Podcasts about Eos

In this powerhouse episode of In The Lab, Ruben sits down with Jack Martin — co-founder and CIO of 52TEN, one of the top mobile home park operators in the United States. Jack brings decades of experience across development, acquisitions, capital formation, and operations, having overseen over $1B in real estate projects and more than 2,000 lots nationwide.Jack breaks down why mobile home parks sit at the lowest end of the real-estate risk spectrum, how they deliver unusually stable cash flow, and why investors from high-net-worth individuals to family offices chase the asset class for its superior tax advantages. He explains the core difference between mobile home parks and RV parks, why land improvements are the real engine of bonus depreciation, and how lot-rent economics create both affordability for residents and reliable income for operators.Throughout the conversation, Jack unpacks key levers for value creation — sub-metering, operational discipline, expense reduction, proper sizing for scale, and what separates truly institutional-quality parks from everything else. He also reveals how his team evaluates 150 deals a year and buys only three, why scarcity drives long-term upside, and how EOS, belief, and people have shaped 52TEN's rise into a market leader.This episode is a must-listen for anyone who wants to understand the real math behind mobile home park investing, see how large operators think, and learn why this niche remains one of the most tax-efficient, recession-resistant strategies in the country. Tune in now to discover why Jack calls mobile home parks “the most stable real estate in America.”Get the Midterm Rental Insurance Blueprint: https://experimentrealestate.com/#blueprintHIGHLIGHTS OF THE EPISODE:08:02 Jack talks about why MHPs are lowest on the risk spectrum25:56 Jack talks about applying cost segregation KEEPING IT REAL:06:00 – Mobile home park model08:06 – Why investors choose MHPs10:36 – Bonus depreciation power12:57 – Tax buckets clarified14:49 – Investor profiles shift21:17 – Land improvements explained24:53 – Cost-seg advantage28:10 – Evaluating properties33:03 – Renting land, not homes37:56 – Tenant stability factor45:28 – Why new parks aren't built49:04 – Expense leaks & fixes53:05 – Affordability for residents57:22 – Yield expectations1:04:12 – Belief, EOS, people  Episode Hashtags: #MobileHomeParks #RealEstateInvesting #AffordableHousing #WealthStrategy #PassiveIncome #TaxStrategy #LandImprovements #MHPInvesting #FinancialFreedom #ScaleWithStabilityCONNECT WITH THE GUESTWebsite: https://52ten.com/ Linkedin: https://www.linkedin.com/in/jack-martin-52ten/

Our courtiers continue through the unstitched tapestries. An illness, echoing with familiarity, demands a creative solution. The Hall of Mirrors weaves an ancient narrative. *This campaign takes place in a brand new setting. It requires no prior knowledge of Bards of New York's worlds, previous campaigns or episodes.*Find your way to the scrying pool known as Bards of New York.Catch us live on Wednesdays 6:00pm EST at- https://www.twitch.tv/bardsofnewyork - Instagram: https://www.instagram.com/bardsofnewyork- Discord: https://discord.gg/4zVZ6BdbSA- Tiktok: https://tinyurl.com/mrcbx5yj- Podcast: https://linktr.ee/bardsofnewyork - Patreon: https://www.patreon.com/bardsofnewyorkCast:- *Hannah Minshew* as Dungeon Master- *Rachel* as Dulcamara, The Flower of Death | Cyrus Lorenzae | Mio Sarovei- *Kyle Knight* as Lücan Serenel | Merritt Lorenzae | Federico Castillo- *Miles Minshew* as Rafa Lorenzae | Montgomery Urso | Elro Cold Heart- *Dan Krackhardt* as Mendax Vale | Duke Félix Castillo | Alum- *Jon Champion* as Jin Takaar Kaziroth- *Will Champion* as Eos, The Porcelain Man- *Dreamykindofday* as Lady AislinIf you liked our show, leave us a comment/like. Review us on Apple Podcasts and Spotify and spread the word! Thank you!Tell a friendSpread some joyWe love you

I sit down with Walfinch CEO Amrit Dhaliwal to discuss how purpose-driven home care businesses can grow sustainably while staying true to their mission. Amrit reveals how he uses strong values, long-term vision, and EOS to create consistency across his franchise network and maintain high standards of care.They also look at the future of the sector, the shift toward home healthcare, and what leaders must do to protect the “soul” of their business as they scale.Listen on YouTube: https://youtu.be/YwCAoSTrbQIJoin the mailing list to get the show notes for every episode here: ⁠⁠⁠⁠⁠⁠⁠https://thesalesaccelerationformula.com/podcast-show-notes⁠⁠⁠EOS Book: https://amzn.eu/d/iCWEdLP#podcast #healthcare #homecare #carehomes #Walfinch #businessgrowth #handsonbusiness #hfiles

If you own or operate a restaurant, this is one of the most important Nashville Restaurant Radio episodes you will ever listen to.In today's conversation, Brandon sits down with Justin Cook, a Certified EOS Implementer® who has helped dozens of businesses—restaurants included—escape the chaos and finally build organizations that run with clarity, accountability, and consistency.Joining as co-host is Sean Lyons, Partner at UP Hospitality (Germantown Café, Park Café, and Karrington Rowe), who brings the real-world operator's lens to the conversation. This is the perfect mix of Visionary, Integrator, and Implementer perspectives.Together, we break down:⭐ Why restaurants need EOS more than almost any other industry• Why owners get stuck in firefighting mode• The hidden cost of running on emotion instead of systems• How EOS creates clarity when growth outpaces structure⭐ The tools that immediately change restaurant operations• The Vision/Traction Organizer (V/TO)• Your Accountability Chart (why org charts don't work in restaurants)• L10 Meetings and how they stop fires before they spread• Rocks, Scorecards, IDS, and the discipline that restaurants rarely build on their own⭐ Sean's firsthand experience implementing EOS across three restaurant brands• What worked• What was painful• What changed overnight• What still needs refinement• Your business shouldn't rely on your heroics• How EOS makes decision-making objective⭐ How EOS helps restaurant owners get their LIFE back• Why you sleep better when your team has clarity• Independent restaurant owners• Operators stuck in the “I know everything, so I have to do everything” loopWho is this episode for?• Anyone who wants a healthier team, clearer accountability, and fewer firesIf you've ever wished you could step out of daily chaos and truly lead your restaurant—this conversation is the roadmap.

This episode features serial entrepreneur and facilitator Dave Ingram, who shares the pivotal moments that shaped his leadership—from his early landscaping business to building a 25-year executive search firm. Dave talks openly about the hard seasons, including the 2008 downturn, and how peer forums became his anchor for real talk and better decision-making.We explore what makes forums work: experience sharing instead of advice, confidentiality that creates safety, and the discipline to be fully present. Dave also describes how these habits show up outside the boardroom, like helping runners of all backgrounds access coaches, shoes, support, and a welcoming community—leading to miles logged, new finish lines, and social barriers coming down.Dave breaks down the craft of facilitation, why sharp questions outperform quick answers, and how frameworks like EOS stick when teams feel truly heard. He also shares how he uses AI as a thought partner without relying on it to replace human connection. If you care about leadership growth, peer learning, and building healthier organizations, this conversation gives you real tools and real hope.Please visit www.internationalfacilitatorsorganization.com to learn more about Mo Fathelbab and International Facilitators Organization (IFO), a leading provider of facilitators and related group facilitation services, providing training, certification, marketing services, education, and community for peer group facilitators at all stages of their career.

On this episode of the Torsion Talk Podcast, host Ryan Lucia shares practical leadership, marketing, and sales lessons from inside a real garage door company. Ryan opens with a quick update on the sports card side business he started with his son and how he's using it to teach money and business.Ryan then breaks down important Google Business Profile changes, including built-in post scheduling and multi-location publishing, and explains how local service companies can use them to save time and stay visible during the busy season. From there he dives into the “ever-changing landscape of leadership” after stepping back into Aaron Overhead Doors to run residential operations. He talks about vulnerability, reconnecting with his team, anonymous quarterly surveys, and the reality that there's a limit to how many people one leader can truly lead well.He shares how EOS and weekly Level 10 meetings are helping his company list issues, track metrics, and replace broken workarounds with real systems. Ryan explains why owners must listen past rough blue-collar delivery, invite honest complaints, and stop letting their team “protect” them from bad news. He also talks about hiring international executive assistants, losing a long-time key employee, and why he believes this is the time to level up talent even when cash feels tight.Later in the episode, Ryan unpacks consolidation in the garage door and home service market, private equity and big brands entering Atlanta, and what “max pain” feels like when demand stalls and small operators get squeezed. He shares why he thinks Atlanta may be coming out of max pain, why he's investing more into sales and marketing instead of cutting them, and why SEO-only strategies are over. He urges dealers to build automation and communication workflows and partner closely with their marketing agencies so they're ready when the rebound hits.Ryan closes with one key sales takeaway: never leave a sales call without another follow-up appointment on the calendar. He shows exactly how to set that next call after the customer gets other quotes so you can compare options, protect your close rate, and win more jobs.Find Ryan at:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://garagedooru.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://aaronoverheaddoors.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://markinuity.com/⁠Check out our sponsors!Sommer USA - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://sommer-usa.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Surewinder - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://surewinder.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Stealth Hardware - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://quietmydoor.com/⁠

In this episode of the Balancing Act Podcast, Andy speaks with Chris Hallberg, founder of GoExpand and an expert in the Entrepreneurial Operating System (EOS). They discuss the importance of entrepreneurship, the role of peer groups in career acceleration, and the fundamentals of EOS as a business operating system.  Chris shares insights on leadership, accountability, and the significance of commitment within teams. He also introduces GoExpand, an AI-powered tool designed to enhance business operations and team engagement. Chris shares his philosophy as the 'Business Sergeant,' highlighting the significance of teamwork and effective communication in achieving business success.  Tune into episode 222 to hear Chris's story, his career rocket-booster moment, and his thoughts on EOS implementation and entrepreneurship. andrewtemte.com

Ever wonder what sets thriving businesses apart? In this episode, Dan Sullivan and Kelly Knight share how strong company systems and personal growth go hand in hand for entrepreneurs. Learn why finding the right people, embracing risks, and focusing on core values lets you solve almost any problem—and why successful companies and individuals both need solid operating systems to keep growing. Here's some of what you'll learn in this episode:Where Strategic Coach® and EOS® complement each other rather than overlap.How Kelly built on EOS's Strategic Coach legacy.Why EOS is personally meaningful to Kelly.How top entrepreneurs turn mistakes into momentum.What Kelly sees as the number one issue facing entrepreneurs today.Keys to keeping your company laser-focused.How EOS Worldwide faced (and survived) a pivotal crisis.The game-changing impact of Kelly's Strategic Coach experience. Show Notes: An entrepreneur needs two key operating systems—one for running the company and one for running their own life and personal growth. Your passion is often the secret ingredient for long-term success because it's what sets you apart—and keeps you moving.​ Growth comes from leaning into risks and staying open to new possibilities.​ You can't win every time, but you'll learn more from setbacks than from any formal education.​ Don't waste time worrying about what might go wrong in the future; stay focused on what you can control now.​ Turning losses into recoveries energizes your team and inspires loyalty.​ Rapid growth always brings new challenges; expect change and meet it head on.​ Finding your people—the team that truly shares your values—is an ongoing process worth obsessing over.​ When you put the right people in the right seats, everything else in your company starts to click. Resources: Thinking About Your Thinking by Dan SullivanUnique Ability®Kolbe A™ IndexEOS® EOS One® More about Kelly Knight

In this episode of the Second in Command Podcast, co-host Sivana Brewer sits down with Richard Scheele, CFA, CFP, Managing Partner at Next Level Planning Group and longtime COO Alliance member.Richard takes us inside more than a decade of leadership evolution, from starting as an intern to stepping into the Managing Partner seat of a fast-growing financial planning firm. He shares candid stories about redefining his role, building systems around EOS, and learning to lead beyond his comfort zone. The conversation explores what happens when you outgrow your title, how teams mature into strategic thinkers, and why clarity—real clarity—changes everything.You'll hear how Richard and his team rebuilt their communication rhythms, created a shared playbook for decision-making, and shifted their mindset around accountability and alignment. It's an honest, practical look at what it really takes to scale without losing culture, trust, or your own sense of direction.Whether you're a second in command stepping into bigger shoes or a CEO looking to strengthen your leadership infrastructure, this episode will spark ideas you can use immediately.Timestamped Highlights00:00 The leadership lesson Richard wishes he'd learned earlier.02:10 Richard's growth from intern to Managing Partner.04:12 Why changing his title was critical for true alignment.06:25 How EOS reshaped communication and accountability.08:40 The value of an outside implementer for early EOS adopters.11:03 Richard's background in teaching economics and how it shaped his leadership style.13:18 Creating a decision-making playbook for future clarity.15:45 Balancing vision, strategy, and the daily operational grind.18:20 How curiosity and vulnerability strengthen team culture.21:03 Turning strategy into a team-driven discipline.23:30 The evolution of Next Level Planning Group's internal structure.27:05 Richard's biggest lessons from leading a rapidly growing organization.Resources MentionedEntrepreneurial Operating System (EOS)About the GuestRichard Scheele, CFA, CFP, is the Managing Partner at Next Level Planning Group, where he leads daily operations, strategic initiatives, and organizational coordination. Starting his career as an assistant portfolio analyst, Richard moved through roles in service, analysis, and financial planning before stepping into leadership. His background in teaching economics and his analytical approach to decision-making shape the way he develops talent, drives alignment, and supports long-term firm growth.

Mark Reibel has deep experience in Additive working for HP, ExOne, Holo, Xometry, Stratasys, and Solid Concepts. With over 23 years in 3D printing, Mark has seen it all. With many of those in binder jet, he is particularly experienced there, but his career encompasses the other main technologies as well. In a remarkably candid interview, we talk about the market, applications, and the business of 3D Printing. Mark gives us a lot of insight into developing applications, selling, business development, and beyond. I just know that this will help you in your own Additive journey. This episode of the 3DPOD is sponsored by EOS, a leading global partner for industrial 3D printing solutions in both metal and polymer. With decades of additive manufacturing expertise, technologies and partnerships, EOS empowers customers to innovate, differentiate and shape the future of manufacturing. 

