly Finnell: Understand alternative exit structures that preserve company culture and employee relationships. Episode 332 - The Art of Lucrative Exits and Business Growth with John Martinka: Master the fundamentals of preparing businesses for successful exits. Episode 333 - How to Franchise Your Business the Right Way with Greg Mohr: Learn how documented systems enable business replication and growth. Follow DealQuest Podcast: LinkedIn: https://www.linkedin.com/in/coreykupfer/ Website: https://www.coreykupfer.com/ Follow Adi Klevit: LinkedIn: https://www.linkedin.com/in/adiklevit/ Company: https://www.bizsuccesscg.com E-Book: https://www.successreplicator.com Keywords/Tags: business systematization, process documentation, enterprise value, exit preparation, post-merger integration, unconscious competence, scaling businesses, EOS implementation, operational systems, business processes, M&A integration, due diligence, business valuation, entrepreneur freedom, knowledge transfer, team training, business operations, deal readiness, exit strategy, business consulting

In this episode of Building Texas Business, Chris Hanslik talks with Nubia Pérez, CEO and part-owner of Gretna Machine Shop, a Houston-based precision manufacturer serving the energy, aerospace, and defense industries.Nubia shares the remarkable story of how her family built Gretna from a single-garage operation in 1980 into a certified lean manufacturing company, and how she later transformed it through leadership, culture, and purpose.After her father's passing in 2012, Nubia faced a decade of uncertainty before realizing that the company's future depended on her stepping forward. She reveals how she rebuilt Gretna from within by creating accountability, redefining its culture, and leading with empathy and transparency.From embracing EOS to driving diversification from oil and gas to aerospace, Nubia explains what it takes to modernize a second-generation family business while honoring its legacy. She also shares her perspective on automation, AI, and making manufacturing “mindful” again.If you are interested in leadership, culture change, and the evolution of Texas manufacturing, this episode offers a powerful look at resilience, renewal, and what it means to lead with heart and purpose.LINKSShow NotesPrevious EpisodesAbout BoyarMillerAbout Gretna Machine Shop

In this episode of Welcome to Cloudlandia, we explore how Miles Copeland, manager of The Police, turned Sting's unmarketable song "Desert Rose" into a 28-million-dollar advertising campaign without spending a dime. The story reveals a powerful principle most businesses miss—the difference between approaching companies at the purchasing department versus the receiving dock. Dan introduces his concept that successful entrepreneurs make two fundamental decisions: they're responsible for their own financial security, and they create value before expecting opportunity. This "receiving dock" mentality—showing up with completed value rather than asking for money upfront—changes everything about how business gets done. We also explore how AI is accelerating adaptation to change, using tariff policies as an unexpected example of how quickly markets and entire provinces can adjust when forced to. We discuss the future of pharmaceutical TV advertising, why Canada's interprovincial trade barriers fell in 60 days, and touch on everything from the benefits of mandatory service to Gavin Newsom's 2028 positioning. Throughout, Charlotte (my AI assistant) makes guest appearances, instantly answering our curiosities. SHOW HIGHLIGHTS How Miles Copeland got $28M in free advertising for Sting by giving Jaguar a music video instead of asking for payment. Why approaching the "receiving dock" with completed value beats going to the "purchasing department" with requests. Dan's two fundamental entrepreneur decisions: take responsibility for your financial security and create value before expecting opportunity. How AI is accelerating adaptation, from tariff responses to Canada eliminating interprovincial trade barriers in 60 days. Why pharmaceutical advertising might disappear from television in 3-4 years and what it means for the industry. Charlotte the AI making guest appearances as the ultimate conversation tiebreaker and Google bypass. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dean Jackson: Mr. Sullivan, Dan Sullivan: Good morning. Good morning. Dean Jackson: Good morning. Good morning. Our best to you this morning. Boy, you haven't heard that in a long time, have you? Dan Sullivan: Yeah. What was that? Dean Jackson: KE double LO Double G, Kellogg's. Best to you. Dan Sullivan: There you go. Dean Jackson: Yes, Dan Sullivan: There you go. Dean Jackson: I thought you might enjoy that as Dan Sullivan: An admin, the advertise. I bet everybody who created that is dead. Dean Jackson: I think you're probably right. Dan Sullivan: Yeah. I was just noticing that. Jaguar, did you follow the Jaguar brand change? Dean Jackson: No. What happened just recently? Dan Sullivan: Yeah. Basically maybe 24. They decided to completely rebrand. Since the rebranding, they've sold almost no cars and they fired their marketing. That's problem. Problem. Yeah. You can look it up on YouTube. There's about 25 P mode autopsies. Dean Jackson: Wow. Dan Sullivan: Where Dean Jackson: People are talking mean must. It's true. Because they haven't, there's nothing. It's pretty amazing, actually, when you think about it. The only thing, the evidence that you have that Jaguar even exists is when you see the Waymo taxis in Phoenix. Dan Sullivan: Is that Jaguar? Dean Jackson: They're Jaguars. Yeah. Dan Sullivan: I didn't know that. Yeah. Well, yeah, they just decided that they needed an upgrade. They needed to bring it into the 21st century. Couldn't have any of that traditional British, that traditional British snobby sort of thing. So yeah, when they first, they brought out this, I can't even say it was a commercial, because it wasn't clear that they were selling anything, but they had all these androgynous figures. You couldn't quite tell what their gender was. And they're dressed up in sort of electric colors, electric greens and reds, and not entirely clear what they were doing. Not entirely clear what they were trying to create, not were they selling something, didn't really know this. But not only are they, and then they brought out a new electric car, an ev. This was all for the sake of reading out their, and people said, nothing new here. Nothing new here. Not particularly interesting. Has none of the no relationship to the classic Jaguar look and everything. And as a result of that, not only are they not selling the new EV car, they're not selling any of their other models either. Dean Jackson: I can't even remember the last time you saw it. Betsy Vaughn, who runs our 90 minute book team, she has one of those Jaguar SUV things like the Waymo one. She is the last one I've seen in the wild. But my memory of Jaguar has always, in the nineties and the early two thousands, Jaguar was always distinct. You could always tell something was a Jaguar and you could never tell what year it was. I mean, it was always unique and you could tell it wasn't the latest model because they look kind of distinctly timeless. And that was something that was really, and even the color palettes of them were different. I think about that green that they had. And interesting story about Jaguar, because I listened to a podcast called How I Built This, and they had one of my, I would say this is one of my top five podcasts ever that I've listened to is an interview with Miles Copeland, who was the manager of the police, the band. And in the seventies when the police were just getting started, miles, who was the brother of Stuart Copeland, the drummer for the police. He was their manager, and he was new to managing. He was new to the business. He only got in it because his brother was in the band, and they needed a manager. So he took over. But he was very, very smart about the things that he did. He mentioned that he realized on reflection that the number one job of a manager is to make sure that people know your band exists. And then he thought, well, that's true. But there are people, it's more important that the 400 event bookers in the UK know that my band exists. And he started a magazine that only was distributed to the 400 Bookers. It looked like a regular magazine, but he only distributed it to 400 people. And it was like the big, that awareness for them. But I'll tell you that story, just to tell you that in the early two thousands when Sting was a solo artist, and he had launched a new album, and the first song on the album was a song called Desert Rose, which started out with a Arabic. It was collaboration with an Arabic singer. So the song starts out with this Arabic voice singing Arabic, an Arabic cry sort of thing. And this was right in the fall of 2001. And Speaker 1: Yeah, that's a good, Dean Jackson: They could not get any airplay on radio airplay. You couldn't get American airplay of a song that starts out with an Arabic wailing Arabic language. And so they shot a video for this song with Chebe was the guy, the Che Mumbai, I guess is the singer. So they shot a video and they were just driving through the desert between Palm Springs and Las Vegas, and they used the brand new Jaguar that had just been released, and it was really like a stunning car. It was a beautiful car that was, I think, peak Jaguar. And when Miles saw the video, he said, that's a beautiful car. And they saw the whole video. He thought you guys just made a car commercial. And he went to Jaguar and said, Hey, we just shot this video, and it's a beautiful, highlights your car, and if you want to use it in advertising, I'll give you the video. If you can make the ad look like it's an ad for Sting's new album. I can't get airplay on it now. So Jaguar looked at it. He went to the ad agency that was running Jaguar, and they loved it, loved the idea, and they came back to Miles and said, we'd love it. Here's what we edited. Here's what we did. And it looks like a music video. But kids, when was basically kids dream of being rock stars, and what do rock stars dream of? And they dream of Jaguars, right? And it was this, all the while playing this song, which looked like a music video with the thing in the corner saying from the new album, A Brand New Day by Sting. And so it looked like a music video for Sting, and they showed him an ad schedule that they were going to purchase 28 million of advertising with this. They were going to back it with a 28 million ad spend. And so he got 28 million of advertising for Stings album for free by giving them the video. And I thought, man, that is so, it was brilliant. Lucky, lucky. It was a VCR. Yeah. Lucky, Dan Sullivan: Lucky, lucky. Dean Jackson: It was a VCR collaboration. Perfectly executed. Dan Sullivan: Yeah. Yeah. It just shows that looking backwards capability, what I can say something that was just lucky looks like capability. Dean Jackson: Yeah, the whole, Dan Sullivan: I mean, basically it saved their ass. Dean Jackson: It saved Sting and Yeah. Oh yeah. But I think when you look in the, Dan Sullivan: No, it was just lucky. It was just lucky. I mean, if there hadn't been nine 11, there's no saying. There's no saying it would've gone anywhere. Dean Jackson: Right, exactly. Dan Sullivan: Well, the album would've gone, I mean, stain was famous. Speaker 1: It would've Dan Sullivan: Gone, but they probably, no, it's just a really, really good example of being really quick on your feet when something, Dean Jackson: I think, because there's other examples of things that he did that would lead me to believe it was more strategic than luck. He went to the record label, and the record label said, he said he was going to give the video to Jaguar, and they said, you're supposed to get money for licensing these things. And then he showed them the ad table that the media buy that they were willing to put behind it. And he said, oh, well, if you can match, you give me 28 million of promotion for the album, I'll go back and get some money from them for. And the label guy said, oh, well, let's not be too hasty here. But that, I think really looking at that shows treating your assets as collaboration currency rather than treating that you have to get a purchase order for it. Most people would think, oh, we need to get paid for that. The record label guy was thinking, but he said, no, we've got the video. We already shot it. It didn't cost us, wouldn't cost us anything to give it to them. But the value of the 28 million of promotion, It was a win-win for everyone. And by the way, that's how he got the record deal for the police. He went to a and m and said, he made the album first. He met a guy, a dentist, who had a studio in the back of his dental. He was aspiring musician, but he rented the studio for 4,000 pounds for a month, and he sent the police into the studio to make their album. So they had a finished album that he took to a and m and said, completely de-risk this for them. We've got the album. I'll give you the album and we'll just take the highest royalty that a and m pays. So the only decision that a and m had to make was do they like the album? Otherwise, typically they would say, we need you to sign these guys. And then they would have to put up the money to make the album and hope that they make a good album. But it was already done, so there was no risk. They just had to release it. And they