Podcasts about Eos

BONUS: How to Build Teams That Think, Own, and Execute Without Burnout What if the problem isn't your people—but how your leadership shows up? In this episode, Sid Jashnani unpacks how Agile thinking, EOS (the Entrepreneurial Operating System), and his DELTA Delegation Ladder can help leaders build teams that truly own outcomes, execute without micromanagement, and grow the business—without burning out leaders or teams. The Breaking Point: When Smart People Don't Own Outcomes "I realized that I was the system, I was the bottleneck. And I was the one orchestrating everything. And if I were to step away for just going for dinner with my family, I would still get a call from someone."   Around 2014, Sid was running a thriving systems integration company with great people—people he trusted and loved working with. But they weren't owning outcomes. They were busy, but not always productive. Every decision fell back on Sid, and when the calls kept coming during family dinners, he started responding with irritation and sarcasm—a leadership pattern he knew was unsustainable. That moment of self-awareness became the catalyst for change. Sid realized the problem wasn't his team's competence; it was his inability to get them aligned, accountable, and clear on expectations.  That's when he discovered EOS—a business operating system created by Gino Wickman that orchestrates how you set priorities, run meetings, connect with your team, and track your numbers. Over the next few years, implementing EOS across his organization brought the clarity, accountability, and discipline his business needed. Where Agile and EOS Overlap: Trust Through Structure "The real overlap is trust through structure. If there's no structure, then I'm not accountable to you. I can do whatever."   Sid sees deep parallels between Agile and EOS. Both are allergic to hero culture. Both push decisions as close to the work as possible. Both rely on cadence—sprints, weekly meetings, daily stand-ups—to create rhythm without micromanagement. And both use visibility, numbers, and scorecards to keep teams aligned. But the real overlap, as Sid frames it, is trust through structure. In EOS, teams are structured through an accountability chart: who owns what outcome, who reports to whom, and how success is defined for each role. Without that structure, accountability becomes optional, and without accountability, trust never forms. Sid connects this directly to Patrick Lencioni's The Five Dysfunctions of a Team—where trust sits at the base of the pyramid, enabling healthy conflict, commitment, accountability, and ultimately results. The key anti-pattern Sid warns about: people picking only the comfortable parts of a system and relaxing the parameters so much that it becomes "SOS—Sid's Operating System—which is just an emergency call for help." In this episode, we also refer to Traction, by Gino Wickman, a foundational book for Sid in his career.  The DELTA Delegation Ladder: From Command-and-Control to Co-Founder Mode "Delegation fails because leaders skip levels."   Sid introduces his DELTA Delegation Ladder—a five-level framework for understanding where your team members sit and how to delegate accordingly:   D — Do as I say: Pure execution of instructions. Sid notes this level is increasingly being replaced by AI. E — Explore the possible solutions: Research and present options, but the leader still makes the decision. Also increasingly delegable to AI. L — Lead with a recommendation: The entry point for real human value. The person researches, forms a hypothesis, and recommends a path forward. Sid considers this the minimum hiring bar. T — Take action with oversight: The person takes decisions and acts, keeping the leader in the loop. Trust has been built through coaching and mentoring. A — Autonomous execution: Co-founder mode. The person owns the outcome end-to-end. Full trust, full ownership.   Delegation fails when leaders skip levels—expecting someone at "D" to operate at "A." It also fails when leaders abdicate rather than delegate, throwing someone into a role without investing time in coaching, clarifying expectations, or showing them what "great" looks like. As Sid puts it: delegation only works if you spend time with the person you're delegating to. Remote Teams: Written Clarity Beats Verbal Alignment "Trust comes from predictability, not proximity. I can be 1,000 miles across the world from you and trust you, because I can predict what your actions are gonna be."   For distributed and cross-timezone teams, Sid's non-negotiables are clear: get good at writing, and over-communicate. Written clarity beats verbal alignment every time, especially across cultures where tone and directness vary widely—from British politeness to Dutch directness. Over-communication isn't a flaw; it's the standard for remote teams. Without it, accountability vanishes and culture erodes. Sid points out that trust in remote settings comes from predictability—can you predict that someone will hit their milestones, complete their to-dos, and follow through?—not from physical proximity. Someone sitting next to you who consistently misses deadlines will never earn your trust, while someone across the world who reliably delivers will.   Self-reflection Question: Where on the DELTA Delegation Ladder are the people you're currently delegating to—and are you investing the time and coaching they need to move up, or are you skipping levels and hoping for miracles?   About Sid Jashnani Sid is a founder, operator, and growth advisor who scaled a systems integration firm into a portfolio of IT businesses. After struggling with delegation and predictability, EOS transformed how he led. Through Outgrow, Sid helps founders drive 15–30% predictable growth with disciplined execution and proactive customer communication.   You can link with Sid Jashnani on LinkedIn.   You can also read his weekly newsletter, Leadership Bytes Weekly on Substack.

What if the most important relationship in your business isn't with your biggest client but with the person sitting right next to you in the leadership seat? In this episode, Clayton Stenson shares how 17 years of working alongside visionary entrepreneurs became the foundation for his life's work: helping Visionary/Integrator duos build healthier partnerships so their companies can scale without costing them their families or their sanity. Clayton is the founder of Unity Guides, a fractional integrator, and a coach who has spent the last four years helping visionary entrepreneurs and their second-in-command learn to understand each other, communicate better, and stop the quiet resentment that ends partnerships and careers. He also spent seven years as a pastor, giving him a front-row seat to the human side of leadership: the pride, the blind spots, and the breakthroughs. Clayton honors four people who shaped his journey: the church pastor-turned-visionary who gave him his first leadership opportunity and introduced him to faith; the second visionary who handed him the book Traction and trusted him to run a company; and two long-time friends, James and Dwayne, who showed up as sounding boards, believers, and emergency intervention callers whenever Clayton was about to walk away from everything he had built.   [00:02:37] Fractional Integrator and V/I Duo Coach Does two things: fractional integrator/COO for EOS companies at $5-20M revenue Coaches visionary entrepreneurs and their second-in-command on their working relationship Runs webinars, workshops, and programs to help the V/I Duo work better together Eight years in the integrator role; four years coaching the V/I relationship [00:04:28] How Clayton Got Into This Work Never went to school for business; has a phys ed degree Fell into an integrator-type role naturally by solving whatever the organization needed Kept getting more responsibility and influence as he solved structural and operational problems Second visionary handed him the book Traction and formally gave him the integrator seat [00:06:43] Took a Company From 0.2% to 4.4% Profitability Company was $8M revenue, 20 employees, just 0.2% profitable Promoted to integrator and began self-implementing EOS Within 12 months improved profitability to 4.4%, a strong benchmark in commercial construction Zero turnover during the transition; people engaged and excited for the changes [00:08:34] What Drives Clayton Most Spent seven years wanting to quit every month under his first visionary, feeling unseen and misunderstood That experience drives him to help integrators avoid the same pain Believes healthy leaders create healthy teams, which ripples out to families and communities Not about profitability; it's about the people [00:11:00] The V/I Relationship Is Like a Marriage Visionaries: idea-driven, sales-focused, big-picture thinkers and relationship builders Integrators: logical, process-oriented, detailed, strong at running day-to-day operations Friction between them is normal but must be navigated intentionally Most companies running on EOS deal with this dynamic regularly [00:13:00] First Transformational Relationship: The Church Pastor-Visionary Pastor of his church became his first visionary and gave him his first office job Through that relationship, Clayton came to faith Was given leadership responsibility he hadn't yet earned and rose to it Seven challenging but transformative years that made everything else possible [00:15:04] Second Transformational Relationship: The Second Visionary Introduced Clayton to the book Traction and the Entrepreneurial Operating System Trusted Clayton completely: "I suck at this stuff. I know you'll be good at it" Left Clayton to run the company while he went to fix another struggling business Taught him that costly mistakes are just "tuition," lessons that change you permanently [00:18:00] James: Ten Years of Biweekly Coffee Met every second week for coffee for ten years through multiple job changes and life seasons Some nights all about James; next week all about Clayton, true mutual support Developed depth of relationship that still feels effortless even when months pass Currently in discussions about potentially buying businesses together [00:19:30] Dwayne: The Guy Who Wouldn't Let Clayton Quit Long-time friend with a similar role who has been a consistent sounding board for a decade When Clayton texted "I think I'm gonna get a job," Dwayne responded: "No. Emergency intervention meeting. What are you doing tonight?" Talked Clayton back from the edge multiple times in the hardest early seasons of his business Also in discussions about potentially working together [00:22:00] Iron Sharpens Iron: A Coaching Breakthrough Integrator came to Clayton frustrated and ready to give up on his visionary Clayton recognized his own story in what the integrator was describing Went straight to his visionary, apologized, and owned it; relationship began to shift immediately Visionary called Clayton the following week asking him to coach them together [00:28:04] Where to Find Clayton and What He Offers Website: theunityguide.com Active on LinkedIn and quick to respond Launching a podcast specifically interviewing people about the V/I relationship Webinar for integrators: The Silent Struggle of the Integrator from Frustration to Fulfillment [00:29:48] The Power of Critical Thinking in Relationships Took a Critical Thinking course in university that changed how he processes people and situations Believes ability to see the other side of a situation is becoming rare and it's costing relationships Challenge: before reacting, ask why this person might be showing up this way Good questions asked with humility solve more problems than unsolicited advice ever will   KEY QUOTES "In my experience, your company, the people in your company, become like the leaders. If I can help create healthier leaders and healthier relationships at the top, it creates healthier people throughout the organization, which then ripples out to the families and communities those people live in." - Clayton Stenson "A lot of problems can be solved just by humbling ourselves, listening, and asking good questions." - Clayton Stenson CONNECT WITH CLAYTON STENSON