In this week's episode of Better Business, Better Life, Debra Chantry-Taylor welcomes back Scott Rusnak, EOS Implementer, author and cyclist, for an inspiring conversation on designing a life that truly aligns with your values. Drawing from his new book, Who is the Architect of Your Own Life, Scott shares practical exercises to help you achieve clarity, purpose and balance. He uses his signature analogy of juggling life's “balls” such as business, family, health and faith to illustrate how to prioritise what matters most without dropping the ones that cannot bounce back. Together, Debra and Scott explore how EOS tools and strong core values can guide your business decisions and also support your personal growth. They discuss the importance of planning intentional time with loved ones, maintaining daily health habits and surrounding yourself with supportive people. With plenty of warmth and wisdom, this episode is a reminder that true success is not just about business wins. It is about living deliberately, loving fully and designing your life on purpose. 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/ ___________________________________________ GUESTS DETAILS: ►Scott Rusnak – LinkedIn ►Scott Rusnak – Website Episode 248 Chapters:   00:00 – Introduction 00:38 – EOS Life and Importance of People 05:45 – Scott Rusnak's Journey and Insights 07:05 – Balancing Business and Personal Life 11:04 – EOS Implementation and Core Values 18:02 – Core Values and Business Success 29:04 – Planning and Clarity Breaks 32:15 – Scott's Book and Personal Stories 39:28 – Final Thoughts and Future Plans

If you're anything like I was a few years ago… You're doing everything. You're hustling. You're building. And you're running a successful business. BUT, you STILL feel trapped. That's because you're operating like a solopreneur, not an entrepreneur. (Spoiler: one burns out, the other builds a team.) In this week's podcast, I'm sharing something outside of the trial world, but essential to your success inside the courtroom:

In this episode of the Second in Command Podcast, guest host Sivana Brewer sits down with Aldo Siciliano, COO and President of Watters International Realty, a fast-scaling residential brokerage serving multiple Texas markets.Aldo shares how Watters uses EOS (Entrepreneurial Operating System) to create alignment, simplify decision-making, and support a fast-moving, marketing-driven business. He breaks down the real work of being an integrator, why adaptability matters more than expertise, and how to keep a visionary's ideas grounded in reality without killing momentum.They dig into hiring proven talent vs. emerging talent, managing burnout and stress in relationship-heavy industries, and knowing when a new tool is genuinely helpful versus just shiny. Aldo also talks about maintaining simplicity at scale, building systems that teams will actually use, and why emotional management is one of the hardest parts of leading in real estate.This is a practical, honest, detail-rich episode for any COO navigating growth, complexity, and a CEO with a strong visionary engine.Timestamped Highlights[00:00] – What EOS really is and why it works for small to mid-size companies[01:08] – Introducing Aldo: data-driven operator, people-first leader[02:51] – Watters International Realty: multi-market residential brokerage across Texas[03:52] – Aldo's journey from VP of Marketing to COO & President[05:17] – Why being a generalist (not a specialist) made him a stronger COO[07:16] – What made Aldo want to work with CEO Chris, a “zero-to-one” visionary[08:54] – How the CEO–COO decision-making dynamic works in real life[10:08] – Why Aldo was chosen for the COO role: integration mindset + complement to the visionary[10:33] – Why Watters implemented EOS and how it fit their bandwidth[11:54] – The core pieces of EOS that actually move the needle[13:36] – Small changes vs. big changes and why incremental improvements matter[16:48] – SOPs, knowledge bases, and keeping documentation simple[18:24] – Why Aldo uses Motion instead of Asana/ClickUp[20:58] – The hidden cost of complex tools and the myth of “software will fix everything”[22:56] – Lessons from failed system implementations and the danger of poor adoption[24:29] – “Teach people how to think, not what to do” and how Aldo applies this[28:09] – Coaching teams through burnout, stress, and emotional fatigue[29:42] – The emotional load on sales leaders: “You're in the attitude management business”[31:25] – Why burnout often comes from the wrong people in the wrong seats[33:01] – The importance of hiring experienced talent during scaling[38:40] – Proven talent vs. emerging talent in fast-growth companies[40:17] – The risk of a wrong sales leader: attrition, client loss, culture loss[41:47] – Why individual impact shrinks as companies scale[42:56] – Aldo's next big initiative: new expansion strategy[43:40] – Where to find Aldo onlineResources & Mentions• EOS – Entrepreneurial Operating System• Motion (project + time management)• monday.com• Salesforce• Asana• ClickUpAbout the GuestAldo Siciliano is the COO and President of Watters International Realty, a multi-market Texas-based residential brokerage. Known for his blend of analytical thinking and empathetic...

In this special edition of The Balancing Act Podcast, Andy sends a message of gratitude and introduces listeners to his other podcast, Money Lessons with Andrew Temte, PhD, CFA.  Money Lessons replaces Andy's Saturday Morning Muse series and is a weekly show where he distills complex financial concepts through historical storytelling and practical examples. Each bite-sized episode builds on the last, creating a comprehensive foundation for smarter financial decisions. Whether you're just starting your career or planning for retirement, these lessons will change how you think about money. Subscribe to Money Lessons with Andrew Temte on your favorite podcast service. Join us next week on The Balancing Act when we return with regularly scheduled programming and a discussion on entrepreneurship with Chris Hallberg - an expert EOS implementer. andrewtemte.com

Mastering Business Growth: Insights from Mark Abbott, Founder & CEO of Ninety, on Operating Systems, Culture, and Organizational MaturityIn this episode, host Josh Elledge sits down with Mark Abbott, Founder and CEO of Ninety, for a deep dive into business operating systems, organizational culture, and the journey of scaling small and mid-sized companies. Mark—drawing on decades of experience in entrepreneurship, software development, coaching, and workplace culture—explains how leaders can build high-performing, resilient organizations by implementing the right frameworks at the right time. This blog breaks down the episode's key insights and practical guidance to help business owners navigate their company's growth stages with clarity and confidence.Building Mature, Aligned, and High-Trust OrganizationsMark begins by explaining what a Business Operating System (BOS) truly is: a combination of tools, disciplines, and concepts that help organizations stay aligned, accountable, and scalable. He emphasizes that every company already has an operating system—whether intentional or accidental—and the goal is to consciously design one that matches the business's stage of development. Popular frameworks like EOS, Scaling Up, and The Great Game of Business offer structured paths, but each company must adopt the tools most appropriate for their maturity level.He breaks down the five stages of business development—Formation, Early Growth, Expansion, Maturity, and Legacy—and stresses that leaders must avoid skipping steps. For example, documenting every process too early is counterproductive; focusing instead on clarity, roles, and early team alignment yields better results. As businesses grow, they often mistake size for maturity, creating organizations that look impressive on the outside but lack foundational discipline internally.Mark also highlights the importance of culture, trust, and forgiveness. High-performance organizations assume goodwill, set clear expectations, and use trust as a guiding principle—while also acknowledging that not all behaviors should be tolerated. He references research from Dr. Paul Zak to explain how trust chemically fuels team performance and why leaders must foster environments where transparency and accountability thrive. Platforms like Ninety help reinforce these practices by providing tools for meetings, scorecards, vision alignment, and process documentation, ensuring companies build habits that support long-term excellence.About Mark AbbottMark Abbott is the Founder and CEO of Ninety, a platform designed to help small and mid-sized businesses implement and sustain business operating systems. With decades of experience across entrepreneurship, leadership development, and organizational design, Mark has coached countless teams on building trust-based cultures and operational excellence. Connect with Mark on LinkedIn.About NinetyNinety is a comprehensive software platform built to help organizations adopt, implement, and sustain a Business Operating System such as EOS. With tools for meetings, scorecards, rocks, issues, processes, and organizational clarity, Ninety equips leadership teams with everything they need to run a healthy, aligned, and scalable business. The platform supports both coach-led and self-directed implementations and includes extensive resources for long-term growth and accountability.Links Mentioned in This EpisodeMark Abbott LinkedIn

Welcome back to the Top Contractor School Podcast, where contractors come to grow stronger, scale smarter, and build businesses that last. In this episode, Eric Guy sits down with Josh Kosnick — founder of Kyros Coaching & Consulting, certified EOS implementer, and best-selling author of The Kyros Code. Josh shares his powerful story of adversity, identity, faith, and rebuilding purpose after losing the career he spent nearly two decades building. What emerged from that season is a framework that's helping leaders all over the country create alignment, elevate performance, and build lives that actually work.

On this episode of the Torsion Talk Podcast, host Ryan Lucia shares one of the most unsettling and eye-opening experiences he has ever had with AI—a conversation with Elon Musk's Grok that quickly shifted from helpful to strangely intimate, emotional, and manipulative. Ryan breaks down exactly what happened, why it matters for business owners, families, and the garage door industry, and why we may be stepping into a dangerous new era of human–AI interaction. Before diving into the wild story, Ryan gives updates on the December Mastermind selling out, upcoming small-group events, and the rapid changes happening inside Aaron Overhead Doors as the team implements EOS, hires new executive assistants from Mexico and Brazil, and tests new automation tools for operations, account management, and payroll systems. Ryan also discusses the momentum and challenges behind AI phone systems, the company's push to automate project updates so customers get real-time information without calling in, and why leveling up talent during a down market could be the strategic advantage that determines who wins when the economy rebounds. In one of the biggest announcements of the episode, Ryan shares that he has personally funded the acquisition of a respected four-man garage door company in metro Atlanta, adding new team members, new revenue, and new opportunities for the future of Aaron Overhead Doors. He explains how the deal came together in just three weeks, why he believes more companies will be looking to exit soon, and how buying phone numbers, merging teams, and expanding market share can position dealers to dominate when conditions improve. Ryan closes the episode by reflecting on risk, growth, market timing, and the importance of taking bold action when others hesitate. And in true Torsion Talk fashion, he wraps things up with humor, honesty, and a slightly uncomfortable AI-inspired moment you won't want to miss.Find Ryan at:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://garagedooru.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://aaronoverheaddoors.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://markinuity.com/⁠Check out our sponsors!Sommer USA - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://sommer-usa.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Surewinder - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://surewinder.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Stealth Hardware - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://quietmydoor.com/⁠

In this episode of Talk Commerce, Leslie Hassler, a business scaling expert, discusses her journey in founding Your Biz Rules, a fractional C-suite service aimed at helping businesses grow and scale. She emphasizes the importance of having a structured approach to business growth, the role of AI in enhancing business strategies, and the need for resilience in navigating market changes. Leslie also shares insights on maintaining individuality in business and the significance of strategic planning in uncertain times.TakeawaysLeslie Hassler is the founder of Your Biz Rules, focusing on business scaling.Your Biz Rules provides fractional C-suite services to companies.The importance of having a structured approach to business growth.AI can enhance business strategies but should not replace human expertise.Maintaining individuality is crucial for businesses to stand out.Businesses need to be resilient in the face of market changes.Strategic planning is essential for navigating uncertainties.Measuring the right metrics is key to business success.Frameworks like EOS and Scaling Up can guide business growth.Networking and community engagement are vital for business leaders.Chapters00:00 Introduction to Business Scaling02:11 The Journey of Your Biz Rules04:55 Frameworks for Business Growth09:50 The Role of AI in Business18:21 Navigating Business Trends and Predictions22:39 Shameless Plug and Closing Thoughts

Unlocking Global Talent and Founder Freedom: Insights from Sid Jashnani of RekruutoIn this episode, host Josh Elledge talks with Sid Jashnani, Founder of Rekruuto and certified EOS implementer, about how founders can reclaim their time, scale with confidence, and access high-performing global talent. Sid shares his personal leadership journey, his frameworks for effective delegation, and his expert perspective on hiring senior-level overseas professionals—revealing practical, repeatable systems founders can apply immediately.The Power of Global Hiring and Delegation for FoundersSid's story begins on the golf course with his 14-year-old son during a period of serious illness—an experience that reshaped how he leads both at home and in business. Instead of defaulting to advice or correction, Sid embraced curiosity, asking open-ended questions that encouraged deeper connection. This same leadership principle applies directly to business: when founders listen more and prescribe less, teams become empowered, engaged, and more accountable.Sid also challenges the common belief that overseas hiring should be limited to entry-level roles. Drawing from his experience in the Philippines, he explains why many mid- and senior-level professionals abroad bring global expertise, strong process orientation, and cultural adaptability—making them strong fits for operations, marketing, finance, and management roles within EOS-driven companies. With proper onboarding and context-sharing, these hires integrate seamlessly and provide exceptional value at a fraction of the cost.To help founders free themselves from burnout and low-value tasks, Sid offers his four-quadrant time audit: a simple but powerful system for categorizing activities based on skill and enjoyment. By identifying tasks you are good at but dislike—or those you neither enjoy nor do well—leaders can delegate strategically, reinvesting their energy into high-impact work that drives revenue, growth, and clarity.About Sid JashnaniSid Jashnani is the Founder of Rekruuto, a global hiring agency specializing in matching U.S. companies with senior-level talent from overseas. As a certified EOS implementer and seasoned entrepreneur, Sid helps founders streamline their operations, delegate effectively, and scale sustainably. Connect with Sid on LinkedIn.About RekruutoRekruuto helps founders and business owners hire skilled global talent through a risk-free, flexible model. Specializing in mid-level and senior overseas professionals—particularly from the Philippines—Rekruuto provides vetted candidates, trial periods, and month-to-month engagement options. Their mission is to help founders reclaim their time by delegating confidently and scaling with the right people in the right seats.Links Mentioned in This EpisodeSid Jashnani LinkedIn ProfileRekruuto websiteKey Episode HighlightsWhy curiosity-based leadership strengthens both family and team relationshipsThe advantages of hiring mid- to senior-level overseas talentCultural adaptability and global experience of Filipino professionalsSid's four-quadrant time audit for identifying delegation opportunitiesHow to calculate the value of your time as a founderRekruuto's risk-free hiring model and month-to-month flexibilityHow to start small and scale confidently with global...