ended up, because of that, making the most money of any of the a and m artists, because they didn't take an advance. They didn't put any risk on a and m. It was pretty amazing actually, the stories of it. Dan Sullivan: I always say that really successful entrepreneurs make two fundamental decisions at the beginning of their career. One is they're going to be responsible for their own financial security, number one. And number two is that they'll create value before they expect opportunity. So this is decision number two. They created value, and now the opportunity got created by the value that they got created. You're putting someone else in a position that the only risk they're taking is saying no. Dean Jackson: Yeah. And you know what it's, I've been calling this receiving doc thinking of most businesses are going to the purchasing department trying to get in line and convince somebody to write a purchase order for a future delivery of a good or service. And they're met with resistance and they're met with a rigorous evaluation process. And we've got to decide and be convinced that this is going to be a prudent thing to do, and you're limiting yourself to only getting the money that's available now. Whereas if instead of going to the purchasing department, you go around to the back and you approach a company at the receiving dock, you're met with open arms. Every company is a hundred percent enthusiastically willing to accept new money coming into the business, and you're met with no resistance. And it's kind of, that was a really interesting example of that. And you see those examples everywhere. Dan Sullivan: All cheese. Dean Jackson: All cheese. No, whiskers. That's exactly right. Dan Sullivan: Yeah. I mean, it's an interesting, funny, I'm kind of thinking about this. For some reason, my personal email number is entered into some sort of marketing network because about every day now, I get somebody who the message goes like this, dear Dan, we've been noticing your social media, and we feel that you're underselling yourself, that there's much better ways that we personally could do this. And there's something different in each one of them. But if you take a risk on us, there's a possibility. There's a possibility. You never know. Life's that we can possibly make some more money on you and all by you taking the risk. Dean Jackson: Yes, exactly. Send money. Dan Sullivan: Send money. Dean Jackson: Yeah. Dan Sullivan: Yeah. And they're quite long. They're like two or three paragraphs. They're not nine words. They might be nine paragraph emails for all I know, but it's really, really interesting. Well, they're just playing a numbers game. They're sending this out to probably 5,000 different places, and somebody might respond. So anyway, but it just shows you, you're asking someone to take a risk. Dean Jackson: Yes. Yeah. I call that a purchase order. It's exactly it. You can commit to something before and hope for the best hope that the delivery will arrive instead of just showing up with the delivery. It's kind of similar in your always be the buyer approach. Dan Sullivan: What are you seeing there? Whatcha seeing Dean Jackson: There? I mean, that kind of thinking you are looking for, well, that's my interpretation anyway, of what you're saying of always be the buyer is that are selecting from Dan Sullivan: Certain type of customer, we're looking for a certain type of customer, and then we're describing the customer, and it's based on our understanding that a certain type of customer is looking for a certain type of process that meets who they're not only that, but puts them in a community of people like themselves. Yeah. So Dean Jackson: I look at that, that's that kind of thing where one of the questions that I'll often ask people is just to get clarity is what would you do if you only got paid if your client gets the result? And that's, it's clarifying on a couple of levels. One, it clarifies what result you're actually capable of getting, because what do you have certainty, proof, and a protocol around if we're talking the vision terms. And the other part of that is if you are going to get that result, if you're only going to get paid, if they get the result, you are much more selective in who you select to engage with, rather than just like anybody that you can convince to give you the money, knowing that they're not going to be the best candidate anyway. But they take this, there's an element of external blame shifting when they don't get the result by saying, well, everything is there. It's up to them. They just didn't do anything with it. Dan Sullivan: Yeah. I mean, it's a really interesting world that we're in, because we've talked about this before with ai. Now on the scene, the sheer amount of marketing attempts at marketing Speaker 1: Is Dan Sullivan: Going through the roof, but the amount of attention that people have to entertain marketing suggestions and anything is probably going down very, very quickly. The amount of attention that they have. And it strikes me that, and then it's really interesting. There's a real high possibility that in the United States, probably within the next three or four years, there'll be no more TV advertising. The pharmaceuticals. Dean Jackson: Yeah. Very interesting. Dan Sullivan: Pharmaceuticals and the advertising industry is going crazy because a significant amount of advertising dollars really come from pharmaceuticals. Dean Jackson: Yeah. I wonder if you took out pharmaceuticals and beer, what the impact would be. Dan Sullivan: I bet pharmaceuticals is bigger than beer. Dean Jackson: I wonder. Yeah. I mean, that sounds like a job for perplexity. Yeah. Why don't we Dean Jackson: Ask what categories? Yeah, categories are the top advertising spenders. Our top advertising spenders. Dan Sullivan: Well, I think food would be one Dean Jackson: Restaurant, Dan Sullivan: But I think pharmaceuticals, but I think pharmaceuticals would be a big one. Dean Jackson: Number one is retail. The leading category, counting for the highest proportion of ad spend, 15% of total ad spend is retail entertainment. And media is number two with 12% financial services, typically among the top three with 11% pharmaceutical and healthcare holds a significant share around 10%. Automotive motor vehicles is a major one. Telecommunications one of the fastest growing sectors, food and beverage and health and beauty. Those are the top. Yeah, that makes sense. Dan Sullivan: Yeah. But you take, what was pharmaceuticals? Eight, 9%, something like that. 10%. 10%. 10%, 10%. Yeah. Well, that's a hit. Dean Jackson: I mean, it's more of a hit than Canada taking away their US liquor by That was a 1% impact. Dan Sullivan: Yeah. Dean Jackson: Yeah. Dan Sullivan: Well, that's not going anywhere right now. They're a long, long way from an agreement, a trade agreement, I'll tell you. Yeah. Well, the big thing, what supply management is, do you remember your Canadians Dean Jackson: Supply management? You mean like inventory management? First in, first out, last in, first out, Dan Sullivan: No. Supply management is paying farmers to only produce a certain amount of product in order to Dean Jackson: Keep prices up. Oh, the subsidies. Dan Sullivan: Subsidies. And that's apparently the big sticking point. And it's 10,000 farmers, and they're almost all in Ontario and Quebec, Dean Jackson: The dairy board and all that. Yeah. Dan Sullivan: Yep, yep, yep, yep. And apparently that's the real sticking point. Dean Jackson: Yeah. I had a friend grown up whose parents owned a dairy farm, and they had 200 acres, and I forget how many, many cattle or how many cows they had, but that was all under contract, I guess, right. To the dairy board. It's not free market or whatever. They're supplying milk to the dairy board, I guess, under an allocation agreement. Yeah, very. That's interesting. Dan Sullivan: Yeah, and it's guaranteed they have guaranteed prices too. Dean Jackson: They're Dan Sullivan: Guaranteed a certain amount. I was looking at that for some reason. There was an article, and I was just reading it. It was about a dairy farm, I think it was a US dairy farm, and they had 5,000 cattle. So I looked up, how much acreage do you have to have for 5,000 dairy cows? And I forget what the number was, but it prompted me to say, I wonder what the biggest dairy farm in the world is this. So I went retro. I went to Google, and it's what now? Google. You know that? Google that? You remember Google? Oh, yeah, yeah. Old, good old Google. I remember that. Used to do something called a search on Google. Yeah, Dean Jackson: I remember now. Dan Sullivan: Yeah. Well, I went retro. I went retro, and I said, and the biggest dairy farm is in China. It's 25 million acres. Dean Jackson: Wow. In context, how does that compare to, Dan Sullivan: It's a state of South Dakota. It's as big as Dean Jackson: South Dakota. Okay. That's what I was going to say. That's the entire state of Dan Sullivan: Yes, because I said, is there a state that's about the same size? Dean Jackson: I was just about to ask you that. Yeah. Dan Sullivan: It's a Russian Chinese project, and the reason is that when the Ukraine war started, there was a real cutback in what the Russians could trade and getting milk in. They had to get milk in from somewhere else. So it comes in from China, but a lot of it must be wasted because they've got a hundred thousand dairy cows, a hundred thousand dairy cows. So I'm trying to Dean Jackson: Put that, well, that seems like a lot. Dan Sullivan: It just seems like a lot. Just seems like Dean Jackson: A lot. That seems like a lot of acreage per cow. Dan Sullivan: Yeah. Well, they, one child policy, they probably have a one acre, a one 10 acre per cow Dean Jackson: Policy. Yeah, exactly. Dan Sullivan: You can just eat grass, don't do anything else. Just eat grass. Don't even move. But really interested, really, really interesting today, how things move. One of the things that's really interesting is that so far, the tariff policies have not had much. They have, first of all, the stock market is at peak right now. The stock market really peak, so it hasn't discouraged the stock market, which means that it hasn't disturbed the companies that people are investing in. The other thing is that inflation has actually gone down since they did that. Employment has gone up. So I did a search on perplexity, and I said 10 reasons why the experts who predicted disaster are being proven wrong with regard to the tariff policies. And it was very interesting. It gave me 10 answers, and all the 10 answers were that people have been at all levels. People have been incredibly more responsive and ingenious in responding to this. And my feeling is that it has a lot to do with it, especially with ai. That's something that was always seen as a negative because people could only respond to it very slowly, is now not as a negative, simply because the responsiveness is much higher. That in a certain sense, every country in the planet, on the planet, every company, on the planet, professions and everything else, when you have a change like this, everybody adjusts real quickly. They have a plan B, Dean Jackson: Plan B, anyone finds loop Pauls and plan B. That's the thing. Dan Sullivan: Since Trump dropped the notion that he is going to do tariffs on Canada, almost all the provinces have gotten together in Canada, and they've eliminated almost all trade restrictions between the provinces, which have been there since the beginning of the country, but they were gone within 60 Dean Jackson: Days Dan Sullivan: Afterwards. Dean Jackson: It was like, Hey, there, okay, maybe we should trade with each other. Dan Sullivan: Yeah, yeah. Dean Jackson: Very funny. Dan Sullivan: Which they don't because every province in Canada trades more with the United States than with the states close to them across the border than they do with any other Canadian province. Anyway. Well, the word is spreading, Dean, that if you listen to welcome to Cloud Landia, that probably there'll be an AI partner. There'll be an ai. Dean Jackson: Oh, yeah. Word is spreading. Okay, that's good. Dan Sullivan: Yeah, I like that. So let's what Charlotte think about the fact that she might be riding on the back of two humans and her fame is spreading based on the work of two humans. Dean Jackson: Yeah, exactly. Yeah, that's funny. Dan Sullivan: Does she feel a little sheepish about this? Dean Jackson: It's so funny because I think last time I asked her what she was doing when we're not there, and she does like, oh, I don't go off and explore or have curiosity or anything like that. It'll just sit here. I'm waiting for you. It was funny, Stuart, and I was here, Stuart Bell, who runs my new information, we were talking about just the visual personifying her as just silently sitting there waiting for you to ask her something or to get involved. She's never let us down. I mean, it's just so she knows all, she's a tiebreaker in any conversation, in any curiosity that you have, or there's no need to say, I wonder, and then leave it open-ended. We can just bring Charlotte into it, and it's amazing how much she knows. I definitely use her as a Google bypass for sure. I just say I asked, we were sitting at Honeycomb this morning, which is my favorite, my go-to place for breakfast and coffee, and I was saying surrounded by as many lakes as we are, there should be, the environment would be, it's on kind of a main road, so it's got a little bit noisy, and it's not as