Podcasts about Eos

Thanks to our Partners: NAPA TRACS, Today's Class, KUKUI, and Pit Crew Loyalty Watch Full Video Episode How does a shop owner find, develop, and trust the right person to become their number two? Shawn Gilfillan, owner and CEO of Automotive Magic, and Will Barkiewicz, General Manager and Integrator, share the evolution of a leadership partnership that started when Will applied for a technician position. Shawn quickly recognized something beyond Will's technical abilities. Their values around family, trust, service, and taking care of people aligned. Will eventually moved from running the maintenance center to becoming General Manager over both locations and the Integrator Shawn had been looking for. Their story demonstrates that developing a number two isn't about finding another version of the owner. It's about finding someone with complementary strengths, then building the trust that allows both leaders to grow into their roles. What You'll Learn Why core values can matter more than someone's original job title.How the Visionary-Integrator relationship works within EOS.Why owners shouldn't look for "another me."How responsibility and trust are earned over time.Why a strong General Manager needs the freedom to push back on the owner.How DISC profiles can improve communication and self-awareness.Why standardized protocols create consistency as leadership responsibilities expand.How a "Reboot" mindset turns mistakes into opportunities to improve the business. Finding your number two isn't about finding another you. It's about finding the person who complements you. For Shawn, that meant learning to hand over responsibility and allowing Will to "dance his own dance." For Will, it meant earning trust through communication, accountability, and a willingness to take ownership when things didn't go perfectly. The transformation happens on both sides. The General Manager learns to lead, execute, and protect the vision. The owner learns to let go, become the guide, and gradually move responsibilities off their plate. You don't hand someone the keys to the business overnight. You give them responsibility, build trust, and develop the leadership partnership one step at a time. Shawn Gilfillan, and Will Barkiewicz, Automotive Magic, Kenvil and Lake Hopatcong, NJ. Shawn's previous episodes HERE NAPA TRACS will move your shop into the SMS fast lane with onsite training, six days a week of support, and local representation. http://napatracs.com/ Optimize training with Today's Class: In just 5 minutes daily, boost knowledge retention and improve team performance. https://www.todaysclass.com/ Stop juggling multiple marketing tools. KUKUI's integrated platform delivers 4x better website conversions, automated follow-up, and real-time ROI tracking. https://www.kukui.com/ You're probably tired of chasing new customers who never return. Pit Crew Loyalty ends the one-and-done cycle, turning first visits into lasting, reliable revenue at https://www.pitcrewloyalty.com/ Connect with the Podcast: Download and Listen on Our Mobile App: https://automotiverepairpodcastnetwork.com/app/Visit the Website:https://remarkableresults.biz/Subscribe on YouTube:https://www.youtube.com/carmcapriottoFollow on Facebook:https://www.facebook.com/RemarkableResultsRadioPodcast/Follow on LinkedIn:https://www.linkedin.com/in/carmcapriotto/Follow on Instagram:https://www.instagram.com/remarkableresultsradiopodcast/Join Our Virtual Toastmasters Club:https://remarkableresults.biz/toastmastersJoin Our Private Facebook Community:https://www.facebook.com/groups/1734687266778976Join our Insider List:https://remarkableresults.biz/insiderAll books mentioned on our podcasts:https://remarkableresults.biz/booksOur Classroom page for personal or team learning:https://remarkableresults.biz/classroomBuy Me a Coffee:https://www.buymeacoffee.com/carmSpecial episode collections:https://remarkableresults.biz/collections The Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/ Remarkable Results Radio Podcastwith Carm Capriotto:https://remarkableresults.biz/

George Wright III interviews Yarin Gaon of Fractional Partners about a common growth bottleneck for companies that reach product-market fit around $3–$5M in sales: continuing “growth by addition” by saying yes to too many customers, products, channels, and revenue streams, which increases complexity and shrinks profit. Gaon argues founders should shift to “growth by subtraction,” identifying the small set of activities that drives most profit and cutting the rest, then later moving to “growth by expansion” when execution bandwidth increases. Key signals it's time to subtract are rising complexity and declining profitability, and Gaon warns against making decisions out of context or based only on revenue. He introduces the free Growth Decision Canvas and an initial heat map assessment to create a clear 12–18 month plan, and explains it complements EOS by improving strategic direction and profit focus.00:00 Meet Yarin Gaon02:29 Growth By Addition Trap09:07 Growth Decisions Canvas14:06 Common Decision Mistakes23:47 Where To Start Today25:17 Connect And Final TakeawaysThanks for listening, and Please Share this Episode with someone. It would really help us to grow our show and share these valuable tips and strategies with others. Have a great day.George Wright III“It's Never Too Late to Start Living the Life You Were Meant to Live”FREE Daily Mastermind Resources:CONNECT with George & Access Tons of ResourcesGet access to Proven Strategies and Time-Test Principles for Success. Plus, download and access tons of FREE resources and online events by joining our Exclusive Community of Entrepreneurs, Business Owners, and High Achievers like YOU.Join FREE at DailyMastermind.comFollow me on social media Facebook | Instagram | Linkedin | TikTok | YoutubeGrow Your Authority and Personal Brand with a FREE Interview in a Top Global Magazine HERE.About GuestYarin Gaon is an entrepreneur-turned-investor with a proven track record of founding, scaling, and exiting companies. He launched his first company at age 14 and went on to build Israel's largest e-commerce platform for military goods, which he later sold before relocating to the U.S. He also served as an Entrepreneur-in-Residence at a venture capital firm, where he specialized in turning around distressed startups. With an MBA from Tel Aviv University (and time spent at Kellogg School of Management), Yarin now helps growing companies mature into strong, cash-flowing assets. Yarin has mentored over 400 businesses through SCORE and the University of Chicago's Polsky Center. Today, he helps founders identify which products, customers, services, and operational complexities are actually slowing growth and reducing profitability. His Growth Decisions Canvas was designed to help $5–25M companies make clearer strategic decisions around what deserves to scale, what should be eliminated, and where the true path of least resistance exists inside the business. Yarin is publicly opening the Growth Decision Canvas for free, so your listeners can take what they learn from the episode and implement it in their business right away. Yarin has been featured on podcasts such as The Home Service Expert Podcast with Tommy Mello, Founder's Story, Becker Private Equity & Business Podcast, and many more.LinksWebsite: https://www.fractional.partners/LinkedIn: https://www.linkedin.com/in/yaringaon/

In this episode of the HVAC Know It All Business Edition Podcast, co-hosts Gary McCreadie and Furman Haynes from WorkHero speak with Bill Spohn, Founder & CEO of TruTech Tools, LTD, who brings 38 years of experience in the HVAC industry. They discuss applying EOS, the Entrepreneurial Operating System to business operations. They cover meeting rhythms, transparency, core values, and ways smaller HVAC companies can adapt structured operating practices. Bill shares how TruTech Tools organizes functional departments, uses regular meetings to solve issues, and makes financial information visible while protecting sensitive HR details. He also discusses resources for owners who want to begin implementing EOS on their own.   Expect To Learn: How EOS meeting rhythms can scale across functional departments. Why weekly leadership meetings should focus on solving issues. How to adapt EOS practices for small HVAC businesses with field teams. Where to draw the line between transparency and confidential HR information. How financial visibility can connect departments to profit sharing. Why core values can help employees make day-to-day decisions. How to start implementing EOS with books, free resources, and outside guidance.   Timestamps: 00:00 – Introduction 00:52 – Using EOS from 12 to 200 employees 01:29 – Functional departments and cascading decisions 02:25 – Meeting cadence at TruTech Tools 04:27 – Adapting EOS for small HVAC businesses 06:41 – Open-book accounting and employee empowerment 08:46 – Organizing the business to reduce noise 11:46 – The book Traction and EOS resources 13:30 – Final advice for implementing EOS 14:15 – Closing remarks   Follow our Guest Bill Spohn and his companies: LinkedIn: https://www.linkedin.com/in/billspohn/  Company LinkedIn: https://www.linkedin.com/company/trutech-tools-ltd/  Company Website: https://trutechtools.com/   Follow Gary McCreadie: LinkedIn: https://www.linkedin.com/in/gary-mccreadie-38217a77/  Website: https://www.hvacknowitall.com  Facebook: https://www.facebook.com/people/HVAC-Know-It-All-2/61569643061429/  Instagram: https://www.instagram.com/hvacknowitall1/    Follow Furman Haynes:  LinkedIn: https://www.linkedin.com/in/furmanhaynes/  WorkHero: https://www.linkedin.com/company/workherohvac/  Instagram: https://www.instagram.com/workhero__/  

#339 Billy talks with Joe Meglio, founder and CEO of Game Changer Fitness in New Jersey, about how he grew from a roughly 500-square-foot training space inside a baseball facility into a thriving multi-location business. Joe shares the lessons behind that growth, including why starting small can help you prove your concept, how to decide which market to serve, and why staying focused is often more valuable than constantly adding new programs or revenue streams. The conversation also explores the difficult decisions entrepreneurs face as they grow, when to walk away from a declining program, how to avoid shiny-object syndrome, and how frameworks like EOS and Vivid Vision can help clarify where the business is going. In this episode How Joe got started in fitness after playing college baseball The early days of Game Changer Fitness in a 500-square-foot space Why proving your concept before expanding can reduce risk The challenges of moving from a small facility to a much larger one Whether fitness businesses should focus on one market or serve multiple audiences How to recognize when additional programs become distractions Why your background, relationships, and skill set should influence your starting point The decision to step away from business consulting and other competing priorities How to know when it is time to cut a program that no longer supports your main goal Using EOS, Vivid Vision, and other frameworks to create clarity Why entrepreneurs need to stay focused on the business they are actually trying to build Important Links: Follow Joe here Game Changer Fitness DM Billy for help

Most entrepreneurs think scaling a business requires millions in venture capital and high-pressure sales quotas. Rich Lyons proved the exact opposite.In this episode of Owning Your Legacy, host Laurette Rondenet interviews Rich Lyons, founder of Lyons Consulting Group (LYONSCG) and author of Life Is Sales. Rich shares the unvarnished story of growing a bootstrapped digital commerce agency to $55M, surviving the 2008 banking collapse, standing up to abusive clients, and making the difficult decision to sell when tech giants consolidated the market.Key topics covered:•  Moving from a scarcity mindset and quota panic to consultative service and trust•  The reality of bootstrapping — personal checks for payroll, home equity lines, and betting the farm•  How a 2008 bank loan recall forced the agency to shed non-core services and master e-commerce•  The dinner 'feelings game' that helped a stoic executive open up to his daughtersResources & books mentioned:•  Life Is Sales by Rich Lyons — lifeissales.com•  Rich Lyons official site — richlyons.com•  Good to Great & Turning the Flywheel by Jim Collins•  Traction (the EOS system) by Gino Wickman•  Dr. Gertrude Lyons on Owning Your Legacy (episode archive)Connect:Rich Lyons — linkedin.com/in/richardblyons/Laurette Rondenet — linkedin.com/in/laurette-rondenet-82064911/Subscribe to Owning Your Legacy for weekly conversations on leadership, authentic entrepreneurship, and leaving a lasting mark.Chapters:0:00 The Reality of Scaling a Business1:22 Is Service the Heart of Sales?3:35 The Core of Trusting the Process6:07 Research, AI, and the Human Connection8:06 Mindset vs. Talent in Sales Success10:53 Using Anger Intentionally15:53 The Hard Lessons of EntrepreneurshipIf you enjoyed the episode please share it with others, and rate, review, and subscribe wherever you get your podcasts. To learn more about me and how I am Owning My Legacy, you can find me on Instagram @LauretteRondenet and online at lauretterondenet.com. 

The winged horse Pegasus is one of the most iconic figures in Ancient Greek, and indeed world, mythology. Our study of the majestic creature takes us to unexpected places, from the dark depths of the Gorgon Medusa's lair, to the heights of Olympus. We uncover symbolic meaning in the Pegasus story with just as much range, from the workings of our innermost selves, to a cosmic lesson.Our study of Greek and Roman sources in art and texts including Hesiod's Theogony and Ovid's Metamorphoses.Much love to Downtown Dallas, Texas, where this was filmed! Pegasus Plaza is a lovely urban area dedicated to Pegasus and the Muses, and the fine people at Pegasus City Brewing have great beer and a really cool atmosphere.00:00 Introduction00:07 Perseus on Pegasus Slaying Medusa by John Singer Sargent00:20 Pegasus on the Fountain Hippocrene by Benvenuto Cellini00:25 The Muse on Pegasus by Odilon Redon00:38 A Monster Transformed01:02 Achilles and Memnon, between Thetis and Eos by the Munich Painter01:06 Pallas Athena by Gustav Klimt01:13 Running Gorgon by the Berlin Painter01:21 The Idol of Perversity by Jean Delville01:38 Medusa and Neptune Embracing by Johannes Zainer02:03 Secession Poster by Gustav Klimt02:13 Medusa by Jacek Malczewski02:46 Portrait of Actress Helena Sulima as a Gorgon by Jacek Malczewski02:53 The Head of the Gorgon Representing Tuberculosis by W Wassermann03:14 Head of Medusa by Godfried Maes03:19 Legend of Galatea by Baldassarre Peruzzi03:34 Medusa Shield by Arnold Böcklin03:38 Head of Medusa from the Uffizi Gallery03:44 Medusa by Evelyn de Morgan04:00 Pegasus Departing by Albert Pinkham Ryder04:21 Pegasus' Flight04:29 Winged Horse from the Louvre04:34 Minerva Visits the Muses by Jan Brueghel the Elder, Joos de Momper the Younger, and Hendrick van Balen the Elder05:04 Pegasus Among Flowers by Józef Mehoffer05:19 Pegasus by the Barclay Painter06:02 Chimera by the Bellerophon Painter, photographed by ArchaiOptix, licensed under Creative Commons06:12 Bellerophon Killing hte Chimera by Francesco di Giorgio06:28 Bellerophon, Pegasus, and Athena from Pompeii06:44 Bellerophon and Pegasus by Julius Troschel06:49 Bellerophon Mosaic from Nîmes07:08 Bellerophon and the Chimera from the National Archaeological Museum of Athens07:15 The Ultimate Flight07:19 Bellerophon and Pegasus from Apulia, photographed by Romanwindwhistler, licensed under Creative Commons07:39 “Yes, there he sat, on the back of the winged horse!” by Mary Hamilton Frye07:52 Jupiter and Bellerophon by Erik Cornelius08:16 Bellerophon on Pegasus by Giovanni Battista Tiepolo08:43 Bellerophon is Sent to the Campaign Against the Chimera by Alexander Andreyevich Ivanov09:00 Pegasus' Wings09:23 Pegasus and the Hydra by Odilon RedonMythos & Logos are two ancient words that can be roughly translated as “Story & Meaning.”Support the channel by subscribing, liking, and commenting to join the conversation!Patreon: https://www.patreon.com/c/mythosandlogosAll works of art are public domain unless stated otherwise. Ambiment- The Ambient by Kevin MacLeod is licensed under a Creative Commons Attribution License.