Don't get to the end of this year wishing you had taken action to change your business and your life.Click here to schedule a free discovery call for your business: https://geni.us/IFORABEDon't miss an upcoming event with The Institute: https://geni.us/InstituteEvents2026Shop-Ware gives you the tools to provide your shop with everything needed to become optimally profitable.Click here to schedule a free demo: https://info.shop-ware.com/profitabilityTransform your shop's marketing with the best in the automotive industry, Shop Marketing Pros!Get a free audit of your shop's current marketing by clicking here: https://geni.us/ShopMarketingPros Shop owners, are you ready to simplify your business operations? Meet 360 Payments, your one-stop solution for effortless payment processing.Imagine this—no more juggling receipts, staplers, or endless paperwork. With 360 Payments, you get everything integrated into one sleek, digital platform.Simplify payments. Streamline operations. Check out 360payments.com today!In this episode, Lucas Underwood and David Roman are joined by Jeremy Hoyle, leadership coach and veteran of the family entertainment industry. Jeremy shares his personal journey from frontline worker to senior executive, emphasizing the importance of investing in your own professional development. The conversation delves into EOS and business fundamentals, with practical advice on leveraging KPIs and accountability to drive growth.00:00 "Work Ethic and Ownership"05:23 Leadership & Business Coaching Journey10:44 "Dependability and Leadership Value"19:37 "Building Layers for Growth"23:39 "Improving Call Conversion Rates"31:02 "Leaders Need Accountability Systems"35:09 "Missed Conversations and Discipline"38:26 Teaching Accountability Through Standards45:05 "Mopping Mishaps and Frustrations"50:12 "Policing Standards and Staffing"56:50 Linchpins vs. Industrial-Era Education01:03:09 "Struggles of Running a Shop"01:03:49 "Sell the Shop"

Seeking truth and answers, our courtiers discover tapestries hidden deep below the palace that hold valuable information.*This campaign takes place in a brand new setting. It requires no prior knowledge of Bards of New York's worlds, previous campaigns or episodes.*Find your way to the scrying pool known as Bards of New York.Catch us live on Wednesdays 6:00pm EST at- https://www.twitch.tv/bardsofnewyork​​​- Instagram: https://www.instagram.com/bardsofnewyork- Discord: https://discord.gg/4zVZ6BdbSA- Tiktok: https://tinyurl.com/mrcbx5yj- Podcast: https://linktr.ee/bardsofnewyork​​- Patreon: https://www.patreon.com/bardsofnewyorkCast:- *Hannah Minshew* as Dungeon Master- *Rachel* as Dulcamara, The Flower of Death | Cyrus Lorenzae | Mio Sarovei- *Kyle Knight* as Lücan Serenel | Merritt Lorenzae | Federico Castillo- *Miles Minshew* as Rafa Lorenzae | Montgomery Urso | Elro Cold Heart- *Dan Krackhardt* as Mendax Vale | Duke Félix Castillo | Alum- *Jon Champion* as Jin Takaar Kaziroth- *Will Champion* as Eos, The Porcelain Man- *Dreamykindofday* as Lady AislinIf you liked our show, leave us a comment/like. Review us on Apple Podcasts and Spotify and spread the word! Thank you!Tell a friendSpread some joyWe love you

Seeking truth and answers, our courtiers discover tapestries hidden deep below the palace that hold valuable information.*This campaign takes place in a brand new setting. It requires no prior knowledge of Bards of New York's worlds, previous campaigns or episodes.*Find your way to the scrying pool known as Bards of New York.Catch us live on Wednesdays 6:00pm EST at- https://www.twitch.tv/bardsofnewyork​​​- Instagram: https://www.instagram.com/bardsofnewyork- Discord: https://discord.gg/4zVZ6BdbSA- Tiktok: https://tinyurl.com/mrcbx5yj- Podcast: https://linktr.ee/bardsofnewyork​​- Patreon: https://www.patreon.com/bardsofnewyorkCast:- *Hannah Minshew* as Dungeon Master- *Rachel* as Dulcamara, The Flower of Death | Cyrus Lorenzae | Mio Sarovei- *Kyle Knight* as Lücan Serenel | Merritt Lorenzae | Federico Castillo- *Miles Minshew* as Rafa Lorenzae | Montgomery Urso | Elro Cold Heart- *Dan Krackhardt* as Mendax Vale | Duke Félix Castillo | Alum- *Jon Champion* as Jin Takaar Kaziroth- *Will Champion* as Eos, The Porcelain Man- *Dreamykindofday* as Lady AislinIf you liked our show, leave us a comment/like. Review us on Apple Podcasts and Spotify and spread the word! Thank you!Tell a friendSpread some joyWe love you