What does an agency actually sell when AI can produce the work? That's the question driving this conversation, and Brian Gerstner has a clear answer. In Episode 105 of the Digital Velocity Podcast, host Erik Martinez sits down with Brian Gerstner, President and Owner of White Label IQ, an agency that works exclusively with other agencies. With over 25 years in the marketing industry, Brian brings a uniquely front-row perspective on how AI is reshaping the agency model and what it actually takes to stay relevant when the tools that used to make agencies valuable are now widely accessible to everyone. The conversation centers on a fundamental shift: AI has raised the baseline for what "good" looks like across marketing, making ordinary, production-focused work insufficient. As Brian puts it, "AI's just going to beat the mediocrity out of all of us." The real competitive advantage, he argues, is no longer the ability to produce deliverables. It is the ability to orchestrate them through what he calls a Personalized Data Layer: a documented, structured knowledge base that captures brand positioning, ideal customer profiles, product details, proof points, and brand voice. Key themes covered in this episode include: •      From tribal knowledge to documented scaffolding: Why relying on individuals to carry institutional knowledge is a structural risk, and how to replace it with a consistent, scalable system that survives personnel changes. •      The MVP of a Personalized Data Layer: Brand positioning, ICPs with real personalities and pain points, detailed product and service descriptions, testimonials and case studies, and a defined brand voice including what words to use and what to avoid. •      Why AI hasn't made work easier: "AI has not made anything easier. It's just made everything faster" — and that speed creates more volume, more threads to manage, and higher expectations across the board. •      The risk of AI slop: Without a documented knowledge layer to constrain outputs, AI will always generate an answer, but it will be generic, inconsistent, and trust-eroding for audiences who can spot it. •      Governance and accountability: How White Label IQ is implementing a matrix structure with pods and guilds, assigning document ownership, running 30-to-60-day verification cycles, and using EOS as a change management framework to hold leadership accountable. •      The human layer as the new premium: "If anything, AI is the thing that's gonna make us human again" — as trust in digital content erodes, showing up in person and maintaining real relationships becomes the differentiator AI cannot replicate.   While Brian's experience is rooted in the agency world, the implications extend to in-house marketing teams and brand leaders across industries, including direct-to-consumer businesses where audience trust, message consistency, and hyper-personalization are top priorities. As Erik notes, the average U.S. adult now receives over 8,000 messages per day, making the ability to reach and speak to a specific audience with precision not just valuable, but necessary. If you're a marketer, agency leader, or brand executive trying to figure out where to focus in an AI-saturated environment, this episode delivers a clear and practical answer: stop chasing tools and start documenting what makes your brand yours. As Brian says, "Without a backbone, you can't stand up." The strategic work of capturing your intellectual property, your positioning, your voice, your audience, is what will separate the agencies and brands that thrive in 2026 and beyond from those that get left behind producing generic output at scale.

Are you an accounting firm owner, managing partner, or CPA starting a firm who wants to achieve rapid growth without losing your sanity? In this episode of Growing Your Firm, host David Cristello sits down with Ben Curtis, co-founder and CEO of Good Measure Financial. Ben shares the inside story of how his firm transitioned from a slow, intentional build to adding 4 full-time employees in just 90 days during a massive growth spurt. Whether you are an operations manager looking for better workflow systems or a leader interested in the Entrepreneurial Operating System (EOS), this episode provides a tactical roadmap for scaling a remote-first accounting business. What You'll Learn in This Episode: 1. The 50/50 Partnership Model: How Ben manages a firm with a "fractional" co-founder while maintaining clear role definitions and a healthy 50/50 ownership split. 2. EOS Lite for Accounting Firms: Why Ben uses the Vision Traction Organizer (VTO) and L10 meetings to keep his team of 10 aligned, and what parts of EOS he chose to discard. 3. Capacity & Production KPIs: A deep dive into why Good Measure Financial still tracks time and how they use Effective Hourly Rate and Actuals vs. Budget to protect profit margins. 4. Smoothing the Workflow: Tactics for implementing weekly workflows to eliminate the "peak and valley" stress of month-end close. 5. Founder-Led Sales & Relationship Deposits: How Ben's long-term "relational deposits" led to a flood of new clients from churches and nonprofits.

Scaling a law firm requires more than systems. John Glon explains why many managing partners hit a ceiling even after implementing EOS. The issue is leadership alignment, ego, and unclear personal goals. Growth stalls when the owner refuses to evolve. In this episode you will learn how to define your future role, when to hire a president or COO, and why reinvesting profits into your firm often beats outside investments. You will also hear why chasing 10X growth without clarity leads to burnout. If you own a law firm and want structured growth without losing control of your life, this conversation gives you a clear path. Today's episode is sponsored by The Managing Partners Mastermind. Click here to schedule an interview to see if we're a fit. Chapters (00:00:00) - How To Build a Law Firm.(00:00:32) - Managing Partners: John Glenn on the Podcast(00:01:50) - Why EOS 2.0 Is the Right Fit for You(00:04:54) - How to Get Out Of the Closer With Your Personal Growth(00:08:26) - Do You Need a Co-Founder?(00:10:50) - Grow Your Business or Start a Law Firm(00:15:49) - Getting the Ego Out of the Way(00:18:42) - How Much Money Should You Invest in Your Business?(00:23:34) - Grow 10x in 5 Years or Less(00:27:09) - How to Get Out Of Debt For Your Kids(00:30:03) - What Do You Really Want For Your Life?(00:30:55) - John Grossman