What happens when a founder has a great vision but needs help turning it into operational success? This week on WFH with 2 Guys, we're joined by Forrest Derr to explore the growing role of the Fractional COO and why more companies are realizing they don't need a full-time executive to gain world-class operational leadership.We also dive into one of today's hottest topics—AI in business. While AI is transforming the way we work, Forrest shares why founders and leaders can't rely on it for everything. Great leadership still requires emotional intelligence, reading the room, understanding team dynamics, and making decisions that no algorithm can fully replicate.This conversation is packed with practical insights for entrepreneurs, business owners, and executives looking to scale their organizations while maintaining the human element that drives lasting success.Forrest K. Derr is a Fractional COO, EOS Integrator, and founder of Derr Consulting. Known as "The Fractionator," he helps founders build businesses that run without depending on them every day. With more than 25 years of operational leadership across industries, Forrest specializes in people, process, and structure, helping companies grow, improve profitability, and prepare for long-term success. He is also the founder of ENRG, a nationwide community for EOS users, and co-host of the Fixers & Founders podcast.Contact Information Forrest Derr: https://www.linkedin.com/in/forrestkderr/Benny Carreon- Velocity Technology Group- benny@velocitytechnology.group;https://velocitytechnology.group/Dennis Jackson-WorX Solution- dennisj@worxsolution.com ; www.worxsolution.comwww.wfhwith2guys.com

What happens when a founder has a great vision but needs help turning it into operational success? This week on WFH with 2 Guys, we're joined by Forrest Derr to explore the growing role of the Fractional COO and why more companies are realizing they don't need a full-time executive to gain world-class operational leadership.We also dive into one of today's hottest topics—AI in business. While AI is transforming the way we work, Forrest shares why founders and leaders can't rely on it for everything. Great leadership still requires emotional intelligence, reading the room, understanding team dynamics, and making decisions that no algorithm can fully replicate.This conversation is packed with practical insights for entrepreneurs, business owners, and executives looking to scale their organizations while maintaining the human element that drives lasting success.Forrest K. Derr is a Fractional COO, EOS Integrator, and founder of Derr Consulting. Known as "The Fractionator," he helps founders build businesses that run without depending on them every day. With more than 25 years of operational leadership across industries, Forrest specializes in people, process, and structure, helping companies grow, improve profitability, and prepare for long-term success. He is also the founder of ENRG, a nationwide community for EOS users, and co-host of the Fixers & Founders podcast.Contact Information Forrest Derr: https://www.linkedin.com/in/forrestkderr/Benny Carreon- Velocity Technology Group- benny@velocitytechnology.group;https://velocitytechnology.group/Dennis Jackson-WorX Solution- dennisj@worxsolution.com ; www.worxsolution.comwww.wfhwith2guys.com

In this episode of the HVAC Know It All Business Edition Podcast, co-hosts Gary McCreadie and Furman Haynes from WorkHero speak with Bill Spohn, Founder & CEO of TruTech Tools, LTD, who brings 38 years of experience in the HVAC industry. They discuss the Entrepreneurial Operating System (EOS), including meeting structure, decision-making, core values, accountability, and culture. Bill shares how TruTech Tools introduced EOS practices, used a Vision Traction Organizer, defined roles through the GWC framework, tracked leading indicators, and approached leadership succession.   Expect To Learn: How EOS uses a two-page Vision Traction Organizer to guide business planning. Why regular meetings with clear agendas improve leadership communication. How to define core values through a keep, kill, and combine process. What the GWC framework means for assigning people to the right roles. Why quarterly conversations can support accountability and feedback. How leading indicators can help teams anticipate future performance. How structured meetings can help leaders identify, discuss, and solve issues.   Timestamps: 00:00 – Introduction 01:14 – Discovering the Vision Traction Organizer 03:10 – Early EOS practices at TruTech Tools 04:29 – Implementing EOS and defining core values 07:32 – EOS impact on roles and accountability 10:57 – Quarterly conversations and giving people grace 13:27 – Defining culture through actions and process 16:57 – Succession planning and reducing Bill's day-to-day role 20:00 – Why Billy Spohn would not take over without EOS 20:22 – Visionary and integrator roles 22:55 – Identify, discuss, and solve meeting issues 23:51 – Using 90.io for EOS meeting preparation   Follow our Guest Bill Spohn and his companies: LinkedIn: https://www.linkedin.com/in/billspohn/  Company LinkedIn: https://www.linkedin.com/company/trutech-tools-ltd/  Company Website: https://trutechtools.com/   Follow Gary McCreadie: LinkedIn: https://www.linkedin.com/in/gary-mccreadie-38217a77/  Website: https://www.hvacknowitall.com  Facebook: https://www.facebook.com/people/HVAC-Know-It-All-2/61569643061429/  Instagram: https://www.instagram.com/hvacknowitall1/    Follow Furman Haynes:  LinkedIn: https://www.linkedin.com/in/furmanhaynes/  WorkHero: https://www.linkedin.com/company/workherohvac/  Instagram: https://www.instagram.com/workhero__/  

William McKee didn't set out to become an entrepreneur. His path moved through engineering, technology, philosophy, travel, teaching, and eventually into building Knowmad Digital Marketing. In this episode of Anything But Typical, William McKee joins Gary Frey and Ben to share how curiosity, adaptability, and a willingness to keep evolving helped shape both his life and his business. The conversation explores William's early exposure to technology, the unconventional journey that led him into entrepreneurship, and what it has taken to keep Knowmad relevant through decades of change. From the early days of the internet to SEO, digital marketing, and now AI, William explains why staying curious has become one of his greatest advantages. He also opens up about the realities of business growth, including costly pivots, finding the right support system, working alongside another visionary, building stronger processes, and learning when to step back and let the team operate in their strengths.   Resources Mentioned Knowmad Digital Marketing, EO Accelerator, HubSpot, Marketing AI Institute / SmarterX, Charlotte Business Exchange, and EOS. Connect With William McKee Learn more about Knowmad Digital Marketing at www.knowmad.com. You can also find William McKee on LinkedIn by searching for William McKee in Charlotte. About Anything But Typical Anything But Typical shares real stories from entrepreneurs—not just the wins. Subscribe and share for more conversations about entrepreneurship, leadership, growth, and everything that happens along the way.

From Special Forces to Business Success: Ryan Adams, the Visionary Behind RhinoShield Florida. Traction, Rocket Fuel, KPI, EOS, Jacksonville Florida.

In this episode of Better Business, Better Life, Debra Chantry-Taylor is joined by Bobby Rouse to explore the risks of picking and choosing EOS tools instead of embracing EOS® as a complete operating system. Bobby shares his journey from growing up on a farm in Idaho to becoming a serial entrepreneur and Professional EOS Implementer®. His experiences across management, technology & business helped him recognise the value of EOS as a practical framework for creating clarity, discipline & stronger leadership teams. A key theme throughout the conversation is that EOS works because the tools are designed to work together. Bobby explains that businesses do not change simply because they introduce a Level 10 Meeting® or a Scorecard. Real change happens when the people within the organisation change how they think, communicate, make decisions & hold one another accountable. Debra & Bobby discuss why businesses that self-implement often fall into the trap of picking and choosing EOS tools. A leadership team might adopt Level 10 Meetings or create a Scorecard while overlooking foundational tools such as the Accountability Chart® and People Analyzer®. While this can create some improvement, it rarely delivers the full transformation EOS is designed to create. Bobby & Debra also unpack the importance of keeping Scorecards simple. Using a scuba diving analogy, Bobby explains that leaders do not need hundreds of numbers to understand whether a business is healthy. They need the handful of critical numbers that tell them whether they are heading in the right direction. The episode goes beyond business implementation too, with practical advice on staying in your designated seat, using your calendar to architect your life & taking regular Clarity Breaks when pressure and uncertainty increase. Bobby also shares the “Is it true? Is it helpful? Is it kind?” framework as a useful way to challenge the stories & communication patterns that can affect both teams and individuals. CONNECT WITH DEBRA:    ___________________________________________         ►Debra Chantry-Taylor is a Certified EOS Implementer® | Entrepreneurial Leadership & Business Coach | Business Owner ►Connect with Debra: debra.chantry-taylor@eosworldwide.com►EOS Worldwide Website: Debra Chantry-Taylor | EOS Implementer | EOS Worldwide___________________________________________       GUEST'S DETAILS: ► Bobby Rouse – LinkedIn: https://www.linkedin.com/in/bobby-rouse-2887613/ ► Website – EOS Worldwide – Bobby Rouse | EOS Implementer | EOS Worldwide Ep 288 Chapters: 00:00 – Introduction 00:14 – The Impact of Traction 31:44 – Becoming an EOS Implementer 31:56 – Space Learning and Implementation Mastery 32:09 – Self-Implementation vs Professional Help 32:19 – Effective Data and Scorecards 41:26 – Essential Business Tips

VOV1 - Sáng ngày 4/9, Ấn Độ đã phóng thành công vệ tinh quan sát Trái Đất EOS-05. Đây là vệ tinh chụp ảnh chuyên dụng đầu tiên của nước này được đưa lên quỹ đạo địa tĩnh, cho phép theo dõi “liên tục” một khu vực rộng lớn trên Trái Đất. Vụ phóng được Tổ chức Nghiên cứu Vũ trụ Ấn Độ (ISRO), thực hiện sáng nay từ Trung tâm Vũ trụ Satish Dhawan, bang Andhra Pradesh, bằng tên lửa GSLV-F17.Khoảng 18 phút sau khi rời bệ phóng, tên lửa đã đưa vệ tinh EOS-05 vào quỹ đạo ban đầu, ở độ cao hơn 190 km so với mặt đất. Trong những ngày tới, Tổ chức Nghiên cứu Vũ trụ Ấn Độ sẽ tiếp tục nâng độ cao để đưa vệ tinh đến vị trí hoạt động cuối cùng, cách Trái Đất khoảng 36.000 km.Điểm đặc biệt của EOS-05 là vệ tinh sẽ chuyển động với tốc độ tương đương tốc độ quay của Trái Đất. Vì vậy, nhìn từ mặt đất, vệ tinh gần như luôn ở phía trên cùng một khu vực. Nhờ đó, EOS-05 có thể liên tục theo dõi một khu vực rộng lớn, thay vì phải bay vòng quanh Trái Đất và chờ một khoảng thời gian mới quay trở lại quan sát như các vệ tinh hoạt động ở độ cao thấp.Đây là vệ tinh chụp ảnh Trái Đất chuyên dụng đầu tiên của Ấn Độ được đưa lên độ cao như vậy. Ấn Độ hiện có nhiều vệ tinh quan sát Trái Đất khác, nhưng phần lớn hoạt động ở độ cao thấp hơn và chỉ có thể quan sát một khu vực theo từng thời điểm.Khả năng theo dõi liên tục của EOS-05 được kỳ vọng mang lại nhiều lợi ích thiết thực. Dữ liệu từ vệ tinh có thể được sử dụng trong nông nghiệp, quy hoạch đô thị và quản lý thiên tai. Đặc biệt, vệ tinh có thể hỗ trợ theo dõi những diễn biến thay đổi nhanh như các hệ thống thời tiết, mưa lớn, lũ lụt và cháy rừng. Dữ liệu cũng giúp giám sát mùa màng, tài nguyên thiên nhiên và các khu vực trên đất liền cũng như trên biển của Ấn Độ.Với trọng lượng hơn 2.360 kg, EOS-05 hiện là vệ tinh nặng nhất từng được tên lửa GSLV của Ấn Độ đưa lên vũ trụ. Thủ tướng Ấn Độ Narendra Modi đã chúc mừng Tổ chức Nghiên cứu Vũ trụ nước này, đánh giá vụ phóng là một thành tựu nổi bật của chương trình không gian Ấn Độ. Ông nhấn mạnh sự hợp tác ngày càng chặt chẽ giữa Tổ chức Nghiên cứu Vũ trụ Ấn Độ và các doanh nghiệp trong nước đang giúp tăng cường năng lực của ngành công nghiệp vũ trụ Ấn Độ.Vụ phóng thành công cũng giúp Tổ chức Nghiên cứu Vũ trụ Ấn Độ lấy lại sự tự tin sau một giai đoạn nhiều khó khăn. Trong sáu nhiệm vụ phóng được thực hiện trong hai năm 2025 và 2026, có ba nhiệm vụ thất bại do sự cố với tên lửa hoặc động cơ tàu vũ trụ.Đình Nam/VOV-New DelhiHình ảnh vệ tinh được phóng. Ảnh: ANI

In this Simple CFO Case Files episode, David Richter and his business partner Christina Gutierrez unpack why "knowledge is power" hits different once you're staring at a live financial dashboard. The title comes from a real client who told David that the phrase never made more sense than the moment he sat in front of his numbers and realized he was telling them what to do, not the other way around.David and Christina walk through the tools they run inside their own business, EOS for operations and Profit First for cash, plus the custom dashboard Christina built that pulls live from QuickBooks every morning. But the bigger point is that a dashboard alone isn't enough. Real power comes from pairing the numbers with a financial partner who translates them and makes you feel safe asking the naive question. If your numbers overwhelm you, this one is for you.Timeline Summary[0:23] – Where the title comes from: a client who felt in control of his numbers for the first time[1:15] – The tools Simple CFO runs internally: EOS from Traction and Profit First[2:05] – Why David, as visionary, needs numbers he can actually understand, not raw QuickBooks[2:49] – Pulling up an up-to-date dashboard while Christina was on vacation[3:36] – How Christina and Andrew built the dashboard to pull automatically from QuickBooks[4:26] – Why QuickBooks Online is the best integration and updates every morning at 5 a.m.[5:02] – The budget-to-actual view and the plea to actually follow the budget you make[5:39] – How seeing budget versus actual in real time drives faster, better decisions[6:25] – Why a good dashboard gives an owner the confidence to ask better questions[7:02] – Reframing the "B word" budget as simply a plan for your money[7:25] – Planning for real estate closings that get pushed back, as they always do[9:38] – Why CPAs often make numbers too complicated and clients need a translator[10:33] – David's own naive-question moment with a CPA in his early 20s[11:01] – A CFO as a safe place to talk about scary numbers and ask what's the plan[11:37] – Why a dashboard paired with someone who makes you feel safe is real magic[13:47] – Christina's addition: it's not just knowledge, it's communication and relationships[15:06] – The sticky-note habit: reach out to your CFO before big decisions, not after[15:48] – Why owners shouldn't feel inferior for not knowing all the financial terminology5 Key TakeawaysKnowledge Puts You In Control — When you can see your own numbers clearly, you stop being told what to do by your finances and start directing them. That shift is the whole point of a good dashboard.A Dashboard Must Be Understandable — Raw QuickBooks makes most owners' eyes glaze over. The value is in a view that pulls the numbers together automatically and presents them in plain terms you can read anytime.Make A Budget And Actually Follow It — A budget is just a plan for your money. Checking budget versus actual in real time is what lets you decide on the spot whether you have room for an opportunity.Numbers Need A Translator — CPAs often speak in a language owners don't follow. A CFO's job is to translate the numbers and be a safe place to ask questions without feeling judged.Reach Out Before Big Decisions — The most value comes from calling your financial partner before a big move, not after you've made a mess to clean up. Knowledge plus communication is the real power.Links & ResourcesSimple CFO — https://simplecfo.comProfit First for Real Estate Investing Free Workbooks — https://pfreiworkbook.comProfit First for Real Estate Investing by David Richter — https://profitfirstrei.comTraction by Gino Wickman (EOS) — https://www.eosworldwide.comEnjoyed This Episode?If David and Christina made you realize your numbers overwhelm you because no one's ever translated them, that's a fixable problem. Share this episode with an owner who dreads opening QuickBooks, and follow the show and leave a rating and review so more real estate investors can turn their numbers into real power.