ideal as being on a lake. And it reminded me of there's a country club active adult community, and I just asked her, is Lake Ashton, are they open for breakfast? Their clubhouse is right on the lake, and she's looking just instantly looks up. Yeah. Yeah. They're open every day, but they don't open until 10, so it was like nine o'clock when we were Having this conversation. So she's saying there's a little bit of a comment about that, but there's not a lakefront cafe. There's plenty of places that would be, there's lots of excess capacity availability in a lot of places that are only open in the evenings there. There's a wonderful micro brewery called Grove Roots, which is right here in Winterhaven. It's an amazing, it's a great environment, beautiful high ceilings building that they open as a microbrew pub, and they have a rotating cast of food trucks that come there in the evenings, but they sit there vacant in the mornings, and I just think about how great that environment would be as a morning place, because it's quiet, it's spacious, it's shaded, it's all the things you would look for. And so I look at that as a capability asset that they have that's underutilized, and it wouldn't be much to partner with a coffee food truck. There was in Yorkville, right beside the Hazelton in the entrance, what used to be the entrance down into the What's now called Yorkville Village used to be Hazelton Lanes. There was a coffee truck called Jacked Up Coffee, and it was this inside. Now Dan Sullivan: It's Dean Jackson: Inside. Now it's inside. Yeah, exactly. It's inside now, but it used to sit in the breezeway on the entrance down into the Hazelton Lane. So imagine if you could get one of those trucks and just put that in the Grove Roots environment. So in the morning you've got this beautiful cafe environment, Dan Sullivan: And they could have breakfast sandwiches. Dean Jackson: Yes. That's the point. That's exactly it. There used to be a cafe in Winterhaven, pre COVID. Dan Sullivan: I mean, just stop by Starbucks and see what Starbucks has and just have that available. Exactly. In the truck. I mean, they do lots of research for you, so just take advantage of their research. But then what would you have picnic tables or something like that? They Dean Jackson: Have already. No, no. This is what I'm saying is that you'd use the Grove Roots Dan Sullivan: Existing restaurant, Dean Jackson: The existing restaurant. Yeah. Which is, they've got Adirondack chairs, they've got those kinds of chairs. They've got picnic tables, they've got regular tables and chairs inside. They've got Speaker 1: Comfy Dean Jackson: Leather sofas. They've got a whole bunch of different environments. That would be perfect. But I was saying pre COVID, there was a place in Winter Haven called Bean and Grape, and it was a cafe in the morning and a wine bar in the evening, which I thought makes the most sense of anything. You keep the cafe open and then four o'clock in the afternoon, switch it over, and it's a wine bar for a happy hour and the evening. Dan Sullivan: Yeah, I mean, it's interesting. I mean, you've got a marketing mind, plus you've got years of experience of marketing, helping people market different things. So it's really interesting that what is obvious to you other people would never think of. Dean Jackson: I'm beginning to see that. Right. That's really an interesting thing. What I have. Dan Sullivan: I mean, it's like I was reflecting on that because I've been coaching entrepreneurs for 50 years, and I've created lots of structures and created lots of tools for them. And so when you think about, I read a statistic and its function of, I think that higher education is not quite syncing with the marketplace, but in December of last year, there was that 45% of the graduates of the MBA, Harvard MBA school had not gotten jobs. This was six months later. They hadn't gotten jobs, 45% hadn't gotten jobs. And I said, well, what's surprising was these 45% hadn't already created a company while they were at Harvard Business School, and what are they looking for jobs for? Anyway, they be creating their own companies. But my sense is that what they've been doing is that they've been going to college to avoid having to go into the job market, and so they don't even know how to get, not only do they know how to create a company, they don't even know how to get a job. Dean Jackson: Yeah. There's a new school concept, like a high school in, I think it's in Austin, Texas that is, I think it's called Epic, and they are teaching kids how they do all the academic work in about two hours a day, and then the rest of the time is working on projects and creating businesses, like being entrepreneurial. And I thought it's very interesting teaching people, if people could leave high school equipped with a way to add value in a way that they're not looking to plug their umbilical cord in someone else, be an amazing thing of just giving, because you think about it, high school kids can add value. You have value to contribute. You have even at that level, and they can learn their value contribution. Dan Sullivan: I think probably the mindset for that is already there at 10 years old, I think 10 years old, that an enterprise, Dean Jackson: Well, that's when the lemonade stands, right? Dan Sullivan: Yeah. An enterprise, an enterprising attitude is probably already there at 10 years old, and it'd be interesting to test for, I mean, I think Gino Wickman from EOS, when he was grad EOS, he created a test to see whether children have an entrepreneurial mindset or not, but I got to believe that you could test for that, that you could test for that. Just the attitude of creating value before I get any opportunity. I think you could build a psychological justice Speaker 1: Around Dan Sullivan: That and that you could be feeding that. I mean, we have the Edge program in Strategic Coach. It's 18 to 24 and unique ability and the four or five concepts that you can get across in the one day period, but it makes sense. Our clients tell us that it makes a big difference. A lot of 'em, they're 18 and they're off to college or something like that, Speaker 1: And Dan Sullivan: To have that one day of edge mind adjustment mindset adjustment makes a big difference how they go through university and do that, Jim, but Leora Weinstein said that in Israel, they have all sorts of tests when you're about 10, 12, 13 years old, that indicates that this is a future jet pilot. This is a future member of the intelligence community. They've already got 'em spotted early. They got 'em spotted 13, 14 years old, because they have to go into the military anyway. They have everybody at the 18 has to go in the military. So they start the screening really early to see who are the really above average talent, above average mindset. Dean Jackson: Yeah. The interesting, I mean, I've heard of that, of doing not even just military, but service of public service or whatever being as a mandatory thing. Dan Sullivan: Yeah. Well, I went through it. Dean Jackson: Yeah, you did. Exactly. Dan Sullivan: Yeah. Yeah. And it's hard to say because it was tumultuous times, but I know that when I came out of the military, I was 23 when I came out 21, 21 to 23, that when I got to college at 23, 23 to 27, you're able to just focus. You didn't have to pay any attention to anything going outside where everybody was up in arms about the war. They were up in arms about this, or they're up in arms about being drafted and everything else, and just having that. But the other thing is that you had spent two years putting up with something that you hadn't chosen, hadn't chosen, but you had two years to do it. And I think there's some very beneficial mindsets and some very beneficial habits that comes from doing that, Dean Jackson: Being constraints, being where you can focus on something. Yeah. That's interesting. Having those things taken away. Dan Sullivan: And it's kind of interesting because you talk every once in a while in Toronto, I've met a person maybe in 50 years I've met, and these were all draft dodgers. These were Americans who moved to Canada, really to the draft, and I would say that their life got suspended when they made that decision that they haven't been able to move beyond it emotionally and psychologically Dean Jackson: Wild and just push the path, Dan Sullivan: And they want to talk about it. They really want to talk about it. I said, this happened. I'm talking to someone, and they're really emotionally involved in what they're talking about Dean Jackson: 55 years ago now. Dan Sullivan: Yeah, it's 55 years ago that this happened, and they're up in arms. They're still up in arms about it and angry and everything else. And I said, it tells me something that if I ever do something controversial, spend some time getting over the emotion that you went through and get on with life, win a lottery, Dean Jackson: That's a factor change. I think all you think about those things, Dan Sullivan: But the real thing of how your life can be suspended over something that you haven't worked through the learning yet. There's a big learning there, and the big thing is that Carter, when he was president, late seventies, he declared amnesty for everybody who was a draft dodge so they could go back to the United States. I mean, there was no problem. They went right to the Supreme Court. They didn't lose their citizenship. Actually, there's only one thing that you can lose your, if you're native born, like you're native born American, you're born American with American Speaker 1: Parents, Dan Sullivan: You're a 100% legitimate American. There's only one crime that you can do to lose your citizenship. Dean Jackson: What's that? Dan Sullivan: Treason. Dean Jackson: Treason. Yeah, treason. I was just going to say Dan Sullivan: That. Yeah. If you don't get killed, it's a capital crime. And actually that's coming up right now because of the discovery that the Obama administration with the CIA and with the FBI acted under false information for two years trying to undermine Trump when he got in president from 17 to 19, and it comes under the treason. Comes under the treason laws, and so Obama would be, he's under criminal investigation right now for treason. Dean Jackson: Oh, wow. Dan Sullivan: And they were saying, can you do that to a president, to his former president? And so the conversation has moved around. Well, wouldn't necessarily put him in prison, but you could take away his citizenship anyway. I mean, this is hypothetical. My sense is won't cut that far, but the people around him, like the CIA director and the FBI director, I can see them in prison. They could be in prison. Wow. Yeah, and there's no statutes of limitation on this. Dean Jackson: I've noticed that Gavin Newsom seems to have gotten a publicist in the last 30 or 60 days. Dan Sullivan: Yes, he is. Dean Jackson: I've seen Dan Sullivan: More. He's getting ready for 28. Dean Jackson: I've seen more Gavin Newsom in the last 30 days than I've seen ever of him, and he's very carefully positioning himself. As I said to somebody, it's almost like he's trying to carve out a third party position while still being on the democratic side. He's trying to distance himself from the wokeness, like the hatred for the rich kind of thing, while still staying aligned with the LGBT, that whole world, Speaker 1: Which Dean Jackson: I didn't realize he was the guy that authorized the first same sex marriage in San Francisco when he was the mayor of San Francisco. I thought that was it. So he's very carefully telling all the stories that position, his bonafides kind of thing, and talking about, I didn't realize that he was an entrepreneur, para restaurants and vineyards. Dan Sullivan: I think it's all positive for him except for the fact of what happened in California while it was governor. Dean Jackson: And so he's even repositioning that. I think everybody's saying that what happened, but he was looking, he's positioning that California is one of the few net positive states to the federal government, Dan Sullivan: But not a single voter in the United States That, Dean Jackson: Right. Very interesting. That's why he's telling the story. Dan Sullivan: Yeah Dean Jackson: Fair. They contribute, I think, I don't know the numbers, but 8 billion a year to the federal government, and Texas is, as the other example, is a net drain on the United States that they're a net taker from the federal government. And so it's really very, it's interesting. He's very carefully positioning all the things, really. He's speaking a thing of, because they're asking him the podcasts that he is going on, they're kind of asking him how the Democrats have failed kind of thing. And that's what, yeah, Dan Sullivan: They're at their lowest in almost history right now. Yeah. Well, he can try. I mean, every American's got the right to try, but my sense is that the tide has totally gone against the Democrats. It doesn't matter what kind of Democrat you want to position yourself at. I mean, you'll be able to get a feel for that with the midterm elections next November. Dean Jackson: Yeah. That's Dan Sullivan: Not this November. This November, but no, I think he could very definitely win the nomination. There's no question the nomination, but I think this isn't just a lot of people misinterpret maga. MAGA is the equivalent to the beginning of the country. In other words, the putting together the Constitution and the revolution and the Constitution and starting new