How to Achieve Outsized Outcomes with a Small B2B Marketing Team With the rapid advancement of AI, machine learning, shifting market dynamics, and more competition entering the ecosystem all the time, B2B marketers are confronted with more challenges than ever before. Teams are constantly facing the challenges of tightened budgets and even tighter deadlines. With this in mind, how can small B2B marketing teams achieve more with less and still deliver exceptional outcomes? That's why we're talking to Jordan Buning (Principal and Senior Account Executive, ddm marketing + communications), who shares insights and practical strategies on how to achieve outsized outcomes with a small B2B marketing team. During our conversation, Jordan discussed how teams can navigate market uncertainty and how AI has impacted efficiency. He emphasized the importance of revenue and pipeline metrics to demonstrate the financial contribution that marketing makes to the bottom line. Jordan also stressed the need for small B2B marketing teams to optimize campaigns, avoiding pitfalls like chasing immediate results at the expense of long-term success, and maintain continuous alignment with sales. He advocated for a platform approach over fragmented campaigns, regular metrics evaluation, and a focus on precision over volume. https://youtu.be/31Qts7vadLI Topics discussed in episode: [03:15] Why leadership often views marketing as an expendable variable rather than a core driver of the bottom line. [14:36] Jordan explains how to avoid “strategy whiplash” and over-reliance on performance tactics. [21:20] Discover why right-place, right-time messaging is non-negotiable, especially when it comes to appealing to the buying committee. [28:08] Instead of quarterly campaigns, build a core messaging “soundboard” that provides consistency and longevity. [33:36] Jordan walks through a 3-phase (90-day roadmap) approach consisting of diagnosing, activating, and doubling down to show ROI within one business quarter. [37:14] Why you must lead with pipeline contribution and opportunity creation rate when presenting to the board. [41:32] Why marketing belongs in every part of the organization, from customer experience and billing to employee engagement, not just lead generation. Companies and links mentioned: Jordan Buning on LinkedIn  ddm marketing + communications  Transcript Christian Klepp, Jordan Buning Jordan Buning  00:00 I think you know, the things that probably made this conversation happen in the first place are probably the first metrics you got to have. So it’s probably has something to do with revenue, and probably secondly, has to do with how quality they think the pipeline is filled with opportunities. Your initial metrics that would say this is working or not working. Really have to start there. And it may be two or three steps removed from some of the, you know, inside marketing measurements that that might be there, but at the end of the day, that’s what will kind of matter to them. And so what is, you know, the pipeline contribution looking like? What kind of opportunity creation rate is happening, revenue influence, those, those kinds of things, I think are components that that matter when we talk about revenue and pipeline is, are we actually contributing to the financial success of the organization. Christian Klepp  00:57 With the rapid advancement of AI (Artificial Intelligence) machine learning, changing market dynamics, market uncertainty and more competition entering the ecosystem all the time. B2B Marketers are confronted with more challenges than ever before. Another one of those challenges includes tightened budgets and even tighter deadlines. With this in mind, how can B2B Marketing teams achieve more with less and still deliver exceptional outcomes. Welcome to this episode of the B2B Marketers on the mission podcast, and I’m your host, Christian Klepp, today I’ll be talking to Jordan Buning, who will be answering this question. He’s the principal and Senior Account Executive at DDM Marketing and Communications who’s committed to doing great things with incredible people inside and outside the company. Tune in to find out more about what this B2B Marketers Mission is. Okay? Mr. Jordan Buning, welcome to the show, sir. Jordan Buning  01:48 Thank you. Appreciate you having me. Christian Klepp  01:50 Really looking for this conversation, Jordan. Not like man, I should have recorded the last couple of conversations that we had that, in itself, should have been the episode already, right? But I’m, I’m really looking forward to this conversation. You know, I had a great chat with your colleague, Joanne. And you know, we’re going to talk about a topic today that you and I both know it. It keeps coming up, and you ask 50 people out there, and they’ll give you 50 different answers to this question, right? So let’s, let’s just dive right in. I’m going to say you’re on a mission to help B2B companies deliver high impact marketing campaigns that drive measurable results. But I’d like to focus on this following topic for today’s conversation, and we’ve got plenty to unpack from this one, how small marketing teams can optimize campaigns to reduce waste and achieve outsized outcomes, probably I should highlight bold italic, underline that outsized outcomes, because that one’s going to be the interesting one. Let’s kick off the conversation with the following question, so I’m happy to repeat so why do you think many B2B organizations are spending less on their marketing efforts and shortening the timelines in which teams need to deliver results? And based on those constraints in your experience, where have you seen many marketing teams struggle? Jordan Buning  03:15 But you’re right. There’s a there’s a lot there, and trying to consolidate all of my thoughts down is a unique challenge. But, you know, I think part of it is not that marketing is losing importance sometimes in various circumstances, be it budgetary otherwise, but it’s more about the pressure of reshaping how it gets evaluated. There is a lag, I think in terms of how a lot of individuals perceive the importance in the in the contribution that marketing makes to the organization’s goals and ultimately to its bottom line. So if it’s disconnected, it becomes a variable, and a variable that, while maybe nobody is really wishing for, it sometimes becomes minimized or expendable, and therefore it’s really kind of a big push. And there’s certainly a variety of things that may be driving that. It could be their own, economic uncertainties, their market has changed. Therefore they’re making their adjustments. They’re managing risk. When they’re doing some of those kinds of things they may not necessarily see again that relationship between what they’re attributing to the bottom line. They may have measurements that are not aligned to show performance and not that it isn’t but they don’t have the data that’s that’s doing that and or they may even have a lag. They may have a lot of information, but it’s historical data, and present realities may be slightly different, and they don’t really have a way to connect to it. And then you’ve got a lot of other circumstances, like shift towards more immediate revenue. They may be saying, well, let’s just push out, let’s, let’s push more on. The sales side of this. Let’s work with partners, and let’s have them facilitate the process, and we’re going to get out of the sales and marketing role. Maybe what they say is, we’re going to park acquisition and we’re going to really go after account expansion. So those, those are all things that could be driving all of this. Then you throw in things like AI, where they might say, you know, it looks like there’s a lot of great tools out there. Why don’t we use more of those? Let’s use that to fill the gap where we maybe don’t have the resources that we once had. So those all become drivers in the whole situation. And somewhere in between is reality. One other thing, maybe, you know, a lot of organizations, depending on where they are, probably got where they were without maybe marketing being one of the primary drivers. Maybe they had a great engineering solution. They’re a great production organization, and maybe even a great selling organization. But marketing hasn’t been something that has necessarily been invested in as great they got there in their minds through other things. And so there’s suddenly a shift in terms of how to reconcile the value that marketing is contributing to the whole thing. And so it’s both an opportunity and a challenge. Obviously, in the moment, it’s it’s difficult and it’s painful. But those are, those are some of the circumstances that are kind of going on then based on constraints, where do we think marketing teams struggle? I had to remind myself of the question, so I wrote it down. If I were to zoom zoom out, I think the core struggle is, is somewhat capability and capacity. But it’s really kind of more the issue of time horizon that they might be running into, depending on what the issues are that are getting brought up. There could be a bit of a strategy whiplash where, you know, they had a plan, and the best laid plan has gone to waste, and there’s suddenly kind of a push towards a very different effort. And so the investment now is getting either tabled or stalled and and suddenly they’re they’re wanting to switch horses and go to a different direction. And obviously, from a marketing standpoint, that fear is great. We’ve got lots of activity. We’re doing a bunch of other things. We feel good about that. The other side of it is there’s a cost to losing that momentum of where you were going before. And how do you how do you kind of reconcile that? And then, how do you avoid continuing to have strategy change after strategy change along the way? Those are the things that really could create constraints out of very small marketing teams, maybe a team of one, maybe an outsourced resource, those things all get really kind of challenging, over reliance on performance, metrics and tactics. So you know, specifically, getting into things that seem to have the most immediate ROI, let’s just go after the search campaign conversions. Let’s go after some other things that are low funnel without maybe reconciling the understanding that you’re you’re doing that sometimes at the expense of the things that that that initiate things into the funnel as well, and so, you know, maybe creating a bit of a short term bump, but at the expense of long term success as well. So that’s a challenge. Confusion with sales, sales and marketing forever being sometimes perceived as opposing parties. So you know, again, I think this, this idea of we just need better leads, we just need more quality, whatever, faster kind of a thing, as opposed to, let’s, let’s be very team minded and intentional in terms of working together. Measurement paralysis, that’s a that’s another one that can happen where everybody’s got data, and you’re overwhelmed with that data, and you get so focused looking into rear view mirror, you’re losing track of the direction you’re supposed to be going all along. And then you get into some things like short term wins versus long term growth, and a very inconsistent narrative in terms of what you’re trying to talk about. And so, you know, I think those are, those are all kind of contributing factors that some organizations really have to wrestle with is it’s great to be responsive and reactive to real circumstances, and everybody knows how to hold a plan loosely. But what are the trade offs in being able to shift from having a strategy and then and then suddenly realizing there needs to be an adjustment. They get very eager and excited about creating a lot of energy. That energy is great, but that energy may not be harnessed in such a way that it’s actually going anywhere. So you’re feeling good about the activity and the responsiveness, but you might be trading one problem. Problem for another if you don’t have that clarity together as a team. And so I think it’s this, this thing that often we all talk about of like, go slow to go fast, is really an opportunity that that is presenting itself in a situation like that, like, before we move off of the solve this problem in a particular way, let’s pause and make sure we all know what we’re trying to do here and being able to accomplish that. Christian Klepp  10:25 Absolutely, absolutely. Thanks for sharing all of that that was a lot like within the past couple of minutes. I wanted to go back to something like you touched on it a little bit in the beginning, but it’s certainly been my experience, and I’m curious to see how it’s been over on your end. Do you think that a lot of these constraints, I mean, certainly a lot of it has to do with market dynamics, and, as you said, like the introduction of AI and machine learning? But do you also feel, I mean, we’re talking about B2B here, right? And a lot of these big companies, whether it’s in health care or manufacturing or chemicals or whatever. When you have a meeting, you know, you have these this meeting with senior management or the board of directors, marketing is not always the first thing that comes to mind. And I say that with a heavy heart being a marketer, but you know, you got to face the music, right? That’s the reality of it. Do you feel that a lot of times, especially with small marketing teams, the reason why they’re they’re having to navigate these challenges is because people within the organization, A don’t quite understand what marketing is, and B, they don’t quite understand why they should care. Jordan Buning  11:41 Yes, I definitely would agree with you. And I think it’s, it’s sometimes an educational problem, and sometimes it’s a self imposed problem, right, you know? And I think, I think on the to your point, it can be perceived as it looks easy, or, you know, it’s easy to get educated or feel knowledgeable about it’s, it’s viewed, sometimes more, as a an art form and very subjective, as opposed to a science and driven based on actual performance activities and and good strategy. And then, I think the marketers ourselves, sometimes unintentionally, have done that to ourselves. We’ve we’ve gotten very excited about a lot of things, maybe trends that are happening. Maybe we are just tied to the thrill of a great creative hook or message or whatever, and we miss the connectivity to the business itself. And you know, with that in mind, you just become an outer ring in some of the core things that the organization is doing and and, you know, the other part of it is sometimes your role could get perceived just as as responsible for help getting leads, as opposed to, hey, marketing’s responsibility is to be a part of probably a lot of the ecosystem. Not only do we help acquire, we help keep. We help create an experience. We help create an experience for our employees and so on and so forth. So, you know, I think, I think there’s, there’s shared responsibility, sometimes, certainly, a world that’s evolving. I think it’s getting better. I think, I think marketing has developed a more present seat in the C suite and leadership conversations, which is, which is positive, plenty of runway to go yet. But then there’s, there’s marketing themselves making sure that, hey, these things that we do, are they aligned and connected to all of the things that are happening that the organization cares about, are their goals, our goals, as opposed to, hey, we’ll just increase likes and shares and so on. Those are all good numbers for marketing. Maybe they don’t equate to the business, and therefore we sometimes shut ourselves outside of that conversation, as opposed to, you know, maybe how they perceive us. Christian Klepp  14:08 Absolutely, absolutely. I had another Golden Apple for you, but I’m gonna, like, save that one for later on in the conversation, moving on to the next question, just based on everything that you’ve said, and, you know, we are talking about how smaller teams can optimize campaigns, what are some of these key pitfalls you would say they need to avoid and to keep it constructive, we also need to talk about what they should be doing instead. Jordan Buning  14:36 You know, one of the things as I thought about that question was, really, you know, we often look at as a capacity. Are we just running a few people ragged? And there could be some truth to that. But I think the greater risk would be just, are we going about it in all the wrong ways? Right? There is a sense of urgency. We go running out of the room. We want to help. So, but by by nature of our activity and or the group’s conversation that we’re having, we actually could unintentionally just be creating an added level of chaos to the chaos that’s there. And so some of those pitfalls could be chasing immediate pipeline and ignoring the long term gain, and so you know, it’s it’s a both end strategy that we’re trying to educate on and maintain is, hey, how do we make sure we answer the bell on some of the more immediate issues that are going on, but that we also don’t do it at the expense of the long term importance and success of this organization as well. Another one is constant strategic repositioning, if what we do is go after some of the more immediate things, and that could be looking like a sale or a sale price, or something else that’s commodifies the product and service that they offer, that might get them a bump in the moment, but is that the identity that the organization and its products really want to be known for, and so it it may do damage to its long term narrative, depending on how some of the messaging comes out at that time as well. I think there’s a risk of over complicating what you’re trying to do. And I think that’s something that’s stuck in my mind. I’m, I’m probably, by nature, an over simplifier, or a simplifier, I should say. And I think there’s a, there’s a risk of of throwing a lot of things on the menu, looking at them as, like, 1000 bets. And you know, at least one of these bets is going to turn into something so, you know, it’s it feels like good activity. People feel good that there’s a response that’s happening. But it may be such a scatter, and it may so minimize the level of effort on a variety of different things, you know that it just minimizes the challenge that’s going on. And I think indirectly, in doing that, you also may broaden the gap and divide between yourself and marketing and some of the other groups, including sales. So hey, we’re going to go do this thing, and we feel really good about it. Maybe it even does the thing that we think it should do. But at the end of the day, it doesn’t really satiate some of the other drivers and motivators that they have. And so suddenly you’ve really got this, this growing divide, as opposed to a closing divide in terms of what’s going on. And so, you know, I think those all become kind of risks in this whole thing. And then, you know, maybe, maybe the last thing being taking risks on things you haven’t done before. So suddenly it’s, well, let’s, let’s try this technology solution. Let’s, let’s, let AI do a thing for us, or whatever. And when it’s most critical, you’re moving away from the things that you can believe in and trust the most, and you’re throwing a few Hail Mary sound down the field, it could be a risk that is of too great for the organization, as opposed to, hey, what are some fundamental things that we can really hone in on? What is maybe more how we narrow our efforts into much more focused activities and energies, and what are our best executions. So, you know, I think, I think with the best of intentions, and I’m sure I’m as guilty as anybody at times in my past of, let’s create a lot of activity potentially. You know, that’s the pressure you’re feeling. The real answer may be, how do we stop enough to create clarity? Really reset our pathway to what we need to accomplish, and then what’s the most, smartest and most effective way to get there? Christian Klepp  18:48 Absolutely, absolutely. I almost feel like sometimes us, marketers were guilty of like, okay, let’s just, let’s just try everything, or, or, some teams, and, you know, I’ve certainly worked with some of them in the past, they get pressure, and especially in B2B, they get pressure from higher ups saying, Well, you know, I saw something on Sunday, you know, like there was this video. So why don’t we do a why don’t we do a video, right? Why don’t we, why don’t we get on tiktok? And I had a briefing, and I shall not disclose the name of the client, but I we had a briefing many years ago where a client said, um, we want you to create a viral video for us, and to which I said, like, with all due respect that you don’t get to decice that.. Jordan Buning  19:34 Yeah, let’s, let’s make magic, right? Christian Klepp  19:36 Let’s make magic. And I can say, I can say, with confidence, we, walked away from that and said, you know, we can’t help you. We walked away from that. And, you know, unscathed. Jordan Buning  19:47 It’s the hardest thing to do sometimes, right? But it is wise at times to recognize that. Christian Klepp  19:53 Well and I’m sure you’ll agree, you’ll agree with me when I say this. I mean, like, you know, we’ve, we’ve been in this business for a bit, but. Um, it’s sometimes necessary to tell the client that, okay, you’re, you’re asking us to do something for you, and I’m gonna, like, disagree with what you’re asking us to do, because we believe, to our core that that’s not in your best interest, right? And it’s and it’s and it’s difficult to have that conversation. I’m sure you’ve had many of them, right? Jordan Buning  20:24 Sure, but you’re, but you’re right. It’s, you know, you’re paying for our candor, yeah. And I think you know, the risk would be, you know, arrogance. But I think for the most part, I think with with the relationship that you’re trying to build and forecasting that at times, that that can be a healthy thing too, and even if it’s a little challenging or impassioned, hopefully there’s a there’s a point where you can reconcile some of those things. But I agree with you, there’s there’s a time and a place. Christian Klepp  20:54 There’s a time and a place. Absolutely, this next question is going to sound a little bit like table stakes to you, but man, I have worked with a lot of teams where that wasn’t very clear. The importance of having a deep understanding of who your target groups are, and I’m gonna say plural, because it’s never, it’s never just one group and B2B, and an understanding of their of their buyer’s journey. All right, talk to us about that. Jordan Buning  21:20 Yeah, I think, I think there’s a variety of things that really popped up as I thought about that particular category and there to your point, it’s a complex group. And yet, I think this is also really a time where precision is important, when you start looking at urgent shifts and that kind of a thing. And so not to eliminate groups, necessarily, but hey, if we need to prioritize, how do we, how do we prioritize some of these things along the way? And one of the other things that was tied to this as well as I think sometimes when the client feels a sense of urgency, there can be pressure on the time it takes to to be clear about some of these things. And one of the things is challenged us to do is, hey, we’re not going to skip that step, but maybe we can come up with, uh, you know, not a strategy that takes weeks and months, but maybe we just need to develop a sprint session together, and that’s really forced us to be a little more streamlined ourselves. Don’t skip the step, but let’s make sure we have a smart way of creating some clarity around those things. And so that’s a little bit of a learning curve that we’ve we’ve worked our way through is, hey, sometimes you get, you know, the strategy is the project, and a lot of times the strategy is necessary component to get to the goals and the outcomes that they have. And so one of the things that I first jotted down was this idea of precision beats volume. And so it’s this, Hey, how do we create clarity in terms of where’s our best best focus, best energy? How do we target where the real pain is to get the best value? How do we prioritize high propensity accounts and opportunities and those kinds of things along the way. So that was kind of step one. Let’s make sure we’ve got some clear clarity around the focus of that. And then don’t confuse the buying committee as well. To your point, it’s like you could have leadership C suite. You’re going to have probably a finance person involved. You might have procurement. You might have the end user. Those are all very different drivers and motives in that whole thing. And so I think making sure we have clear lanes on some of that, so we don’t muddy this into such a chaotic thing, we forget that they have to want this product along the way. So I think there’s, there’s importance to that. And again, a lot of times that comes back to that early stage of a sprint. How do you then align messaging to decision stages? You know, I think we all wrestle with this, this whole thing. They’re gonna love it as soon as they hear it. Christian Klepp  23:58 Oh yeah, Jordan Buning  23:59 Right away. And, you know, I think, I think that’s important. Back to your, your buyer’s journey conversation again, to kind of say, hey, how do we, how do we move through a series of stages of experience, where first they they become aware of it, then they learn to engage with it and be well informed about what it can do. See reinforcement, see the data that supports it, and those things happen in timely phases. And so this right place, right time, right message component is critical to a lot of the sequencing that happens. And you know, we’re all guilty of periodically thinking this will be a one call, close type of interaction, when, in reality, the decision making is probably going the other direction over time. They’re risk averse. They’re not going to make wild decisions. They’re probably going to have multiple players of approval. They’re going to have other players in consideration often. In as well. And that’s just a reality that I think the world has to be more and more prepared for as we lose expertise and knowledge, as people retire and those kinds of things, people are going to go to the internet and these other places to begin the research process all over again. And so it will, it will take a very different approach to being able to do that. And then a few other things that I noted is, you know, again, just continuing to to build that sales and marketing alignment. What are the who is that primary audience? Does everybody agree? Do we all see the journey the same? Are we? Are we hitting that prospect with the right things at the right time, and then how do we make sure that we’re continuing to protect long term equity, and what we’re trying to do as well? So, you know, it’s it’ll continue to stay fairly important, and so even as the process may becomes faster in some of these situations, because the circumstances demand it. Skipping the steps is probably the way to get off off track. And so really kind of helping everybody stay focused, stay purposeful, be clear on the targets are still things that I think are Immutables in making changes. Christian Klepp  26:17 Yeah, absolutely, you know, and I have this conversation with marketers a lot like, I always highly encourage them, like, you know, have you sat have you sat in on sales calls back in the day, when I was starting out, I had to go out into the field with the sales people, right as an observer, so I’m just like the fly on the wall there, right, but listening to the way that they would present the company’s products and solutions to the prospect, how they would handle the objections and the concerns and whatnot of the of the of said prospect, and if there was an issue there. Okay, so how can we, how can we address that? Because it’s not always necessarily the salesperson’s fault, per se, right? And it’s, it’s that whole concept of, like, the way that we’re going to make this work is if we do it together, right? And having that good relationship, or having that close relationship with the sales people, I think, is a vital component of that, right? Because otherwise, like, like you said, it’s going to be, it’s going to be like, everything is in silos, and marketing is gonna, like, develop all these, these messages in isolation, and it’s not gonna work. Jordan Buning  27:26 Doesn’t say anything, you know, or whatever they might observe about the materials. But you’re right. I think if it’s more of a partnership and mutual education of the other I think there’s, there’s a lot more potential for for exponential outcomes as opposed to siloed solutions? Christian Klepp  27:43 Yep, absolutely. All right, I’m going to ask you two sets of questions here, and there’s plenty to unpack, so just take a deep breath, right? Because, um, this next question is about how small teams can leverage constraints to drive that clarity, that alignment and focused execution. So what are the steps that they need to take? What are some of those critical components that they need to throw into the mix? Jordan Buning  28:08 A few things that we’ve already talked about, but I think are worth repeating. You know, as far as key steps for small groups, I think ruthlessly defining who I think it can become much easier to start focusing on yourselves. And, you know, navel gazing, if you will. And so I think continuing to really think about, who is that ideal client? What do they need? What’s the problem we’re solving is really important. And that’s really the second one of clarify the core problem. You know, what urgent, high values thing are we really focused on, especially if the pressure is on right now, right who is it? What’s the context? How do we, how do we make sure that we’re really focused on them in terms of what we do, and then, what are the most important priorities that surround that? And again, I think really just making sure we narrow in, we don’t, we don’t dilute but, but we do focus. And so I think there is going to be even a necessary conversation that might say, hey, you know, we, we have an opportunity of, you know, this broad audience group, but who is our best and strongest environment, what are the best efforts that we can put forward towards helping them and supporting them? Then I said, Build one narrative platform. Not many campaigns. I think we’ve come out of a world at times where, hey, we do quarterly campaigns or whatever kind of a thing. And so, you know, we look, use it, use it like Kleenex, and kind of move to another one and another one. And I think in the era that we’re in, because of the diversity of tools, and therefore the types of interactions that people have, building more of a platform of, Hey, what is. This offering that we have, how does it align to the individual? What are the core individual messages that we have? It still gives you a lot of latitude for mixing some of those pillars and those messages together. I quite often will illustrate to clients that as we’re developing positioning and different pillars. I almost look at it like a soundboard in a recording studio where, hey, you’ve got all these knobs and buttons to push, and depending on the application and the moment of interaction and those kinds of things, we can turn up and turn down those core components and create a lot of different attributes and experiences around that whole thing, but there’s still the same core things. And so if anybody feels like, you know, as we narrow a little bit, that it’s going to get boring, I think it’s actually just the opposite. It creates a much richer experience, but it’s all much more coordinated as well. So I think that’s, I think that’s very much an opportunity, is make sure there’s a there’s a platform approach creates a lot more consistency, a lot more longevity, and therefore a lot more opportunity to stick over time with the audience that you’re trying to reach. And then, I think you know metrics, as we, as we continue to talk about metrics, make sure that we have a shared way to evaluate what we’re doing, and is it, is it working? And there’s, there’s a lot of different metrics that can go into that. And then I think it’s, you know, keep, keep the cycle tight. Once things are are in the marketplace, how do we continue to be able to circle back with regularity to say, What? What is this getting us? Is this doing the thing? And is it? Is it a thing we can reinvest in, or it is an adjustment that we can work our way through, but continuing to be able to do that in as close to real time as you can, so that that you’re working together, you know, you’d hate to kind of disappear for 90 days, show back up and then say, hey, look, it didn’t work, or vice versa. And I think it just allows, again, a much more team minded approach to being able to do this, or at least being able to share status and that kind of a thing, depending on what’s going on. Yeah. Christian Klepp  32:15 Yeah, absolutely. I mean, you know, especially as marketers, you never want to give people the impression that you’re that you’re running an art studio here, you know, you lock yourself up there for two weeks, and then I’m, you know, I’m working on my masterpiece. It’s not quite done yet, right? Yeah, it’s, it really needs, does need to be a two way street. Because, you know, you can attest to this. And I’ve, you know, I’ve gone through plenty of campaigns as well, where it almost becomes this, this weekly check in, sometimes, depending on the client, right? Sometimes it’s bi weekly, right? But okay, so this is how it’s going. This is, this is the progress so far. This is where we’re seeing some obstacles, and this is how we’re planning to address those, right? So, so it’s continuously evolving. It’s, it’s, I think you brought it up earlier. It’s an ecosystem. Yeah, yeah. Very much, very much. I agree, yeah. All right, so here comes the question of the hour. So with the reality of tight budgets and even tighter deadlines, marketing teams need to be more resourceful and agile. So this is one of those like, what would you do situations, right? So, Jordan, if you had a smaller marketing team and the senior management only gave you 90 days to deliver results, what would you do? So talk us through the process and what approach you would use, what initiatives you’d implement? Jordan Buning  33:37 Well, somewhat similar to our own process, we have something we call the DDM way, and in the first phase of that starts with listening and understanding. And so I had written down a phase for this that would be diagnose and focus in a situation like this. Again, I think this goes slow to go fast, mindset where you can kind of identify the best path, analyze the pipeline and have those conversations and get aligned with sales. I think those are the core components that have to be there. Or I think you’re going to continue to be battling the execution side of things down the road. And so I think phase one is very foundational, of really diagnose focus. Phase two, I said, activate, you know, your focus revenue engine. So precision, precision over scale, I think, is really the thing that you’ve heard me say a number of times is, you know, who are we targeting? Is it almost account based, focused or something similar? You know, what strengthen our conversion assets? We’ve been talking a little bit about that in terms of, what are those best tools? Are they case studies? Are they white papers? Are they various other sheets that need to get created, then building that platform, you know, and again, it may get executed as a campaign still, but you know, your platform has has more of a longer life. To it, and then optimize the channels that you’re using and really making sure you’re doing all the right things that are there. And then, I think, once you’ve got it in the market, the last phase of this whole thing is double down and then optimize or amplify at that point. So we’re big believers in terms of setting up some some things that you can see regular metrics and performance on. And then we usually will talk with our clients as well about, hey, what are the things we need to talk about if we’re going to make a change? And what are the things you should be expecting us just to go ahead and make adjustments on the fly that are supportive. And usually, if there are shifts in terms of approach or message or something we need to talk if it’s hey, let’s, let’s move our mixture of maybe a media placement or something like that within the budget we already have. Those are things they might expect us to go after and really make sure, you know, we’re keeping this thing optimized. And sometimes I respectfully describe our resources on the on the media side, is it’s almost like day traders. The tools are there. We should be paying attention on a regular basis, looking at performance and then optimizing for them, when and where we can along the way. And that’s the beauty of some of the digital tools that are out there. There’s, there’s always risks in over adjusting or or over manipulating, but I think there’s very much an opportunity for us to stay very up on on how everything is performing. Christian Klepp  36:31 Fantastic, fantastic. So, all right, so we’ve got we’ve got the clarity, we’ve got the alignment, we’ve got the understanding of the target audience, and there and the buyer’s journey. And now you’ve laid out your plan for the 90 days, and now the board is going to say, well, you know, that’s all well and good, Jordan, but we need to see the ROI, right? What are we? What are we spending money on here? And I’m sure you’ve had that conversation before, because I’ve certainly have. And then what? So what I’m getting at here is like, what kind of metrics should these marketing teams be paying attention to to prove that whatever it is they’re implementing is working? Jordan Buning  37:14 Yeah, I think you know, the things that probably made this conversation happen in the first place are probably the first metrics you got to have. So it’s probably has something to do with revenue, and probably secondly, has to do with how quality they think the pipeline is filled with opportunities. And so I think you know, your initial metrics that would say this is working or not working, really have to start there. And and it may be two or three steps removed from some of the, you know, inside marketing measurements that that might be there, but at the end of the day, that’s what will kind of matter to them. And so what is, you know, the pipeline contribution looking like? What kind of opportunity creation rate is happening, revenue, influence, those, those kinds of things, I think are components that that matter when we talk about revenue and pipeline is, are we actually contributing to the financial success of the organization? Then you can start dropping down and get closer and closer into some of your more specialty focused areas and that kind of a thing. I think then you get into stage, convergence leads to opportunities. Opportunities to proposals. Proposals closed one. I think, you know, those, those are very traditional funnels, and those are great, great things to have. I think those, those ladder up to some of the other things that we previously talked about, sales cycle length, maybe another one, win rates. Those are all really great things between sales and marketing to be able to say these things are starting to actually work. And then you get into things like efficiency rates and those kinds of things. Now you’re getting into probably platform specific performances, cost per opportunities, cost per clicks, cost, you know, so on and so forth. You’re probably getting into more marketing specific measurements. You could get all the way over to the brand side and start talking about, you know, messaging and market signals that you’re creating as well. Those are probably inside in your world. And there may be some ahas that you can really push, push back up to say, hey, giving you some forecasting here. Here’s what’s happening. People are starting to respond in this way to these particular messages. This is something that should be on our watch list, because it could be an opportunity. It could be a threat, you know, and a way it goes there as well. So it’s, it’s, it’s important to probably keep those things connected. But I think we have a tendency, and I know it’s we’ve been as guilty as anybody somewhere in our past, where you start from the bottom and you work your way up, and so you dazzle them with SEO (Search Engine Optimization) information and search statistics and social media information, and you have some. Be probably drumming their fingers across the table, kind of going, we’re bleeding money, or whatever the story could be, this isn’t meeting the conversation that we need to have. And so I think we need to start and meet them, and then be able to work our way down. And I think then, then the marketing connectivity, also, one of the things you and I talked about at the beginning will start to come back to them like, Oh, these guys understand what we’re motivated to do, and they’re now starting to contribute to the solutions that we’re trying to accomplish here. We’re on to something now. We’re a team. We’re not We’re not adversaries, trying to trying to find out who’s responsible for success or lack of so. Christian Klepp  40:42 Absolutely, absolutely, and yeah, like you said, it boils down to, like, revenue and pipeline contribution, right? Like, yeah, everything else after that is probably secondary. Jordan Buning  40:56 Well and again, we love to kind of show people some really neat things, but it’s, it’s kind of like, you know, if you just told me about barometric pressure, as opposed to, is it going to be stormy or is it going to be sunny today? It’s like, you know, you you need something that you can do something with, and I think you have to look at that leadership group with that in mind from a marketing standpoint. Christian Klepp  41:18 So that’s it. Okay, here comes the soapbox question. So a status quo in your area of expertise that you passionately disagree with, and why? Jordan Buning  41:32 Yeah, there’s, there was a couple different thoughts that were coming through my mind. And I think you know this idea that marketing exists just to, just to facilitate leads for a couple of different reasons. I think, I think it’s a means to an end that I think is, is a little limiting. It confuses the activity with the impact a little bit more. I think, you know, that’s that’s an element of something that, again, I’ll use the magic word of ecosystem. It’s a contributing ingredient, as opposed to something that’s done in isolation. And so, you know, certainly kind of wrestle with that a little bit more. I think the more we talk about it just being a responsibility to generate leads, the more we don’t leave room for the things that we know are critical ingredients, like brand you know, like the experience of working with the organization and or using the product. Those kinds of things could could really derail if all we have is all we want to do is acquire. That’s your only job. And you know, I think there’s a lot of organizations that are starting to realize we do a lot of work in healthcare. So that’s an example close to my mind where, you know, you can do a lot of work acquiring, but if we don’t do a great job of great giving them a great experience, even down to billing, especially in healthcare world, there, there is, there is, just, as you know, greater likelihood we’re going to need twice as many leads and opportunities if we keep losing them on the back end. And so I think marketing plays a more and more significant role in a number of fronts in terms of creating those experiences so that the not just the buyer’s journey, but the customer experience are accounted for in those things. And so it’s, I think it’s, it’s a it’s a good thing. We need to be responsible for that role. Certainly, if we don’t grow, there’s, there’s consequences. So we want to contribute to generating leads and generating new business. But I think it we need to be, hey, is marketing accounted for in a lot of the different components of of our organization? I think that’s a that’s a much more holistic mindset that organizations are doing more and more, you know, to their credit, yeah. So certainly don’t need to pick on them or anything like that. I think, I think the world is evolving just as much as the marketing discipline itself is absolutely, Christian Klepp  44:03 I mean, it’s, it’s very multifaceted, right? Like in, in every, in every aspect, right? So it’s, it’s, it’s, yeah, perhaps a certain part of it is lead jump, but there’s so much more than that. Jordan Buning  44:16 Yeah, I agree. There’s so many things, definitely you could, could label in there. But I think that’s, that’s probably the one is, is to be a more active participant in in everything the organization is doing is should be expected as much as they should be included. Christian Klepp  44:34 Absolutely, absolutely, and also just to build on what you build on what you said, especially ever since I started out my career in marketing, it’s to get people, and this is part of the reason why I started the show. It’s to get people to understand people in a non marketing role, to understand that marketing does have a strategic role, right? And just because perhaps they don’t understand. And that right now, that doesn’t mean it should be ignored. Jordan Buning  45:04 Totally agree. Christian Klepp  45:07 Jordan, this has been a great conversation. Thank you so much for your time and for sharing your expertise and experience with the listeners. Please, quick introduction to yourself and how folks out there can get in touch with you. Jordan Buning  45:16 Sure. I’m Jordan Buning from DDM Marketing and Communications. Officially, I’m considered the visionary of the organization, if you know EOS, but also involved very heavily on sales and strategy with a lot of our clients. You can reach DDM at teamddm.com or my email address is jordanb@teamddm.com. Christian Klepp  45:39 Fantastic, fantastic. And we’ll be sure to drop all that information in the show notes when the episode comes up. Sounds great once again. Jordan, thanks so much for your time. Take care, stay safe and talk to you soon. Jordan Buning  45:54 Thank you. Appreciate it. Christian Klepp  45:54 All right. Thanks. Bye for now.