How to Attract A-Players as Employees Every quarter I open the books. My team sees the revenue, the profit, all of it.Most founders assume their people would head for the door if they saw the full picture, and mine treat those numbers like they belong to them. None of what keeps great people costs you a dollar. It comes down to four things: how you bring someone in, how much you let them own, how clearly they see where you're headed, and how you treat them on the way out. I'm walking you through all four, including the ownership shift that stopped me from doing my assistant's job with extra steps and the weekly check-in that catches burnout before it turns into a resignation. Every piece of it sizes down to one contractor and fifteen minutes. The team you'll have in three years is being shaped by how you lead the one person in front of you right now. RESOURCES MENTIONED IN THIS EPISODE: Click here to try Manychat Pro free for 30 days with code AMYPORTERFIELD What the Heck is EOS? by Gino Wickman and Tom Bouwer You want to hit your first million dollar year. I've watched a lot of women get close and plateau. My Free Training teaches the one framework that took me from half a million to my first million (and now $139M in revenue). If you're ready to break through that plateau, click here to save your spot. MORE FROM ME Follow me on Instagram @amyporterfield SUBSCRIBE & REVIEW If you loved this episode, please take a moment to subscribe and leave a review on Apple Podcasts! Your support helps us reach more entrepreneurs who need these insights.

Send us Fan MailLaura Parker built The Exodus Road into a global anti-trafficking organization, then hit the wall every founder hits: the business could not grow past what she could personally hold. Laura Parker, CEO and co-founder of The Exodus Road, joins the show to talk about letting go of control, the real reason it is so hard, and what changed when she finally handed off the work she was never gifted to do. She and William dig into the EOS visionary-integrator split, the communication breakdowns that come with delegation, and why she now aims for excellent instead of perfect. If you are the bottleneck in your own business, this episode names it and shows you the next right step out.Chapters 00:00 Introduction to Laura Parker and The Exodus Road 02:16 A two-year contract in Thailand becomes a mission 04:25 The scale of human trafficking most people miss 05:44 Fighting overwhelm by taking the next right step 07:49 The founder to CEO transition few leaders make 08:28 Traction, Rocket Fuel, and the visionary-integrator split 10:12 Getting okay with 80 percent 14:08 Inside Influenced, the digital safety program for families 19:00 Full-time motherhood and full-time leadership 20:39 Why you can have some, not all 23:27 Leveling up by asking better questions 26:23 Living above the line as a leaderBooks Mentioned The 15 Commitments of Conscious Leadership by Jim Dethmer Traction by Gino Wickman Rocket Fuel by Gino Wickman and Mark C. Winters Emotionally Healthy Spiritual Leadership by Peter Scazzero Good to Great by Jim CollinsConnect with Laura Parker theexodusroad.com and on LinkedIn. Explore her digital safety program for families at influenced.org.I want to invite you to check out the Committed Mastermind, a community I help lead along with world-class leaders like JC and Karen Hite, Vinnie Fisher, and Jonathan Mast, plus incredible mentors like Dr. Gary Chapman, author of The 5 Love Languages, and many others.This is for entrepreneurs who want to build a thriving business without sacrificing their faith, their family, or their health.Check out the Committed Mastermind at https://committedmastermind.com/---- Check out Dr. William Attaway's new show, The Appreciation at Work Podcast!  Join Dr. William Attaway on the Catalytic Leadership podcast as he shares transformative insights to help high-performance entrepreneurs and agency owners achieve Clear-Minded Focus, Calm Control, and Confidence.Free 30-Minute Discovery Call:Ready to elevate your business? Book a free 30-minute discovery call with Dr. William Attaway and start your journey to success.Connect with Dr. William Attaway:WebsiteLinkedInFacebookInstagramTikTokYouTube

Kyle Kargis sits down with Jim Vani to talk about his path from construction and real estate into SubTo and ground-up co-living development. Jim shares how his construction background shapes the way he approaches affordability, investor returns, Houston's development advantages, and purpose-built 14-bed, 14-bath co-living duplexes. They also discuss team building, EOS accountability, valuation challenges, and the long-term opportunity for branded co-living portfolios. Follow Jim Vani: https://www.instagram.com/jimvanibuilds/ https://www.facebook.com/JimVaniOfficial https://www.linkedin.com/in/jimvani/ ► Join The SubTo Community & Learn Creative Finance Directly from Pace Morby: https://subto.sjv.io/X42Y94 ► Learn How to Make Money on Other People's Deals - Join the FREE Live Training: https://gator.sjv.io/n4WL6o ► Turn Real Estate Transactions Into a Real Career. Learn How to Become a Top Tier Transaction Coordinator - Start Here: https://toptiertc.pxf.io/OYyrdz

Send us Fan Mailwww.theairockstars.comwww.novainsurancegroup.comThe Power of Partnership, Rocket Fuel, and Building a Business That Can ScaleLandry Fields returns with a new season of the Keys to the Commonwealth Podcast to explain what changed over the past year and why bringing in longtime friend and business partner Steven Straub reshaped the business. This conversation is about moving from solo grind to shared ownership, using the EOS idea of visionary plus integrator, and building a healthier, faster-growing company in an AI-driven world.We discuss how the partnership came together, why the book Rocket Fuel helped define their roles, and what changed in the agency after the acquisition and merger. Landry also shares what he sees as the future of entrepreneurship, team culture, and the skills businesses will need most over the next decade.Key topicsIn this episode, Landry explains why the podcast returned after a long hiatus and how a major change in his insurance business set up the new season.Steven Straub joins as the guest and co-owner, bringing an operator's perspective to the conversation and helping frame the partnership story.They trace their relationship back to shared work time, friendship, and a trip to the inaugural Las Vegas Formula 1 race that strengthened their connection.Landry shares how Rocket Fuel and the EOS model helped him recognize he is the visionary type, while Steve fits the integrator role.The episode breaks down why they believe partnerships work best when roles are clearly defined and the friendship is protected with upfront expectations.The conversation makes a strong case that solopreneurship is getting harder because one person can no longer effectively carry every hat, especially with AI and automation accelerating change.They discuss workplace culture, hiring, and the goal of building an environment where employees can bring ideas, use technology well, and grow with the company.Landry and Steve close by looking ahead to their growth goals, including expansion, ownership opportunities for agents, and a long-term legacy they can point their kids to one day.Timestamps(00:00) Storm update and the podcast returns after a long hiatus (00:24) Why the new season starts with Steven Straub (01:50) How Landry ended up in Kentucky through insurance (02:47) The Formula 1 trip that helped spark the partnership (04:34) From friendship to “what if” business conversations (05:02) Why solo business ownership can become exhausting (05:32) Rocket Fuel and the visionary plus integrator model (07:21) Why they believe partnerships need a “divorce agreement” upfront (08:20) Shared burden, better ideas, and less isolation as partners (09:15) The June 13 lunch that restarted the deal conversation (10:14) How the agency buy-in moved from LOI to close so fast (11:43) Why the speed of the merger still feels unreal (12:13) The Captain Planet joke: “our powers combined” (13:10) Why their opposite skill sets work so well together (14:35) AI as an accelerator for partnership-led businesses (15:33) Why one person can't wear every hat anymore (16:51) Building a workplace people actually want to join (18:19) Hiring success, ownership paths, and growth mode (19:15) Revenue growth, team expansion, and agency scale (20:40) Competing against themselves, not other agencies (21:37) Celebrating milestones instead of only chasing the summit (22:38) What the next layer of growth could unlock (23:34) High-fives, new ideas, and the joy of seeing plans work (24:33) Why flexibility and adaptability are becoming essential skills (25:25) Refusing to hide behind “we've always done it this way” (26:26) Steve's upcoming podcast, Easy Millionaire (27:21) The meaning behind Easy Millionaire and harder choices that pay off (28:19) Why ownership feels exciting, not scary (29:16) Creating a legacy and showing their kids what bold moves look like (30:40) Reiterating Rocket Fuel and the importance of visionary plus integrator alignment Support the show

In this episode of Better Business, Better Life, Debra Chantry-Taylor is joined by Mathis Young, a former dog grooming franchise owner and now Professional EOS Implementer®, to explore his journey from struggling to scaling a business.Mathis shares how he went from struggling with the day-to-day demands of running a dog grooming franchise, including managing appointments, grooming dogs & dealing with the stress of being constantly needed, to building the largest franchise in the USA.A major turning point came when Mathis recognised that he could not continue doing everything himself. Hiring his first manager, Steve, gave him the support & perspective he needed to step away from the operational side of the business and focus on growth. Mathis explains how having the right people in the right seats became a crucial part of his journey.His experience with Vistage during the challenges of COVID-19 eventually introduced him to EOS®. Although initially sceptical, Mathis discovered how the EOS framework could bring structure, accountability & clarity to his growing business. Through tools such as the Level 10 Meeting®, Accountability Chart® & Scorecard, his leadership team developed stronger communication, clearer priorities & greater ownership.The conversation also highlights the importance of asking for help, surrounding yourself with a supportive network & being willing to learn from others. Mathis shares how mentors, peer groups & the EOS community helped him achieve not only greater business success but also more peace & fulfilment.If you're feeling stuck in your business, doing too much yourself, or wondering what it takes to scale successfully, this episode offers an honest & inspiring look at what can happen when you ask for help, build the right team & create the structure needed to grow.CONNECT WITH DEBRA:    ___________________________________________         ►Debra Chantry-Taylor is a Certified EOS Implementer® | Entrepreneurial Leadership & Business Coach | Business Owner ►Connect with Debra: debra.chantry-taylor@eosworldwide.com►EOS Worldwide: https://implementer.eosworldwide.com/debra-chantry-taylor/___________________________________________       GUEST'S DETAILS: ► Mathis Young – LinkedIn: https://www.linkedin.com/in/mathisyoung/ ► Website – EOS Worldwide – https://implementer.eosworldwide.com/mathis-young/ Ep 287 Chapters: 00:00 – Introduction 00:32 – Mathis Young's Journey to Entrepreneurship 02:33 – Mathis' Entry Into the Dog Grooming Franchise 05:23 – The Turning Point: Hiring a Manager 08:48 – Joining Vistage and Discovering EOS® 11:42 – Implementing EOS® and Its Impact 25:14 – Transitioning to an EOS Implementer®31:11 – Mathis' Approach as an EOS Implementer® 34:31 – Challenges and Successes with Clients 40:54 – Mathis' Personal Reflections

Join John Crossman and special guest Jason Quint, a professional EOS implementer with EOS Worldwide, for an insightful "Crossman Conversation" on transforming business frustrations into repeatable success. John shares his personal journey of embracing structure, moving from a 'creative big thinker' to a leader who leverages systems effectively. Jason demystifies the EOS (Entrepreneurial Operating System) approach, explaining how it helps align teams, achieve goals consistently, and break through entrepreneurial 'ceilings.' Discover the crucial dynamic between a Visionary and an Integrator, the power of clear accountability, and how to identify and resolve the five most common business frustrations at their root. This episode offers practical takeaways for any business owner feeling overwhelmed, providing a roadmap to scale, empower teams, and navigate the emotional challenges of leadership with a proven system.

Financial wellbeing is one of the single biggest causes of stress for Kiwis. And money is a very emotional thing.Having forged a career as a tax specialist, business owner and Chartered Accountant, Jono Bredin is the proud CEO of Enable.Me - a business whose core purpose is to change the financial lives of hardworking New Zealanders.Enable Me has been around for the last 14-15 years and is the brainchild of Hannah McQueen, an amazing human who revolutionised the way Kiwis think about their finances. Jono shares how Hannah is a Visionary, with all the incredible ideas at rapid pace. He stepped in to run alongside her & help her with some of the heavy lifting, so that she could focus on what she is best at.That's what really brought EOS to the front of his mind as a tool that could take Enable Me to that next level - being able to harness the absolute best of Hannah in an organised way. He shares how they started implementing with 15 people on their leadership team, and through EOS introducing more rigor and accountability to these roles, they now have a leadership team of 6.Not only is Jono the CEO & Integrator, he is also a customer of Enable.Me."What sticks with me, as I went through my journey, was that I thought I was good with money. I was an accountant. But when you actually turn up the dial, what are you frittering away each week? And how could we be using that to get you ahead faster?For people who've got family, how do we help them achieve the goals that they've got for their children and for the next generation?We are ultimately trying to build out a personal or a family's cash surplus, that's the first stage of the journey. Then it's how do we put that surplus to work? How can it be multiplied by doing things in a certain way?"Every person in New Zealand can use financial literacy and financial accountability to get ahead faster. Even those people who think they are good with money, Jono included, can benefit from a layer of accountability that Enable Me provides.In his spare time, Jono is a National Rugby Referee, having also officiated Netball to the highest international level. Jono's biggest challenge is being the proud Dad of three kids 5 years old and under!