governor, that was a movement, a huge movement. That was a movement that created it. And then the abolition movement, which put the end to slavery with the Civil War. That was the second movement. And then the labor movement, the fact that labor, there was a whole labor movement that Franklin Roosevelt took and turned it into what was called the New Deal in the 1930s. That was the movement. So you've had these three movements. I think Trump represents the next movement, and it's the complete rebellion of the part of the country that isn't highly educated against Gavin. Newsom represents the wealthy, ultra educated part of the country. I mean, he's the Getty. He's the Getty man. He's got the billions of dollars of the Getty family behind him. He was Nancy, Nancy Pelosi's nephew. He represents total establishment, democratic establishment, and I don't think he can get away from that. Dean Jackson: Interesting. Yeah, it's interesting to watch him try. I literally, I know more about him now than I've ever heard, and he's articulate and seems to be likable, so we'll see. But you're coming from this perception of, well, look what he did to California. And he's kind of dismantling that by saying, if only we could do to California, due to the country, what I've done to California. Well, Dan Sullivan: He didn't do anything for California. I mean, California 30 years ago was in incredibly better shape than California's right now. Yeah. The big problem was the bureaucrats run California. These are people who were left wing during the 1960s, 1970s, and they were the anti-war. I mean, it all started in California, the anti-war project, and these people graduated from college. First of all, they stayed in college as long as they could, and then they went into the government bureaucracy. So I mean, there's lifeguards in Los Angeles that make 500,000 a year. Dean Jackson: It's crazy, isn't it? Dan Sullivan: Yeah, yeah, yeah. It's the extraordinary money that goes to the public service in California that's destroyed the state. But I mean, anybody can try. Speaker 1: Yeah. Dan Sullivan: I remember after the Democratic Convention, Kamala was up by 10 points over Trump. Yes. Yeah, she's from San Francisco too. Dean Jackson: Yes, exactly. That's what he was saying, their history. Dan Sullivan: No, you're just seeing that because he started in South Carolina, that's where all his, because that's now the first state that counts on the nomination, but he's after the nomination right now. He's trying to position for the nomination. Anyway, we'll see. Go for it. Well, there you Speaker 1: Go. Dan Sullivan: And Elon Musk, he wants to start a new party. He can go for it too. Dean Jackson: Somebody. That's exactly right. Dan Sullivan: Yeah. Then there's other people. Dean Jackson: That's true. Dan Sullivan: Alrighty, got to jump. Dean Jackson: Okay. Have a great week

We all love winners. We love hearing about the big wins and the perfect track records. It feels good. It feels safe. It instills us with a sense of trust. But I've been in business long enough to know that virtually all individuals who are long-term winners have had profound moments of failure from which they learned invaluable lessons. Those are the people I really want to hear from. They have the kind of knowledge we all need as we navigate through life. It's called wisdom. Surgeons have a saying: “If you've never had a complication, you haven't done enough surgery.” In my surgeon days, I had a handful of complications. Let me tell you—they are no fun. You stay up at night replaying things in your mind, trying to figure out how you could have done things differently—how you could have had a better outcome. Even when unavoidable, those complications teach you something you'll never get from textbooks. It's been no different for me when it comes to business and investing. But I take comfort in knowing that even the greatest investors of all time had their moments of failure and rose from the ashes stronger and wiser. Warren Buffett. Ray Dalio. Every big winner has a story of failure. And while it may be cliché to say that we learn best from mistakes, I truly believe it. The good news is that those mistakes don't have to be our own. Learning from other people's mistakes can be just as effective. This week's episode of the Wealth Formula Podcast is with Russell Gray—a guy many of you already know from his podcasting and radio career. Russ lived through 2008 up close. He took a beating, and he talks openly about what went wrong. But that period also changed the way he sees the world—in a good way. It changed how he thinks about risk, leverage, and what actually matters when things stop going up. That mindset is a big reason he's been successful since then. It's a conversation worth your time. Transcript Disclaimer: This transcript was generated by AI and may not be 100% accurate. If you notice any errors or corrections, please email us at phil@wealthformula.com.  If you let the debt run, at some point you fall into a debt trap where the interest on the outstanding debt consumes all of the available discretionary income, and then you’re borrowing just to service the debt. Welcome everybody. This is Buck Joffrey with the Wealth Formula Podcast coming to you from Montecito, California. Before we begin today, I wanna remind you there’s website associated with this. Podcast called wealthformula.com. It’s where you will go if you would like to, uh, become more, uh, ingrained with the community, including getting on some of our lists such as the Accredit Investor Club. Of course, it is a new year and there are new deal flows coming through. Lots of opportunities that you won’t see anywhere else if you are a, an accredit investor, which means you. Make at least $200,000 per year for the last couple years with a reasonable expectation of doing so in the future. That’s 300,000 if you’re filing jointly or you have a million dollars of net worth outside of your personal residence. If you, uh, meet those criteria, you are an accredited investor. Congratulations. You don’t have to apply for anything, whatever, but you do need to go to wealthformula.com. Sign up for the Accredited Investor Club, get onboarded. And all you do at that point is look at deal flow, and if nothing else, you’ll learn something. So check it out. And who doesn’t want to be part of a club? Now let’s talk, uh, a little bit about today’s show. You know, um, we all love winners, right? We love hearing about big wins, the perfect track record. It feels good. It feels safe, gives us a sense of trust. But the thing is, I’ve been in business long enough to know that virtually all individuals who are, what you would call long-term winners, have had profound moments of failure from which they learned, um, invaluable lessons. So those are the people that I really like to hear from. You know, they have the kind of knowledge we all need that as we navigate through all of life, and it’s called wisdom. Um, surgeons, as you know, I’m an ex surgeon. Have a saying, if you’ve never had a complication, you haven’t done enough surgery. Uh, in my surgery days, I certainly, you know, had a handful of complications just like anyone else who did a lot of surgery. And, and lemme tell you, there, there are no fun, right? So you stay up at night replying things in your mind, trying to figure out how you could have done things differently, how you could have had a better outcome. And sometimes you realize that those mistakes were unavoidable, but. You still learn something from them. And in these cases, you always learn something that you’re not gonna get from the textbooks, just from reading something. And you know what, it’s been no different for me when it comes to business and, and investing, but I, I take comfort in the fact, uh, that even the greatest investors of all time had their moments of failure and arose from the ashes stronger and wiser. All you have to do is look up stories of Warren Buffet and Ray Dalio. And Ray Dalio basically lost everything at one point, uh, because he, you know, he had a macro prediction that went completely south. But listen, uh, the, the point I’m trying to make here is that every big winner, every big winner I know of as a story of failure. And while it may be cliche to say, you know what we learned best from our mistakes, I, I truly believe that. But the good news is that those mistakes don’t have to be our own, right? So you can learn from other people’s mistakes as well, and that can be just as effective. Uh, so this week’s episode of Well, formula Podcast is featuring a guy that you may know. His name is Russell Gray. Russ, uh, has been around a long time, uh, in the podcasting world. And radio. You know, he talks a lot. He’s talked many times to me at least about living through 2008. And you know what that was like, the beating he took and, you know, what went wrong? Uh, you know, it’s, it’s something that he talks about because, you know, he’s a successful guy and that period in time changed. You know, the way he sees the world, the way in which he behaves in that world. How he thinks about things like risk and leverage and you know, what actually matters when things stop going up. Uh, it’s a mindset thing and it’s important. Um, and we also obviously talk about other things as well, such as, uh, Russ’s current take on the economy. Uh, so anyway, it’s a, a good conversation and it’s one that you’re gonna wanna listen to, and we’ll have that for you right after these messages. 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Welcome back to Show Everyone. Today my guest on Wealth Formula podcast is Russell Gray. He’s a second generation financial strategist and, uh, you may know him from being a, the former co-host of the Real Estate Guy Radio Show, which is one of the longest running, uh, uh, radio shows of its time, uh, in the United States. He’s, he’s a founder of. Raising Capitalist project, which is an initiative focused on helping aspiring investors and entrepreneurs how to better understand how wealth is actually created and how uh, economic systems really work. Uh, he’s best known for his emphasis on real assets, cash flow, economic cycles, and preserving wealth and what he views as an increasingly fragile financial system. Welcome, Ross. How are you? Good buck, happy to be here. And, uh, proud of your success on your show. I remember way back at the beginning you were like, Hey, I wanna start a podcast. Yeah. Yep. You’ve done a great job. Yeah, it was an idea. I was like, here’s the idea. Start a podcast, build a community, all that kind of stuff. But it’s interesting. Uh, well, and let’s talk about what’s going on now. You’ve spent decades teaching people about, you know, real assets and cash flow. But lately your writings feel more focused on systems and and macro forces. So what’s changed? Has something finally become too big to ignore? Well, I think there’s two things you know personally, uh, most people who have heard of me or followed me know that 2008 wasn’t kind to me. I was in the mortgage business. I was very leveraged into real estate all over the place. Had my businesses for cash flow, had the real estate for equity growth. Believed that real estate was hyper resilient and gonna be the beneficiary of inflation. Didn’t understand the dependency on credit markets in both my business and my portfolio. And so that was a big mess, not doing, uh, a real SWOT analysis and understanding. And the third part of that, that was tough, is that I operated the business primarily on credit lines as well. So I had virtually no cash. And so when the credit markets seized up. Canceled my income, it canceled my credit lines and it evaporated my equity. And now all I had was negative cash flow on debt, on real estate. I couldn’t control. And so I looked at that and I said to myself, you know, I’m a pretty smart guy. I. Pride myself on paying attention. So obviously I’m not paying attention to the right thing. So I became obsessed with the macro, uh, picture and, and the financial system, which, you know, to me it’s, it’s the macro economy is what’s going on with, uh. Geopolitics and the energy and, you know, even policy, uh, that affects, uh, how well money can flow through the system. Both monetary policy from the Federal Reserve and fiscal policy from the government now today in the Trump administration trade policy. And so I began to pay attention to all those things, but from the standpoint of not how it was gonna affect the stock market, but how it was gonna affect the bond market and interest rates and the availability of credit, and how it was gonna affect Main Street. Directly and specifically now in terms of jobs and job creation are real wages. And so when I started really looking at all that, um, I, I, I realized that there were some things happening that were gonna be really good, and there were also some things that we needed to pay attention to. And these things move very slowly. So in 2010. I saw that coming outta the financial crisis, the Chinese were very upset with the United States about how much the Fed Balance sheet was expanding, and they were concerned about their very large investment in US dollar denominated. Bonds, and so they began creating bilateral trade agreements with Russia and many other countries to where they could begin this large process of de Dollarizing. Well, that was the first time I’d seen that movie, because it was the same thing that the Europeans did after they saw the Nixon default. Right? They began