Casey O'Quinn is the founder of Gravity Digital, a family-owned marketing agency that has served direct-to-consumer family businesses for 25 years. He works alongside multiple family members including his father, wife, sister, cousins, and in-laws across several ventures including the agency, healthcare, and real estate. Casey built his firm on a unique revenue-share model where his team only gets paid when clients grow, challenging the traditional agency retainer approach.SHOW SUMMARYIn this episode, Jonathan Goldhill is joined by Casey O'Quinn, founder of Gravity Digital, a family-owned agency serving family-owned DTC brands for 25 years, about marketing as capital allocation that can drain family wealth and strain relationships when spent on vague retainers without measurable return. Casey contrasts traditional hourly/retainer agency models with Gravity Digital's revenue-share approach, where the agency is paid only on growth above a baseline, aligning incentives and enabling investment in creative, websites, and testing. They discuss protecting “the family farm,” handling generational risk tolerance, patience and education around digital channels, and a “seven-figure blueprint” formula (customers × frequency × average order value) emphasizing ads for scalable acquisition, email/SMS for repeat purchases, and upsells for AOV. Key metrics include new customer acquisition cost, lifetime value, new vs returning customers, and cautious use of ROAS amid attribution limits, plus integrating marketing into EOS scorecards and quarterly testing.KEY TAKEAWAYSFamily before business: Make a commitment to walk away from the business before letting it damage family relationships—this principle forces better conflict resolutionRevenue share model: Align agency incentives with client outcomes by only getting paid when clients grow, rather than fixed retainers that don't ensure resultsMarketing as investment: View marketing spending through the lens of capital allocation and ROI, not just as an expense line itemNAC is critical: Understanding your New Customer Acquisition Cost and being willing to spend MORE than competitors (while staying profitable) is how you win at scaleSimple growth formula: Revenue = Customers × Frequency × Average Order Value. Focus on these three levers systematicallyTest before committing: Start with small tests and let data drive decisions rather than assumptions, especially when navigating generational disagreementsFailure is feedback: Marketing experiments that don't work aren't failures—they're learning opportunities to "fail forward"Patience + transparency: Success in family business marketing requires educating all generations, managing different risk appetites, and showing early wins to build trustQUOTES"We would walk away from the business before we let it come between us." — On family business priorities"He who is willing and able to spend the most to acquire a customer wins." — On competitive advantage in customer acquisition"Good marketing can't fix a bad product." — On fundamental business requirements"The cheapest customer you'll ever get is the one you already have." — On the value of repeat business and frequency"Marketing and innovation produce results. Everything else is just a cost." — Peter Drucker quote on business fundamentals"Protect the family farm—that's the family business." — On preserving generational wealth and avoiding capital drain"Failure is just feedback." — On reframing marketing experiments"Marketing is half art, half science, half left brain, half right brain." — On the dual nature of effective marketingConnect and learn more about Casey O'Quinn.https://www.linkedin.com/in/caseyoquinn/If 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