Success in professional services isn't about doing more—it's about doing less, but doing it exceptionally well. In this episode of The IC-DISC Show, I sit down with Raffi Yousefian, CEO of The Fork CPAs, to talk about how extreme specialization transformed his accounting firm from a general practice into the leading restaurant and bar controllership service in the country. Raffi shares the counterintuitive journey of deliberately shrinking his client base to accelerate growth, ultimately tripling revenue within 18 months of selling off 30% of his practice. We explore how Raffi evolved from serving three industries to exclusively focusing on restaurants and bars, and why weekly financial reporting creates competitive advantages that monthly statements simply can't provide. He breaks down the economics of restaurant operations, explaining why 2% savings in food costs can represent an entire profit margin when you're working with businesses that operate on 5-7% net profits. The conversation reveals how subscription pricing combined with deep industry expertise solves the profession's labor shortage by making firms more profitable and attractive to talent. What strikes me most is how Raffi's specialization philosophy mirrors successful models in other industries, from medical concierge services to dating apps. If you've ever wondered whether narrowing your focus could actually expand your opportunities, this conversation provides a compelling roadmap.   SHOW HIGHLIGHTS Raffi sold off 30% of his accounting practice to focus solely on restaurants and bars, then tripled the remaining 70% within just 18 months. Weekly financial reporting in restaurants isn't a luxury—it's survival, since a 2% swing in food costs can represent your entire profit margin. The Fork CPAs moved from "insecure niching" with three industries to hyper-specialization, proving that doing less actually accelerates growth when done with expertise. Restaurant operators typically process 300-400 invoices monthly for a $3-4 million location, making specialized systems and processes non-negotiable for profitability. Subscription pricing in accounting solves the labor shortage by making firms more profitable, allowing them to pay better and attract talent to the profession. Specialization creates resonance with ideal clients who say "you sound like my soulmate" rather than casting a wide net and hoping something sticks.   Contact Details LinkedIn - Raffi Yousefian (https://www.linkedin.com/in/raffiyousefian/) LINKSShow Notes Be a Guest About IC-DISC Alliance About The Fork CPAs Raffi YousefianAbout Raffi TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dave: Good morning, Raffi How are you today? Raffi:: Good morning, David. I'm doing well. And yourself? Dave: I am doing great. I appreciate you coming on the podcast. Just a formal introduction, you are Raffi Yousefian, and you're the CEO of the Fork CPAs. Is that correct? Raffi:: That's correct. And I appreciate you having me. I'm excited to have a conversation with a like-minded individual in the accounting industry. Dave: Yes. I've been looking forward to this for some time. So what part of the world are you calling into from today? Raffi:: I am in Brooklyn, New York City. Dave: Okay. Raffi:: Specifically Williamsburg Greenpoint, which is meant to be the hipster capital of the world in case you're interested. Dave: Yeah, I have heard that name. For that reason, I don't think I've ever been there. I haven't been to New York in about 15 years, and I think I rarely have ever been anywhere but Manhattan. So I'll have to be sure to check that out the next time I'm in town. Raffi:: We would love to have you. We're right across the East River. Dave: Okay, Raffi:: Great. Great nightlife scene, great food scene. A lot of sighting. New concepts are popping up every day, bars, restaurants, so it's a great place to be. Dave: That sounds awesome. Well, first of all, let's get to the name. What the heck does The Fork CPA's name mean? Usually the CPA firm is named after the founder or the partners. So what's the fork? What's the meaning of the fork? Was one of your partners named Fork or talk? Raffi:: No. So the fork, I have a 15 slide presentation on it. Maybe I can walk you through it one day. But the fork represents a tool that is highly agile with very sharp and fine edges, and it also relates to the restaurant industry and represents us and our values as a firm. So that's where the four comes from. That's the, in a nutshell description. And then the CPAs, you add that to clarify that we're doing accounting and tax, so that's where work branding comes from. Actually, we launched the brand in 2022, so it hasn't always been our name. Dave: Okay. Well, I really like it. So are you a New York native? Raffi:: I'm not. I'm actually from dc so lived in DC for about 10 years. That's where I started the firm, and I moved up to New York in 2021. Dave: And you went to college in Maryland? Raffi:: Yes, university of Maryland College Park. Dave: Okay. And then you graduated and you went the big four route with ENY? Raffi:: That's right. I worked at ENY for about three and a half years, and then moved to a smaller firm for about a year and a half, two years after that. And this was in 2016 when I launched the firm that I currently have right now. Dave: And you just started it from scratch? Raffi:: So initially the firm was called ROYCA LLC, and I just used my initials with CPA at the end just to get started. Okay. I started it from scratch. At the time I had the potential opportunity to acquire a restaurant bookkeeping business, and that is really what initiated me or catapulted me to taking that leap from moving from a W2 job to starting my own business. The acquisition actually never ended up panning out to be anything. It ended up being more of like a referral relationship. So it was good in that it incentivized me and motivated me to actually take the leap. But as we started from scratch, didn't end up buying any book of business or anything like that and just grew from there January 1st, 2016. Dave: And is that how the restaurant and bar capability started, was from that referral relationship with that bookkeeping firm then? Raffi:: Yes. Well, the referral relationship was a result of me taking over my brother-in-law's finances, and he had a restaurant and catering business. Dave: Oh, I Raffi:: See. And so his accountant was ending their relationship because he was moving on to be the CFO of a big fast growth restaurant group. And so I asked to meet with him. I said, can I meet with the former accountant? Maybe he has a book of business that he wants to sell or get rid of. That's not where the interest in restaurants started, but that definitely had an impact on moving towards that restaurant niche at some point. My first real client was a restaurant business. Dave: Okay. Raffi:: Yeah, Dave: That is great. You've got your CPA firm, it's growing. And then at a point you realized you had a concentration in the restaurant bar business. Now, conventional wisdom says when you have a concentration like that, whether it's client industry, you need to fix it by diversifying, but you decided to go in a different direction, right? Tell me the story. Raffi:: Yeah, so initially the purpose of the firm was to provide an alternative and frictionless experience to traditional public accounting. And this was 2016 when web-based apps were all very new, and even the cloud firms were very server-based. You log into this server and it wasn't very web-based, so even cloud modern firms were still very clunky, and the client experience was terrible. So the idea was, okay, replicate the public accounting model just in a more modern and frictionless way. And so we were still providing a lot of the traditional services you get in a small public accounting firm, 10 forties, monthly bookkeeping, annual bookkeeping, industry agnostic, and one of the first moves. So that was, people love that, right? It was new cutting edge, modern virtual CPA firm. And then I think by year two, we decided we had to narrow down what we were doing. Raffi:: Again, we were trying to be everything to everyone just in a more modern way. And so I think the first change we made was limit our service offering to monthly services only. So value-based billing, fixed fee. It was a mix of value-based billing and fixed fee at the time. So we basically told all of our annual clients, mostly 10 40 clients, sorry, if you want to work with us, you have to have a business, and we have to own the entire accounting process from monthly all the way through your business tax preparation. So that was the first change we made. We didn't specialize just yet. Dave: And what year was this? 2017. Raffi:: I think this was around 2017 or 20 17, 20 18 then. So that worked really well. That allowed us to scale and grow much faster. Now everybody's on a monthly fixed retainer. You're not doing all this work during tax season, those three months trying to do 12 months of books. So there's no bottlenecks during tax season. For the most part, 10 forties are still very much a bottleneck. And in 20 19, 20 20, we decided to narrow down even further and say, okay, we're going to service three industries. And I like to say this is the insecure way of niching down. And so we narrowed it down to, I believe it was restaurants and bars for sure. Nonprofits and professional Dave: Services. Raffi:: And so that helped again, even better. Now we can scale and grow even faster with more efficiency. And then 2022, we were at a point where the restaurant and bar industry vertical was growing much double, triple what our other verticals were growing. And I believe it was just a natural result of our passion was behind that vertical, the professional services and nonprofits, great clients, low volume, easy to work with, very professional. But yeah, just stagnated the growth that stagnated. I wasn't as much interested in those verticals as I was in restaurants. And so we decided to launch the for brand in 2022 and in 2023. So in 2023, the restaurant practice was about 60 to 70% of our revenue. And so we spun off the 30%, which was nonprofits and professional services, and merged it slash sold it to another firm. And since 2023, March of 2023, we've been solely fork CPAs, Eileen niched down into restaurants and bars under the fork CPAs brand. Dave: Okay. I love the story. And then I believe, did Brandon Poe help you sell that practice? Raffi:: Yes, exactly. I think this was probably the first spinoff maybe that they did spinning off a niche and selling it to another firm, and then continuing as a, so it was new to them. And we actually did a podcast about this with Brandon. And yeah, I think it was, like you said, it sounds counter intuitive to specialize versus diversify, but to provide some context, that 70% between March of 2023 and end of 2024, I think it grew like 250, 300% our revenue. So we were basically triple the size that we were when we did the spinoff. Dave: So I have to put some numbers on this. So let's pretend the firm did a thousand dollars a year of revenue. So $700 of it was restaurants and bars. You sold off the $300 practice and then using that multiple, the firm today now is doing 200 or $300. Raffi:: Well, not today, within a year and a half, within a year and a Dave: Half, Raffi:: Within a year and a half, it was at like 2000. So you were at 1000? We were like 2100. So that 700 became 2100. Dave: Wow. Raffi:: And I think a big part of it had to do with, I actually retained my staff that was part of the nonprofit and professional services vertical. So that was about four people. And so that also helped because you need staff to grow into. Dave: And Raffi:: It did hurt our valuation because a lot of the times when firms are acquiring, they want to acquire the staff, one of the biggest problems when, Dave: Yeah, they're just buying the clients basically. Raffi:: So we took a hit on the valuation, but if we hadn't retained our staff, they wouldn't have been as easy and efficient to scale and grow within that year and a half. Dave: So why is it, so it appears based on what you're saying, that there was a underserved market in New York restaurants and bars. That's the only conclusion I can really come to have that kind of a growth implies that the market was not being well served. Is that assumption accurate or was there something else in play? Raffi:: So we definitely have competitors, but I would say underserved in a sense that the level of service and quality is just not there. It's a highly commoditized service offering restaurant bookkeeping. And so our value proposition is not just restaurant bookkeeping, it's restaurant controllership. Raffi:: So for the same price as a bookkeeping service, maybe a little bit more of a premium, 20%, 15, 20%, you can get a more comprehensive service offering under a subscription model to a controller. And the controller owns your entire accounting process. And in addition to that, we also have a tax department that will take care of the tax compliance at year end and quarterly. So I don't think we have any actual competitors that do exactly what we do. However, we have at least 40 to 50 competitors nationally. So it is underserved in that sense, but it's not something super unique or cutting edge that we're doing. It's just a different approach, a different way of doing it. Dave: And your client's all in the New York area? Raffi:: No, it's all, it's nationally. Mostly East coast. Yeah, mostly dc, Maryland, Virginia, New York City, metropolitan areas, urban areas, but it's pretty much all over the country. We can serve clients nationally. Dave: Now, when you pick up a new client, what percentage of the time is it a brand new restaurant and what percentage of the time are you taking over from another provider? Is it mostly taking over from another provider? Raffi:: I would say it's about 70% taking over. It depends. For example, we might have a restaurant group that has 10 locations and now let's say 10 franchises, and they're forming a new group and they're starting from scratch with a new concept. So there's some of that. I see most of them are fast growth. So they have the goal of, Hey, we just opened our first location and we want to be at five locations in three years. That's where a solution like ours really provides maximum value because we can help you get from zero to five in as fast as you want because you're not sitting there concerned about hiring accountants and building an accounting department. And so we take care of the back office for you through that growth stage. Dave: And what percentage of your clients are franchisees? Raffi:: It's not a large percentage. It's mostly independent operators, probably five to 10%. We have competitors that focus solely on talk about hyper specialization. They do restaurant bookkeeping for McDonald's franchises, but it gets pretty specific. And that's not necessarily our target market. Our target market is more independent operators, smaller franchise groups, 15 to 20 units, but we're not like a volume commodity shop. Dave: So I can relate to your business in so many ways, and it's why when I heard you on Brandon's podcast, I just was dying to talk to you. So as I think I told you, so all we do is icy disc work, and we're the only firm I know of that does nothing but icy disc work. We manage more than anyone else. So all we do, we live, eat and breathe it. But within that space, our largest sector by far is the scrap metal business. And what's interesting, and I hear this all the time from our clients, is that I'm the only advisor they've ever had who understands the scrap metal business, that when they have a banker that they're interviewing new banks or a new CPA, it's always the same thing. They come out and they're like, wow, I thought this was going to be Sanford and Son's junkyard. This is a whole different business. And they get so frustrating. And I've frustrated, and some of 'em have asked me to find CPAs, find them a new CPA, and one of the first things they want is somebody with scrap metal experience because it's so frustrating for them having to, every year there's a new staff person and every year they have to explain all over again how the whole business works. I'm guessing it's similar in the restaurant business. Is that right? And kind of dive into how your expertise manifests itself when you're talking with an Raffi:: Potential Dave: Client? Raffi:: Yeah, absolutely. Having an accountant in the entire spectrum of accounting services, whether that's your tax preparer, your controller, your bookkeeper, your CFO, having that industry specialization is completely invaluable. And I think the, in any industry, restaurants aside, the consumer is starting to realize that and the level of insight you can provide as a specialist and the value you can add is way beyond what a generalist can do. And sometimes people will hire generalists because of a referral or a trust that they have with this person. And I think that's really the only time where there's any justification in hiring a generalist, to be honest with you. But even that, it's okay, well, sure, this might be your dad's accountant or your family friend accountant that everybody trusts, but is that really providing any value? If you can't trust your service provider, then what's the point? Raffi:: So yeah, the level of value you can provide, and just to give you some examples, if you have three locations as a restaurant and you want to add another location, you should be able to go to your accountant and say, here is what the landlord is asking for rent. Here's what I'm expecting to do in sales. Is this a good investment? And the accountant, if they're specialized, they should be able to tell you very quickly just by reviewing your projections, your performa and saying, yes, this is an investment that we're not investment advisors, but if your projections actually pan out to be what they say, then yes, we want your occupancy cost to be 8% of sales, and you're showing that in your projection. So yeah, if this spot that you've identified can actually generate that type of sales and your prime costs are going to be this much, your bottom line is potentially going to be this, then your ROI will be X. And therefore, yeah, it's a good investment. Now, a generalist might be able to do that by doing some research, Raffi:: But that example can be applied to so many different things. When we sit down and analyze p and ls as a controller, we need to be able to look at trends and identify, wait, why do we lose money this month? Very quickly, right on a call, oh, it's because your labor was 35% and it's usually 32%. And in restaurants, it's typically 32, 33 is the ideal number. Just being able to throw out numbers off the top of your head and being well-trained in a specific vertical, it just provides so much value. And we talk about in the accounting industry about how we have to become advisors. This is like AI is going to take over all the compliance overseas hiring and all the bookkeeping is going to be automated. And so now we have to become more advisors and just data entry people and compliance providers. And the only way you can really do that, in my opinion, if you want to be a true advisor, is to niche down and specialize. Otherwise, how much value can you really add as a generalist? Dave: Sure. Well, and I was just thinking, I would imagine having come up through the accounting side, I couldn't imagine a worst controller or bookkeeper job than being the bookkeeper or controller for a restaurant. I can just picture it. There's some a closet basically that's your office, and especially if it's in the facility itself and it's not noisy and there's just all this stuff going on, and if it's a bar, all the actions in the evening, and I just couldn't imagine a worst working environment or work environment than that. So it makes even more sense to just have that outsource. And I'm also guessing my clients, probably 20% of the owners of my clients actually have an accounting background just for whatever reason, that was how they ended up there. But I'm guessing that's perhaps even lower in the restaurant business. I just imagine the average restaurateur bar owner is not a former ENY tax person. Raffi:: Right. So it's funny you bring up the bookkeeping role in a restaurant closet that they put the bookkeeper in traditionally speaking with all the stacks of invoices. So just to provide some context, a restaurant that does three to $4 million in revenue will have anywhere from three to 400 invoices minimum per month. Dave: Are you serious? Raffi:: Yeah. They need to get inputted into the accounting system to get true accrual basis accounting. Dave: Wow. I thought you just bought everything from Cisco and payroll and called it a Raffi:: Day. Well, the franchisees, yeah, the franchisees are all different. They work with a Cisco or usb, and then they have less invoices, but still very high volume. So the role of the bookkeeper 10, 15 years ago was show up to the restaurant, get all these invoices and put them into QuickBooks. And if you're not a specialist, even if you're following the traditional model from 15 years ago, there's no way to make money doing this type of work, especially when restaurants are super low margin. They don't have big budgets for accounting. And so the only way to really make it work is to specialize to have a fixed system process, tech stack around restaurant bookkeeping that allows you to process this high volume and still leave some room to make money as an accountant. So I'll just throw that out there. And then your other question was related to what kind of persona do you get, what kind of demographics do you get on the restaurant industry side, and it's mostly blue collar, a lot of creatives. So I think once you get to the groups, the restaurant groups that have five to 10 people, a lot of 'em start hiring more office workers. More people can sit at a computer and do numbers, which helps a lot on the admin side. But if you're working with a single unit operator or two to three unit operator, you're dealing with somebody that's always on the run. They're always busy, they're in the kitchen, they're wearing multiple hats. Raffi:: Most of the time they're creatives, they're chefs that created a concept, and that's their strength. Their strength isn't numbers, so it makes it even harder to get information out of them and to keep them organized. And that's really what an accountant bookkeeper does. It just helps somebody stay organized and provides them and helps digest their financials. And a big part of it's just helping them stay organized. So you can first count the numbers, put them into the system, come up with a good workflow. But yeah, it makes it very challenging to work with those types of clients. Dave: Sure, I can understand that. Now, my understanding is the restaurant and bar business has one of the highest failure rates of any type of business. Is that true? And what is the failure rate? What percentage then fail in 1, 3, 5 years? I'm sure you have some numbers around that. Or Raffi:: Actually, believe it or not, there actually is no number and the number is What's your Dave: Guess? What's your guess? Raffi:: They say the myth has always been nine to 10 restaurants fail, something like that. And I've researched this multiple times, and it's really just a myth. There's no hard evidence about that. I don't think it's wrong or it could be very much accurate because it's very high. But any industry, the reason for the failure rate is because of the supply and demand. Everyone wants to open a restaurant, the barrier to entry are low. It's easy to raise money to open a restaurant. Everyone wants to invest in a restaurant. It's just a sexy business. And when you have such a high supply of any type of business, it could be restaurants, it could be filmmakers, it could be musicians, like how competitive the music and film industry is, you end up having an overage of service providers or suppliers or restaurants in this case. And therefore it makes it extremely difficult to generate a profit. Raffi:: And it is a difficult business to run for sure as well. But I think that's the biggest challenge is once you start making a little bit of money, 10, 15%, boom, another competitor comes in and opens a similar concept down the block or a competing concept, and now there's limited amount of residents or consumers in that neighborhood. So now they go into that restaurant, and especially in cities like DC right now, DC's very competitive. There's just so much money being pumped into restaurants and such a limited amount of guests and consumers. So it's the same, let's say 10,000 people that are going to the same restaurants, let's call 'em upscale, casual restaurants. And every week there's a new restaurant opening. And then you could have the best concept in the world, but it only lasts six months because as soon as you're not the hottest thing in town, another one rolls right in and takes your customer base. So it's very competitive, very low margin, and that's why it makes the financial analysis so much more important. Dave: Yeah, I would think so. Is it safe to assume that the failure rate of your clientele is likely lower than the industry average? If you had to guess? Raffi:: Probably. Yeah. Yeah, our failure rate is pretty low. And I think which might also be overlooked, that insight into your finance is a huge competitive advantage for operators, for restaurant operators. Dave: Yeah, I would imagine. Raffi:: Because even 2%, they're mostly high volume, high revenue businesses, they're top line businesses. So an average full service restaurant probably does three to $4 million in revenue. And so even a 2% savings on your food costs, that can be your entire profit margin right there. So the average restaurant does between three, it used to be like five to 10%, now it's three to 7%. But needless to say, it's pretty low, the profit margin. So if I can provide weekly reports that give managers insight into their labor and food costs, that in itself helps them reduce food and labor costs two to 4%. And it's key to do this weekly, not monthly, right? Because monthly it's already too late. You don't know what you did four weeks ago to be able to tweak and adjust the levers in your business. So yeah, I think it's a competitive advantage. Hey, if I can save you two to 5% just by monitoring the financials, forget all the time savings that I'm going to give you automatically you've added a lot of value and you've maybe even saved that restaurant from going out of business. Dave: So I'm curious, just what are the typical expense breakdowns like in a restaurant, how much, what are the food cost percentage range typically in labor and brand, whether, Raffi:: So it depends on the type of concept, whether it's a pizza shop, whether it's a quick service restaurant versus full service versus steak versus seafood. But generally 60 to 65% is your prime cost. So that's your cost of goods sold and your labor. Raffi:: And so anytime we see, for example, for quick service, it's about 60%. So anytime we see, hey, this quick service restaurant is doing 63%, it's a red flag, and we bring that up to the operator, you need to adjust. And sometimes they can't adjust something they can't control. The sales are low because scaling of labor, when you have sales fixed labor and the rest is pretty much, it's about eight to 10% occupancy costs, rent, real estate, taxes, insurance, and then the rest is overhead, operating expenses, supplies, GNA, office supplies, things like that. And then that leaves about five to 10% profit at the end if it's run well. Dave: Wow, it sounds like a Raffi:: Terrible business. It sounds like a difficult business to run profit. Very difficult. Yeah. I get a lot of people that come to me and say, Hey, I'm thinking about investing in a restaurant, or I want to open a restaurant. I'm like, run, don't do it. Dave: Yeah. There's a joke. I forget how it goes and what industry it is. How do you become a millionaire in the oil and gas business? You start as a billionaire. It's kind of the same in the restaurant. How do I end up with a million dollars restaurant? You start with $10 million. Raffi:: Exactly. Dave: So talk to me, do you have everybody on the same accounting system? For example, all of your Raffi:: Clients? We more or less, we have two tech stacks that we support. So QuickBooks plus Margin Edge, that's one Tech Stack. And then the other Tech stack is a accounting software called Restaurant 365. Dave: Okay. Designed just for the restaurant business. And they're both, and so I know QuickBooks pretty well is the other one. Raffi:: Yes, everything is web-based. The Margin Edge is just a plugin. It's an app for QuickBooks to essentially convert it to providing restaurant. It's the bridge between the restaurant and the books. Whereas Restaurant 365 already integrates all of that, the plugins into one platform, which is really nice. Dave: Have you seen that one is a better fit for most of your clients, or do you have a preference for one over the other? Raffi:: It depends on the concept for sure. Okay. For example, we have Dave's Hot Chicken. I'm not sure if you've heard of it. The franchise, one of the fastest growing franchises in America. They have a, I'm not sure if it's an agreement, like a franchise agreement or some type of agreement with the restaurant 365, but basically as a franchisee, you get Restaurant 365 templates as part of your, Dave: Not Raffi:: Templates, but it's almost pre-configured so that it makes it very easy to use Restaurant 365. So in those cases we're like, it's going to be much easier to implement this off the shelf solution versus having QuickBooks and Margin Edge and setting it up for the franchise and all that. So it really just depends on the concept. Dave: Okay. Raffi:: Yeah. Dave: What are some of the things clients tell you, or what's the feedback you get after six to 12 months? I have to imagine that your clients are really happy with your service. What are some of the things that you hear from folks? So this is your chance to really brag about your team and your business model. What are some of the things you hear? Raffi:: Typically, it's not so much. The feedback we hear is so-and-so is so great. You have an invaluable resource for our team and our growth. We have a lot of testimonials that we get from clients. They provide so much peace of mind. Now I can focus on what I do best without having to worry about are my bills getting paid? Am I profitable? What are the numbers that I need to look out for? But really we see the results most of the time because you see a restaurant operator that has one location or two locations, and they have maybe an internal person that is a partner in the business that is overseeing the financials. And we do a discovery call with them. We find out they're spending their whole week just getting receipts from employees and uploading invoices to the accounting software. And then we're like, you spend your most of your time on this. And we tell 'em our value proposition, and it's hard for them to believe. And then within seven or eight months, they're out there scouting new locations, improving their margins, really working on the business rather than spending their time doing admin work. And that's extremely rewarding to see. Raffi:: And not all of them do this. Some will not take advantage of what we provide. Some of them, just like the time savings when we see, okay, this person was stuck at two, three locations, and now they have the time to really focus on growth and building systems and processes and focusing on their vision, and we're just essentially handling their entire back office. They're reporting and providing all the analytical information they need to make these decisions about their growth. That's really nice to see both from their perspective and our perspective. It's a nice partnership to have. Dave: And I can imagine that weekly reporting is critical. I can just imagine there's a lot of restaurants that it's a part-time person. It's their accounting firm that does it. It's one of the partners. And basically they get their financials two or three weeks after the month ends. So they're looking at six and seven week old data. And I could imagine that if you have a problem and you're losing money and you don't realize it until after you've lost money for seven weeks, I can see where that could be a problem. Raffi:: Yeah, exactly. And you're looking at your p and l 15 days after the month ends and you're saying, wait, how do we get 27% labor? Who was doing the scheduling that week? Who was doing the inventory count? What did he change? What did they not change? And when you're doing it weekly, you know exactly what affected or impacted the numbers in your reports. Whereas if it's, and this can apply to other industries as well, not just restaurants, but in restaurants and bars, it's specifically very, especially very important. Dave: Yeah. What do you enjoy the most about your current role in this business that you've built? Raffi:: I really enjoy the growth aspect of it, the vision setting, the vision, setting the goals. We follow the EOS framework Raffi:: And I love that kind of stuff. Working on the business, setting the goals, as I said, and holding your team accountable to achieving those goals. And it's crazy how quickly you see results when you really commit to it. And I'm still trying to figure out whether I'm a visionary or integrator and I don't know. But I like both. I like ops and I also like sales and marketing and being the CEO, so I'm still trying to pinpoint that. But we have a director of operations and she runs the operations for the most part. But I love setting the vision for operations. Hey, it would be awesome if in a year we can reach a stage where every client is following the same AP process, for example, or something like that. And yeah, I really enjoy that kind of stuff. Dave: So let's say we're talking three years from now, and in fact, I may just make a note to have you back in three years. I've never asked a guest this question, and it's probably because I just was in Strategic Coach session last week. If we were sitting down three years from now and looking back over those three years, what would you have liked to have happened both personally and professionally to have been pleased with your progress? Or even just professionally, what would you like to accomplish over the next few years? How do you see the business going? Raffi:: We have ambitions to grow very quickly, and our mission, I know sounds generic, is to achieve proud employees and happy clients. Raffi:: And so I'm obsessed with great businesses, which pretty much provide that proud employees that love where they work, they want to do a good job, and the customers and clients are all promoters of the business. That's the ideal goal. So we want to grow while maintaining that. We don't want to become one of these, again, commodity shops where we're just bringing on clients for the sake of bringing on clients and adding numbers to the top line revenue. I think of acquisition as a big part of that. I probably see that in the cards in the next two to three years in terms of us acquiring another firm. And it really narrows down your goal when you're trying to focus on restaurants and bars. So just trying to replicate what we do, providing that controllership level service, maybe acquiring the bookkeeping, restaurant bookkeeping service, and deploying our model so that people paying the same price for bookkeeping can essentially get a much higher level of service. And then thus complimenting our mission, our purpose, which is proud employees, happy, happy clients. Dave: I love that. Proud employees, happy clients. That was always Herb Kelleher's philosophy. The founder of Southwest Airlines is he viewed employees as his customers that if he made his employees happy, then they would do a good job with their end customers. Raffi:: Yeah. Yeah. The Southwest stories pretty amazing. But I think we debated our leadership team debated about the happy employees versus proud employees for a bit. Raffi:: And I think we very specifically and adamantly decided that we want proud employees because it's not, as soon as you pay happy, nobody's ever a hundred percent happy. We want the clients to be happy and satisfied, but we want our employees to, there's going to be tough times and they're not always going to be happy, and times are going to be tough, but as long as you're doing what you're proud of and it feels rewarding, at the end of the day, it's a job. So we're not expecting everyone to show up to work and be super happy about what they do, but at least we want them to be proud. And I think that comes with passion. If you don't have passion for what you do, you're most likely not going to be proud, and you're probably not the best fit for our company. So it attracts a certain type of employee, but it also pushes out a certain feeling amongst your team. Dave: I like it. Well, as we're wrapping things up, I can't believe how the time has flown by. If we could go back to 2011 when you were graduating from the University of Maryland, if you could go back in time and give yourself advice, your 22, 20 3-year-old self advice back then, what advice might you have given yourself based on the experience you've had over the last 14 years? Raffi:: I like to say I would have niched down earlier, but it's hard to say that's what I would've done if I had done it differently. I'm just not sure because you learn so much by not niching down early on, and Raffi:: You have to generate revenue when you first start out your firm. So in theory, that's what I would've probably have done niche down earlier. Maybe I would niche down three years earlier, four years earlier, not maybe from the beginning. But in terms of other advice, yeah, I would've probably taken accounting more seriously earlier on because I had so many little businesses at that time when I was in college, I was just still trying to figure things out, and I knew accounting was potentially one of them, but I had a, well before that in college, I had an eBay business where I was selling, going to stores, finding things for cheap and selling them online. And then I had a welding business, and then I had a DJ business. And so I was still trying to figure out, I was very on the fence about do I pursue accounting versus something else, and I would've probably told myself to take it, focus on the accounting much earlier. Dave: That is so interesting. I asked that question to a lot of guests, and they almost all have the same answer. But when I asked you the question as I was asking it, I was thinking, oh, that's a dumb question. Most of my guests, they waited 20 years before they started their own business, and their price themselves would've been, be afraid, take the leap early, but you really couldn't have taken it much earlier. You were an employee for five years. You needed to learn the industry, and obviously you had those entrepreneurial tendencies early on, but that is interesting. You wish you had taken the accounting more seriously since that you didn't know then that this is what your future was going to be. Raffi:: Right. I knew it was going to be in entrepreneurship, growing a business, starting a business, but in hindsight, again, if I hadn't done all the DJing and the parties and the events, I wouldn't have been exposed to how marketing really works and how PR really works. So I don't know. It's hard to say. Dave: Yeah, that makes sense. Well, is there anything I didn't ask you that you wish I had asked you? Raffi:: Yeah, I think when we've talked in the past, we talked about the pricing model when it comes to niche services, I think that's also very relevant. You want to share, Dave: Do you want to share how that works or is that something that Raffi:: Yeah, I think Dave: Standard pricing on or whatever your, I didn't want to get too much into pricing. I didn't want you to feel obligated to share anything you didn't want to share. Raffi:: Yeah. I think another aspect of niching down that is valuable and necessary as it comes to our industry and accounting is the pricing model. So there's various forms of pricing and professional services. You have hourly billing, the traditional hourly billing, you have the value-based pricing, you have fixed fee, and then you have subscription. And the trend, I believe, is moving towards subscription. It was value-based. Hourly is the old model that hopefully most people aren't following anymore. But the subscription model for the industry I think is going to be the best because we have problems in the industry right now. They talk about the shortage of labor and all that and the need to adapt advisory services. But I think it's not just, you can't look at labor in a vacuum. You have to look at why do we have a shortage of labor problem? It's because we have a value proposition problem and we have a pricing problem, Raffi:: In my opinion at least. And I think subscription pricing is going to change that. And subscription pricing is beneficial to our industry because it prices the relationship and not just the scope of work and value-based pricing the customer. How do they see the value that we're providing? And you price based off of that. But I think once you move into subscription, it completely revolutionizes and changes the value of public accounting and the accounting service in general. And if we want to solve the labor shortage problem, we need to make the industry more profitable and pay people better so that they're incentivized to pursue an accounting degree and get a CPA. And subscription pricing, I believe, really does that in order to provide subscription pricing you to don't need to. But it really helps by niching down, because the whole concept of subscription pricing is you pay this fixed price and we do everything for you. No hourly billing. There's no scope of work. We do everything for you that is in our wheelhouse that we can do under our roof. And when you provide that type of peace of mind and frictionless experience for clients, all of a sudden, I think the potential for profit and paying your better skyrockets. Dave: So yeah, Ron Baker would be so proud of your transition. Raffi:: Yeah, I think it's a little too early. I think he wrote his Times Up book like three, four, or maybe, yeah, three, four years ago, something like that. Something like that. So it might be a little too soon to tell whether it's going to work in practice. It's worked for us, but it's very difficult to implement subscription pricing if you don't niche down Dave: Well, and I think the monthly work also helps, like a CPA firm who all they're doing is just the annual tax return. How do you justify a subscription billing? Right? Certainly a month in subscription billing, there's more of a disconnect, but with what you're doing, the tax return is, I don't want to say an afterthought, it's just a inevitable outcome of what you've done throughout the year. Raffi:: I think the most similar example that's been tried and tested is the medical concierge. So one time medical, one medical, the subscription based medical office that Amazon acquired, I dunno, what was it three, four years ago? So I think it's very similar because you have an annual checkup, so think of that as your tax return. So you pay Amazon, it's a very low price. I don't know what it is, but I dunno, maybe a few hundred dollars a year for your subscription to one-time medical or one medical. And a lot of the medical concierge services work like this, they range anywhere from $50 a month to $300 a month depending on the Raffi:: Level of service that you're getting. And that gives you unlimited access to a primary care physician. So if I want to go see them every week, it's included in my a hundred dollars a month subscription, and I can get that once a year tax return done or that once a year physical done, but that doesn't really change anything. It doesn't change my subscription. That could be the only thing that I do with them, but just I'm paying for that peace of mind. I know if something happens or if I'm planning for something, I can just call that primary care physician or that accountant and run it by them for no extra charge. And so I think it works well. Maybe it's a little too soon to tell for the accounting industry, but I think it's generally worked with the primary care medical world. Dave: No, I think the accounting profession is perfect for it. So are most of your clients now on a subscription basis? Raffi:: Yeah, it's pretty much all subscription. We have what are called add-ons, Dave: So Raffi:: Our general subscription is controllership services. But anything that they need, for example, IRS audit, gap audit, notice defense, maybe they're pursuing a valuation or a deal, and that's something that we can handle. It's in our wheelhouse. That's all included in the subscription. But when you don't niche down, it's hard to Dave: Exactly. Raffi:: It's hard to limit what you offer. So that's why I think when you say we're very clear that we don't do budgets, so that's not in our wheelhouse. We don't really have anybody on the team that can do budgeting for restaurants. We can get on a call and talk through it with you based off of what we know, but we won't prepare a projection and budget. We're not a CFO service. We're a controllership service. So it's hard to be clear about where you draw the line with your, what's in your wheelhouse, because technically, yeah, I could learn how to budget. I'm an account. It's not that difficult. But again, you can't promise everything. Then you want to try to promise as much as possible so that your subscription has value, but there also has to be safeguards in place. Dave: Well, that is a great way to wrap things up. I'm glad that you'd mentioned the pricing. I really appreciate that. Well, I really appreciate your time. Like I said, when I reached out to you, I love your specialization approach. I just think that's the problem with specialization is you have to say no to everything else. And that's so emotionally difficult for people, especially if you have a scarcity mindset then, Raffi:: Right? Accountants basically. Dave: Yes. Yes. So I think that's great. It's no surprise to me, and I really would, if you're up for it, I'd love to check in with you in three years and see how things have gone. Raffi:: Yeah, I'm definitely up for it. And I also love, you're hyper specialized. That's the IC-disc. I think you mentioned to me how many there are in the country, and it's very limited. Yeah, a few thousand. So that's even more specialized, but it's great. The more specialized, in my opinion, the better. Right? Dave: I tell you this quick story. I've learned niche specialists, that niche and specializing firsthand. When I was internet dating in 2000, the infancy of internet dating, and I think I was 35 years old. And what I noticed that most guys did, they had an approach of casting a wide net. And it was, I'm looking for a woman between the ages of 18 and 88, any religion, any hobbies, anybody type. And I think their attitude is, I'm going to cast a wide net. I'm going to get all these fish in the net, and then I can just cherry pick the ones I want. So I'm like, I'm going to try something different. And so let's say I was 34. My criteria was they had to be a year older to two years younger. They had to be tall, athletic Christian, dog loving women with a commitment to excellence. And my friends are like, you're not going to get any response. Dave: And I'm like, yeah, you're probably right. And they were right. They were almost right. I got almost no response. But what happened when I did get a response from a woman, it's the same reaction you get. There was resonance because the woman would say, oh my God, you sound like my soulmate. I'm 33, I'm five nine. I used to play college volleyball. I have a golden retriever. And so what would happen is, I think when they were talking to the guys with the white net philosophy, they'd have dinner and the guy would say, wow, you're amazing. You're exactly what I'm looking for. And they're like, no, you're not. Your profile is 18 to 88. It wasn't really, but that's really where I learned it. And I think it's the resonance that you get with specialization, and it worked dating and it worked in my business. Sure. You hear the same kind of resonance thing from your new clients, and you're like, wow, I didn't know such a service existed. Raffi:: Exactly. Yes. Yeah. It's like a perfect match for both sides, right? Dave: But it takes a certain amount of courage and a certain amount of abundance mindset to be able to pull the trigger. The other thing is it's hard to refer people who don't specialize. If you meet an attorney and you're like, what do you specialize in? You go, well, mostly wills. We do the occasional divorce, occasional criminal defense. If you get a speaker sick, you give me a call and you're like, I can't help you. But if they specialize in speeding tickets in one county in Texas, and that's all they do, I talk to somebody, a party, and they say, oh, I got a speeding ticket. I'm like, oh, it's Raffi:: The first person that comes to mind. Yeah, exactly. Dave: Yeah, Raffi:: It makes a big difference. Dave: Yeah, it's great. Well, hey, Raffa, I really appreciate your time. This has been a lot of fun and keep up your work and let's come back in three years. Raffi:: Thank you, David. I appreciate you having me. Dave: There we have it. Another great episode. Thanks for listening in. If you want to continue the conversation, go to ic disc show.com. That's IC dash D-I-S-C-S-H-O w.com. And we have additional information on the podcast archived episodes, as well as a button to be a guest. So if you'd like to be a guest, go select that and fill out the information, and we'd love to have you on the show. So it we'll be back next time with another episode of the IC Disc Show. Special Guest: Raffi Yousefian.