working on the Euro, which took ’em from 71, 72 when they started, maybe 74 when they started, but it took ’em till 99 to get it done. But you know, once they got it in place, over time, the Euro, the Euro has taken over 20% of global trade. You know, that’s market share from the US dollar. And so I saw this BrickX thing beginning to form. Uh, and then I saw the other thing on the macro that I thought was gonna be really good was in the jobs act, something you’ve benefited from as a syndicator, we. I wrote that report, new law breaks Wall Street Monopoly. And so, uh, even though I, I can’t tell you I was a big fan of Barack Obama, but he signed that legislation that happened on his watch. And I think it was fantastic because now it allowed Main Street syndicators, main Street Capital raisers to advertise for accredited investors and began to really, uh, level that playing field and open up Main Street, uh, to invest directly in Main Street. And so I met you in the syndication program that we put together with the real estate guys to coach real estate investors on how to become capital raisers to, to capitalize on that trend. So that’s, you know, kind of how I kind of became doing what I’m doing. And then when I decided, uh, just about 20 months ago to depart the real estate guys, I wanted to take some of the things that I originally set out to do when I first met Robert Helms way back in the day. And, you know, as relationships go, you know, he has his interest in the things that he wants to do, and I had my interest in things I came to do. And for a long time we were aligned well enough to continue to work together. But it got to a point where, for me, I, I wanted to go off in a different direction, and part of that was driven. By the, the death of my late wife. Uh, you had me on the show right after that happened to me, and I was going through this like, who am I? Why am I here? What am I supposed to do next? What do I really want to get done before I die? And so all of those things kind of informed my personal decisions to, to make a switch. And then of course, what’s going on in the macro. Um, what I saw with Trump 1.0, what I saw in the Biden administration and those policies, and then what I thought would happen in Trump 2.0. And I did a presentation on this at the best ever conference in March of 2025, right after he’d been inaugurated. And, and so, uh, that, that’s kind of has me where I feel like there’s some real opportunity coming. Uh, there’s also some things we need to be aware of on Main Street. Yeah. So you’re bullish on Main Street in general, but you’ve been pretty cautious about the broader financial system. So, uh, what are the things that you’re worried about? Well, I, I think if you understand the way the financial system works, uh, it has a shelf life and that. It’s because it’s, it’s a system that is, depends upon ever increasing debt. Um, people say, I wanna pay the debt off, but if they, if they really understood the system, at least the way I think I understand it, uh, and I’m not alone in this, so it’s not something I just figured out on my own. But, um, you know. I, I don’t want to sit here and pretend like I’m the world’s foremost expert, but the way I understand the way the system works is that it, it requires ever increasing debt, and if we were to pay the debt off, it would collapse the system. So I think you waste a lot of time and energy and from a policy perspective, trying to argue about doing that. And I think that’s why it’s never, ever, no matter what administration, what politician, what mix of congress, what. Pressure there is everywhere globally. The system, the central banking system, the way it works globally, is designed to create ever increasing debt. So the, the flip side of that then is to let the debt run. And if you let the debt run, at some point you fall into a debt trap where the interest on the outstanding debt consumes all of the available discretionary income. And then you’re borrowing just to service the debt. Yeah, that’s about $1 trillion right now, by the way. Which is. Which is, uh, about the, the, the defense, uh, budget. Well, and I think that the bigger thing is when you look at, at the interest on the debt and mandatory spending, there’s virtually no room left after that. So if you’ve got, you’ve got the mandatory spending and you’ve got, um, debt service, you, you have very little room. So it’s not. Feasible either for two reasons. One is there’s just not enough discretionary room to be able to cut expenses enough to, to ever manage the debt. Number two, as I previously mentioned, if we were ever to effectively try to pay down the debt in any appreciable way, it would crash the the system. So the, the way I look at it is it’s, it’s, it’s got to be replaced. There’s going to be a great reset. I think the World Economic Forum was trying to set that up for the world, and they had an agenda. I’m, I’m not particularly fond of. Um, there’s been talk about creating a central bank digital currency, which I think is what, you know, the Federal Reserve and the, what I all call the wizards, uh, or the powers of B would prefer. Uh, but I think if you care about privacy and, and, you know, individual sovereignty, uh, and, and just personal freedom, um, I have a lot of concerns about a central bank digital currency. Um, I think the popularity of Bitcoin, uh, if it was, you know, and who knows what the. True origins were, but let’s just take it at face value. I think a lot of the people, at least that were the early adopters before it had the big price run up, was just a way to escape, uh, the system before it failed. And so you’ve got that. And then you’ve got, again, as I mentioned, the bricks and this global effort to de dollarize, which was I think really kicked off. After the great financial crisis and the massive expansion of the Fed’s balance sheet. And then I think picked up a little steam when we froze Russian assets and people began to see that the US might use the dollar and the dollar system, uh, for political instead of being neutral. And I think that picked up some steam. And, and so there’s, there’s both a geopolitical drive to. Uh, come up with a new system. There is, I think we’re at the end of a shelf life that some type of a new system is gonna have to be, uh, created. Uh, and, and then you look at what Donald Trump is doing and what he’s espousing. You know, let’s get rid of income taxes. Let’s get back to pulling in, uh, revenue from tariffs the way the country was originally founded. Uh, he’s talked about eliminating the IRS and going with an ERS, an external revenue service. There’s people that think that he might beat. Wanting to try to get back on some form of sound money, you know, coming out of, Hey, let’s audit the Fed, let’s audit the gold. I mean, let’s audit the gold. And, um, so, you know, we, you, you never know what what’s really gonna happen, but, but I think what we have to pay attention to are the signs that the system is beginning to break down. And one of those signs that I pay a lot of attention to is monetary, metals, gold and silver. I make a distinction between precious metals, which would also include platinum and palladium, and of course they’re strategic metals, but I just focus on monetary metals, which would be gold and silver, and gold and silver. We’re telling you that people would prefer to be the, the, the safe ha haven asset is no longer us treasuries, but, um, but, but gold and central banks have been driving a lot of it. This isn’t the retail market driving it yet. It, it’s really central banks have been accumulating. And so those are the ultimate insiders when it comes to currency. And if the insiders in the currency markets are repositioning into gold, uh, I’d, I’d call that a clue. Yeah, absolutely. Um. Yeah. You recently commented on the public criticism, president Donald Trump made toward, uh, uh, Peter Schiff. What stood out to you about that exchange? Maybe give us some background people. Not everybody knows who Peter is and, and, uh. And all that. So, yeah. Well, I mean, as you know, I’ve known Peter for 12 or 13 years and, uh, I had read his father’s work way back in the day. He is a very famous in the tax protestor world as somebody who just believed that income taxes were unconstitutional. And he resisted that and ended up going to jail for, died in jail as a matter of fact. And so that was, uh, I think sad. Um. But, but to me it felt like a little bit of being a political prisoner, but be that as it may, that’s how I got to know Peter. And so Peter is a guy that comes from the Austrian School of Economics and he believes in sound money. He believes in gold. He does not like Bitcoin. I’ve sat on panels the last two years with Peter, uh, in between him and Larry Lepard. And you know, Larry is a, a former gold guy. He’s still not opposed to gold, but he’s a hardcore sound money guy. But he likes Bitcoin. Peter hates Bitcoin and they get into it, and I usually sit in between ’em and try to keep things calm. Well, you know, so Peter ended up going on Fox and Friends, uh, I think on whatever it was, Friday the eighth I think it was, or whatever, whatever day that was. And he, he criticized Donald Trump’s spending. And, um, budget deficits and said that it would lead to inflation, and that’s a hot button for Trump. And so Trump, yeah. Uh, responded to him, uh, I think like four 30 in the morning on Saturday morning and called Peter, uh, a. Jerk and a total loser. Well, actually I saw it before Peter did, and so I took a screenshot and I texted it to him. I said, Hey, have you seen this? You know, maybe I’ll press is good press. And I think to a degree, maybe it has been me from, I understand Peter ended up on Tucker Carlson’s show as a result of that. So, but I made a video right after that because I, you know, there was a time when. I’m friends with Peter Schiff and I’m friends with Robert Kiyosaki. As you know, I, we introduced you to both those guys and, and at one point they didn’t like each other very much. They got into it ’cause, you know, and, and so we introduced ’em to each other and found that they had more in common than they, they didn’t. And I, I think that that would be true. Not that I’m in a position to introduce Peter to, to Donald Trump, but I think the way Peter is looking at it is true. Um, but there’s context and I think the context is super important. Now I’ve been studying Donald Trump as a businessman way before he was a presidential candidate or a politician, you know, before he was a polarizing guy, a pariah for some people. He, he was just this real estate guy. He’s good at marketing, he’s a real estate guy, and as you know. We got to know his longtime attorney, George Ross. And so I’ve had a chance to have conversations about what it was like working with Donald Trump, the real estate guy, and when he became a politician, I asked George, is he a crazy man? Does he shoot from the hip? And you know, I got a lot of reassurances that he is a sober sound. Methodical, self-disciplined guy and, and I think he uses the eroticism to keep people off balance as a negotiating tactic. And he writes about that in the art of the deal. So the context that I think that people need to have, and I’m not here to defend Donald Trump, the man. I’m not here to defend Donald Trump, the politician, but I look at the policies and what I think he’s up to in the context of realizing that we have a system that is fundamentally flawed and has to be remodeled. So to use a real estate, uh, metaphor, it would be like we have a hotel building that is very tired. It’s at the end of its life, it’s got to be remodeled, and so you can’t. Completely shut it down because it’s an operating business, so it’s gotta operate during the remodel. And so you begin to, um, reposition things and. You, you, you’re not gonna run optimally, so you’re gonna run some deficits while you’re doing the remodel. You’re gonna go into debt because you got a lot of CapEx to do, and during that period of time, your debt and deficits are gonna be a problem. But real estate guys look at debt and deficits not as a permanent condition. I think Peter is saying, Hey, you’re just running up debt and deficits. Well, in the short term he is. Honestly, I don’t think Trump is concerned about that. I think he’s focused on getting this remodel done, and part of that remodel was showed up in the last jobs report, right? We lost jobs to a degree, but they were government jobs, and what we got was a lot of gains in private sector jobs. Scott descent, his treasury secretary, has come out and overtly said, we are an administration for Main Street, not for Wall Street. So if you’re going to de financialize this economy and turn it back into a productive economy. You’re going to have to have policies that are gonna stimulate Main Street, and that’s, that’s the, the, the new units that you’ve rehabbed in your hotel that you wanna move people into. At the same time, you gotta move them outta the old units, which is people making money, trading claims on wealth instead of producing real goods and services, which is the financial ice economy. So it’s not about banking, it’s not about stocks, it’s not about Wall Street. You know, you need the stock market to stay up. But really what you need to do is you need to create production. And, and, and I think that’s fundamental. I think he understands we’re never gonna pay the debt off by cutting. We’ve got to keep the system running until we can get to some