In this episode of Better Business, Better Life, Debra Chantry-Taylor speaks with Haraya Del Rosario Gust about what it means to become an EOS Driven Entrepreneur. Haraya shares her journey from the corporate world into entrepreneurship and how implementing EOS helped her scale her business from 13 to more than 50 employees in just two years. She explains how clarity, accountability, and strong leadership structures transformed the way her company operated and allowed her to step out of the day-to-day operations. The conversation explores the power of the accountability chart, the challenge many founders face when transitioning from operational roles into strategic leadership, and why building strong leadership teams is essential for sustainable growth. Haraya also introduces her new book, The 90-Day Leadership Field Manual, designed to help first-time leaders build confidence, structure, and clarity in their roles. Haraya and Debra also discuss the importance of prioritising health, creating supportive leadership environments, and building communities that allow entrepreneurs and leadership teams to grow together. Haraya shares her vision for expanding EOS communities across Southeast Asia and supporting more leaders on their journey. If you want to understand what it truly means to operate as an EOS Driven Entrepreneur, this episode offers powerful insights on clarity, leadership development, and scaling a business with the right systems in place. CONNECT WITH DEBRA:    ___________________________________________         ►Debra Chantry-Taylor is a Certified EOS Implementer | Entrepreneurial Leadership & Business Coach | Business Owner ►Connect with Debra: debra@businessaction.com.au ►See how she can help you: https://businessaction.co.nz/ ►Claim Your Free E-Book: https://www.businessaction.co.nz/free-e-book/ ___________________________________________       GUEST'S DETAILS: ► Haraya Del Rosario – LinkedIn: https://www.linkedin.com/in/iadelrosario/ ► Website – Satori: https://teamsatori.asia/ Episode 262 Chapters:   00:00 – Introduction 00:42 – Journey to Entrepreneurship and EOS Implementation 10:26 – Discovering EOS and Scaling the Business 10:51 – The Impact of Accountability Charts 29:52 – Challenges and Growth in Leadership 35:05 – The Role of Visionaries and Strategy 37:40 – Personal Growth and Professional Fulfilment 37:51 – The Science of Scaling and Personal Development 39:58 – Supporting New Leaders and Building Communities 40:47 – The Importance of Clarity and Health First 44:41 – Future Plans and Exciting Announcements