What can a former CIA case officer, turned EOS expert, teach a growing business about trust, alignment, and getting people to reveal what they're really thinking? A lot, apparently! In this episode of the Conquer Risk Podcast, CMO Christopher Norton and CEO Manish Khatta sit down with EOS Implementer and former CIA case officer Joseph Kim to discuss Potomac's experience with the Entrepreneurial Operating System. They get into the growing pains that pushed Manish toward EOS, the early “follow the book exactly” phase, and the intellectual “food fights” that occasionally left the leadership team exhausted. Joseph explains how skills from his intelligence career now help leadership teams lower their defenses, speak honestly, and agree on what success actually looks like. No disguises, secret codes, or dramatic extractions required. Subscribe in Apple Podcasts Subscribe on Spotify Learn more about Potomac: https://potomac.com/ Read our blog: https://potomac.com/blog Disclosure: https://potomac.com/disclosures PFM-214-20260806 Hosted on Acast. See acast.com/privacy for more information.

https://youtu.be/B9j1nlRifHM Alex Fernandez, CEO of Synergy Orthopedic Specialists, is driven by a mission to help physicians Build a Multi-Site Medical Practice that creates wealth, equity, and independence beyond their personal labor. By bringing independent physicians together, building scalable organizations, and expanding access to integrated services, Alex helps doctors operate as entrepreneurs while delivering a more convenient and cost-effective patient experience. In this conversation, Alex introduces The Multi-Site Scaling Framework—Visualize Your Target EBITDA, Align With Your Partners, Remove Yourself From the Center, Build Systems, and Build Margin Around Your Core Business. He explains why starting with the desired enterprise value creates a clearer path for growth, why alignment must be a gate for every partnership or acquisition, and how strong systems allow a business to operate without depending on its founder. Alex also shares how vertical integration, company culture, geographic expansion, and AI-assisted processes can improve profitability while preserving independent medical care. — Build a Multi-Site Medical Practice with Alex Fernandez  Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and welcome Alejandro “Alex” Fernandez, the CEO of Synergy Orthopedic Specialists, a team of surgeons and specialists that believes in providing patients with an integrated approach to musculoskeletal—I’m glad I could pronounce this—medical care through 15 locations throughout San Diego. Alex, welcome to the show.  Thank you. Thank you. Yeah, I appreciate that. I’ve enjoyed your show, and I’m happy to be here.  Well, I’m always interested when I meet with medical provider companies or CEOs who have been doctors, because I grew up in a family of two doctors, and so I was exposed to some of the challenges of being a doctor and running a hospital. So that’s going to be interesting. So my favorite question that I ask recently to all our founders is, what is your personal why, and how are you manifesting it in your practice and in your business?  Yeah, for sure. And so my why, as you put it, comes from where I started. I actually don’t come from a family of physicians. I started not where I ended up. I’m a son of Cuban immigrants. My parents fled Castro in the ’60s, and I was born in Puerto Rico. Later on, my family took a lot of our family in the Mariel boatlift in 1981 and took hundreds of people out of Cuba. But in reality, the concept or the reality is that my parents didn’t have a lot of money. They had some connections, but they believed that I should have a college education.  But I had to work my way through eight years of college to get my bachelor’s. So I landed in healthcare as an accident. It was a small medical practice. I was basically doing front desk and medical records, and then later on learned how to do the billing, all by hand at that time. There were no electronic medical records. And I started basically at the front desk, and I watched something that I never really forgot, which is, you have these brilliant physicians, people that can diagnose patients and help them and cure them, but when it came to business, they were never taught anything about business.  So this is where I believe I have generated value over the years: basically, built companies that actually create wealth, and the wealth for the physicians in particular.Share on X I think physicians are very entrepreneurial. At least that’s the idea to begin with, is, “I’m going to go into the practice of medicine and have my own business.” But somewhere along the line, the business becomes almost like an ATM machine. It’s no different than any other entrepreneur that starts a business. They are the business. Without them, if they go away for a couple of days, the business doesn’t make any money, and they don’t really know how to do that. So what I’ve done over the years is I have gotten smaller groups of physicians to come together, form larger organizations, larger groups, and eventually built larger private businesses that can have EBITDA, equity earnings that can basically provide some additional wealth.  Particularly, I try to help them think of themselves as capitalists, not as day laborers. Because in reality, in most businesses, and particularly physicians, they’re cranking the wheel, and the more they produce, the more they work, the more they earn. But in some cases, they don’t understand how to get away from that. How to earn from all the other things that they control. Because physicians do control 80% of the spend in healthcare but earn probably no more than 5% of it.  Wow. That is shocking. So they’re not using the leverage properly, probably.  Yeah. Sometimes they know it’s there, but physicians in general are risk-averse. Just starting their own business is hard enough. Then having to figure out how to capitalize from all the levers that they have, that’s completely different. And they’re no different than, I would say, lawyers or accountants that start a small business. At some point in time, you have to figure out, how do you make the business big enough that it operates and works without you?  Yeah, I love that. I love that. And what makes you feel strongly for physicians?  Well, particularly independent physicians, I think it’s a dying breed. Years ago, I would hear the stories of my parents where they’d say, “Hey, we took you to the pediatrician,” and my dad would be friends with the OB-GYN that took care of my mom and the pediatrician. And I remember them naming them by first name or even meeting them at the social club. But nowadays, it’s very transactional. It’s very fast. There’s no connection.  So I think that’s why there’s been this whole surgence of concierge physicians where you pay extra. Because in truth, in order to make a living, the business of healthcare is compressed by downward pressures from the government and from other institutions that say, “We’re going to pay you less, but you have to have a significant amount of compliance, and you have to spend more money on this, and you have to do that.” And then at the same time, the cost of living goes up.  The employees need to make more money. Your rent goes up. The supplies continue to increase. So you have the static or lower reimbursement from the different payers, whether it’s Medicare, the government, or private institutions, and then an increase of expenses happening. That’s very strange to any business. In any other business, you say, “Well, if my costs go up, I increase my prices, and then maybe my margins are a little bit less, but I still have a significant margin.” In healthcare, you almost have to just work more in order to generate more revenue, and the expenses hopefully will increment a little bit more, but your earnings will be the same or less. So it’s a very tough situation for an independent physician.  That’s why more and more, especially physicians coming out of training, look for jobs with health systems, with the Kaisers of the world or the different large institutions in the United States, so that way they can go ahead and just go to work and take care of patients and not worry about the business of healthcare.  Yeah. But then these big hospitals turn into bureaucracies, and then they still have to worry about that in a different way.  And that’s personally the second part to that question you asked me. That’s why I like working with physicians and not necessarily with health systems. I’ve never held a job with a hospital. Not that I haven’t wanted to. It’s just, I think the nature of the bureaucracy of a health system creates some things that I’m not personally interested in.  Yeah. Well, I can see that. So Alex, this is a podcast of frameworks, as you know. So what’s a framework that has helped you build your business, maybe generate an insight, understand situations, maybe influence these physicians to come together in your roll-ups? Whatever framework you developed, could you share something with our listeners?  Yeah. Yeah, for sure. Most owners in a business—and I’ll talk in generic terms. I’ll try to make sure I don’t use any slang for healthcare—but most businesses build their business for income. They want to make income for their families, for themselves. They want to be able to take care of the people that they’re with. But they don’t really think about it from a perspective of, “Let me build a business that can multiply.” Maybe they want to, but in a lot of areas, it’s just hard for them.  I actually grew up in the bridal business. My parents had bridal stores. They basically did wedding packages, and that’s the business that I grew up in. Every summer, I would go and do the cash register or help rent tuxedos and things like that, or do filing and bookkeeping. So that’s where my entrepreneurial spirit comes from. It’s my parents. But I always saw them where maybe they built one or a couple stores, two, three stores, and they would kind of stop there. But I think I learned a lot from my dad in particular around multi-site operations in a retail industry, and I took that back into the healthcare business.  So one of the first things I think that a business owner has to do is they have to underwrite their own exit first.Share on X They have to think of growth and particularly of the value of the business if they were ever going to sell it. Figure out what your EBITDA or enterprise value is going to be, and then go from there. Then make the alignments first, but don’t make it the goal. Most people chase the volume, the customers, more locations, more deals, spend years fixing what they bolted on in order to flip it, but they don’t really take the time to align it. So I think the client, the partnership, the acquisition—you have to figure all that out at the beginning and then fix it later.  If I run into an acquisition that we’re looking at, and I don’t see the alignment from whoever I’m going to partner up with, I know it’s going to be a deal that’s going to go bad eventually. We all have to be thinking the same way. Then the other thing, like I already mentioned this a couple of times, but you have to take yourself out of the center. If you’re the CEO, you’re the business owner, and the business depends on you—you can’t go on your two- or three-week vacation to Europe or wherever you want to go, and when you come back, the business is in disarray or didn’t survive—you don’t really have a business.  You just have a job that costs you a lot of money to maintain. I think that’s where operating systems earn their keep. I haven’t really run the EOS program, but I’ve read the book, and I really like the idea of the scorecards, and I used it particularly when I came to this opportunity in San Diego. Getting everybody to row in the same direction. A business that runs with a founder and a single thing, it’s one that won’t get very far.  But on the other hand, if the founder figures out a way to build systems around them and bring in the right people, that’s going to make the business way more successful. And the last one I would say is own the margin around your core. Don’t just sell the core service. Figure out what else you have. And I think in healthcare in particular, I was mentioning this: doctors control a significant amount of what happens to a patient, but they don’t figure out ways to vertically integrate the business to have access or have the opportunity to earn some revenue and some earnings from the actual business they refer to.  So what I’ve done over the years, particularly in gastroenterology, I grew a medical practice of gastroenterologists. A couple of them came together, and it was around 50 million in revenue when I came in. And one of the first things I started doing was figuring out, how do we add, let’s say, imaging services? So we added CT. How do we add infusion services? Because back then, there were some significant drugs that were coming into market around infusion. But later on, we said, “Hey, we have an investment in an ASC, but why don’t we do the investment so the investment’s part of the group? So all the doctors can benefit from that.  And when we actually equitize the business in the future, that could be part of our exit if there’s equity there.” And then the next question was, “Well, why don’t we sell the prep that we give people before they get the colonoscopy?” So we got licensing around pharmacy, and then we said, “Well, what about anesthesia? What about pathology?” And so on and so on. So when I went to New York City and I ran a dermatology group, we built a path lab for the derms. When I came here to the orthopedic group, we had PT locations, expanded to multiple PT locations, improved the contracts around durable medical equipment, the bracing, even added anesthesia and started our own ambulatory surgical center.  So always trying to figure out, how can you vertically integrate the business to try to capture as much as you can from the client that’s in front of you? Not only just from a money perspective, but also from an experience perspective, being able to provide it all under one roof and being able to give the patient, the customer, a great experience. You want to provide outstanding medical care. Quality medical care is kind of like a base. If you go to a doctor, you expect to get better. But what we see in healthcare a lot is that people don’t think about it.  Like, in our offices, we say, “Thank you for choosing Synergy Orthopedics.” We know patients have a choice, so we have to develop a model that allows the patient to say, “Hey, I want to go here because these guys have it all under one roof.” But more importantly, that’s typically what the hospitals have. But hospitals charge for the same thing I provide two and three times more because they have a different type of leverage with the contracts. So I always say, “Why did the duck cross the road? Oh, because they went from the hospital to the ambulatory surgical center to get a colonoscopy to save 700 bucks.” I mean, it’s literally that simple.  And I don’t think patients in general know that, but I think the doctors have a great opportunity to control the delivery system, provide a great experience for the patients, and at the same time, make some money from things that they don’t physically have to do. They can hire the physical therapist, et cetera.  Yeah. Okay, so that’s great. So what I’m hearing, the framework is: think of growth first—what’s the EBITDA you want? Then create alignment, take yourself out of the center, build systems, and build margin around your core business. So that’s wonderful. Now, step two, I’m not 100% clear on. So you said make alignment with partners, but don’t make it the goal. What do you mean by that?  Well, because particularly I’ve been involved in private equity medical groups. So with private equity, you have cash, you have leverage, so you can go and buy, buy, buy, buy. In private equity, to a degree, they want growth. But I’ve been in deals where the thesis was, for example, we’re all going to be rowing in the same direction with the same flag, same brand, and we’re going to transfer from having—there were four medical groups, so four different, distinct medical groups—and we’re putting them together under what’s called a management services organization, a management company, and basically form one larger group.  But that was never aligned because the doctors, in their head, said, “You’re acquiring me, so you’re buying this magnificent, outstanding business. Now why do you want to change my electronic medical records? Why do you want to change the way we do our, let’s say, revenue cycle management or billing? Why do you want to change our brand? Our brand’s fantastic.” Even though they were all called Dermatology blah, blah, blah, something and something. So you have to make sure that the people that you’re going to bring on board, whether it’s through acquisition, merger, or just employment, that they really believe in your story, that they believe in the core vision of the business.  Not just try to put people in there and make more deals, get more locations, spend more years, and then you put all these things together and you bolt them up, but you spend more time trying to fix it. In my Gastro Health and in the ortho business, we always started with, “Let’s make sure we have our house in order before we go out and start growing the organization and adding more to what we have.” The last thing you want to do is add more and then find out that you have to spend more time fixing it.  No, that makes sense. But then you qualified it. You said, “Don’t make it the goal. Don’t make alignment the goal.” So how does it become the goal? What’s the risk there?  So no, make it the gate, not the goal. Meaning, alignment is extremely important, but you want the alignment to be the one thing that puts you together. But at the end, everybody has to be buying into the idea. It’s not the only goal. Their goal is also money. The goal is growth. But it has to be one of the key things. In healthcare, I tend to think, and particularly with private equity, that’s not perceived. It’s more about getting deals done.  Yeah. They don’t care about the mission. They don’t care about the vision, the alignment.  I think they do. In their thesis, they do, and they want it. But it’s kind of like, at the end, you’re looking at this business. They want to sell, you want to buy, you have money, they want money, and sometimes it’s just easier to say, “Well, we can grow from $30 million to $60 million, from $10 million of EBITDA to $20 million of EBITDA. We’re going to get, instead of a 10 multiple, we’re going to get a 15 multiple.”  So sometimes that gets in the way. And I would say, by the way, I worked with great and fantastic private equity firms, so I’m not saying they all think that way. But for sure, the perception is that they’re going to go in and try to make deals happen because they do have an end goal. Their end goal is to their investors that gave them funds, that they told them they were going to get them a four-, five-, seven-times multiple on their investment.  So in your own business, Synergy Orthopedic Specialists, is this a private equity-funded business or is it bootstrapped?  No. No, it’s bootstrapped. The physicians, when I came on board—at that time, I started with them six years ago in 2020, and the market was really hot still, ’21, ’22, ’23, and then the interest rates went up, and then things have softened. I think also they got softened for what we’ve been discussing earlier. There’s been a lot of deals that have been done where acquisitions were done in multiple states. There’s not a lot of synergy or a lot of things that were worked out to try to make sure that the organization was working together, the multiple organizations that were acquired.  And the idea was, if we buy four million-dollar businesses, they will be, instead of an eight-times multiple, they’ll be a 10- or 12-times multiple. So I think there’s a lot of deals that are stuck in the marketplace right now, and the groups are trying to figure out how to evolve the organization after five, six, seven years from, “Hey, we let you alone. We let you be. But now we need to start integrating. Now we have to start building an enterprise. Now we have to start building a real platform.” And I think that the organizations that did that earlier have been able to exit and done a much better multiple and growth.  And also the key is, in these transactions where people get together, a lot of times it’s all about the fun. “Hey, we go out to dinner, and everybody’s well, and everybody’s happy, and how much money we’re going to make,” and blah, blah. But nobody really asks the tough questions, or some people do because they actually don’t want the deals to get done. But I think it comes from the buyer. The buyer needs to be very upfront with what they want to accomplish with a transaction, whether, again, a merger or an acquisition.  You want to make sure that you’re extremely transparent about what the end goal is going to be. And if the end goal is like, “Hey, I’m going to leave you alone for a year, but in a year and one day, your name’s going to change, your software’s going to change, your HR is going to change. And by that time, we’ll figure out about your staff, and we might probably cut 25% of your staff because you’re bloated, and we actually have to make you a little bit more fit and trim so you can actually be able to grow and provide better care to your patients.”  So what I’m seeing is, it’s quite impressive. You have 15 locations, you have a huge service mix. You have, compared to the number of locations and service mix, a limited number of people. So how do you maintain the Synergy standard? And how do you manage this complexity with such low—low per— It took— How many people?  Yeah, it’s—right. Yeah, I agree. It’s taken some time. Again, I wouldn’t say that it’s perfect. We’re always evolving, changing. I mean, I always say the only constant thing in healthcare is change. But it started with the company culture. When I first got here, there were four or five organizations that came together, and they were still using their old names. Synergy Orthopedics was like this little kind of byline under their business cards. It wasn’t really the brand.  And then over time, we got people in the organization rowing in the same direction, using the same flag, and over time we started to dominate the market. We started to be perceived, and we are today, the largest independent medical orthopedic group in San Diego. So when people think of MSK, we take care of the hockey team, we take care of the soccer team, we take care of professional players. The larger organizations reach out to us about developing contracts, direct contracts to provide services to them.  So that took a long time, but it started with building that company culture. And along the way, some people left. Some people just didn’t fit what we were trying to build. And it wasn’t just me. I didn’t do this by myself, of course. The reality was we built a team around what we were trying to create. Physicians, in this case, are the leaders. Physician leadership was there, and this is what they wanted as well. So I think, yes, when we’re now in other counties we’re in Riverside County, so we’re north of San Diego. We’re all the way to Palm Desert and looking to grow into Orange County and L.A. County eventually.  So the goal is also in growth, and size allows leverage and negotiation power with the different payers. And that’s very different than in other industries where you have a payer, let’s say Blue Shield or Anthem or United, that kind of controls how you’re going to provide service, how much they’re going to pay you, et cetera, et cetera. So the only way to really have any type of seat at the table is that your organization has to be large enough and a market leader and basically be something, or an organization, that they can’t say no to, that they want to have in their network. So that’s how we’ve been able to do this over the last five, six years now.  So what drives the growth? Is it the acquisitions? Is it geographic expansion? Is it payers refer business? What’s the driver?  All of it. You have to do everything. It’s like that movie, Everything Everywhere All at Once. It’s like you have to do everything. We started by first creating the brand and the company culture, expanding that brand and company culture by figuring out who having the right seats on the bus, making sure the right people that wanted to be with us were there. And then we said, “Okay, we don’t have a spine program. Let’s figure out how we recruit a spine doctor. Let’s figure out how we recruit a pain doctor.  Let’s get a foot and ankle specialist because we don’t have one. Let’s expand our sports medicine program.” So we took over a fellowship training program in San Diego that was probably going to expire, and then we took it over and continued the legacy of the physician that started it from the beginning. We’ve done some mergers. We’ve done some acquisitions. We’ve done some new locations. We’ve expanded our physical therapy footprint. We built out an ambulatory surgical center. That was a big endeavor. These things cost millions and millions of dollars. Just in construction alone, it was like $600… I think our overall investment’s somewhere around $12, $15 million, so highly leveraged. We brought in a partner, a national partner, to help us run and fund the enterprise.  We started an anesthesia division. So I would say you have to do everything, and all of it together, as time goes by, creates that vision. As long as you have the vision, like I said, the beginning thing is you have to start with the end goal. And the end goal is we want to build a business that’s independent. That’s our goal. We don’t want to be sold or be part of the hospital system. So you have to build the end goal, work through the process, grow it, and do all the things at the same time, which is extremely hard, I would say.  Yeah. This is fascinating. So you have a lot of complexity. You have a lot of locations, a lot of services, 50 providers. I mean, sometimes doctors can be cats, hard to manage them. Eagles, eagles. I always say, try to get eagles to fly in a straight line. Impossible. Yeah.  But if you had a magic wand and you could fix one thing in your business in the next 12 months, what would it be?  I will be honest, it’s expenses. Expenses can and I’ve talked about this before the pressures in the healthcare industry really are driven around expenses. We just got an increase in minimum wage in healthcare, specifically in California, where a physician practice now has to pay $23 an hour for a minimum-wage job, where minimum wage is almost half of that if you’re in any other industry. So I think everybody should make more than $23, particularly in San Diego. It’s a very expensive place to live.  But I think it’s more around the pressures that are put on the industry, but the levers are not there to increase revenue to be able to support or subsidize those expenses. So, for all intents and purposes, we’re looking at how we increase revenue by keeping expenses the same, or fixed, or a little bit higher than what they are, by augmenting with AI, like every other industry is doing. Figuring out whether it’s using AI in your MRI to be able to process the imaging faster, clearer, better, and be able to add three or four more patients a day. That profit goes straight to the bottom line.  It might be before we had people that are scribes that basically did the documentation of the history, the notes, and the medical records. Now doctors are using—well, they’ve been using voice recognition for a while—but now you’re doing ambient AI, where basically it’s listening to the conversation with the patient, of course with the patient’s approval, and being able to document all that information into the record much faster, quicker, better, and more precise. And so on. Answering the phones, being able to—when the patient gets statements, we typically send out statements every two weeks.  But when we send them, we send thousands of statements, so we get thousands of phone calls. You can’t get all those phone calls when somebody says, “I owe $50, and I don’t know why,” and being able to have an AI that tells you, “The $50 is because you had a copayment or you had a deductible, and it’s due to your insurance program with whatever the insurance is.” And they’re like, “Oh, okay.” “You want to pay that right now?” “Yes.” It sends you a text to your phone, qualifies who you are, you click on it, you put your payment information. The information goes in, the payment gets posted. Nobody got involved. AI took care of the whole process. So we’re trying to figure out how to assist the staff without having to let go. At least my intent is not to let go of people.  My intent is to try to make sure that we do the best job possible and use AI to augment the process, not to replace the staff. I get very worried, in general, about what’s going on with AI as an industry, where people are saying, “Well, I use it as my assistant. I use it as this.” Well, I started at the front desk. If there are no front desk jobs, how could I have been CEO of this multimillion-dollar organization if I didn’t get a foot in the door to begin with? So I feel very worried for my kids that are growing up. One’s studying to be a psychologist, the other one’s in marketing. How are they going to learn and grow in an industry or a business if they can’t get their foot in the door?  Yeah. That is a concern. I don’t know if we can fix it, but I’m worried about it too. So Alex, who would you like to listen to this podcast and to take action? And what kind of action should they take?  Well, I think it’s generic. I always say, I have an MBA in healthcare administration, but I could have gone and done any type of business. Like I said to you, I grew up in the retail industry. So I think it’s more around, if you’re an entrepreneur and you have talent and you’ve worked really hard at doing something, you have to figure out how to hire the right people so that they can do a job that maybe you don’t know how to do, how to scale up a business by investing in it, making sure you don’t look at your business as an ATM machine or a salary that pays you every week or every period of time, but look at it as you’re an entrepreneur, a capitalist.  You’re building an organization. You’re providing jobs for people. But at the end, the business has to give you more than your salary. There has to be equity in the enterprise, and that’s the money you’ll be able to use to maybe have leverage or to use in order to add that next location or look at what’s the next opportunity, whether you’re, again, a doctor or you’re running a retail organization that wants to have multiple locations. The key is, think of the end goal. And the end goal, not necessarily that you’re going to sell, but what is it going to be? What is the business that you want to have valued at, and how have they grown?  Look and listen to other people like yourself, Steve, and all the different things that you do in regard to building that journey of the business, and figure out how to take the next step and the next step and the next step. It doesn’t happen overnight. You don’t get from a $50 million company to a $150 million company. It took me seven years to get there. But it’s done by augmenting and adding features and adding services, but doing it very intelligently, thinking it through, not just adding it for the sake of adding it, then, like I said before, having to bolt it on and try to fix more of the problems, creating more problems.  No. Fix your house, figure out where you’re at, make sure it’s earning equity. Maybe you have to reprice. Maybe you have to figure out how the business needs to run a little bit nimbler. Maybe you have to use technology, whether it’s AI answering the phone because you’re the guy that—you have a pizza shop. Why do you have to have people answering? Have the AI take the order, have the AI tell people to go to the website, and so on, so you can have pizzas going out of your store every five minutes. So for sure, there are great opportunities. And if you’re a business owner, I want you to think that you can. It’s not impossible. It can be done. You don’t need an MBA. You just need to work hard and think it through and come up with a business plan and an idea on how you want to get there.  Yeah. Well, this is very inspiring. So if you are a founder, you’re running a business, or you’re about to start a business, look at what Alex has done. He was a son of Cuban immigrants, came to this country, built from nothing a 15-location, 50-provider medical group, and works with private equity, advises companies as well. Follow his example.  So Alex Fernandez, thank you for sharing your wisdom on the show. And if you’re listening and you enjoyed this conversation, stay tuned because I have a couple of exciting entrepreneurs every week who come on the show and share their secrets and frameworks with you. So thanks for coming, Alex, and thank you for listening. Important Links: Alex's LinkedIn Alex's website