form of sound money. We’re actually paying the debt off as realistic, and then we have to earn so much money that the debt relative to our earnings shrinks. So it’s not paying down the debt, it’s paying down the percentage of GDP by growing GDP. And the presentation I did at best ever in March of 2025 was me explaining why I thought. His policies, were going to allow him to increase velocity and increase wages by cutting taxes, interest regulation, transportation costs, and, and again, that was six weeks into administration. That was theory. I’m gonna do a follow up in March of this year to say, okay, looking back when I gave the speech a year ago, what’s transpired, but I can already tell you a lot of the stuff that I thought he would do. He’s done. And I think that’s muting some of the inflation that his spending and deficits to Peter’s point are causing. And that’s why when this last CPI report came out, it wasn’t as ugly as everybody thought it would be. And, and this is when you don’t look at, when you look at it in the mono, you just look at one thing and Peter’s very fixated on this quantity of money theory. Then the expectation is that you print a bunch of money, you run a bunch of deficits, you’re gonna get inflation. And it’s just a. Equals B or A leads to B. But there are other nuances and I think Trump is looking at more like a real estate developer, which makes sense. ’cause that’s his background. Yeah, yeah, absolutely. It’s, I mean, and then the other just point to, to make there is that there is probably, um, now inflation’s a tricky thing, right? Like on the one hand you don’t want this riding up, but on the other hand, it actually helps with that debt. You’re, you’re basically eroding the debt by letting inflation ride a little bit higher at the same time. And I think the Trump administration knows that it’s a tricky thing to balance, but the goal is to, you know, get GDP pumping at, you know, four or 5%, but it’s gotta be real production buck. And that’s the difference, right? The old way of dealing with the debt was inflation. And, and I think people think that he’s using the old formula, but I don’t think he is. Well, I think it’s, I think, I think it’s definitely geared towards increasing real GDP, but I think in the process there’s probably, they probably care less a little bit. Of inflation riding up a little bit in the meantime. ’cause you’re still gonna have, I think he thinks he can mute it. I think he can mute it with lower taxes, lower interest expense, lower energy costs. And the energy is the economy. And from day one, that was the first policy. He’s, he’s aggressively gone after lowering energy costs because that has a, a, a ripple through, it just affects every area of the economy. And then the regulations in, in the last cabinet meeting. It was reported, the way I understood it, that for every regulation his administration passes, they’ve eliminated 48. So it’s actually, he’s removing the friction. And I think the bigger thing is, and I, and I was on a panel at Limitless, uh, this last summer, and TaRL, Yarborough was moderating the panel, asked the panelists what we were looking at that maybe other people weren’t looking at that. Um. You know, is, is a signal about maybe the direction it was. We, I, I can’t remember. This was a prediction panel and what I said was trade policy because everybody in finance spends all their time looking at the flow of money and trying to get in front of the flow of money. And we’re so used to the money coming from the Fed or coming from the treasury. So they’re gonna come from monetary policy or fiscal policy. And that’s what Peter’s doing. He’s looking at the Fed and he is looking at the treasury. And so what I’m looking at is not just the tariff income, which is relatively minor, but I’m looking at the trade deals, and those are published at the White House and there’s a couple trillion dollars of money that’s FDI, foreign Direct Investments coming right into Main Street. And it’s gonna build infrastructure. It’s gonna build factories. It’s good. And they tell you where it’s gonna be because they, they came back with the opportunity zones, which I thought they would do. Makes sense. It’s the way he thinks. And then taking those opportunity zones, the governors can say where in their state they want that money to go. Well, people on Wall Street don’t think geography ’cause they operate in a commodity world that trades on global exchanges. But real estate people. Geography matters a lot. So if I’m a Main Street person, I live on Main Street and I’m looking for Main Street opportunities, I wanna look where that money is going to be flowing in geographically. And then there may be opportunities in real estate or small businesses in those economies, and you can see it coming, but nobody talks about it. So I created Main Street Capitalist as a show to begin to talk about it. I still do the investor mentoring club, which is, you know. A premium thing where we get together every month and we talk about these things. And the point is, is that if you understand, I think what he’s doing, then you can, you can begin to paddle into position. And I think, again, I am really bullish if he loses inflation. If he loses to inflation, he’s cooked. He knows it. I think that that even the suggestion that Peter made that he was losing to inflation is what flared him up. And so I wasn’t trying to necessarily defend. Peter and I wasn’t trying to defend Trump, I was just trying to reconcile that it is possible that both guys could be right at the same time from their perspective. And so I, you know, I, I had one guy take exception because he felt like I was defending Trump, but for the most part, I got positive feedback on the video. I, I, I, you saw it. So you tell me. Did it make sense? Yeah, yeah, yeah. Absolutely. So when you look at today’s environment, everything going on, where do you think investors are most vulnerable? Um, I, I think that if you are very dependent upon, um, healthy credit markets, we could have a disruption. And that’s what happened to me. If Trump loses the inflation battle even for a little while, little be reflected in interest rates. And the challenge is right now that he is asked the Fed to quote unquote lower rates, but the Fed actually doesn’t like. Set rates, what they do is they set a target and then they manipulate markets to achieve those rates. And if, if people believe the fed, there’s a little bit of front running. So what’ll happen is the Fed will come out and go, oh, we’re gonna lower rates, which means bond prices are gonna go up. So they’re like, that’s great, let’s go buy a bunch of bonds, which drives rates down. So the Fed just by talking. Begins to move the market and then they hope that later on the Fed will buy those bonds from them at a profit to push rates down. Does that make sense? So, so when the last two times the Fed has raised rates in their target, the 10 year has responded in the opposite direction. Which means that the market is like not buying in, and the Fed is gonna have to step in. And when the Fed steps in, they do it by printing money out out of thin air. Now, the concern about that is that when they print the money out of thin air. If they’re replacing bonds on their own balance sheet, that’s kind of a circle and it doesn’t leak out into the economy. If they’re buying new issuance from the the treasury, then that money is gonna work its way through the government to to to main street. Now, the Trump administration can prevent some of that by keeping the money in the Treasury, for example, uh, Trump 1.0 left. The Biden administration with, I think over a trillion dollars in, in the treasury checking account, and Janet Yellen put that into the economy right away during the lockdowns, which immediately created extreme inflation because you muted production at the same time you goose. Uh. Purchasing power, you know? So anybody with like three ounces of economic understanding could have told you that that inflation was gonna come, it was gonna come hard, it was gonna come fast, and it was gonna be stickier than than you thought. ’cause once you let that money out in the economy, it’s out. It’s out and the only way to mute it is either to suck it back, which is very, very difficult, or to outproduce it, and it’s very hard to produce anything when everything’s in lockdown. So I think that, you know, those days are behind us. I think the policies that we’re embracing now are more. Pro productivity. And I think that even if the Fed does have to step in, as long as that money doesn’t leak out into the economy, and part of it is the treasury being able to throttle some of that, and the money that does go into the economy doesn’t go into stimulus, but goes into CapEx and infrastructure, that’ll actually, uh, create. Production. Then I think that, you know, this, this game plan that I think they’re trying to execute has a chance. And so I, I’m, I’m watching for it. And of course, to answer your question, what do we have to worry about that it doesn’t work? Right? If it doesn’t work, then inflation will show up. Interest rates will rise, credit markets will crash, it will take real estate values with it. And the hedge is really gonna be, what I’ve always talked about is gold. I started talking back in 2018 when we were the zero bound with interest rates. Hey, there’s only one way interest rates can go and that’s up. And if they go up fast, then that’s gonna crash bonds. So it would be smart, and that’s gonna take real estate equity with it. So it’d be smart when you have real estate equity and low rates to pull some of that equity out and move it into gold. And I called that my precious equity strategy. If I have a video I did at the Vancouver Resource Investment Conference in January of 2022, explaining that when you could still really execute on that, and I’m not saying that you couldn’t do it today, but it’s harder, but the people who did it back then, I mean, you know, they’ve, they’ve seen their gold almost triple. And at the same time, they were able to lock in interest rates that are, you know, a half what they are today. So when you see those mega trends and you can begin, and that’s the stuff I didn’t know how to do in 2006, 2007. I didn’t understand any of this stuff. The, the, you know, losing everything in 2008 forced me to become a hardcore student and then try to apply that to Main Street strategy. And so I think gold and real estate and debt, they all work really well together depending on where you are in the cycle. Do you think that Main Street investors may actually have some advantages in periods like this? Yes, a ton because I think what’s gonna happen is if we have a, um, a, a, a restructure of the financial system into something more responsible, which I think is either gonna be forced upon us or it’s gonna be done by design, and I hope we do it by design. But when that happens, then the days of just buying low and selling high and riding the inflation wave that goes away. And so now it’s gonna be very, very important to understand how to invest for. Productivity. So I call it, you know, buy low sell high trading as an acronym, B-L-S-H-T you. You can sound it out for yourself phonetically. And then the other one is poo, which is productivity of others. And I think that if people focus on investing in the productivity of others, which is what Main street investors, especially real estate investors, focus on, I think cash flow, real profits on small businesses, not speculating on. Uh, exit price or a company that’s gonna take a company public, everybody trying to tap into this giant flood of money that gets pre created from thin air in the banking system and in Wall Street. If, if, if people on Main Street will just start investing. Kind of what Kenny McElroy was doing going through 2008, just focusing on sound assets and good markets with good fundamentals. That cash flow and, and are run by good managers, whether it’s a business, an apartment building, a mobile home park, a self storage, residential assisted living doesn’t really matter. Invest in real businesses that produce real profits where you’re not overpaying for that production of income and especially where there’s some upside. Not to flipping out of the stock, but to actually growing the market share and growing the income. That’s what investing really should be. Wall Street has perverted it into just placing bets and riding a wave and trying to figure out where the money is gonna flow from the Treasury or for from Fed stimulus. And I think Main Street is gonna pick up on the new game sooner. And the good news is if you get good at playing that game, even if the system stays the same, you’re probably gonna do better off anyway. When you talk about buying, buying or investing into productive businesses, I mean, what, what’s the difference in your mind between investing in a private business versus investing in a, you know, a publicly traded business that’s run off, you know, dividends? Yeah, so I, I, I think that it could be okay if the dividend yield makes sense, but anytime you have a publicly traded security, it’s a highly liquid market, which means it’s gonna be volatile and the stocks become chips in the casinos where professional traders are just gambling all day long. And some of that gambling can create an impact on the stock, and it doesn’t matter to you if you’ve only bought it for production of income. Um. And so, uh, you know, I, I don’t think it’s bad. I’ve, you