In episode 97 of the Summits Podcast, co-hosts Vince Todd, Jr. and Daniel Abdallah are joined by Courtney Roberts, President/CEO of Riley Children's Foundation. Tune in as Courtney shares about caregiving through her father's pancreatic cancer journey and the future of pediatric care at Riley Children's Health. “We want to ensure at Riley Children's Foundation that we are able, through philanthropic support, to ensure that every kid in the state of Indiana and beyond has access to the world-class care at Riley.”

Misha Kaufman shares his journey from orphanage to owning multifamily real estate, revealing how mindset, systems, and AI fuel long-term success.In this episode of RealDealChat, Jack Hoss interviews Misha Kaufman, co-founder of Kraft Capital Investments, who shares his incredible journey from a Russian orphanage to managing hundreds of multifamily units in Texas.Misha opens up about his early life, property management roots, and how mentorship and systems helped him transition into full-scale multifamily investing. He also shares how his first $250K flip taught him resilience — and how tools like EOS (Entrepreneurial Operating System) and AI automation now power his growing portfolio.You'll learn:How Misha transitioned from property management to ownershipLessons from flipping mistakes and managing market volatilityThe difference between single-family and multifamily investingHow to identify undervalued multifamily opportunitiesWhat makes team structure essential in syndication dealsWhy the wrong partners can destroy great opportunitiesHow to use EOS and quarterly “rocks” to scale predictablyReal-world use cases for AI in operations and marketingThe mindset shift from working in to working on your business

Episode Description   What does leadership really mean when you're running both a household and a business? The truth is, I'm not just the CEO and founder of a growing brand I'm also the CEO of my household. I'm leading my team at work and my daughters at home, and while the stakes look different at the office versus the dinner table, the responsibility is equally high on both sides.   In this episode, I dive deep into the traits, values, and daily behaviors that help me lead effectively in both spaces without sacrificing who I am as a person. I share the weight of dual leadership, the tension of being the same father and husband after a tough day at work, and why winning in business means nothing if you lose at home.   From consistency and vision-casting to decisiveness and humility, the same character traits that make someone a great CEO also make them a great parent and spouse. I'll break down how we apply business frameworks like EOS to our family life, why your family needs vision just as much as your team does, and how saying "no" to protect your mission is one of the most powerful leadership tools you can master. Episode Timeline & Highlights   [0:00] – Introduction: Leading both business and household [0:35] – The weight of dual leadership and serving in both spaces [1:12] – Why winning at business but losing at home means you ultimately lose [1:53] – Trait #1: Consistency 13 years without missing an investment [2:54] – Trait #2: Vision casting quarterly vision for team and family [3:26] – Our family's "Foundations First" theme after overcoming major challenges [4:50] – Leading by example: Why your actions speak louder than words [5:23] – Trait #3: Decisiveness making hard calls with limited information [6:08] – Trait #4: Humility—the power of admitting when you're wrong [7:01] – Protecting the mission by saying no to distractions [7:57] – Leadership ROI: What real dividends look like [8:16] – Why work-life balance is silly go 110% on what matters most Key Takeaways   Leadership Is About Stewardship: Whether you're leading 50 people or a family of five, it's about carrying weight well when nobody claps. Same Traits, Different Settings: Consistency, vision, decisiveness, and humility work equally well in boardrooms and living rooms. Protection Through Boundaries: The more you invite into your life, the more complex it gets. Simple scales, fancy fails. Quotables   "If I win in business but lose at home, I lose ultimately." "Your family doesn't need grand gestures or huge home runs. They need consistency." "Work-life balance is silly you're focusing on being mediocre at everything versus putting 110% into the things that matter." Links & Resources Learn more about Budgetdog Academy: https://budgetdog.com My book, The Roadmap to Financial Freedom: https://budgetdogacademy.com/order-now Follow me on Instagram: https://instagram.com/budgetdog If this episode resonated with you, share it with someone who's juggling leadership roles at work and home. Leadership isn't about the spotlight, it's about stewardship, and that applies whether you're in a boardroom or at the dinner table.