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EOS visionary vs integrator: why the biggest thinker in the room can accidentally stall your team.Jim Robinson and Lori Prust break down the Visionary/Integrator dynamic inside the Entrepreneurial Operating System, and how visionary leaders unintentionally create overwhelm instead of momentum.In this episode:✅Why a visionary's biggest strength can become a bottleneck for the team✅How Jim shifted from blasting big ideas to "planting seeds"✅Why the integrator role is the most critical piece of a visionary's execution✅Using the Five Whys to get to the real root of a conflict or decision✅Overcoming imposter syndrome as a leader⏱️ CHAPTERS:0:00 – Introduction 1:05 – What is EOS, and how a visionary can stall the team 1:42 – The "splatter gun" effect: how visionary strengths overwhelm a team 3:22 – How Jim's leadership approach has changed over 25 years 8:16 – Why the integrator is the most critical role in execution 11:13 – Building buy-in before the big meeting ever happens 13:35 – The real cost of moving too fast with too many ideas 15:35 – Context switching and why it exhausts a structure-driven team 21:56 – Imposter syndrome and staying current in a fast-changing market 23:01 – Time orientation, "date stamping," and decision-making styles 24:20 – Jim's 41-year journey and his vision for what's next 33:38 – The Five Whys and defusing team conflict through triangulation 36:38 – Final thoughts: know your lane, and accelerate what you do bestABOUT VISIONARY LEADERLeadership insights for executives, entrepreneurs, and business owners who want to lead with real influence. Not just authority. Jim Robinson is an executive coach, leadership speaker, and author of Leading with Empathy. Every week, Jim & Lori Prust share practical frameworks and honest conversations on visionary leadership, emotional intelligence, building high-performance teams, and the psychology of leadership.Work with Jim: https://www.visionaryleader.com/ Leading with Empathy (book): https://a.co/d/0bD1SpOP Connect with Jim on LinkedIn: https://www.linkedin.com/in/jim-robinson-18211918/ Connect with Lori on LinkedIn: https://www.linkedin.com/in/lori-prust-309898195/#leadership #executivecoaching #EOSvisionaryvsintegrator #leadershipdevelopment #visionary

What happens when a probate litigator stops chasing every matter and starts designing a firm that can grow without them? In this episode, you'll hear how Shawn Kerendian scaled a niche trust and estate litigation practice by saying no to the wrong work, obsessing over infrastructure, and using EOS, OKRs, and tech to build a truly scalable law firm.   In this episode, Steve Fretzin and Shawn Kerendian discuss: Choosing a narrow niche in trust and estate litigation Protecting capacity to pursue business development and opportunities Scaling from 20 to 40+ people and rebuilding firm infrastructure Implementing EOS, OKRs, and KPIs as a single operating system Tech stack, AI experimentation, and branding for talent and referrals   Key Takeaways: Protecting time and capacity—rather than maximizing short-term billables—creates room to pursue the opportunities that actually grow a firm. Committing to a narrow niche makes it easier to become the go‑to expert, generate referrals, and collaborate with other specialists. Rapid headcount growth without parallel investment in management, systems, and infrastructure eventually exposes serious strain on both clients and employees. Running on a single operating system with clear objectives, key results, and KPIs turns firm management from reactive chaos into a predictable rhythm. The biggest hiring risk isn't moving too slowly—it's bringing in the wrong people, which can damage culture, client service, and the morale of everyone who stays.   "The biggest mistake was chasing growth without worrying about the right people or the right fit." — Shawn Kerendian   Check out my new show, Be That Lawyer Coaches Corner, and get the strategies I use with my clients to win more business and love your career again.   Join the Be That Lawyer Community and connect with ambitious lawyers who are serious about growing their book of business, strengthening their brand, and becoming confident, consistent rainmakers.   Ready to go from good to GOAT in your legal marketing game? Don't miss PIMCON—where the brightest minds in professional services gather to share what really works. Lock in your spot now: https://www.pimcon.org/   Thank you to our Sponsor! LEX Reception: https://www.lexreception.com/partners/bethatlawyer Rankings.io: https://rankings.io/ Lawyer.com: https://www.lawyer.com/   Ready to grow your law practice without selling or chasing? Book your free 30-minute strategy session now—let's make this your breakout year: https://fretzin.com/   About Shawn Kerendian: Shawn Kerendian is a probate litigator and the founder and Managing Partner of Keystone Law Group, P.C. He specializes in trust, estate, and conservatorship litigation, representing trustees, beneficiaries, and heirs in complex probate disputes. By narrowing his firm's focus exclusively to probate litigation, Kerendian scaled Keystone Law Group into a premier niche practice while implementing modern business frameworks—such as EOS (Entrepreneurial Operating System), OKRs, and business intelligence tech—to streamline operations, law firm management, and sustainable team growth.   Connect with Shawn Kerendian: Website: https://keystone-law.com/firm/attorneys/shawn-s-kerendian LinkedIn: https://www.linkedin.com/in/shawn-kerendian-0b88ab16/   Connect with Steve Fretzin: LinkedIn: Steve Fretzin Twitter: @stevefretzin Instagram: @fretzinsteve Facebook: Fretzin, Inc. Website: Fretzin.com Email: Steve@Fretzin.com Book: Legal Business Development Isn't Rocket Science and more! YouTube: Steve Fretzin Call Steve directly at 847-602-6911   Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

Gino Wickman, is one of the most influential thinkers in the entrepreneurial ecosystem. He is the founder of EOS Worldwide and the creator of the Entrepreneurial Operating System, a practical method for helping companies achieve greatness. He has delivered over 1900 trainings to help companies implement EOS into their organizations and has transformed thousands of businesses with his work. He is the author of multiple bestselling books, including Traction, Rocket Fuel and his latest, Entrepreneurial Leap. Gino joined Robert Glazer on the Elevate Podcast to talk about how the best companies get in alignment, and what separates successful entrepreneurs from the pack. Thank you to the sponsors of The Elevate Podcast Shopify: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠shopify.com/elevate⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Masterclass: ⁠⁠⁠masterclass.com/elevate⁠⁠⁠ Framer: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠framer.com/elevate⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Northwest Registered Agent: ⁠⁠⁠⁠⁠⁠⁠⁠⁠northwestregisteredagent.com/elevate⁠⁠⁠⁠⁠⁠⁠⁠⁠ Whatnot: Search "Whatnot" in the app store to download Indeed: ⁠indeed.com/elevate⁠