know, Peter’s always been an advocate of, uh, dividend paying stocks, and I think if you’re gonna be in the stock market, that’s what you want to do. I think the opportunity in a private placement in a small business is the opportunity not to have to pay the high multiples because it’s not a perfect market. It’s, it’s the same reason there’s so much more opportunity in real estate. If real estate could trade on an electronic exchange where. You know, millions of buyers could find it, and you could have perfect price discovery. It’s very difficult to find a deal, right? It’s very difficult. But we, if you buy a private business, you know there’s gonna be considerations. You, you deal with a, a owner. Who cares about his customers, who cares about his team, maybe would be willing to carry back the way you would if you were buying a, a, a piece of property from somebody that cares about their neighbors or whatever. I mean, there’s, there’s, there’s a lot more humanity in it. There’s a lot more room for negotiation in it. And a lot of times there’s a lot more room to have control. So, you know, one of the adages with real estate that real estate investors like is, I’m gonna buy an asset, one that I understand, two that I can control. And so when you buy a stock, like a dividend paying stock, you, you might understand the business, you may not understand completely the. Uh, market dynamics that drive the stock price. But as long as the dividends are there, that can be okay, but you don’t have any control. When you actually go buy a small business, you have a, a degree of control. Now, if you’re a passive investor buying into a syndication, then you still have a little bit more, um. Relationship, you have a little bit more insight. You maybe have a voice. You may know the people that are making the decision and running the company personally. So it’s the same thing. You know, you Buck is a syndicator. When you go do a deal, your investors know you. They have a personal relationship with you. Go buy stuff in the stock market and mutual fund managers and investor. You don’t have a relationship with that fund manager and I think that’s worth something if you have a voice right. So we’ve, we’re talking a little bit about credit markets, um, volatility, you know, interest rates. Are they gonna go down like, you know, Donald Trump would like to see, and you know, we’ve got a new fed share coming, all that kind of thing. How should investors be thinking about leverage and risk right now? I, I think the adage with real estate, uh, I mean, sorry, with leverage is always the same, is, um, you know, manage cash flow. I, if, if you use leverage to speculate, that could be a real problem. And whether you did it. Do it for real estate like I did by having very thin or negative cash flow and making that up someplace else and believing that somehow, you know, rents or appreciation are gonna do it. Or buying a non-income producing asset with borrowed funds hoping it’s gonna go higher. I think that would be dangerous, but I think if you fundamentally use debt as a tool. Based on cash flows and you use conservative cash flows, you know, so the debt service coverage ratio, you know, if you have $10,000 a month going out in debt service, make sure you have at least, you know, $12,000 a month coming in on income or above. Then that’s how you begin to build resiliency into your portfolio. And the other thing is don’t borrow long to invest short, right? So your duration matters a lot. We were talking about this before we hit the record button, and I think what happens is people. Uh, make a mistake when they try to operate like a bank. ’cause banks lend short and invest long. And the only reason they get away with it is because they have the Federal Reserve Bank system backstopping them. But you don’t have that as an individual, so you better to do the opposite. Um, if you can match the durations, that’s perfect, right? ’cause then you know what your interest expense is for the, for the duration of the investment. And once you lock in the spread, then you just have the counterparty risk of the, whoever is responsible for creating that income stream that’s gonna service the debt you use to control the asset. And then it just comes down to underwriting and then recourse. And if you feel comfortable with the underwriting and you feel comfortable with the recourse, and you’ve got spread and you’ve locked in a, a duration. Um, that, that is compatible, then that can be a, a, a fairly safe way to use debt. And if interest rates work against you, then you’re okay. And if interest rates work for you, you might be able to refinance your debt and actually increase your spread, but you don’t need it to happen to be successful. Let’s talk a little bit more about what you’re doing right now. So in the past year, you’ve launched, um, several new initiatives. You had masterminds via platforms. Tell us a little bit about this and, and a little bit more what, what you’re trying to accomplish. Well, you know, after losing my wife, um, you, you go through this. Period of time of like figuring out, okay, life is short. What do I want to get done before I left die myself. And so, um, after thinking about that, I went back to really what I came to do when I first met Robert Helms and got involved in the real estate guys. And so I just kinda went back to home base and. Then the other thing is now I’ve got 17 grandchildren, and so I’m thinking a lot less like a father, more like a, a grandfather, a founding father. And, um, and so I’m thinking about what the world is gonna be like in 40, 50, 60 years, and what can I do to plant a seed that will make that world better for my grandchildren? And so I, I did a couple things. One is, um, after I left the real estate guys, we were going through a merger with Ken McElroy, George Gammon and Jason Hartman to create, um, a mastermind group, which we did. And I, I was CEO of that for the. The year during the merger. And that took up some time. And the second thing I decided to do, uh, ironically, it was after a conversation I had with Charlie Kirk. I had a conversation with Charlie Kirk. I said, Hey, I’ve got this idea to help, uh, K through 12 get involved in, in capitalism by starting businesses or working with businesses. Their parents start, and I explained to him the model. He goes, I love it. I want to help you. And so that encouraged me. And then I had a follow up meeting in January of 20. 24 with Mark Victor Hansen, and he really encouraged me. And so with the strength of those two endorsements, I go, you know, I’m gonna do this. And so, uh, I left the real estate guys in, um. March, late March of 2024, and in the summer of 2024, I, I launched the Raising Capitalists Foundation, and people can learn more about that by going to raising capitalists plural.org. And I, I literally launched it at Freedom Fest on July 13th, 2024 and five minutes before I took the stage, Donald Trump got shot. Always remember where I was and how distracting it was, but I did record that presentation and it’s on the website, and so it explains the model. But in, in short, it’s pairing, um, or it’s, it’s putting parents who are in what Kiyosaki, uh, rich Dad would call the E-Class employees. And, uh. Put them under a mentorship program with experienced entrepreneurs and investors to help them start a business, a side hustle. They need the money and they need a mentor. And so then they, um, it can create a situation where their children can come to work for them in the business. And today, information Society, you know, there’s a lot of things kids can do where they learn real life skills, um, working with their parents. So that’s what the Raising Capitalist Foundation is all about. Then I launched two shows. Uh, in 2025, uh, one is I literally just launched like a week ago, and that’s. That Donald Trump video was really the first one that I put out, the Donald Trump versus Peter Schiff video on YouTube. I haven’t even started the podcast side of it. Um, and in on September 27th, uh, on pray.com, I started, uh, another show that, that one’s called the Main Street Capitalist. So if you go to YouTube and look at the Main Street capitalist, you’ll, you can find me there. And then the other one I created was the Christian capitalist. And I kind of went back to, you know, my, my core roots of realizing when I started looking at. Where the country was at, John Adams said that, um. Our Constitution was designed for a moral and religious people and is really wholly inadequate for any other, and so I thought, you know what? I’m I, I’m going to do that because my experience as a, as a Christian businessman is that I find that sometimes the stuff I get in church is more consumer oriented, and it doesn’t, it’s more employee oriented. I, I don’t. And, and then the other part of that is I created a, a ministry called Fellowship, a Christian capitalist, which is really about helping people put purpose into their business and then, you know, express their faith. Love your neighbor. Through their business. And so I’ve got all these different initiatives going and then I created the Main Street Media Network because I wanting to reach youth. I hired a YouTube coach and I said, look, I want to create content to encourage youth. He goes, that’s great. You can’t do it. You’re too old, he said, so what you need to do is find young people you can mentor and teach them the things that you’ve learned and let them teach it in their own words and they’ll reach their generation better than you. So with Main Street Media Network, I’m I, I’ve got. Two guys that I’m apprenticing right now, but I’m gonna be adding a lot more. Um, one, one young man is 20 years old, the other one is 26 years old. And, uh, I just came back from the Turning Point USA event where we had a broadcast booth and they were conducting interviews and I did the New Orleans Investment Conference. And so these guys are sitting down with Peter Schiff, Robert Kiyosaki, Mike Maloney, Ken McElroy, you know, you, you know what that did for you, buck with your show. You know, you, you met all these people through us and then you. We’re able to build upon that and create a very credible show. So I’m doing that for these guys that are in their twenties with the idea that they will be able to reach a generation of people. Uh, I call it putting Boomer Wisdom in Gen Z mounts. I mean, they get to process it and it gets to be their own. And I’m helping them build financial podcasts that actually make the money and is the foundation of, in this case, they’re both capital raisers of their capital raising business. I got all these different things going, but I’m doing it through leaders, so I’m not trying to do all things myself. Yeah, yeah. Um, but I’m building out an ecosystem to accomplish all these goals and so far so good. It’s a lot. Sounds working like a young man, man, man. I’ll tell you that. I know, I know. Wow. I I thought you were gonna slow down after you. No, I’ve actually, I put my, I put, I put my foot on the gas. I, I’ve probably never worked, uh, harder. Um, but I, I think I’m working smart, you know, so I’m hiring coaches and I’m bringing in, um, leaders and going through all that EOS and organizing to scale stuff. Sounds good. Well, always a pleasure, Russ. Um, make sure not to be a stranger to have you on again, um, you know, in a few months and figure out where you’re going with all this stuff. All the new things that you’ve accomplished, but it’s, uh, it’s great to see you. Well, happy to be here, proud of you. Uh, keep up the good work and keep educating people. Thank you. You make a lot of money, but are still worried about retirement. Maybe you didn’t start earning until your thirties. Now you’re trying to catch up. Meanwhile, you’ve got a mortgage, a private school to pay for, and you feel like you’re getting further and further behind. Now, good news, if you need to catch up on retirement, check out a program put out by some of the oldest and most prestigious life insurance companies in the world. It’s called Wealth Accelerator, and it can help you amplify your returns quickly, protect your money from creditors, and provide financial protection to your family if something happens to you. The concepts here are used by some of the wealthiest families in the world, and there’s no reason why they can’t be used by you. Check it out for yourself by going to wealthformulabanking.com. Welcome back to the show everyone. Hope you enjoyed it. As always, Russ, uh, is, uh, you know, he’s, he’s got a lot of wisdom. He is the guy you really wanna listen to. And I would encourage you to follow his work anyway. Uh, just pivoting back, you know, to where this economy is and all that. I think for me personally, it’s about allocating capital in a market that is a, uh, is certainly losing value in its dollars. And, um, and I think that we’re gonna continue to see that. Speaking of that, make sure if you haven’t, as I mentioned before, sign up for the Accredited Investor Club. Go to wealthformula.com, go to investor club, as we have plenty of those types of things that are hedging against inflation, um, saving taxes in terms of tax mitigation strategies, that kind of thing. Check it out. That’s it for me This week on Well Formula Podcast. This is Buck Joffrey signing off. If you wanna learn more, you can now get free access to our in-depth personal finance course featuring industry leaders like Tom Wheel Wright and Ken McElroy. Visit wealthformularoadmap.com.