Forrest K. Derr is a Fractional System integrator who helps founders fire themselves out of a job.    Along the way we discuss Billiards at Univ of Delaware (2:30), A Lot of Little Knobs (5:00), Tracking the Moving Parts (8:30), EOS (11:15), Core Values (15:00), Start with a Plan (21:15) and the Fixers and Founders podcast (23:00). Interested in a Fractional COO, reach Forrest @ Derr Consulting This podcast is partnered with LukeLeaders1248, a nonprofit that provides scholarships for the children of military Veterans. Send a donation, large or small, through PayPal @LukeLeaders1248; Venmo @LukeLeaders1248; or our website @ www.lukeleaders1248.com. Music intro and outro from the creative brilliance of Kenny Kilgore. Lowriders and Beautiful Rainy Day.

Have you ever considered EOS - the Entrepreneurial Operating System? It was first introduced by Gino Wickman in his book Traction: Get a Grip on Your Business. Since then, it has become a tool many small and medium businesses leverage to drive operational excellence. In this Quick Hit, you'll hear from returning guest Sue Frech, an EOS Implementer who has achieved a ton of success in the business world with EOS. She's the Visionary & Investor at Summit Shore Partners. Tune into the full episode here

Dan Wiliams started his entrepreneurial journey at age 10 earning money as a paperboy and local lawnmower kid.The thrill of the enterprise always meant more to him than the money. He started building and selling computers at the age of 15 and became the go-to for all technology needs for all friends and family. He eventually had his first experience running and owning a business after joining a small IT business at the age of 21. He helped grow it to over $20M in revenue and replaced himself in it and exited. He has done about 5 mergers, sales and acquisitions throughout that time and started his own advisory in 2017 to share his experiences with other business owners. These days he is a director in a software company, a fulfillment company and has his own EOS practice.In this episode, Dan shares with me his journey to exit & how it's important to elevate those around you in order to really let go!The Formal BioDan is a Certified EOS® Implementer and has more than 20 years experience in the IT industry. He is the former CEO of Australian MSP and certified Great Place to Work, Powernet.He has facilitated hundreds of sessions globally on leadership, growth, and culture. Dan is driven by his passion for helping others and lifting the tide across the IT industry. Dan is a facilitator in the IT Nation Evolve program and former peer group member.Dan spends the majority of his time pursuing his purpose of connecting people with possibilities to unlock potential. As a lifelong entrepreneur himself, Dan now works with over 25 technology service providers across the APAC region as their EOS Implementer and Coach on their journey.

Are you overwhelmed by nonstop chaos, endless stakeholder demands, or the fear you'll break while scaling up? This episode delivers urgent answers for every COO, integrator, and senior ops leader pushing to get their head above water.Cameron Herold sits down with Kelly Knight, President and Integrator of EOS Worldwide, for a rare, candid look at the systems and mindset that power explosive growth and keep organizations aligned when everything feels impossible. Kelly lifts the curtain on EOS's real role in revolutionizing the “second in command” function, gives you her hard-won playbook for winning over visionaries, and exposes how elite integrators preserve culture, even through private equity takeovers and seismic business model shifts.Stop guessing and start winning. Listen now to avoid burnout, grab proven EOS secrets, and finally align your team before something breaks. These insights are exclusive, actionable, and you won't hear them anywhere else.Timestamped Highlights[00:00] – Chaos or clarity? How EOS aligns human energy when everything's changing[00:02:41] – Why most “second in command” titles are missing the mark (and where EOS fits in)[00:03:27] – The system for managing human energy that built a raving fandom[00:07:14] – Inside the “VI Duo”—the secret sauce that powers badass leadership teams[00:10:11] – One killer meeting rhythm that keeps visionaries and integrators in lockstep[00:13:02] – From outsider to integrator: Kelly's surprising first 90 days and the mistake even top COOs make[00:17:03] – Private equity chaos? How Kelly realigned 27 stakeholder groups and survived[00:27:01] – Navigating massive change: Candid truths about communication, relationships, and earning trust[00:29:44] – Why EOS failed at software and the power of doubling down on your “hedgehog”About the GuestKelly Knight is the President & Integrator of EOS Worldwide, the pioneering force behind Entrepreneurial Operating System®. Known for her expertise in scaling operations, leadership development, and stakeholder alignment, Kelly has guided EOS through private equity acquisition and global expansion. She regularly mentors visionary-operator duos around the world, helping them navigate change and build lasting company culture.