In this episode of Better Business, Better Life, Debra Chantry-Taylor is joined by an experienced EOS Implementer®, Mirko Roettgers to explore how to go from losing money to 20%+ Profit with EOS®. The conversation begins with Mirko's journey from digital transformation in Queensland's tourism industry to entrepreneurship, where he discovered EOS® while working with a Martech startup. At the time, the business was struggling with negative profits. After implementing EOS, it transformed into a company generating more than 20% profit margins.A major part of that turnaround came from focusing on the right things. The leadership team introduced a disciplined Scorecard®, identified the numbers that genuinely drove performance, & made sure the right people were in the right seats. Debra & Mirko also discuss the Accountability Chart®, why it can be confronting, & how it helps leadership teams clarify ownership, uncover gaps & resolve confusion around accountability.They also explore the value of leading indicators, the challenge of being an Integrator pulled into constant firefighting, & why sustainable growth requires a strong leadership team underneath the Integrator role.The conversation then turns to the opportunities ahead for Queensland, including the 2032 Olympic Games & major infrastructure investment. Rather than simply hoping for growth, Debra & Mirko discuss why businesses need to build the structure, people & systems now so they are ready when those opportunities arrive.Drawing on the discipline of ultra-marathon running, this episode is a powerful reminder that business growth rarely comes from one dramatic effort. It comes from consistent execution, clear priorities, disciplined habits & the willingness to keep moving when things get difficult.A valuable listen for business owners who feel stuck, want to improve profitability, or need to prepare their organisation for the next stage of growth.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: ► Mirko Roettgers – LinkedIn: https://www.linkedin.com/in/mirkoroettgers/ ► Website – Mirko Roettgers – https://www.mirkoroettgers.com.au/ Ep 285 Chapters: 00:00 – Introduction 00:30 – Mirko's Professional Journey 05:36 – The Power of EOS Tools 09:54 – Developing Effective Scorecards 14:23 – Challenges of the Integrator Role 18:58 – Transitioning to EOS Implementation 22:50 – Economic Outlook and Scaling 27:07 – Clarity and Business Discipline

Wyndi (Rodokal) Tagi is a Visionary who is passionate about enhancing the mana of Māori and Pacifica People, with a vision to impact the lives of 10 million.Wyndi took an idea, convinced her husband to start a business and things were going well. Then they were told by one of the big 4 accounting firms that they should stop spending so much time & money with their community & with their family - that their culture didn't differentiate them. It was demoralising but also a big turning point for Wyndi & her husband Eli.Hear how they took this, what it prompted in them & how they built this into a purpose-led business across several countries.Wyndi is now one of my EOS clients. We connected on LinkedIn initially and just chewed the fat over a walk & talk. Later on, she contacted me having read the EOS books & wanted to talk to me to see if I could help them. She shares what EOS has done for the business & their family, how they went from 47 goals down to 6 & how they manage to employ family in the business without any issues.More about Wyndi:On her mother's side, she is from Ati-Hau-Nui-A-Paparangi, on her dad's side, she is of NZ European descent from England and Greece.After her first breast cancer diagnosis in 2017, she decided that she wanted to ensure she lived her best life and she wasn't interested in dying with regret. So she's been living into her purpose, which is to better the statistics of Māori and Pacifica people. WE Accounting is one of the many vehicles she drives for doing just that."At WE, WE don't just believe in a better future, WE are building it. Our Accounting Practice provides support, guidance and opens growth opportunities to small and medium-sized NZ businesses. WE know that SME's are the backbone of the economy and when they thrive, so too do families, communities and our economy."

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Three months can change a lot. In this quarterly Conquer Risk update, Christopher Norton and Potomac CEO/CIO Manish Khatta sit down at Aventino to talk through what has actually moved since their last update. Potomac University is filling faster than expected, Remix is getting significantly bigger, and advisor interest in SDBAs is beginning to open doors across the industry. They also get into the less predictable parts of building a growing firm: refining the EOS process, putting new energy behind the Union TAMP, and preparing to launch a hedge fund that gives Potomac's investment team more room to operate outside the constraints of traditional products. It's a conversation about momentum, changing course when the opportunity demands it, and what happens when ideas that once seemed secondary suddenly move to the center of the business Subscribe in Apple Podcasts Subscribe on Spotify Learn more about Potomac: https://potomac.com/ Read our blog: https://potomac.com/blog Disclosure: https://potomac.com/disclosures PFM-215-20260811 Hosted on Acast. See acast.com/privacy for more information.

Nathan Jameson explains why manufactured housing is America's most under-built asset class.Jack sits down with Nathan Jameson, founder of Arx Capital, to unpack why manufactured housing, RV parks, and self storage have become some of the most durable, under-built asset classes in real estate, even as the residents who need this housing most often get the worst financing available to them.Nathan explains how Arx buys existing mobile home communities, removes obsolete homes, brings in new ones, and repositions neglected properties for the long term. He also breaks down the operational mistakes he sees institutional buyers make again and again when they underestimate what it actually takes to fill a lot and sell a home, and why a mom and pop owner keeping rent too low can slowly bleed their own community into disrepair.Along the way, Nathan shares how adopting EOS (the Entrepreneurial Operating System) helped him step out of day to day operations, and tells the story of turning a Pittsburgh property with 35 abandoned homes into an institutional-grade community.Key topics:Why manufactured housing is one of the least subsidized, most under-built affordable housing categories in the countryHow a borrower with a 750 credit score still ends up paying 9 to 10% on a manufactured home loanThe operational mistakes institutional buyers make when they don't understand how to fill and sell manufactured homesWhy rent set too low can quietly destroy a mom and pop community over timeHow EOS helped Nathan remove himself as the bottleneck in his own businessGuest bio:Nathan Jameson is the founder of Arx Capital, where he and his team manage close to $200 million in assets across manufactured housing, RV parks, and self storage in the Northeast, Mid-Atlantic, and now the Midwest.Links:

Astronomy Daily · S05E163 · “The Long Way Home” · Monday 10 August 2026. Sources verified against primary / institutional outlets. Starship “lost at sea” (Flight 13) •    Flight 13 launched 24 July 2026 from Starbase, South Texas; the upper stage (“Ship,” Ship 40, ~52 m) made the softest Starship water landing yet in the Indian Ocean off Western Australia — and, in a program first, survived intact and afloat. •    SpaceX had not planned to recover it. Musk confirmed the salvage attempt on 28 July (“We're sending a ship out to recover Starship”); recovery ship Go Australis was joined by Norwegian tugs Normand Ranger and Skimmer Tide, with a tow line to the nose. •    On 7 August, Musk said recovery is “not looking good right now” in rough seas — but the team had already obtained close-up photos of critical heat-shield and engine regions for future upgrades. A saltwater-soaked Ship was never going to be reflown. •    Heat shield: on SpaceX's first quarterly earnings call (4 August) Musk said he'd “consider the heat-shield problem solved,” long the biggest hurdle to full reuse. •    The flight also deployed 20 next-gen Starlink V3 satellites; the Super Heavy booster had engine trouble and was lost in the Gulf of Mexico. Stacked, Starship stands ~124 m. Flight 14 is targeted for late August — its first attempt at operational orbit with production Starlink. •    Sources: SpaceX / @elonmusk on X (7 Aug); Space.com (Mike Wall, 7 Aug); CNN (3 Aug). Landspace Zhuque-3, second landing attempt •    Landspace (private, Beijing, founded 2015) targets liftoff ~7:45 p.m. EDT Mon 10 Aug (23:45 UTC / ≈9:45 a.m. AEST Tue 11 Aug) from Jiuquan, aiming for a propulsive first-stage recovery on legs (Falcon 9-style), landing downrange in Gansu. •    The methalox, stainless-steel Zhuque-3 (~66 m) is broadly a Falcon 9 rival. Its Dec 2025 maiden flight reached orbit but the first stage failed its landing burn and crashed. •    Accuracy note: this is China's fourth orbital-class recovery attempt. A Long March 10B already landed via net-capture on 10 July (China became the 2nd nation to land an orbital booster) — so tonight would make Landspace the first Chinese company to attempt a propulsive/landing-legs recovery, not “China's first.” •    Sources: Space.com (7 Aug); Yahoo/Space (7 Aug); launch trackers (NOTAM-based). Uranus's “breathing” bow shock •    New multifluid-MHD modelling shows Uranus's bow shock expands and contracts over a single ~17-hour Uranian day — driven by the planet's own extreme rotation and tilted, offset magnetic field, not by changes in the solar wind. •    The model is constrained by Voyager 2's 1986 flyby — still the only direct measurements ever taken inside the Uranian system (a nice callback to E159's Voyager 2 “Big Bang” lead). •    Implications for future ice-giant missions and for the many ice-giant exoplanets now being found. Cao et al., AGU Advances; surfaced via an Eos research spotlight this week. (Framed as newly-spotlighted rather than newly-published.) •    Sources: AGU Advances (Cao et al.); Eos research spotlight; phys.org (7 Aug). Total solar eclipse — 12 August 2026 •    The only total solar eclipse of 2026. Unusual over-the-pole path: Arctic Siberia → eastern Greenland → western Iceland → northern Spain (clipping NE Portugal) → the Balearics at sunset. •    Greatest eclipse ≈17:46 UTC; max totality 2 min 18 s just off Iceland's west coast, with the Sun only ~26° high. Iceland's first total eclipse since 1954 (Reykjavik's first in 593 years); Spain's first since 1905. •    North America sees a partial across the northern tier (Alaska to North Carolina) and most of Canada — deepest in the far north, a shallow bite (

AlabamaSen. Britt offers bill to close loophole on detention and deportation of illegalsSen. Tuberville talks about Fauci and his Contempt of Congress chargesTuberville wants to see data centers pay for their own electric and for AL Power to freeze rates further out than just 2027Social media posts reveal that new non profit in Prattville is taking cues from embattled founder of another LGBTQ advocacy groupA vigil was held in Boaz for 18 year old arrested and detained by ICEFDA says salmonella found in jalapeños from Mexico causing illness in 27 statesNationalPresident Trump signs 2 EOs to reign in citizenship and birth tourism industryFauci's attorney not happy with contempt of congress vote in SenateSenator Paul sets his subpoena sights on Bill Gates re: gain of functionStaff for Mitch McConnell "report" that he is home from rehabilitation (wink, wink) Moderate Democrats now prep for battle against Socialists infiltrating their partyTucker Carlson blasts the Uniparty for failing Americans, prepping the way for a third party

Accountability Without Micromanaging: How Great Leaders Create Ownership Delegating work should free leaders to focus on strategy, relationships, and growth. Too often, however, delegation swings between two unhealthy extremes: micromanagement and abandonment. In this episode of The Customer Service Revolution Podcast, Denise Thompson and John DiJulius explore how leaders can build accountability without micromanaging. The solution is not less communication—it is greater clarity, consistent checkpoints, and genuine employee ownership. Why Delegation So Often Turns Into Micromanagement Most leaders do not intend to micromanage. They want to protect the quality of the work, meet an important deadline, or ensure a strong customer experience. But when leaders dictate every step, employees become hesitant to make decisions without approval. John explains that leaders must clearly define the desired outcome and then give capable employees room to determine how to achieve it. Employees need to own more than the execution; they need to feel ownership over the approach and and the result. That means leaders must avoid "dropping an anchor" by presenting their preferred solution before employees have had an opportunity to think through the challenge themselves. How to Build Accountability Without Micromanaging Define What Victory Looks Like Before delegating a project, leaders must establish a clear objective, deadline, priorities, decision-making authority, and definition of success. A vague assignment followed by constant corrections is not accountability. It is confusion disguised as supervision. Establish a Consistent Check-In Cadence Accountability should prevent surprises. Weekly reports, one-on-one conversations, or structured operating systems such as EOS and Scaling Up allow leaders to identify obstacles before a commitment is missed. Instead of waiting until the deadline to ask what happened, leaders can ask: Where does the project stand? Are we still on track? What obstacle could prevent success? What support do you need from me? Give Employees Ownership of the Method Leaders should remain firm about the outcome while allowing employees flexibility in how they achieve it. When employees can contribute their ideas and place their fingerprints on a project, they become more invested in its success. Giving up control of the method can also produce a better result. John shares how The Customer Service Revolution Conference improved when the team took ownership of many aspects he had previously managed himself. Adjust Oversight to the Employee and the Risk Not every employee or assignment requires the same level of autonomy. New employees, emerging leaders, employees without a proven track record, and high-risk projects may require more collaboration and support. Closer oversight should be explained as coaching—not as punishment or a lack of trust. As the employee demonstrates sound judgment and consistent performance, the leader should intentionally step back. Why Leaders Must Let Employees Struggle Leaders who immediately step in to solve every problem unintentionally train employees to wait for answers. Failure, when handled constructively, gives employees an opportunity to learn, develop judgment, and become more capable. Instead of immediately providing the answer, ask the employee what they think should happen next. They may arrive at the same answer—or develop a better one. The goal is not to leave employees unsupported. The goal is to provide enough guidance for them to grow without making them dependent on the leader. Key Takeaways Accountability begins with a clear definition of the desired outcome. Employees should own the approach, not merely execute the leader's instructions. Weekly checkpoints help leaders identify delays and obstacles before deadlines are missed. Leaders should avoid changing priorities without explaining what happens to earlier commitments. New or inexperienced employees require more coaching until they establish a track record. Leaders should ask questions before jumping in with solutions. Failure can build confidence and judgment when it is treated as a learning opportunity. A company becomes stronger when its success does not depend on one indispensable person. Leaders create ownership by providing clarity, authority, support, and room to act. Memorable Quotes "Hire really good people, create what the outcomes need to look like, and then get out of their way." — John DiJulius "Besides just the execution, they need to own it." — John DiJulius "Your business is worth nothing if you're the most important person in the short term." — John DiJulius "You should never be surprised if you have a weekly cadence." — John DiJulius "Accountability doesn't require hovering. It requires clear expectations, agreed-upon checkpoints, honest feedback, and consistent follow-through." — Denise Thompson "Great leaders don't create people who wait for instruction. They create people who can be trusted to move the work forward." — Denise Thompson Episode Chapters 00:46 — Accountability versus micromanagement 01:32 — Why leaders must stop doing everything themselves 04:24 — What separates healthy accountability from control 06:40 — Developing inexperienced employees and future leaders 10:56 — Why capable leaders become micromanagers 13:24 — Establishing priorities through rocks and must-do commitments 17:21 — Managing the outcome without dictating every step 21:32 — How employee ownership improves the final result 23:30 — Building stronger leadership and service systems 24:13 — When leaders want employees to remain dependent on them 25:05 — Responding when an employee misses a commitment 27:33 — When closer supervision is appropriate 28:41 — A practical accountability system leaders can use 30:50 — Developing employees who are afraid to take risks 33:32 — What to ask instead of "Are you done yet?" 34:29 — Creating employees who can move work forward Resources Mentioned Entrepreneurial Operating System—EOS Scaling Up The Soul of a Start-Up—Harvard Business Review Build a Culture of Accountability and Ownership If your organization wants greater accountability, stronger leadership, and a more consistent employee and customer experience, The DiJulius Group can help. We work with organizations to build practical leadership and service systems that turn expectations into repeatable behaviors. Visit TheDiJuliusGroup.com or schedule a call at https://tdg.click/call. Links: ROX Dashboard:  https://thedijuliusgroup.com/rox-dashboard/ The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test:  https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors:  tdg.click/claudia Ask John!  Submit your questions for John, to be aired on future episode:  tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Experience Revolution Membership:  https://thedijuliusgroup.com/membership/ Books:  https://thedijuliusgroup.com/shop/ Contacts:  Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com If you want to learn how world-class organizations build cultures customers cannot live without, explore The Experience Revolution Membership. Inside the membership you'll gain access to livestream workshops, practical frameworks, and proven strategies used by organizations around the world. Learn more at https://thedijuliusgroup.com/membership/ Learn More If your organization is working to improve customer experience but struggling to connect it to measurable business outcomes, The DiJulius Group can help. Visit: https://thedijuliusgroup.com Listen to more episodes: https://thedijuliusgroup.com/the-customer-service-revolution-podcast/ Subscribe We talk about topics like this each week; be sure to subscribe wherever you listen to podcasts so you don't miss an episode.