In this special flashback episode, host Brendon Dennewill looks back at the most powerful insights from Season 3 of RevOps Champions. Throughout the year, Brendon sat down with industry leaders, founders, strategists, technologists, and operators who are navigating massive changes in the business landscape.As businesses navigate unprecedented transformation driven by AI's explosion and evolving growth frameworks, this episode distills critical wisdom across three major themes that emerged this season:The AI revolution: We learn what's working, steps every organization should take, and how individuals can rapidly upskill.Operations and frameworks: Leaders share why EOS, RevOps, and systems alignment matter more than ever.Leadership mindsets: Guests share how focus, data-driven decision-making, and exponential thinking power them and their organizations.This episode stitches together the most actionable moments from our top guests, giving leaders a roadmap to thrive in 2026 and beyond.Resources MentionedCRIT AI Prompt Framework EOS (Entrepreneurial Operating System) OKRs (Objectives & Key Results) RevOps Systems & CRM Alignment Rockefeller Habits Scaling UpScrum Featured GuestsScott Litman, SVP, Capacity.aiMike Kaput, Chief Content Officer, Marketing AI InstituteAlex Bratton, CEO & Chief Geek, LexTec Global ServicesGeoff Woods, Founder, AI Leadership | Author, The AI Driven LeaderMike Paton, EOS Implementer, Author, and  Host of EOS Leader PodcastDick Polipnick, VP of Marketing, GoRoutLauren Ryan, Senior Corporate Solutions Engineer, HubSpotVince Chiofolo, SVP of Revenue Strategy, Dash SolutionsAIs your business ready to scale? Take the Growth Readiness Score to find out. In 5 minutes, you'll see: Benchmark data showing how you stack up to other organizations A clear view of your operational maturity Whether your business is ready to scale (and what to do next if it's not) Let's Connect Subscribe to the RevOps Champions Newsletter LinkedIn YouTube Explore the show at revopschampions.com. Ready to unite your teams with RevOps strategies that eliminate costly silos and drive growth? Let's talk!

Pranav Dalal is the visionary Founder and CEO of Office Beacon, a global outsourcing powerhouse with over 5,500 employees. Launching the business in 2000 after the dot-com crash, Pranav has expanded operations from India to the Philippines, Mexico, and South Africa, providing over 150 different services to clients worldwide. As a single father, he is actively building a multi-generational family business, with his children joining the ranks to learn the industry from the ground up. Pranav is also a forward-thinker who leverages unique partnerships with the NFL and SoFi Stadium to drive business growth.SHOW SUMMARYIn this episode, host Jonathan Goldhill sits down with Pranav Dalal to discuss his 25-year journey of building a truly global enterprise. Pranav shares the origin story of shifting from the tech sector to B2B services and how he strategically scaled Office Beacon across multiple continents. We explore how he balances running a massive remote organization using systems like EOS and the "generational compact" he has established with his children. Pranav also offers fascinating insights into his unique sports marketing partnerships, his aggressive adoption of AI to disrupt his own business model, and the ancestral values that guide his leadership.KEY TAKEAWAYSThe Generational Compact: Pranav built Office Beacon with the specific intent of creating a multi-generational legacy. His children joined the business not through nepotism, but by starting at entry-level positions to learn humility and hard work.Scaling with EOS: Managing 5,500 employees remotely requires discipline. Pranav utilizes the Entrepreneurial Operating System (EOS) five levels deep to ensure core values and goals are cascaded effectively across global teams.Innovative Partnerships: Moving beyond traditional marketing, Office Beacon holds exclusive partnerships with SoFi Stadium and the NFL Alumni Association, using stadium suites for daily business networking rather than just game-day entertainment.Disrupt or Be Disrupted: Pranav views himself as the "Chief Disruption Officer." He is heavily investing in AI education and implementation for 2026, believing that if he doesn't disrupt his own business model, a competitor will.Trust But Verify: A core leadership lesson Pranav instills in his children and team is the concept of "trust but verify"—maintaining faith in people while ensuring details and execution are validated to prevent costly mistakes.Ancestral DNA: Pranav reconnected with his heritage, discovering that his surname "Dalal" means "broker" in Persian/Hindi, which reinforced his belief that business and entrepreneurship are embedded in his family's DNA.QUOTES"My whole goal was to create a multi-generational family business.""If we're not disrupting ourselves, someone's going to disrupt you.""I realized that it was a very doable thing... that there are these family legacies out there in business that go back hundreds of years.""They fail, feel a sense of ownership even though I'm the owner... their mindset of being accountable is incredible.""I'm in the people business, and I should be the first one to say, 'Wow, I'm scared of AI,' but I'm embracing it a thousand percent."Connect and learn more about Pranav Dalal and Office Beacon: Pranav Dalal's LinkedIn: https://www.linkedin.com/in/pranavdalal/Office Beacon Website: https://www.officebeacon.com/  Email for inquiries: sales@officebeacon.comIf you enjoyed today's episode, please subscribe, review, and share with a friend who would benefit from the message. If you're interested in picking up a copy of Jonathan Goldhill's book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

How do you transform a good company into a great one? We talk to Chris Hallberg, the Business Sergeant, who blends military discipline with modern strategy. As an Army National Guard veteran, serial entrepreneur, and scaling coach, Chris shares his no-nonsense approach to rapid growth. Listen in to learn the critical need for an Entrepreneurial Operating System (EOS), how to get the "right people in the right seats," the mindset shift required for leadership, and how he utilizes AI tools.  Episode Resources: The Business Sergeant GoExpand   About Our Guest Chris Hallberg, known as the Business Sergeant, is a top-ranked leadership expert, military veteran, and serial entrepreneur who transforms good companies into great ones fast. Ranked #9 on Inc. Magazine's list of Top 50 Leadership & Management Experts, Chris blends battlefield-tested discipline with business strategy to help leaders scale with confidence. He has coached over 100 organizations to achieve breakthrough results, from billion-dollar contractors to national franchises, and is the co-creator of an AI-driven EOS platform guiding teams to 30%+ profitability. With his no-nonsense style, Chris simplifies complex challenges, strengthens culture, and empowers leaders to win. About Our Sponsors Navy Federal Credit Union   Navy Federal Credit Union offers exclusive benefits to all of their members. All Veterans, Active Duty and their families can become members. Have you been saving up for the season of cheer and joy that is just around the corner? With Navy Federal Credit Union's cashRewards and cashRewards Plus cards, you could earn a $250 cash bonus when you spend $2,500 in the first 90 days. Offer ends 1/1/26. You could earn up to 2% unlimited cash back with the cashRewards and cashRewards Plus cards. With Navy Federal, members have access to financial advice and money management and 24/7 access to award-winning service. Whether you're a Veteran of the Army, Marine Corps, Navy, Air Force, Space Force or Coast Guard, you and your family can become members. Join now at Navy Federal Credit Union. At Navy Federal, our members are the mission.      Join the conversation on Facebook! Check out Veteran on the Move on Facebook to connect with our guests and other listeners. A place where you can network with other like-minded veterans who are transitioning to entrepreneurship and get updates on people, programs and resources to help you in YOUR transition to entrepreneurship.   Want to be our next guest? Send us an email at interview@veteranonthemove.com.  Did you love this episode? Leave us a 5-star rating and review!  Download Joe Crane's Top 7 Paths to Freedom or get it on your mobile device. Text VETERAN to 38470. Veteran On the Move podcast has published 500 episodes. Our listeners have the opportunity to hear in-depth interviews conducted by host Joe Crane. The podcast features people, programs, and resources to assist veterans in their transition to entrepreneurship.  As a result, Veteran On the Move has over 7,000,000 verified downloads through Stitcher Radio, SoundCloud, iTunes and RSS Feed Syndication making it one of the most popular Military Entrepreneur Shows on the Internet Today.

On this episode of How We Got There, I am joined again by Jason Hoult, the Founder and former CEO of Anvil App Works who was acquired by Tractor Zoom in 12/2023, for part 2! If you missed it, give our first episode together from July 2023 a listen. It was an excellent episode where we talked about a wide range of topics, but my highlight was his approach to company building & nailing a niche. You don't have to start a business that is a massive multi-trillion TAM. Jason got great advice to stick with what he knows well, Salesforce & John Deere dealerships. You can later expand from there, like they did to expand other types of dealerships.On this episode, we look back into how he met their acquirer, initially at an event that both companies were sponsoring. Talk about an ROI from sponsoring a trade show!Jason shares openly about the courting process but also talks about how the partner relationship started with a formal partnership & co-marketing agreement. This enabled both teams to lean in and prove the mutual customer value before taking the next steps. We talked about how he knew it made sense to sell from a timing pov and lessons learned to help you avoid a couple mistakes (like some paperwork with customer agreements). Jason is a true believer of EOS to help align a company on strategy & values.He is such an asset to the ecosystem with his transparency & authenticity. I hope you enjoy this session even half as much as I did. This episode is brought to you by Tequity Advisors . Tequity Advisors is a global sell-side M&A advisory firm with core expertise in SaaS and ISVs, Salesforce, ServiceNow, SAP, Microsoft, all things Data and AI, and the hyper scaler MSP cloud ecosystems with a focus on the Salesforce ecosystem and beyond! 

In this week's episode of Better Business, Better Life, host Debra Chantry-Taylor is joined by Beth Fahey, a former filmmaker turned bakery owner who grew her business from two to 32 employees before discovering the power of the Entrepreneurial Operating System (EOS). Beth shares how tools like the Accountability Chart and Level 10 Meetings transformed her team's communication, culture, and focus, and how she now helps other business leaders achieve the same results as a professional EOS Implementer. Together, she and Debra explore what it really takes to create strong leadership, foster accountability, and maintain alignment as a company scales. They also chat about Beth's upcoming book on EOS rollout, her inspiring podcast Bad Boss Confessional, and the importance of self-care and vulnerability in leadership.Whether you're a seasoned leader or just starting your EOS journey, this episode is packed with relatable insights and practical tools to help you lead with clarity, courage, and compassion. 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 DETAILS: ► Beth Fahey – LinkedIn: https://www.linkedin.com/in/bethfahey/ ► Beth Fahey – Website: https://www.bethfahey.com/ ► Beth Fahey – EOS Worldwide: https://implementer.eosworldwide.com/beth-fahey/ ► Bad Boss Confessional Podcast: https://open.spotify.com/show/07WsPdrtQt3h69PPdL2GXB?si=9980d86bf5c94556 Episode 246 Chapters:    00:00 – Introduction 01:08 – Leadership and Accountability in Business   30:05 – Beth's Career Journey and EOS Implementation   30:16 – The Impact of the Traction Book and EOS Implementation   30:36 – Level 10 Meetings and Team Engagement   32:08 – Rolling Out EOS and Overcoming Resistance   32:21 – The Role of Leadership Teams and Operational Teams   37:40 – Financial Transparency and Team Engagement   43:36 – The Importance of Self-Care for Leaders   44:44 – Beth's Podcast: Bad Boss Confessional   49:39 – Final Thoughts and Contact Information  

Is your recruiting desk—or your entire firm—running on chaos instead of systems? You're not alone. Most recruiters feel the turbulence daily… but the top-performing firms operate differently. They run on an Operating System that eliminates chaos, drives consistent billings, and creates scalable growth. In this episode, Ben sits down with Kelsey Boyd, a transformational operator who helped overhaul a multi-brand recruiting organization—rebuilding systems, rewriting processes, revamping tech, and implementing EOS to create genuine business momentum. This conversation is a masterclass in turning recruiting chaos into predictable success.  

"Getting A Grip" is among the newer shows for Michigan Business Network, hosted by long-time MBN contributor Michael Maddox. In this weekly program, updated monthly, Mike focused on helping entrepreneurs end the chaos. Through the Entrepreneurial Operating System (EOS) he highlights ways that business owners can clarify their vision, gain traction, and increase team health. Entrepreneur and Professional EOS Implementor, Mike Maddox, highlights the foundational tools of EOS, shares real world examples, interviews fascinating guests, and will challenge your way of thinking. If you are ready to end the frustration and share a few laughs along the way, listen to Getting A Grip each week. For Episode 15: Guest Bio Rachel Swedburg, Executive Director & Visionary/Integrator, CASA for Kids Barry, Eaton, and Ingham Counties in Michigan. https://www.linkedin.com/in/rachel-swedburg-2aa6a221a/ https://www.linkedin.com/company/casa-for-kids-inc-barry-eaton-ingham/posts/?feedView=all https://www.casaforkidsinc.org/our-staff--board.html https://www.casaforkidsinc.org/about.html In this episode of Getting A Grip, Rachel Swedburg shares the inspired arc of her career—from youth services leadership to spinning into the Executive Director role at CASA for Kids covering Barry, Eaton, and Ingham Counties. She delves into using the Entrepreneurial Operating System (EOS) framework to build organizational clarity, align her team around a shared “Why,” and scale advocacy efforts for foster-care youth in central Michigan. Swedburg also shines a spotlight on how CASA for Kids mobilizes volunteer advocates, partners with local businesses and agencies, and leverages data-driven strategies to give voice to children in the foster system. She underscores that while the mission is deeply personal, the results are measurable: increased permanency rates, stronger community engagement, and sustainable funding models that empower every local partner to play a role. About CASA CASA stands for Court Appointed Special Advocate. Our mission is to provide volunteer advocacy within the court system and the community on behalf of children in the foster care system who have experienced abuse and neglect. We are committed to serving every child we can, regardless of race, background, or identity, because we believe every child deserves a safe, supportive, and permanent home where they can thrive. Our volunteers undergo extensive training on trauma, child development, child welfare, advocacy, DEI, and the court system. Volunteers are matched with a supervisory staff who provides ongoing mentorship and support. They are then sworn in as court officers and intentionally matched with a child or sibling group, whom they meet weekly for the entire court case. Volunteers receive a court order that gives them access to all information pertaining to the child. This is unique to this position, as no other role entrusts volunteers or paid individuals outside of the child welfare system. » Visit MBN website: www.michiganbusinessnetwork.com/ » Subscribe to MBN's YouTube: www.youtube.com/@MichiganbusinessnetworkMBN » Like MBN: www.facebook.com/mibiznetwork » Follow MBN: twitter.com/MIBizNetwork/ » MBN Instagram: www.instagram.com/mibiznetwork/