What actually separates small businesses from scalable eight-figure companies? In this episode of Limitless MD, Dr. Vikram Raya breaks down the operating system that allows founders to build predictable, scalable, and sellable businesses even if they never plan to sell.This episode is a practical deep dive into business infrastructure, leadership systems, and the invisible framework that turns fragile growth into durable momentum. Dr. Raya explains why businesses do not rise to the level of the founder's talent but instead rise or collapse to the level of their systems, and how founders must shift from being artists to becoming architects.You will learn how to remove founder dependency, design a self managing company, and build a business that can grow without chaos or constant firefighting. This episode is especially relevant for physicians and founders who want freedom without abandoning impact.“You do not need a better product. You need a better operating system.” ~ Dr. Vikram RayaIn This Episode:Why businesses rise or collapse based on systems, not talentHow to remove founder dependency from your companyWhat a real business operating system actually isThe frameworks behind EOS, Scaling Up, and Summit OSThe six elements every scalable company must masterHow to build a self-managing companyHow physicians can turn clinics into scalable assetsConnect with Vikram:

In this episode of Behind The Numbers With Dave Bookbinder, Dave is joined by advisor and author Kris Kluver for a conversation on why leadership - not structures, not strategies, not spreadsheets - is the real driver of long-term value creation and generational wealth preservation. They dig into the coming great wealth transfer and the uncomfortable reality that roughly 70% of family fortunes fail to survive the second generation. Kris explains how breakdowns in communication, culture, and leadership - not financial planning - are usually to blame. Dave and Kris explore how families and organizations can prepare next-generation leaders, set audacious goals (BHAGs and 100x thinking), and build accountability systems that actually work. The discussion also touches on disruptive leadership, EOS-style scorecards, and why protecting and developing human capital is even more critical in an AI-driven world. Key takeaways include the importance of clear narratives of success, simplified metrics that drive accountability, intentional leadership development, and the willingness to embrace discomfort in pursuit of meaningful growth. The message is clear: leadership is not a soft skill - it's the most valuable asset an organization has. About Our Guest: Kris Kluver is a highly experienced operator, investor, and advisor who has worked with over 100 CEOs and helped organizations achieve billions in valuation. He has over three decades of experience across diverse industries, from publicly traded companies to high growth startups. Kluver has studied entrepreneurial strategy at Harvard Business School, is a certified exit advisor, a fellow at York University in the UK, and author of two bestselling books. About the Host: Dave Bookbinder is known as an expert in business valuation and he is the person that business owners and entrepreneurs reach out to when they need to know what their most important assets are worth. Known as a collaborative adviser, Dave has served thousands of client companies of all sizes and industries.    Dave is the author of two #1 best-selling books about the impact of human capital (PEOPLE!) on the valuation of a business enterprise called The NEW ROI: Return On Individuals & The NEW ROI: Going Behind The Numbers.    He's on a mission to change the conversation about how the accounting world recognizes the value of people's contributions to a business enterprise, and to quantify what every CEO on the planet claims: “Our people are this company's most valuable asset.” Dave's book, A Valuation Toolbox for Business Owners and Their Advisors: Things Every Business Owner Should Know, was recognized as a top new release in Business and Valuation and is designed to provide practical insights and tools to help understand what really drives business value, how to prepare for an exit, and just make better decisions. He's also the host of the highly rated Behind The Numbers With Dave Bookbinder business podcast which is enjoyed in more than 100 countries.  

Growth looks glamorous from the outside. Until the summer never comes. Chad sits down with Stephanie Allen, co-founder of Airworks, to unpack what really happens when bold goals, big budgets, and leadership transitions collide with economic reality. Stephanie shares the raw truth behind scaling from gut instinct to structured systems, why their first revenue backslide in 15 years forced personal reinvestment, and how nearly losing momentum strengthened both their business and marriage. From navigating husband and wife leadership dynamics to redefining accountability, Stephanie reveals how raising the floor, not just the ceiling, is the secret to sustainable growth. They dive deep into EOS, the discomfort of holding people accountable, and why clarity is kindness. Stephanie also introduces her "AI barbell" philosophy, explaining how technology should strengthen human development, not replace it. This conversation is for leaders who want real growth, not just bigger numbers. It is about systems, ownership, resilience, and the courage to evolve when the plan fails.   Additional Resources: Connect with Stephanie on LinkedIn Learn more about AirWorks Learn more about Boxed for the Trades Join The ARENA - a CSTG Community (powered by our media partner, PeopleForward Network) Subscribe to CSTG on YouTube! Connect with Chad on LinkedIn Chad Peterman | CEO | Author Learn more about the Peterman Brothers Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network   Key Takeaways: Raise your floor before chasing higher ceilings Clarity is kindness in leadership Accountability unlocks team potential AI should amplify humans, not replace them Systems create freedom, not restriction  

No Agenda Episode 1847 - "Off-Ramp" "Off-Ramp" Executive Producers: Sir Onymous of Dogpatch and Lower Slobbovia Brian Maas Sir Sala Hauser Sir Scovee Richard Gelb Sir Steve Weiss Sir donald of the fire bottles Associate Executive Producers: Sir Nate the Rogue Dame Astrid and Sir Mark ArchDuchess/Duke of Japan and all the Disputed Islands in the Japan Sea Eli the coffee guy KateDietrich.net Linda Lu, Duchess of Jobs, writer of winning résumés Become a member of the 1848 Club, support the show here Boost us with with Podcasting 2.0 Certified apps: Podverse - Podfriend - Breez - Sphinx - Podstation - Curiocaster - Fountain Knights & Dames Jen > Dame Jen, the Baroness of Beans Eli the coffee guy > Sir Eli, the Baron of Beans John Gardiner > Sir John General Art By: Rocketboy End of Show Mixes: deezlaughs EOS robertmaxwell_part2.mp3 MVP EOS Band Words.mp3 MVP EOS Slave Slab.mp3 Mark van Dijk - Systems Master Ryan Bemrose - Program Director Back Office Jae Dvorak Chapters: Dreb Scott Clip Custodian: Neal Jones Clip Collectors: Steve Jones & Dave Ackerman NEW: Gitmo Jams Sign Up for the newsletter No Agenda Peerage ShowNotes Archive of links and Assets (clips etc) 1847.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 03/01/2026 16:49:55This page created with the FreedomController Last Modified 03/01/2026 16:49:55 by Freedom Controller

In this episode, Steve Fretzin and Brooke Lively discuss: Recognizing that law firms must master the business of law Prioritizing rocks before everything else Building culture through the right people and real accountability Understanding personal wiring and stage fit   Key Takeaways: Law school teaches legal doctrine, not leadership, systems, or execution. Firms that struggle often lack clear vision, aligned people, and real accountability. Frameworks like EOS provide structure for turning intention into consistent results. You cannot pursue every opportunity at once without diluting impact. Identifying quarterly “rocks” forces focus and determines what gets a firm's time and attention. Without clear priorities, “urgent” noise will crowd out important progress. Success depends on having the right people in the right seats and refusing to tolerate toxic high performers. Clear metrics, documented processes, and regular follow-through create traction. When accountability becomes normal, execution improves across the firm. Leaders thrive in different environments, whether scrappy growth or mature stability. Misalignment between personality and company stage can create friction and unintended chaos. Self-awareness allows both the leader and the firm to operate at their best.   "The urgent overtakes the important, and the important never gets done." —  Brooke Lively   Check out my new show, Be That Lawyer Coaches Corner, and get the strategies I use with my clients to win more business and love your career again.   Ready to go from good to GOAT in your legal marketing game? Don't miss PIMCON—where the brightest minds in professional services gather to share what really works. Lock in your spot now: https://www.pimcon.org/   Thank you to our Sponsor! Rankings.io: https://rankings.io/ Lawyer.com: https://www.lawyer.com/   Ready to grow your law practice without selling or chasing? Book your free 30-minute strategy session now—let's make this your breakout year: https://fretzin.com/   About Brooke Lively: Brooke Lively is a speaker, author, and profitability expert, and the founder of Cathedral Capital, a team of CFOs and Profitability Strategists dedicated to helping entrepreneurs transform their private practices into profitable, well-managed businesses. With an MBA in Investments and Corporate Finance, Brooke has leveraged her experience growing multiple companies to guide clients—from law firms to marketing agencies—in understanding financial statements, making data-driven decisions, and increasing profitability. She is the author of the 6 Key Numbers series, providing accessible financial guidance for business owners, psychologists, and attorneys. Known for her approachable yet candid style, Brooke also delivers engaging keynote presentations that educate entrepreneurs on financial stability, growth management, and sustainable profitability.   Connect with Brooke Lively:  Website: https://brookelively.com/ Facebook: https://www.facebook.com/CathedralCapital LinkedIn: https://www.linkedin.com/in/brookelively/ YouTube: https://www.youtube.com/channel/UCg1JD7XBFwGjizaa9_566sg Instagram: https://www.instagram.com/cathedralcapital/   Connect with Steve Fretzin: LinkedIn: Steve Fretzin Twitter: @stevefretzin Instagram: @fretzinsteve Facebook: Fretzin, Inc. Website: Fretzin.com Email: Steve@Fretzin.com Book: Legal Business Development Isn't Rocket Science and more! YouTube: Steve Fretzin Call Steve directly at 847-602-6911   Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