The biggest bottleneck in most businesses isn't a lack of leads—it's founders trying to do everything themselves. Real growth happens when leaders build systems, empower their team, and stop being the center of every decision. Brandon Carter explains how EOS, delegation, accountability, and strong leadership help entrepreneurs move from operator to CEO. Learn why visionary and integrator partnerships matter, how to avoid becoming your company's biggest bottleneck, and why AI should support your business—not distract it. If you're ready to scale without working more hours, this conversation is full of practical strategies you can apply immediately. If you need a VA so you can focus strictly on high-value tasks, pick a slot whenever you're ready: https://bit.ly/4gaEAgT #Leadership #BusinessGrowth #EOS #Entrepreneur #CEO #Delegation #BusinessSystems #TeamBuilding #BusinessOwner #Leverage

My guest this week is Billy Potter, now CEO of Snellings Walters, and we spend this episode on "the Switch," his firm's process for moving employers from fully insured to self-funded. Billy explains why he thinks it has almost nothing to do with insurance and everything to do with changing who a business trusts to lead them.We get into why "does that make sense?" is the worst question in sales, why he asks prospects "where did I lose you?" instead, and why he believes most deals aren't lost on product, they're lost on communication. Billy breaks down how Culture Index reshaped how his firm hires, trains, and sells, why he tells skeptical prospects out loud that they shouldn't believe a word of his pitch, and why price-driven clients are usually being trained that way by their own consultant.If your presentation is technically correct but you keep losing deals anyway, this is the episode. Tune in."People don't buy what's best for them. They buy what they understand the fastest." - Billy PotterThank you to our 2026 sponsors!ParetoHealth: ParetoHealth empowers midsize employers with a long-term solution to reduce volatility and lower overall health benefits costs. Visit https://www.paretohealth.com/fully-insured-vs-self-funding-with-paretohealth-spencer-podcast/?utm_source=youtube&utm_medium=referral&utm_campaign=SelfFundedwSpencer to learn more.Samaritan Fund: A program that connects those who need help to the support they need. We are proud to offer the Samaritan Fund Program. Visit SamaritanFundProgram.com to learn more.Vālenz Health: We're Vālenz Health, your partner in improving health literacy, reducing plan spend, and delivering high-value healthcare. Visit ValenzHealth.com to learn more.Imagine360: Imagine360 helps self-funded employers save on healthcare with smarter health plans. Cut expenses by 20-30% with custom solutions. Contact us today at Imagine360.com.Chapters:(00:00:00) Intro: Grace, Truth, and Growth(00:03:19) Culture Index and Why It Blew Spencer's Mind(00:04:33) Billy's Background: Rugby, Sun Life, and a Borrowed ID(00:08:13) Partner vs. Vendor: Why "Supplier" Is a Dirty Word(00:12:52) What Drew Him to the Consulting Side(00:14:34) The Peanut Butter Fight and the Valley of Despair(00:16:19) Advice for Young Producers: Dream Big, Get Rejected(00:19:44) Spencer's Story: The Nursery Floor and Three Cases in a Morning(00:24:49) Becoming CEO and Learning to Manage His Emotions(00:29:08) Why He Loves Building Other People Up(00:30:44) EOS and Smoking Out the Real Issue(00:32:20) How Culture Index Runs Through the Whole Business(00:35:06) The Switch: Changing Who Gets to Lead(00:39:44) His First Big Sale: Telling a Client to Go Talk to Their Agent(00:43:02) "Billy Potter Is Gonna Mess Up, and I'll Be There"(00:45:44) Win and Lose the Same Way: The Anthony Russo Lesson(00:50:20) Why 83% of Employees Don't Understand Their Own Plan(00:53:17) The Fifth-Grade-Level Rule and Why Insurance Loves Jargon(00:56:31) "Where Did I Lose You?" and Other Pivot Questions(00:58:12) The Last Slide: "You Don't Believe Anything We Just Told You"(01:01:14) The "Oh, Damn It" Moment and Who's Really at Fault(01:03:37) Where Self-Funding Is Headed(01:05:11) AI, Robot Surgeons, and the Future of White-Collar Jobs(01:12:27) The Chick-fil-A Standard: Hospitality as a Differentiator(01:14:49) Retaining Our Humanity in an AI World(01:17:07) Closing ThoughtsKey Links for Social:@SelfFunded on YouTube for video versions of the podcast and much more - https://www.youtube.com/@SelfFundedListen/watch on Spotify - https://open.spotify.com/show/1TjmrMrkIj0qSmlwAIevKA?si=068a389925474f02Listen on Apple Podcasts - https://podcasts.apple.com/us/podcast/self-funded-with-spencer/id1566182286Follow Spencer on LinkedIn - https://www.linkedin.com/in/spencer-smith-self-funded/Follow Spencer on Instagram - https://www.instagram.com/selffundedwithspencer/

Have you ever had a student suddenly stop working for a favorite reward? Or wondered why a reinforcer works one day but not the next?The answer may not be the reinforcer at all. It could be a motivating operation (MO).In this episode of ABA Without the Jargon, we explain motivating operations using everyday examples like cookies after Thanksgiving dinner, Skittles at your desk, and why water tastes so much better after a hot day outside.By the end of the episode, you'll understand why motivation changes, how it affects behavior, and an easy trick to remember the difference between establishing operations (EOs) and abolishing operations (AOs).

In this solo episode of the Shared Practices Podcast, Dr. Andrew Clingan tackles one of the most insidious threats to sustainable dental practice growth: a lack of clear vision. Using a real-world example of a highly successful but directionless young practice owner, Andrew explains how relying purely on talent and willpower eventually leads to spinning in circles. When you lack clarity, it becomes impossible to make sound decisions about marketing, PPOs, or multi-practice expansion, ultimately stunting your long-term success.To excel as a dentist today, you must understand that the "floor" has risen; succeeding requires more intentional business strategies than it did a decade ago. Andrew emphasizes that you cannot simultaneously optimize for elite clinical mastery, aggressive scaling, and perfect work-life balance. Achieving sustainable dental practice growth requires picking a path and maintaining a disciplined clarity of vision.Here is your guide to finding focus for your practice:Ignore the Extremes: Do not let social media highlight reels push you into building a 30-practice DSO or becoming an elite cosmetic dentist if those paths do not align with your true desires. The "middle of the road"—such as a profitable group model with two doctors and four hygienists—is often the sweet spot for sustainable dental practice growth.Audit Your Time: Regularly sit down and write out everything you do throughout the week. Identify the tasks you hate (like managing staff drama) and delegate them to leadership, while doubling down on the things that actually fire you up.Build Optionality Early: Be highly conservative with your personal finances early in your career. Living below your means and aggressively investing in your clinical and business skills provides you with the freedom to pivot your career path in your 40s or 50s.Read "Traction": Implement the principles from Gino Wickman's EOS framework to align your team and ensure everyone in the practice is rowing in the exact same direction.Ready to take the next step in your dental practice journey? Visit https://sharedpractices.com to learn more about our Buyer Representation and Coaching services, designed to help dentists buy, grow, and optimize profitable practices. You can also use our Free Look to evaluate dental practice opportunities with real data before making a decision. For daily Dental Moneyball insights, strategy tips, and updates, follow us across our social channels.

In this episode of Better Business, Better Life, Debra Chantry-Taylor is joined by Nathan James, Creative Director at The Attention Seeker, to share his honest story on the EOS® system that changed a creative agency, & the lessons every entrepreneur can learn from failure, resilience & growth.Nathan's career began in London's creative industry in 1995, where he worked with some of the world's leading advertising agencies, including Mother & R/GA, before taking his expertise across Stockholm, New York, Amsterdam & eventually Auckland. Along the way, he built an impressive career creating campaigns for global brands & later launched his own content production & advertising business.Despite his creative success, Nathan's business ultimately failed. Poor financial management, inconsistent cash flow & the absence of a reliable sales pipeline led to bankruptcy. Rather than allowing the experience to define him, Nathan chose to learn from it. He openly shares the hard lessons he discovered about cash flow, networking, business strategy & the importance of separating creative talent from sound business management.Nathan eventually joined The Attention Seeker, where implementing EOS® transformed the way the business operates. With clear accountability, structured Level 10 Meeting® rhythms, transparent communication & defined roles through The Accountability Chart®, the agency reduced politics, strengthened collaboration & built a more profitable, stable business. Nathan explains why structure does not limit creativity. It creates the freedom for creative people to do their best work.Debra & Nathan also explore the importance of company culture & core values, discussing how transparency, daily recognition of team members & hiring based on shared values have helped create a high-performing team. Nathan shares why reporting to someone younger than himself became a valuable lesson in humility, proving that great businesses are built on merit, not hierarchy or ego.Throughout the conversation, Nathan offers honest advice for entrepreneurs who are facing setbacks. He encourages business owners to never stop learning, let go of ego & remember that material possessions do not define success. Instead, lasting success comes from building a healthy business, maintaining strong relationships & creating a life that is fulfilling both professionally & personally. 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: ► Nathan James – LinkedIn: https://nz.linkedin.com/in/nathanjames-cooper ► Website – attn:seeker : https://www.attnseeker.com Ep 283 Chapters: 00:00 – Introduction 00:38 – Nate's Background and Early Career 09:17 – Transition to Digital and Freelancing 17:27 – Joining The Attention Seeker 21:41 – Impact of EOS® on Business Structure 34:33 – Cultural Values and Team Dynamics 39:22 – Reducing Ego and Embracing Structure 47:37 – Lessons Learned from Business Failures 47:46 – Advice for Entrepreneurs

discover the key characteristics of high performing teams and what makes high performing teams succeed. Chris Hallberg, a U.S. Army veteran and leadership development expert, explains how military leadeship, team management, and the Entrepreneurial Operating System (EOS) drive stronger business execution. Learn practical approaches to organizational culture, hiring strategies, talent curation, personnel management, and employee retention. This episode covers performance metrics, accountability standards, middle management alignment, command and control principles, veteran hiring, leadership training, management systems, business growth, workplace efficiency, corporate leadership, professional development, organizational design, business coaching, management styles, employee engagement, leadership principles, staffing solutions, and operational excellence. In this episode: Attributes of high performing teams and how to build high performing teams How military leadership translates into civilian business success Leading by example and the impact of frontline engagement on employee engagement Aligning middle management for better communication and business execution Culture curation and hiring for core wiring Tools for measuring performance and building elite teams Technology and visualization tools that improve team performance Navigating workforce commitment challenges Rigorous recruitment, staffing solutions, and firing fast to protect team excellence Leveraging veteran skills and military discipline in civilian organizations How high performing teams build trust and a practical high performing teams model Leadership and Execution Effective leadership requires moving beyond theory to consistent operational execution. Most businesses fail in the gap between strategy and daily implementation. Leaders must stay present, model the work ethic they expect, and demonstrate willingness to handle humble tasks. This sets a tone of mutual respect that becomes one of the core characteristics of high performing teams. Bridging the Management Gap A common problem is the disconnect between senior leadership and middle management. When executives announce changes without first aligning their managers, they weaken frontline authority and damage trust. Organizations perform best when they operate as one connected unit. Fully informing and empowering middle managers before initiatives launch prevents an “us vs. them” culture and supports the accountability standards that high performing teams need. Curating Elite Teams Talent acquisition works best as a deliberate curation process rather than a standard HR function. Most adults are already formed in character, so trying to fix uncommitted employees rarely succeeds. Focus instead on identifying people whose values and natural wiring match the team. This hiring approach prioritizes mission commitment over raw talent and strengthens long-term employee retention and organizational culture. Measurable Accountability Objective performance metrics and transparent scorecards remove guesswork. When results are visible, many team members self-correct without constant intervention. This method, drawn from military precision and systems like EOS, helps leaders quickly spot people in the wrong roles. It forms a practical high performing teams model that improves workplace efficiency and operational excellence while supporting sustained business growth.   Connect Chris Hallberg: Linkedin: https://www.linkedin.com/in/chris-hallberg-01516315/?skipRedirect=true Website: https://bizsgt.com/   Connect With Tim Website: timstatingtheobvious.com Facebook: https://www.facebook.com/timstatingtheobvious YouTube: https://www.youtube.com/channel/UCHfDcITKUdniO8R3RP0lvdw Instagram: @TimStating TikTok: @timstatingtheobvious LinkedIn: https://www.linkedin.com/in/tim-staton-04b41a271/ SKOOL Community: https://www.skool.com/timstatingtheobvious-9537/about?ref=de9c7e65d8ba4eeabc1a8eea413c125b Substack: https://realtimstatingtheobvious.substack.com

From generic implants to patient-specific solutions: how additive manufacturing is expanding what is possible across medtech. In this episode, Anekant Jain, Manager, Polymer Technologies at EOS, discusses how industrial additive manufacturing is transforming healthcare by enabling the production of customized implants, prosthetics, dental devices, and other patient-specific technologies. He explains why additive manufacturing extends far beyond traditional 3D printing, requiring scalable production, qualified materials, reliability, and repeatable outcomes. Anekant also explores how advances in sensors, materials, and manufacturing are creating more responsive prosthetics with haptic feedback and stronger integration with the human body. Finally, he examines the barriers to broader adoption, including qualification processes, reimbursement, cost, and access, and explains why the industry must rethink what is possible rather than simply reproducing traditional solutions. Tune in to learn how additive manufacturing, customization, and cross-industry collaboration are pushing the boundaries of medical innovation! Resources: Connect with and follow Anekant Jain on LinkedIn.  Follow EOS on LinkedIn and explore their website at eos.info.