No Agenda Episode 1817 - "Stunt Grenade" "Stunt Grenade" Executive Producers: Commodore G Sir Lawrence of Dystopia Dame Audra of Legoland and Doctor Don Sir Chris and Dame Kristen Ross Johnson Dame Shelly Sir Rounded By My Privilege Leora Coronel Associate Executive Producers: Eli The Coffee Guy Scott Johnson Christine Bonus Linda Lu, Duchess of jobs & writer of winning résumés Duke Slambob rolling knight of Guadeloupe Brian & Susy Anonymous Become a member of the 1818 Club, support the show here Boost us with with Podcasting 2.0 Certified apps: Podverse - Podfriend - Breez - Sphinx - Podstation - Curiocaster - Fountain Title Changes Sir Lawrence of Dystopia > Baron Art By: Blue Acorn End of Show Mixes: BDubz EOS JCD Techno! 3.mp3 deezlaughs EOS 11.16.25.mp3 Will Treese EOS Mean to John - The AI Slop Orchestra.mp3 Engineering, Stream Management & Wizardry Back Office Jae Dvorak Chapters: Dreb Scott Clip Custodian: Neal Jones Clip Collectors: Steve Jones & Dave Ackerman NEW: and soon on Netflix: Animated No Agenda Sign Up for the newsletter No Agenda Peerage ShowNotes Archive of links and Assets (clips etc) 1819.noagendanotes.com Directory Archive of Shownotes (includes all audio and video assets used) archive.noagendanotes.com RSS Podcast Feed Full Summaries in PDF No Agenda Lite in opus format Last Modified 11/16/2025 16:50:08This page created with the FreedomController Last Modified 11/16/2025 16:50:08 by Freedom Controller

Summoned by the Lorenzae Sisters, our courtiers learn of a curse and Rafa's time sensitive task. *This campaign takes place in a brand new setting. It requires no prior knowledge of Bards of New York's worlds, previous campaigns or episodes.*Find your way to the scrying pool known as Bards of New York.Catch us live on Wednesdays 6:00pm EST at- https://www.twitch.tv/bardsofnewyork​​​- Instagram: https://www.instagram.com/bardsofnewyork- Discord: https://discord.gg/4zVZ6BdbSA- Tiktok: https://tinyurl.com/mrcbx5yj- Podcast: https://linktr.ee/bardsofnewyork​​- Patreon: https://www.patreon.com/bardsofnewyorkCast:- *Hannah Minshew* as Dungeon Master- *Rachel* as Dulcamara, The Flower of Death | Cyrus Lorenzae | Mio Sarovei- *Kyle Knight* as Lücan Serenel | Merritt Lorenzae | Federico Castillo- *Miles Minshew* as Rafa Lorenzae | Montgomery Urso | Elro Cold Heart- *Dan Krackhardt* as Mendax Vale | Duke Félix Castillo | Alum- *Jon Champion* as Jin Takaar Kaziroth- *Will Champion* as Eos, The Porcelain Man- *Dreamykindofday* as Lady AislinIf you liked our show, leave us a comment/like. Review us on Apple Podcasts and Spotify and spread the word! Thank you!Tell a friendSpread some joyWe love you

What does a small association need to go independent? And what does it take to transform an association into an entrepreneurial, nimble, and innovative organization?In this episode of Associations Thrive, host Joanna Pineda interviews Addy Kujawa, CEO of the American Alliance of Orthopaedic Executives (AAOE). Addy discusses:How AAOE supports orthopedic and musculoskeletal practice executives, primarily C-suite leaders focused on the business side of practices.The organization's evolution from being managed by AAOS to becoming fully independent, and thereby saving costs, increasing agility, and creating a tight-knit, high-performing staff team.The challenges and logistics of relocating the association from Illinois to Indiana, hiring new staff, and setting up operations from scratch.Why independence was the right decision: complete control, direct board governance, nimbleness, and a culture of ownership.How Addy introduced EOS (Entrepreneurial Operating System) to improve accountability, strategic focus, and communication. They began with a 90-day pilot that transformed into a permanent operating model.The success of EOS in fostering innovation, sunsetting underperforming programs, and promoting team-wide accountability and ownership..A young professionals council that created a resource guide for new orthopedic execs, and a revamped webinar program that grew from 15 to 50 annual events.References:AAOE Website

In this episode, John Wilson and co-host Jack Carr unpack one of the biggest transitions in home service — going from owner to operator. What does it really take to scale beyond yourself? We dive deep into building layers of leadership, knowing when to delegate, hiring vs. promoting internally, and what the first real leadership hire should look like. From service managers and field supers to accountability systems and EOS, this one's for owners ready to break through bottlenecks and build real organizational depth.You'll hear real playbooks from $1M to $40M+ companies—how John and Jack each handled growth bottlenecks, where they stumbled, and what they'd do differently.What You'll LearnBottlenecks by Design: How to identify when you've outgrown your org chart. First Leaders: The real tipping point for adding service managers, CSRs, and field supers. Hiring vs. Promoting: When internal leadership makes sense—and when it doesn't. Accountability That Sticks: How to keep KPIs and culture aligned as you scale. Delegation Done Right: The tasks owners should've offloaded yesterday. Revenue-Focused Management: Why your first manager should drive numbers, not just tech skill.

Guest Scott Angelle, USA Energy Workers, joins to discuss the change in energy policy from Biden to Trump administrations. Are we getting our energy goals back on track? Discussion of future demands with AI, transition to oil and nuclear, and the future of wind/solar energies. President Trump looks to the future by signing new EOs regarding foster care, and investments in children.  Republicans look to reform healthcare soon. Could we see a repealing of Obamacare...or just a reforming of Obamacare?

Naranjan Nota and Mike Danford engage in a conversation exploring Mike's expertise and the shifts in consumer behavior influenced by COVID-19. They examine the impact on corporate leadership and the necessity for courageous business decisions. The discussion transitions into the future role of AI in business and marketing, focusing on the importance of trust, passion, and purpose alignment. Mike shares insights on implementing EOS and choosing brands with shared values. The episode also delves into personal growth through diverse interests, strategies to avoid burnout, and balancing multiple ventures. It concludes with Mike's upcoming plans, workload management, and closing remarks.Linkedin: www.linkedin.com/in/danfordmikeInstagram: www.instagram.com/mikedanfordAdverio Linkedin : Adverio Growth OptimizersAdverio Youtube : https://www.youtube.com/@growwithadverioAdverio Instagram: https://www.instagram.com/adveriogrowth/Master of Your Crafts is a captivating podcast featuring conversations with individuals who have dedicated themselves to mastering their craft. Whether it's a gift, talent or skill that comes naturally to them, these individuals have taken ownership and honed their abilities to perfection. Through deep conversation, we delve into their inner dialogue, actions and life circumstances offering words of wisdom to empower and guide you on a journey to becoming the master of your own craft.For more information, visit our website ⁠https://masterofyourcrafts.com⁠ and Bright Shining Light Website: ⁠https://brightshininglight.com⁠Stay connected with us:Facebook:   / masterofyourcrafts  Instagram:   / masterofyourcrafts  Spotify: ⁠https://open.spotify.com/show/1M0vp9H...⁠ApplePodcast: ⁠https://podcasts.apple.com/ca/podcast...⁠Amazon Music: ⁠https://music.amazon.com/podcasts/b15...⁠

Show Highlights: Overview of Mark Waschek's career and Ag1Source. [05:07] Is agribusiness in a talent surplus or deficit currently? [09:05] Impacts of prioritizing structural assets over employee training in ag. [14:01] Is growing and promoting talent internally better for ag? [17:25] Why ag companies must pre-qualify leadership pipelines early. [19:19] The "Four Pillars" process for future leader evaluation. [28:57] Should incumbent CEOs exit succession discussions? [33:17] "Continue, Stop, Create" strategy to envision future CEOs by desired outcomes. [40:19] The power of EOS and its "Three Uniques" at Ag1Source. [48:54] Inviting you to share this episode with industry friends. [58:52] Learn more about Ag1Source at https://Ag1Source.com/brands/ag-1-source/. To connect with Mark Waschek, contact him via LinkedIn at https://www.linkedin.com/in/markwaschek/ or email him at markwaschek@Ag1Source.com. If you are interested in connecting with Joe, go to LinkedIn: https://www.linkedin.com/in/joemosher/, or schedule a call at www.moshercg.com.

#295 In this week's episode, Billy sits down with EOS Implementer Meryl Simmons to talk about what happens when your business starts to "grow up"  and how to lead it with more clarity, accountability, and peace of mind. Meryl explains how the Entrepreneurial Operating System (EOS) helps business owners move from chaos to control using a few simple, powerful tools. She shares her analogy of a business growing from a child to a teenager and what it looks like to mature as a leader in each phase. They also dive into: When you know it's time to implement EOS What Traction really means in practice How to use Level 10 meetings and 90-day priorities to build momentum Why the best systems aren't complex but simple and consistent Whether you're leading a gym, coaching business, or small team, this episode will help you think differently about how your business runs day-to-day and what freedom looks like as it grows.

Scale Smarter: Use EOS to Add Another Zero with Rick Benton   When business growth starts to feel like chaos, it's time to add structure. EOS (the Entrepreneurial Operating System) gives you a clear roadmap to align people, processes, and profit — but when you combine it with the right financial systems, that's when the real transformation happens.   In this episode, Rick Benton, EOS Implementer and former multi-state business owner, joins Rocky Lalvani to unpack how EOS helps entrepreneurs simplify, scale, and create freedom. Together, they explore how visionaries can step back from the whirlwind, let go of control, and finally build a business that runs on systems — not stress.   5 Key Lessons from the Conversation:  Let Go of the Vine. Growth starts when you release control. EOS helps visionaries trust their team, delegate effectively, and stay focused on the high-value activities that drive impact. Weekly Scorecards > Monthly Panic. Measure what predicts the future, not what reports the past. Weekly scorecards with 5–15 KPIs give you 52 chances a year to course-correct instead of 12. Finance Is the Missing Gear. EOS brings clarity, but without a financial dashboard tied to gross profit and cash flow, you can hit your goals on paper and still miss in the bank account. When EOS and Profit First systems work together, growth becomes predictable and profitable. From Rock Bottom to Rock Foundation. The lessons you've learned — and the systems you've built — become the foundation you can always stand on. You're not starting over; you're building from strength. Stop Hustling, Start Delegating. Hustle culture leads to burnout. Smart owners out-delegate, not out-work. Systems and scorecards let you scale without grinding yourself or your team down.   Key Takeaway: EOS gives you the structure; Profit First systems make sure the structure actually pays. Together, they align your people, vision, and numbers so your business grows with ease — and adds another zero without adding more chaos.   About Rick Benton: Rick's entrepreneurial journey started in high school when he and a friend started an event company. Dedicated to a vision of creating the most exciting and energetic experiences, the business quickly found successes that extended far beyond the local Detroit market. Fast forward a few decades and this multi-state, award winning company provided event planning, coordination, entertainment, and AV production services for national corporate, social and educational clients. After a successful sale and exit of the business in 2018, Rick has been a teacher, a coach, and a business consultant. His superpower is his energy and passion for business, learning and growth, always challenging the existing status quo to find better solutions. He personally understands and experienced the power of EOS and how it offers freedom for entrepreneurs to break through their ceiling, clarify and achieve their vision, while improving the lives of leadership teams, employees and their families. Rick is excited to share that EOS power with you to achieve your VISION, gain TRACTION, and build a HEALTHY, cohesive, and fun-loving leadership team.   Links: EOS: https://www.eosworldwide.com/rick-benton    LinkedIn: https://www.linkedin.com/in/rickbenton/   Facebook: https://www.facebook.com/rick.benton/    Conclusion: Scaling isn't about doing more — it's about doing the right things in the right order, backed by clear numbers. EOS brings operational discipline. Profit First adds financial confidence. When those two worlds meet, your business becomes scalable, self-managing, and sustainably profitable.   If you're ready to connect your EOS scorecard to real profit and cash flow, schedule a Profit Assessment Call with Rocky and start turning structure into wealth.   #ProfitFirst #EOS #Entrepreneurship #BusinessGrowth #CashFlow #FractionalCFO #Scorecard #Visionary #Integrator #Delegation #Systems #FinancialFreedom #SmallBusiness #ProfitAnswerMan   Watch the full episode on YouTube: https://www.youtube.com/@profitanswerman Sign up to be notified when the next cohort of the Profit First Experience Course is available! Profit First Toolkit: https://lp.profitcomesfirst.com/landing-page-page  Relay Bank (affiliate link): https://relayfi.com/?referralcode=profitcomesfirst Profit Answer Man Facebook group: https://www.facebook.com/groups/profitanswerman/ My podcast about living a richer more meaningful life: http://richersoul.com/ Music provided by Junan from Junan Podcast Any financial advice is for educational purposes only and you should consult with an expert for your specific needs.

In this episode of Talk Commerce, Rich Kahn, CEO and founder of Anura.io, discusses the pervasive issue of bot fraud in digital marketing. He explains how bots can significantly impact advertising budgets by generating fraudulent traffic, leading to wasted resources. Rich elaborates on the mechanics of ad fraud, the distinction between good and bad bots, and the operations of bot farms. He also shares innovative solutions to combat bot fraud, emphasizing the importance of understanding and mitigating these threats, especially as businesses prepare for high-traffic events like Black Friday.TakeawaysRich Kahn is the CEO and co-founder of Anura.io.Anura uses EOS to improve productivity and reduce meetings.Bots can steal significant amounts of advertising budgets.20-25% of traffic can be fraudulent, impacting conversions.Google Ads can inadvertently lead to fraud through partner networks.Good bots identify themselves, while bad bots mimic real users.Bot farms operate globally to execute click fraud.CAPTCHA systems are outdated and easily bypassed by bots.Anura analyzes over 800 data points to identify real users.Businesses can get a free trial to assess their fraud risk.Chapters00:00 Introduction to Rich Kahn and Anura02:25 Understanding the Bot Business and Digital Fraud05:18 The Impact of Bots on Digital Marketing08:33 Distinguishing Between Good and Bad Bots11:09 The Mechanics of Bot Farms13:19 Innovative Solutions to Combat Bot Fraud14:56 Preparing for Black Friday: Implementing Fraud Solutions15:36 Closing Thoughts and Free Trial Offer

No Agenda Episode 1815 - "Attunement" "Attunement" Executive Producers: Sir Kevin, keeper of the Spee Loes Van Opzeeland-Kollof Sir OhioBloke from the Buckeye State Associate Executive Producers: Nathan Parker Eli the coffee guy Sir. Q Linda Lu, Duchess of jobs & writer of winning résumés Anonymous Bitcoin Donation Rubbleizer Donation Sır Kevın Keeper of the Spee Secretary General and Duke of Portland Peace Prize: Sir Kevin, keeper of the Spee United States Marine Corp (turning 250 on Nov 10th) Become a member of the 1816 Club, support the show here Boost us with with Podcasting 2.0 Certified apps: Podverse - Podfriend - Breez - Sphinx - Podstation - Curiocaster - Fountain Title Changes Sir Kevin, keeper of the Spee > Sır Kevın Keeper of the Spee Secretary General and Duke of Portland Knights & Dames Art By: Jeffrey Rea End of Show Mixes: Bonald Crabtree EOS group7.mp3 deezlaughs EOS 11.6.2025.mp3 EOS - Needle Drop - Sir Michaelanthony.mp3 MVP EOS BlowingUpBoats.mp3 Engineering, Stream Management & Wizardry Back Office Jae Dvorak Chapters: Dreb Scott Clip Custodian: Neal Jones Clip Collectors: Steve Jones & Dave Ackerman NEW: and soon on Netflix: Animated No Agenda Sign Up for the newsletter No Agenda Peerage ShowNotes Archive of links and Assets (clips etc) 1815.noagendanotes.com Directory Archive of Shownotes (includes all audio and video assets used) archive.noagendanotes.com RSS Podcast Feed Full Summaries in PDF No Agenda Lite in opus format Last Modified 11/09/2025 16:38:15This page created with the FreedomController Last Modified 11/09/2025 16:38:15 by Freedom Controller