Welcome to this episode of HALO Talks, where host Pete Moore sits down with Bryce Berry, a New York native whose career led him from Westchester County to the mountains of Salt Lake City, and eventually to building a powerhouse presence in the Gold's Gym franchise network. Bryce shares his entrepreneurial path, starting with the unexpected lessons learned from running Dairy Queen stores, before moving into the health club industry and launching some of the largest and most successful Gold's Gym locations in Colorado, Wyoming, and Washington. From the intricacies of site selection and gym operations to adapting to changing market dynamics and member expectations, Bryce reveals how he's created "rainmaker" clubs by offering standout amenities like expansive weightlifting and cardio areas, basketball courts, racquetball, pickleball, and innovative tanning and recovery services. He digs into the evolving branding landscape of fitness franchises, the role of pricing strategy, and why the Gold's Gym name still carries significant weight in local communities. Listen now to hear Bryce's insights on building thriving gyms, the impact of market trends on business decisions, and how his commitment to quality and member experience is shaping the future of fitness for the next generation of club-goers. Key themes discussed Gold's Gym franchise growth and operations. Site selection strategies for gym locations. Importance of brand recognition in fitness industry. Pricing models and market positioning for gyms. Community amenities: Basketball, pickleball, saunas, recovery. Private equity partnerships and business structure. Adapting gym facilities to trends in strength and cardio equipment. A Few Key Takeaways:  1.Strategic Growth and Site Selection: Bryce talks about his career path from Westchester County to building a network of Gold's Gyms, detailing how he strategically drew a 300-mile radius around his home and used his knowledge from previous business ventures (like a book bindery) to select prime gym locations. His hands-on, boots-on-the-ground approach to site selection set the foundation for successful club launches. 2. Gold's Gym Brand Equity: Bryce highlights the enduring power of the Gold's Gym brand. Despite new competitors and rebranded gyms popping up (such as VASA, EoS, and Fitness Connection), he argues that Gold's still has strong recognition and credibility with consumers. People know Gold's Gym, which translates into excitement, loyalty, and ongoing business success. 3. Mid-Range Pricing Wins: Berry defends the decision to position his clubs in the mid-price range, emphasizing that this "middle" is where the majority of the market is. Instead of chasing ultra-low-cost volume or high-end exclusivity, his strategy is to deliver great value for a reasonable price, which has continually proven successful in the communities he serves. 4. Amenity-Rich, Community-Focused Clubs: The Gold's Gym facilities in Colorado, Wyoming, and Washington are designed as urban or suburban "country clubs" with oversized footprints (some over 50,000 sq ft). Bryce invests heavily in amenities like basketball courts, racquetball, pickleball nights, dry saunas, and top-of-the-line equipment to create a vibrant community feel and cater to a broad clientele. 5. Innovation and Adaptation for Younger Members: Bryce discusses a current trend he's seeing with younger members (especially ages 18–40) favoring strength and cardio equipment, recovery spaces, and high-quality gear such as the Matrix treadmill. He's focused on adapting his clubs to these preferences, particularly with recovery rooms, oversized saunas, and best-in-class equipment—which has helped him attract and retain this growing demographic. Resources:  Gold's Gym: https://www.goldsgym.com  Integrity Square: https://www.integritysq.com Prospect Wizard: https://www.theprospectwizard.com Promotion Vault: https://www.promotionvault.com HigherDose: https://www.higherdose.com

In this episode, Molly sits down with Christy Lang, COO of Hougum Law Firm, to explore how leadership skills transfer across industries and why the core challenges of leadership are the same no matter the business. Christy shares how non–law firm experience strengthens operational leadership; why core-value hiring and middle management are critical; how EOS creates focus, accountability, and traction; and how data-driven trust allows visionaries to let go, delegate, and scale profitably without burnout. Key Takeaways: Christy's move from publishing to law demonstrates how transferable business and leadership skills strengthen law firm operations. Hiring for values first ensures alignment, accountability, and a healthy, scalable team culture. Implementing EOS provides structure, focus, and execution discipline to hit growth milestones. Success comes from blending referral-based marketing, digital efforts, and a team-centric model. Clear accountability and trust enable operational efficiency and sustainable firm growth.   Quote for the Show: "The highest thing in our hiring process is our core values, actually… Because skills can be taught, tasks can be taught, but you can't really inherently enforce core values into someone that's just not there." - Christy Lang   Connect with Christy: Website: https://hougumlaw.com/  LinkedIn: https://www.linkedin.com/in/christy-lang-911497b9/  Facebook: https://www.facebook.com/hougumlawfirm  Instagram: https://www.instagram.com/hougum_law_firm/  Links: Website: https://hiringandempowering.com/ Facebook: https://www.facebook.com/hiringandempowering Instagram: https://www.instagram.com/hiringandempowering LinkedIn: https://www.linkedin.com/company/hiring&empoweringsolutions/ The Law Firm Admin Bootcamp + Academy™ : https://www.lawfirmadminbootcamp.com/ Get Fix My Boss Book: https://amzn.to/3PCeEhk   Ways to Tune In: Amazon Music - https://www.amazon.com/Hiring-and-Empowering-Solutions/dp/B08JJSLJ7N Apple Podcast - https://podcasts.apple.com/us/podcast/hiring-and-empowering-solutions/id1460184599 Spotify - https://open.spotify.com/show/3oIfsDDnEDDkcumTCygHDH Stitcher - https://www.stitcher.com/show/hiring-and-empowering-solutions YouTube - https://youtu.be/TLvVEoT2N3o 

0:00-25:16 – Query & Company gets underway on a Monday recapping Indiana Football’s dominant win over Oregon in the Peach Bowl. In true Curt Cignetti fashion, the game was over before halftime. How does Miami match up with the Hoosiers? Also Jake dives into the incredible weekend that was in the NFL Playoffs. 25:16-40:05 – Don Fischer, the Voice of the Indiana Hoosiers, breaks down IU’s dominance over Oregon last weekend. Fisch has seen it all as an IU lifer and talks about what this run means to him and the rest of the Cream and Crimson faithful. 40:05-49:08 – Jake closes out the first hour of the show. 49:08-1:14:34 – After an incredible weekend in the NFL Wild Card round, Mike Chappell of FOX59 and CBS4 gives his perspective first on the Hoosiers, then on the weekend that was in the NFL. Which team is most impressive right now? What happened to the Eagles? Why cant the Colts overcome injuries like the 49ers do? 1:14:34-1:28:41 – Sean McDonough of ESPN joins after calling Friday night’s Peach Bowl. He gives the national perspective of what IU did against Oregon, then details how Miami and Indiana match up against each other. 1:28:41-1:36:28 – Jake closes out the second hour of the show. 1:34:29 -2:00:28 – Bill Benner, the longtime columnist for the IndyStar and Hall of Fame sportswriter joins to talk about what the Indiana win means to him. As a lifelong IU fan, and subsequent career journalist, Benner has seen the thick and thin of IU football. 2:00:28-2:12:21 – Jake opens the phone lines, then later details what happened with Marcus Freeman over the weekend. Finally he recaps the weekend that was in the NFL Wild Card. 2:12:21-EOS– JMV joins to help Jake close out the show with their patented cross-talk!Support the show: https://1075thefan.com/query-and-company/See omnystudio.com/listener for privacy information.

Discover the 5 key components of effective strategic planning for churches and nonprofits. Pastors Bobby, Andrew, and Randy share insights from their 3-day strategic planning retreat, covering accountability systems, SWOT analysis, 3-year vision planning, yearly goal setting, and 90-day rocks. Learn how to move from long-term vision to weekly execution using proven frameworks like EOS. Perfect for church leaders and nonprofit executives looking to create alignment, build trust, and execute their mission with clarity.

No Agenda Episode 1832 - "Lincoln's Dome" "Lincoln's Dome" Executive Producers: Sir Danimal Tramon Kamble Clint Young - cleveryak.media Associate Executive Producers: Christopher Graves - littlejohnscandies.com La Jolla Salt Corporation - la jolla salt dot com Eli the Coffee Guy - Gigawatt Coffee Roasters.com Colin Fannon - fannonfitness.com Linda Lu, Duchess of jobs & writer of winning résumés - Imagemakersink.com Christopher Meyers Sir Ron Nooren Become a member of the 1833 Club, support the show here Boost us with with Podcasting 2.0 Certified apps: Podverse - Podfriend - Breez - Sphinx - Podstation - Curiocaster - Fountain Title Change Sir Danimal > Sir Danimal, Baron of the Secret City Knights & Dames Clint Young > Sir Clintilious of the Pacific Northwest Art By: Jeffrey Rea End of Show Mixes: deezlaughs EOS .1.8.26.mp3 MVP EOS Boots Meet Ground.mp3 MVP EOS Pelosi's Cap Gains.mp3 PLUR EOS sirfuckyouthatswhy-NAmix-0.mp3 Mark van Dijk - Systems Master Ryan Bemrose - Program Director Back Office Jae Dvorak Chapters: Dreb Scott Clip Custodian: Neal Jones Clip Collectors: Steve Jones & Dave Ackerman NEW: Gitmo Jams Sign Up for the newsletter No Agenda Peerage ShowNotes Archive of links and Assets (clips etc) 1832.noagendanotes.com Directory Archive of Shownotes (includes all audio and video assets used) archive.noagendanotes.com RSS Podcast Feed Full Summaries in PDF No Agenda Lite in opus format Last Modified 01/08/2026 16:39:19This page created with the FreedomController Last Modified 01/08/2026 16:39:19 by Freedom Controller

1419 She helps law firm leaders ditch the chaos and scale with clarity. Armed with an MBA, a CFA, and 20+ years in the legal world, she blends finance, strategy, and no-fluff guidance. She's the brain behind Scaling Law, the EOS-based system transforming legal practices across the country. Please welcome Brooke Lively!Website: https://brookelively.com/meet-brooke/Social Media: https://www.linkedin.com/in/brookelively________ Go to www.BusinessBros.biz to be a guest on the show or to find out more on how we can help you get more customers! #Businesspodcasts #smallbusinesspodcast #businessstrategies #businesseducation #businesspodcast #businessmodel #growthmarketing #businesshelp #podcastinglife #successgoals #wealthcreation #marketingcoach #smallbusinesstips #businessmarketing #marketingconsultant #entrepreneurtips #businessstrategy #growyourbusinessWant to create live streams like this? Check out StreamYard: https://streamyard.com/pal/d/6164371927990272

In this episode, Travis sits down with leadership expert and “Business Sergeant” Chris Hallberg to unpack how great sales and great leadership go hand in hand. From shoveling driveways in Minnesota to scaling and selling an energy‑efficient remodeling company during the Great Recession, Chris shows how disciplined systems, integrity in sales, and long‑term thinking can build serious revenue.​ On this episode we talk about: How Chris went from shoveling snow and working at McDonald's to military police, then into construction sales and six‑figure commission income The story of launching an energy‑efficient remodeling business in 2008–2010 using tax credits, ROI calculators, and “green” door‑to‑door canvassing to thrive while legacy contractors went under Why door‑to‑door is still “king” in certain home-services niches, and how to sell respectfully at the front door without being a stereotypical high‑pressure closer The mindset shift from zero‑sum “I win, you lose” sales to win‑win selling that focuses on impact, education, and walking away when you're not the best fit How Chris now helps leadership teams implement EOS and uses his GoExpand AI platform to build disciplined, accountable, highly profitable organizations​ Top 3 Takeaways The best salespeople think of themselves as problem solvers and educators, not manipulators; they're willing to walk away when their solution is not truly in the customer's best interest. In tough economies, differentiation plus math wins: pairing tax incentives, real energy‑savings ROI, and targeted canvassing allowed Chris's company to grow while others shrank. Long‑term success comes from systems and culture, not just charisma—frameworks like EOS and tools like GoExpand help leadership teams create repeatable, scalable performance. Notable Quotes “I look at people as helping people, not selling people. No one wants to be sold, but everybody needs help.” “If you serve other humans, you'll get your just rewards. If you're only trying to take, you'll only get what they'll let you have.” “Both models can work for six months, but only one works for ten years.” Connect with Chris Hallberg: Website (Veteran community): https://bizsgt.com​ Coaching & software: https://goexpand.com​ EOS Implementer profile: https://implementer.eosworldwide.com/chris-hallberg​​ ✖️✖️✖️✖️