Core values only matter if leaders are willing to use them. In this episode of Sales & Cigars, Walter Crosby sits down with EOS Implementer Jim Coyle to talk about culture, accountability, leadership, and the challenges founders face when trying to step out of the sales seat. Jim shares his journey from entrepreneur and bar owner to becoming one of the earliest EOS Implementers. He explains why core values should be discovered rather than created, how EOS gives organizations a common language, and why companies must be willing to make difficult decisions when employees do not align with the culture. The conversation also explores why the best salesperson is rarely the best sales manager, how founder-led companies become too reliant on the CEO to close deals, and why accountability must apply to culture as much as performance. If you are still the best closer in your company—or your core values only live on the wall—this episode will give you plenty to think about. Episode Highlights Why Traction remains one of the most transformative books for entrepreneurs How Great by Choice helps leaders test ideas before making major bets Jim's journey from entrepreneurship to EOS implementation Why EOS works through simple tools and shared language Why core values should be discovered, not invented How leadership teams can uncover values from their best employees Why core values must be used as a business tool How to address employees who perform well but damage the culture Why a "moldy blueberry" can quickly affect the rest of the team The danger of promoting top salespeople into management without support Why founders struggle to step away from the sales seat How accountability conversations help people improve Key Takeaways Simple does not mean easy. EOS provides straightforward tools and language, but leaders still have to do the hard work of implementation and accountability. Core values already exist inside the business. The goal is not to invent impressive words. It is to identify the behaviors shared by the people who best represent the company. Values are only useful when they guide decisions. Core values should influence hiring, coaching, promotions, performance conversations, and terminations. Culture must apply to top performers too. A salesperson who hits their number but damages the team cannot be exempt from accountability. It may be better to have no core values than fake ones. When leaders tolerate behavior that contradicts the stated values, they weaken trust across the organization. The best salesperson is rarely the best sales manager. Selling and managing require different skills, including coaching, patience, process, and accountability. Founders get pulled back into sales because it feels natural. They built the company through relationships and selling, but long-term growth requires developing a team that can perform without them. Accountability is an act of support. Clear feedback gives employees the chance to improve, align with the culture, and become more successful.   Who Should Listen This episode is especially valuable for: Founders who are still the primary closer in the company Entrepreneurs considering EOS Sales leaders building accountability across their teams Companies reviewing or redefining their core values CEOs dealing with high-performing employees who damage the culture Leadership teams trying to create consistency across the organization Business owners who want the sales department to run without them   Links & Resources EOS Worldwide https://www.eosworldwide.com Contact Jim Coyle jim.coyle@eosworldwide.com Traction by Gino Wickman Great by Choice by Jim Collins and Morten T. Hansen Enshittification by Cory Doctorow   Continue the Conversation If this episode made you think differently about accountability, leadership, culture, or how to get the sales department running without everything flowing through the founder, join the Sales Integrator Community. The community is built exclusively for salespeople and sales managers who want an edge and practical support from someone who has learned the hard way over 40 years in sales. Inside, members can access coaching insights, sales tools, practical resources, and ongoing conversations designed to help them improve their craft and lead more effectively. Free forever. Special founding member badges are available for the first 250 members. Join the community here: https://helix-community.circle.so/join?invitation_token=8b6622d942c852339d856b2af3504123cf9476e2-8b78b151-d94f-46df-a26b-ec4a6df24460   Subscribe to Sales & Cigars Sales & Cigars is hosted by Walter Crosby, the Sales Integrator with Helix Sales Development. Subscribe on Apple Podcasts, Spotify, YouTube, or wherever you listen. The only smoke we blow is from cigars.

Jim Robinson breaks down what the EOS (Entrepreneurial Operating System) framework gets right about leadership, and the gaps it doesn't address.Jim and co-host Lori Prust dig into how Jim built his company to 18 states using the same "departmental" thinking EOS would later put a name to. They unpack his "Olympian level" framework for finding your strengths and delegating everything else, why letting go of control is the real unlock for scaling a business, and the leadership gaps EOS never talks about: inspiring your team, staying aligned with the right clients (not just the right hires), and carrying the psychological weight of always being the one who has to believe in a brighter future.⏱️ Chapters0:00 – Introduction 0:49 – Jim's growth story: building to 18 states with a global vision 1:38 – What EOS (Entrepreneurial Operating System) actually is 3:17 – How Jim uses EOS5:50 – Where EOS falls short: learning to let go of control 7:58 – Building leadership from within vs. hiring from outside 10:13 – Was EOS a discovery or just an affirmation of what Jim already knew? 13:22 – Finding your business's "sweet spot" and the growth abyss between $3M–$8M 16:54 – The cost of hiring "survivalists" instead of "Olympians" 18:45 – The visionary's ongoing job: refining who's in the seat 20:19 – Why good performers still get you a poor result 21:02 – The gap EOS misses: aligning with the right clients, not just the right team 26:13 – Olympian level, imposter syndrome, and the weight of leadership 28:57 – Who actually benefits most from the EOS framework ---ABOUT VISIONARY LEADERLeadership insights for executives, entrepreneurs, and business owners who want to lead with real influence. Not just authority. Jim Robinson is an executive coach, leadership speaker, and author of Leading with Empathy. Every week, Jim & Lori Prust share practical frameworks and honest conversations on visionary leadership, emotional intelligence, building high-performance teams, and the psychology of leadership.Work with Jim: https://www.visionaryleader.com/ Leading with Empathy (book): https://a.co/d/0bD1SpOPConnect with Jim on LinkedIn: https://www.linkedin.com/in/jim-robinson-18211918/Connect with Lori on LinkedIn: https://www.linkedin.com/in/lori-prust-309898195/#leadership #executivecoaching #EOSleadership #entrepreneuroperatingsystem #leadershipdevelopment #visionary

On this episode of Inside The Wolf's Den, Shawn and Joni Wolfswinkel put their younger operator selves on trial for the business decisions that looked responsible in the moment but quietly cost them later. From bargain hires that became expensive lessons to loyal team members kept too long, they unpack why “safe” choices can drain cash, morale, client trust, and momentum. This is not a highlight reel or a polished success story. It is a candid, self-deprecating performance review of the calls they would fire themselves for today, complete with the real cost and the fix they would make now. As a married couple building property management companies and a virtual staffing agency, Shawn and Joni dig into the people, systems, money, growth, and marriage mistakes that shaped the way they lead. They talk about hiring for cheap instead of fit, being the bottleneck, delegating chaos, taking work back too quickly, and finally building accountability through EOS-style tools like scorecards, Rocks, and clearer seats. They also examine the trap of chasing door count over profitability, underpricing to win business, saying yes to the wrong clients, and confusing top-line growth with a healthier company. The most personal lessons come from the intersection of marriage and business: late-night decisions made on the couch, blurred roles, dinner-table conflict, and the boundaries they now protect so the relationship stays bigger than the companies. If you lead a team, own a business, work with your spouse, or suspect one “smart” decision is costing you more than you admit, this episode gives you the questions to ask, the numbers to watch, and the hard-won reminders Shawn and Joni wish they had received sooner. Much sooner.

Want to launch a premium, high-margin consumable brand and work with us to bring it to market? Get on the waitlist for our next cohort: ► Capitalism.com Bootcamp: https://capitalism.com/bootcamp I sat down with Djamel, the co-founder of Organifi, who grew a superfoods brand from $1 million to $100 million in about four years. We break down exactly how it happened: a premium, high-margin product, affiliates paid 75% commissions when the rest of the industry paid 5%, customer data poured into Facebook ads, and the team and systems that turned a scrappy launch into a nine-figure business. None of this was an accident. It was manufactured, and you get the whole playbook. (0:00) The $1M to $100M question, with Organifi's co-founder (1:00) Where it started: Drew Canole and the done-for-you green juice (3:00) Going out of business: the data-driven Hail Mary launch (4:00) The decision that set them apart: making it actually taste good (6:00) Sold out in three days, and presales became a crowdsourced capital raise (7:00) Building the whole thing on Infusionsoft, before Shopify existed (8:00) The takeaway so far: build a small audience and aim for a $10K launch (9:00) The first million saves the company, then the audience taps out (11:00) ClickBank comes calling: first supplement, and the launch that blew up (14:00) Influencer marketing before it had a name, and the TikTok Shop parallel (15:00) The 75% commission unlock: pay affiliates like digital, win on the back end (17:00) How aggressive commissions took them to $5 million (18:00) Turning customer data into Facebook ads that scaled them toward $20 million (20:00) Why did everything work? The numbers made sense (22:00) Why margin matters: build a premium brand and race to the top (23:00) The hate for a $70 greens powder, and why premium customers are easier (25:00) Building the movement: community as the premium moat (29:00) From $20 million to $100 million: becoming a real operational business (30:00) Stacking traffic channels, and the podcast-ad advice that opened a new one (33:00) The systems behind the scale: EOS, OKRs, KPIs, and dashboards (34:00) Becoming a leader: from wrecking ball to human (37:00) The two hires that mattered most: his CMO and COO (41:00) Incentive plans: phantom stock valued against the future goal (44:00) Walking away from capital three times, and the "bladder rule of finance" (46:00) The chaos behind the scenes: algorithm swings, lost influencers, tight cash (48:00) Exiting without selling: replacing himself, burnout, and rediscovery (50:00) His $1M-to-$100M playbook: data, team, problem-solving (52:00) The belief you have to manufacture (55:00) Why the entrepreneur bug never leaves DISCLAIMER: The information contained on this podcast and the resources available for download/viewing through this podcast for educational and informational purposes only.

Growth doesn't happen by accident. It's built through accountability, transparency, and the willingness to challenge conventional thinking. In this rebroadcast of the Rainmaker Podcast, Dakota Founder & CEO Gui Costin sits down with Potomac CEO/CIO Manish Khatta to discuss the systems, leadership principles, and content strategies fueling Potomac's rapid growth. From implementing EOS and creating a culture of accountability to building a sales organization powered by CRM data and consistent communication, Manish shares the lessons he's learned as a CEO and business builder. Gui and Manish dive into one of the most overlooked opportunities in wealth management today: content creation. They explore why most firms get content wrong, how authentic storytelling outperforms product pitches, and why creating content at scale can become a firm's greatest competitive advantage. The conversation covers leadership, transparency, company culture, hiring, sales execution, CRM best practices, and the mindset required to grow both people and businesses in an increasingly competitive industry. Subscribe in Apple Podcasts Subscribe on Spotify Learn more about Potomac: https://potomac.com/ Read our blog: https://potomac.com/blog Disclosure: https://potomac.com/disclosures PFM-212-20260626 Hosted on Acast. See acast.com/privacy for more information.

On today's episode, recorded live at the Dental Success Summit 2026, Dr. Mark Costes sits down with Gino Wickman, creator of the Entrepreneurial Operating System and author of Traction, Rocket Fuel, and Shine. Gino shares the lessons behind building EOS, the six essential traits of an entrepreneur, and why the right visionary-integrator partnership can transform a growing business.  They discuss how to find and evaluate an integrator, the five rules that keep the relationship strong, the most overlooked components of EOS, and the foundational tools dental leaders can begin implementing immediately. Gino also opens up about the deeper message behind Shine and why lasting success requires more than achievement alone. Be sure to check out the full episode from the Dentalpreneur Podcast! EPISODE RESOURCES https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast

Welcome to HALO Talks, where host Pete Moore sits down with Rich Drengberg, CEO of EoS Fitness and a seasoned leader in the fitness industry. In a rare podcast appearance, Rich shares his journey from Gold's Gym SoCal to transforming EoS into a powerhouse of high-value, low-price gyms across the Sunbelt. Listeners will get an inside look at EoS's disciplined growth, the importance of industry relationships, lessons from private equity partnerships, and why knowing your brand's identity is crucial, straight from someone who's helped steer one of the fastest-growing health club chains in the country.  Whether you're an operator, investor, or fitness enthusiast, this episode offers invaluable insights on building teams, scaling strategically, and staying ahead in a competitive landscape. Regarding chosing the right partner when looking to sell, Rich states, "We were in a great situation when we went to market that we didn't have to sell, and we were able to kind of pick who we wanted to partner with. And it was an interview process both ways. And because of that, we were able to have our cake and eat it too." Key themes discussed Transition from Gold's Gym to EoS Strategic and disciplined growth decisions Importance of experienced teams and industry relationships Private equity influence and operational mindset shift Real estate strategy and anchor tenant positioning Staying true to brand identity amidst trends Partner selection and aligning with TSG for expansion A Few Key Takeaways 1. The Power of Sticking to a Clear Identity: Staying true to the company's vision and brand identity was emphasized as vital for long-term success. EoS avoided "chasing every trend" and only adopted changes that matched their strategic direction, which helped them avoid diluting their brand and losing their core audience 25:23. 2. Disciplined, Focused Growth Strategies: EoS's growth was marked by a disciplined approach to new markets and acquisitions. Opportunities were critically evaluated, and only those fitting their model (right location, box size, and alignment with EoS values) were pursued. This sometimes meant saying "no" to enticing deals that didn't fit the vision 05:10. 3. Mentorship and Learning from Experience: Rich credited much of his development and EoS's success to mentors like Bob Giardina and Bruce Bruckman. Their guidance helped shift his mindset from operating a handful of gyms to building a scalable platform, and highlighted the importance of focusing on real estate and bigger picture growth rather than getting bogged down in minor operational optimizations 12:29. 4. Building Relationships is Key to Expansion: Entering new markets and securing prime real estate depended heavily on building trust and relationships with landlords, developers, and REITs. Early on, EoS was not the first choice for many landlords, but through perseverance and relationship-building, they became a preferred anchor tenant 15:28. 5. Industry Know-How Over Outsider Expertise: The episode stressed that having a team with deep industry experience ("gym rats" as described) was critical. EoS's management came from fitness, not coffee chains or hardware stores, enabling them to make better, faster decisions pertinent to the unique demands of the fitness business 17:26. Rich Drengberg: https://www.linkedin.com/in/rich-drengberg-5923046/   EoS Fitness: https://www.eosfitness.com  Journey To A Billion Dollar Deal-2 Minute Financial Drill: https://www.youtube.com/watch?v=CQtaGUQIyxY  Integrity Square: https://www.integritysq.com Prospect Wizard: https://www.theprospectwizard.com Promotion Vault: https://www.promotionvault.com HigherDose: https://www.higherdose.com  

Welcome to episode 340 of Grow Your Law Firm, hosted by Ken Hardison. In this episode, Ken sits down with Brooke Lively, Founder of Scaling Law, and author of Scaling Law. Brooke works exclusively with law firms to help them gain clarity, accountability, alignment, and traction as they grow. The conversation focuses on why many law firms struggle to scale, even when they have access to the right numbers, advice, and strategy. Brooke explains how execution separates firms that grow quickly from firms that plateau, and why EOS gives law firm owners a practical framework for vision, people, data, issues, process, and traction. Ken and Brooke also discuss delegation, leadership bottlenecks, right people in the right seats, quarterly priorities, and why getting your firm's house in order can create more freedom, more value, and more options for the future.   What you'll learn in this episode: 1. Why Execution Determines Growth - Why some firms grow quickly while others plateau with the same advice - How EOS helps law firms turn strategy into consistent action 2. How EOS Helps Law Firms Scale - What the Entrepreneurial Operating System brings to law firm leadership - Why vision, people, data, issues, process, and traction matter for growth 3. Why Delegation Is So Difficult for Attorneys - How perfectionism and professional responsibility make letting go harder - Why firms cannot scale when everything depends on the owner 4. How Process Creates Freedom - Why scalable firms need documented systems and clear expectations - How process reduces rework, confusion, and leadership frustration 5. Building a Firm That Creates More Options - Why getting your house in order can support a future sale, acquisition, or better lifestyle - How a firm that runs without total owner dependency becomes more valuable and more enjoyable         Resources:  Website: scalinglaw.com LinkedIn: linkedin.com/in/brookelively Facebook: facebook.com/scalinglaw         Additional Resources:  https://www.pilmma.org/the-mastermind-effect https://www.pilmma.org/resources https://www.pilmma.org/mastermind