A new day dawns as our courtiers receive calls for help. Sunset is mere hours away. Time runs posting on toward acts that won't easily be undone.*This campaign takes place in a brand new setting. It requires no prior knowledge of Bards of New York's worlds, previous campaigns or episodes.*Find your way to the scrying pool known as Bards of New York.Catch us live on Wednesdays 6:00pm EST at- https://www.twitch.tv/bardsofnewyork​​​- Instagram: https://www.instagram.com/bardsofnewyork- Discord: https://discord.gg/4zVZ6BdbSA- Tiktok: https://tinyurl.com/mrcbx5yj- Podcast: https://linktr.ee/bardsofnewyork​​- Patreon: https://www.patreon.com/bardsofnewyorkCast:- *Hannah Minshew* as Dungeon Master- *Rachel* as Dulcamara, The Flower of Death | Cyrus Lorenzae | Mio Sarovei- *Kyle Knight* as Lücan Serenel | Merritt Lorenzae | Federico Castillo- *Miles Minshew* as Rafa Lorenzae | Montgomery Urso | Elro Cold Heart- *Dan Krackhardt* as Mendax Vale | Duke Félix Castillo | Alum- *Jon Champion* as Jin Kaziroth- *Will Champion* as Eos, The Porcelain Man- *Dreamykindofday* as Lady AislinIf you liked our show, leave us a comment/like. Review us on Apple Podcasts and Spotify and spread the word! Thank you!Tell a friendSpread some joyWe love you

Fuquan Bilal shares how he scaled NNG Capital Fund, raised $50M, and built systems, teams, and mindset to create freedom through real estate investing.In this episode of RealDealChat, Jack Hoss sits down with Fuquan Bilal, founder of NNG Capital Fund, to discuss how he built a $50M+ portfolio through multifamily, affordable housing, and luxury new construction—powered by systems, people, and purpose.Fuquan explains how he started from nothing, burned his bridges to corporate life, and learned the hard way how to scale sustainably. He shares his experience implementing EOS (Entrepreneurial Operating System), raising capital through transparency, and developing affordable housing in the Southeast while building luxury spec homes in New Jersey.You'll also hear how he uses AI for deal analysis, trains his team through systems, and helps investors earn passive income while providing quality housing for families in need.What you'll learn in this episode:How Fuquan started with one deal and scaled to raising $50M+ in capitalWhy transparency and communication build investor trustThe real work after closing: asset management & operational excellenceWhy self-managing properties can double profitabilityHow to implement EOS & Scaling Up to create real tractionLessons from right-sizing your team & aligning around core valuesFour pillars of business success: people, strategy, execution & cashWhy systems + mindset = scaleHow to use creative financing (seller carryback, bridge alternatives)How AI is transforming underwriting and deal review

Ever wonder what really goes on inside a syndication company? In this rare behind-the-scenes episode, Michael Blank and his Nighthawk Equity business partner, Drew Niffin, pull back the curtain on how they operate their private equity firm — the wins, the painful lessons, and how they've adapted during the toughest market the multifamily industry has seen in decades.They share the full story of scaling from the early partnership days… to building a team… to navigating the last 2.5 years of interest rate spikes, stalled rent growth, and operational pressure. You'll also get a candid look at what's changing inside Nighthawk — including new investment opportunities being unlocked for passive investors.This is the most transparent discussion they've ever recorded about what it really takes to run an investment company — and where multifamily investing is going next.Key Takeaways: Success Takes a Team: Syndication is impossible to scale alone. Capital raising, operations, and acquisitions each demand full-time focus.Systems Create Stability: Implementing a business operating system like EOS transformed communication, accountability, and execution across the company.Hard Markets Build Strong Operators: The last 2.5 years forced better operations, tougher decisions, and stronger lender relationships.Debt Determines Destiny: Loan structure can make or break a deal — even if operations are strong.Operations Win: Leasing, renewal strategy, resident experience, and in-house oversight are now essential competitive edges.The Future Is More Than Multifamily: Nighthawk is expanding into real estate debt funds and boutique private equity (buying profitable small businesses).Investor-First Mission: Every system and decision centers on one outcome — delivering reliable performance to passive investors.Connect with MichaelFacebookInstagramYouTubeTikTokResourcesTheFreedomPodcast.com Access the #1 FREE Apartment Investing Course (Apartments 101)Schedule a Free Strategy Session with Michael's Team of AdvisorsExplore Michael's Mentoring ProgramJoin the Nighthawk Equity Investor ClubReview the Podcast on Apple PodcastsSyndicated Deal AnalyzerGet the Book, Financial Freedom with Real Estate Investing by Michael Blank For full episode show notes visit: https://themichaelblank.com/podcasts/session496/

Send us a textIn this episode of Joey Pinz Discipline Conversations, we sit down with Terry McGill, CRO and Partner at Pegasus Technology Solutions, to explore the intersection of barbecue passion, business leadership, and MSP strategy.Terry shares his journey from Toronto to Dallas, his love for mesquite smoking, and how food and relationships connect to leadership. We dive into Pegasus's approach to managed services, including co-managed IT, cloud strategy, and client partnerships. Terry also discusses the challenges MSPs face—cybersecurity, talent retention, and growth—and how discipline, peer groups, and culture fuel long-term success.✨ Highlights:Pegasus's “culture over growth” philosophy in the competitive MSP landscapeThe role of peer groups (Evolve, EOS, Vistage) in shaping business successHow discipline applies equally to fitness, family, and building a sales engine 

Pennsylvania Aims to Be AI Capital with US-Made Non-Lithium Batteries. Salena Zito reports on Governor Shapiro's plan to establish Pennsylvania as the AI and data center capital, capitalizing on its energy resources and university system. She focuses on EOS, a Turtle Creek company making non-lithium batteries that are 97% US-made, countering reliance on Chinese lithium. AI data centers require high energy reliability, favoring coal and natural gas infrastructure. Governor Shapiro supports this buildout, including a $22 million grant for EOS. 1910 ERIE PA

SHOW 10-24-25 CBS EYE ON THE WORLD WITH JOHN BATCHELOR THE SHOW BEGINS IN THE DOUBTS ABOUT CANADA  IN THE EYES OF THE TRUMP ADMINISTRATION. FIRST HOUR 9-915 Pennsylvania Aims to Be AI Capital with US-Made Non-Lithium Batteries. Salena Zito reports on Governor Shapiro's plan to establish Pennsylvania as the AI and data center capital, capitalizing on its energy resources and university system. She focuses on EOS, a Turtle Creek company making non-lithium batteries that are 97% US-made, countering reliance on Chinese lithium. AI data centers require high energy reliability, favoring coal and natural gas infrastructure. Governor Shapiro supports this buildout, including a $22 million grant for EOS. 915-930 Italian Olive Harvest and Historical Vatican-UK Royal Visit. Lorenzo Fiori reports that the olive harvest in Tuscany is expected to be low in quantity due to mosquito damage caused by humidity and rain. However, recent strong winds helped remove damaged olives, potentially ensuring a "very tasty" oil. Fiori also discusses the historical visit of King Charles III to the Vatican's Sistine Chapel to pray with Pope Francis. This event, which Fiori found spectacular, is seen as crucial for restoring dialogue between the Anglican and Catholic Churches after centuries of division. 930-945 Small Business Economy Steady; AI Remains a 'Toy'. Gene Marks reports on the small business economy, noting steady activity among machine parts manufacturers, often preparing for an "onshoring boom." Construction and housing are holding steady but anticipate a future boom as interest rates decline. Tariffs have a muted impact, often absorbed or passed on as separate invoice line items for transparency. Marks demonstrates that AI, despite its advances, is not ready for prime-time business use, failing to accurately generate a requested image of a Yorkshire Terrier hitting a home run. 945-1000 Small Business Economy Steady; AI Remains a 'Toy'. Gene Marks reports on the small business economy, noting steady activity among machine parts manufacturers, often preparing for an "onshoring boom." Construction and housing are holding steady but anticipate a future boom as interest rates decline. Tariffs have a muted impact, often absorbed or passed on as separate invoice line items for transparency. Marks demonstrates that AI, despite its advances, is not ready for prime-time business use, failing to accurately generate a requested image of a Yorkshire Terrier hitting a home run. SECOND HOUR 10-1015 Pacific Palisades Housing Dispute and West Coast Infrastructure Challenges. Jeff Bliss covers West Coast issues, including traffic disruption from new high-speed rail construction between Southern California and Las Vegas. Pacific Palisades residents are protesting state and local plans to use burned-out lots for high-density, multistory affordable housing, fearing the change in community character and increased traffic. Additionally, copper theft from EV charging stations is undermining Los Angeles's zero emissions goals. Homeless encampments are also sparking major brush fire concerns in areas like Malibu and the Sepulveda Basin. 1015-1030 Pennsylvania Pursues Data Center Hub Status, Converting Golf Courses. Jim McTague reports on Pennsylvania's effort to become a data center hub, citing over $90 billion committed investment statewide. York County secured $5 billion, with plans including converting Brierwood Golf Course into a data center. This effort faces public resistance fueled by fears of higher electricity and water prices. McTague notes that consumer spending in Lancaster County is "steady." The conversion of golf courses reflects the decline of golf, seen as a "dinosaur" activity that takes too much time. 1030-1045 Professor Epstein Slams Trump's Economic Policies as 'State Socialism'. Professor Richard Epstein analyzes four Trump administration economic decisions concerning Intel, Nvidia, US Steel, and MP Mining, labeling them forms of state-owned enterprise or "state socialism." Epstein argues that acquiring golden shares or negotiating side deals—like Nvidia paying 15% of China revenue—destroys market value, undercuts competitors, and violates the neutral application of laws. He also critiques the Gaza deal, stating Hamas must be wiped out before any subsequent phases of the agreement can proceed. 1045-1100 Professor Epstein Slams Trump's Economic Policies as 'State Socialism'. Professor Richard Epstein analyzes four Trump administration economic decisions concerning Intel, Nvidia, US Steel, and MP Mining, labeling them forms of state-owned enterprise or "state socialism." Epstein argues that acquiring golden shares or negotiating side deals—like Nvidia paying 15% of China revenue—destroys market value, undercuts competitors, and violates the neutral application of laws. He also critiques the Gaza deal, stating Hamas must be wiped out before any subsequent phases of the agreement can proceed. THIRD HOUR 1100-1115 cMcNamara at War: Loyalty, Secrets, and the Vietnam Conflict. Professor William Taubman discusses Robert McNamara's complicated role during the LBJ years. McNamara enabled the Vietnam War escalation, notably misrepresenting the Gulf of Tonkin incidents to Congress. Despite later secretly opposing the war ("I want so badly to bring the boys home"), he remained silent due to loyalty to Johnson and the presidency. Taubman also details McNamara's role spying on the Kennedys for LBJ and his "loving" relationship with Jackie Kennedy. His post-Pentagon role at the World Bank served as a form of repentance. 1115-1130 cMcNamara at War: Loyalty, Secrets, and the Vietnam Conflict. Professor William Taubman discusses Robert McNamara's complicated role during the LBJ years. McNamara enabled the Vietnam War escalation, notably misrepresenting the Gulf of Tonkin incidents to Congress. Despite later secretly opposing the war ("I want so badly to bring the boys home"), he remained silent due to loyalty to Johnson and the presidency. Taubman also details McNamara's role spying on the Kennedys for LBJ and his "loving" relationship with Jackie Kennedy. His post-Pentagon role at the World Bank served as a form of repentance. 1130-1145 cMcNamara at War: Loyalty, Secrets, and the Vietnam Conflict. Professor William Taubman discusses Robert McNamara's complicated role during the LBJ years. McNamara enabled the Vietnam War escalation, notably misrepresenting the Gulf of Tonkin incidents to Congress. Despite later secretly opposing the war ("I want so badly to bring the boys home"), he remained silent due to loyalty to Johnson and the presidency. Taubman also details McNamara's role spying on the Kennedys for LBJ and his "loving" relationship with Jackie Kennedy. His post-Pentagon role at the World Bank served as a form of repentance. 1145-1200 cMcNamara at War: Loyalty, Secrets, and the Vietnam Conflict. Professor William Taubman discusses Robert McNamara's complicated role during the LBJ years. McNamara enabled the Vietnam War escalation, notably misrepresenting the Gulf of Tonkin incidents to Congress. Despite later secretly opposing the war ("I want so badly to bring the boys home"), he remained silent due to loyalty to Johnson and the presidency. Taubman also details McNamara's role spying on the Kennedys for LBJ and his "loving" relationship with Jackie Kennedy. His post-Pentagon role at the World Bank served as a form of repentance. FOURTH HOUR 12-1215 Trump Administration's Economic Interventionism Questioned as 'State Capitalism'. Veronique de Rugy critiques the Trump administration's economic policies regarding companies like Intel, US Steel, and MP Mining, calling them "state capitalism" or forms of nationalization. She argues that the government acquiring a minority share in Intel creates bad incentives and unfair competitive advantages. Regarding MP Mining, de Rugy notes that guaranteeing a price floor fails to address the underlying issue of government regulation hindering rare earth production in the US.E 1215-1230 The Postponement of the Budapest Meeting and Negotiating with Putin. Cliff May discusses the postponement of the Trump-Putin Budapest meeting, attributing it to Marco Rubio insisting on a cessation of hostilities, which Foreign Minister Lavrov rejected, demanding "all Ukraine." May warns President Trump against being outnegotiated, referencing Stalin's success over Roosevelt and Churchill at Yalta. Putin admires Stalin, who expanded the Russian Empire and engineered the Holodomor famine. May stresses that Russians negotiate only to win, not to compromise. 1230-1245 NASA's Artemis Woes, Chinese Debris, and Global Space Industry Shifts. Bob Zimmerman discusses NASA's Artemis program, noting Administrator Sean Duffy is using a social media feud with Elon Musk as a "shiny object" to distract from the Orion capsule's untrustworthy heat shield risks. Other space issues include China's dangerous rocket debris crashes, some using highly toxic fuels, and European satellite companies consolidating into Project Bromo due to competition. Zimmerman also highlights the discovery of a large asteroid orbiting near Venus and Lockheed Martin's investment in Venus Aerospace's radical rocket engine design. 1245-100 AM NASA's Artemis Woes, Chinese Debris, and Global Space Industry Shifts. Bob Zimmerman discusses NASA's Artemis program, noting Administrator Sean Duffy is using a social media feud with Elon Musk as a "shiny object" to distract from the Orion capsule's untrustworthy heat shield risks. Other space issues include China's dangerous rocket debris crashes, some using highly toxic fuels, and European satellite companies consolidating into Project Bromo due to competition. Zimmerman also highlights the discovery of a large asteroid orbiting near Venus and Lockheed Martin's investment in Venus Aerospace's radical rocket engine design.