In this episode of "The Free Lawyer," host Gary welcomes back legal industry expert Brooke Lively to discuss how overstressed lawyers can find fulfillment by running their firms like businesses. Brooke shares insights from her new book, "Scaling Law," explaining how the Entrepreneurial Operating System (EOS) helps law firms clarify vision, build strong teams, and foster healthy cultures. They explore common mistakes, the importance of data-driven decisions, and how embracing systems and external expertise can reduce stress, boost profitability, and allow lawyers to achieve both professional and personal success.Brooke Lively helps law firm leaders get more of what they want from their businesses: clarity, traction, and profitable growth. With more than 20 years in the legal industry and a lifelong connection to the profession, she understands attorneys on a level few can. Brooke's natural ability to challenge, guide, and inspire helps law firms cut through noise, simplify the complex, and build legal practices that run smoothly and profitably.As a serial entrepreneur and founder of two law-firm focused companies, Scaling Law and Cathcap, Brooke brings a rare blend of financial acumen and strategic insight to each engagement. She has worked with hundreds of law firms across the country, combining an MBA, the elite CFA designation, and hands-on leadership with a smart, direct, and refreshingly human approach to make scaling a legal practice easier and more fulfilling.An international bestselling author and industry thought leader, Brooke has published eight books – five written for law firms, including two bestsellers. Her ninth work, Scaling Law, focuses on helping firms implement EOS. Her From Panic to Profit series remains a go-to resource for attorneys and business owners ready to scale sustainably. Brooke's insights have been featured by CNBC, Forbes, and U.S. News & World Report, and she is a regular contributor to Attorney at Work. Lawyers' Lack of Business Training (00:02:46) Introduction to EOS (Entrepreneurial Operating System) (00:06:13) How EOS Impacts Law Firms (00:07:16) Importance of Vision and Culture (00:09:16) Balancing Directness and Empathy (00:14:16) Common Law Firm Mistakes: People Issues (00:15:25) How EOS Prevents Financial Missteps (00:17:57) Shifting Lawyers' Mindset to Business Owners (00:19:20) Delegation and Efficiency (00:20:34) Lawyer Stress and Responsibility (00:21:55) Creating Space for Personal Life (00:23:29) Scaling Without Burnout (00:24:56) Importance of Data in Decision-Making (00:28:14) Measuring Client Happiness (00:30:28) Value of Coaching and Accountability (00:31:52) Legal Industry's Slow Change and Need for Innovation (00:33:19) Future Trends: AI and Private Equity (00:34:44) Redefining Profit: Money, Time, Reputation (00:37:29) Closing Thoughts: Structure Brings Freedom (00:41:05) You can find The Free Lawyer Assessment here- https://www.garymiles.net/the-free-lawyer-assessmentWould you like to learn more about Breaking Free or order your copy? https://www.garymiles.net/break-freeWould you like to learn what it looks like to become a truly Free Lawyer? You can schedule a complimentary call here: https://calendly.com/garymiles-successcoach/one-one-discovery-call

On this episode, Pete and Julie share their POV's and insights on recent global payroll and EOR marketplace updates and activity making headlines to kick off 2026!   Pete and Julie share their thoughts on recent events, including Dayforce SKO, Strada Global SKO, Papaya Global's 2030 Workforce Summit, and ADP ReThink in Prague.  Additionally, they discuss several product updates and acquisitions and what it means for buyers and providers of global EOR and global payroll.  Vendors mentioned in the episode include ADP, Boundless, Dayforce, Deel, EOS, G-P, Hitekers Omnipresent, Papaya Global, Payoneer, Remote, SKAUD, and Strada Global.  Links mentioned on the show: Pete's Post from the AI workshop in Prague: https://tinyurl.com/ypzupj62 Pete's Post on Global EORs acting like teenagers: https://tinyurl.com/5n6xb2sz  Pete's Payroll Influences Blog on ADP ReThink:  https://www.payrollinfluences.com/post/adp-rethink-event-recap-adp-turns-75  Pete's series on the future of EOR: https://www.globalization-partners.com/blog/evolution-global-eor-as-strategic-growth-engine/  Papaya Global's 2030 Workforce Summit: https://papayaglobal.com/go/event/2030-workforce-summit-recap/ Connect with the show: LinkedIn:  http://linkedin.com/company/hr-payroll-2-0 X: @HRPayroll2_0  X: @PeteTiliakos  X: @JulieFer_HR BlueSky: https://bsky.app/profile/hrpayroll2o.bsky.social  YouTube: https://www.youtube.com/@HRPAYROLL2_0    WRKDefined Podcast Network: https://wrkdefined.com/podcast/hr-payroll-20 Thank you to our marquee sponsors for powering the HR & Payroll 2.0 podcast forward!  G-P ‘Globalization Partners': https://www.globalization-partners.com/ OneSource Virtual: https://hubs.ly/Q03YFNR90 Zoho: https://www.zoho.com/press.html Thank you to our ‘wizard behind the curtain' and show producer Ryan Kielma: https://www.linkedin.com/in/ryan-kielma/

What does it really take to scale a law firm profitably? In this episode of the Managing Partners Podcast, Kevin Daisey sits down with Brooke Lively, law firm growth expert, EOS implementer, and founder of CathCap, to unpack why most attorneys struggle to run their firms like businesses. From costly hiring mistakes that can exceed 150,000 dollars per attorney to the six key components of EOS, this conversation dives deep into execution, accountability, leadership, and culture. Brooke explains how law firm owners can move from chaos to clarity using 90-day rocks, measurable data dashboards, core value alignment, and process optimization. They also discuss the biggest myth about self-implementing EOS and why most firms only scratch the surface without guidance. If you are a managing partner looking to improve law firm profitability, build a self-managing team, reduce turnover, and create scalable systems, this episode delivers practical strategies you can implement immediately. Today's episode is sponsored by The Managing Partners Mastermind. Click here to schedule an interview to see if we are a fit. Chapters (00:00:00) - How to Build a Million- Dollar Firm(00:00:32) - Brooke Lively On The Managing Partners Podcast(00:01:16) - When You Should See Your Match Again(00:01:50) - How to Build a Law Firm on EOS(00:05:49) - How to Use EOS to Scale Your Law Firm(00:12:12) - Six Key Components to Getting Your Book Done(00:13:10) - Six Areas of Strengthening the Firm(00:14:23) - The next thing is data. And then that's.(00:15:12) - The 5 Components of a Strategic Plan(00:18:48) - Hiring in the Age of EOS(00:21:56) - How to Fill a Position(00:24:46) - The 3-Step Process for Growing Your Firm(00:28:38) - Core Values vs Accidental Values(00:31:54) - EOS: Scaling Law(00:33:37) - EOS for Law Firms: Connect with Brooke Scaling Law

Get Pat's guide to find a $1M business idea: https://clickhubspot.com/whv Episode 799: Sam Parr ( https://x.com/theSamParr ) and Shaan Puri ( https://x.com/ShaanVP ) talk to the Starter Story founder Pat Walls ( https://x.com/thepatwalls )  about selling his company + business ideas he's seen lately.  — Show Notes:  (0:00) Being pre-close (2:11) Starter Story (5:49) Pushscroll (10:12) Puffcount (12:31) 5-0 Scanner  (14:23) Cal.ai (16:10) B2B Video  (30:30) Busyness is for losers (33:57) EOS (39:56) I am my own biggest obstacle — Links: • Starter Story - https://www.youtube.com/@starterstory  • Starter Story database - https://www.starterstory.com/explore  • “I Am My Own Greatest Obstacle” - https://patwalls.com/2020-i-am-my-own-greatest-obstacle  — Check Out Shaan's Stuff: • Shaan's weekly email - https://www.shaanpuri.com  • Visit https://www.somewhere.com/mfm to hire worldwide talent like Shaan and get $500 off for being an MFM listener. Hire developers, assistants, marketing pros, sales teams and more for 80% less than US equivalents. • Mercury - Need a bank for your company? Go check out Mercury (mercury.com). Shaan uses it for all of his companies! Mercury is a financial technology company, not an FDIC-insured bank. Banking services provided by Choice Financial Group, Column, N.A., and Evolve Bank & Trust, Members FDIC • I run all my newsletters on Beehiiv and you should too + we're giving away $10k to our favorite newsletter, check it out: beehiiv.com/mfm-challenge — Check Out Sam's Stuff: • Hampton - https://www.joinhampton.com/ • Ideation Bootcamp - https://www.ideationbootcamp.co/ • Copy That - https://copythat.com • Hampton Wealth Survey - https://joinhampton.com/wealth • Sam's List - http://samslist.co/ My First Million is a HubSpot Original Podcast // Brought to you by HubSpot Media // Production by Arie Desormeaux // Editing by Ezra Bakker Trupiano /

Why do some law firms scale effortlessly while others stay stuck even when they're getting the same advice? In Episode 251, Paul sits down with Brooke Lively, founder of Scaling Law and a fractional CFO turned EOS Implementer exclusively for law firms. Brooke shares how her data-driven analysis uncovered a surprising pattern: performance differences weren't about intelligence, strategy, or effort they were about execution. That discovery led her deep into the Entrepreneurs Operating System (EOS) and ultimately into building a national community helping law firms implement structure, delegation, and predictive metrics to scale sustainably. This conversation dives into delegation, decision-making paralysis, predictive data, and the emotional difficulty of "letting go of the vine." For law firm owners and entrepreneurs alike, this episode is a masterclass in systems thinking, leadership maturity, and building a business that can grow beyond the founder.   Timestamps 00:00:00 – Introduction 00:01:19 – What Is Scaling Law 00:02:00 – The Three Performance Buckets 00:03:24 – Discovering EOS as the Differentiator 00:07:33 – Letting Go of the Vine 00:11:06 – Killing Off the Hero Complex 00:12:20 – Bad Habits That Keep Firms Stuck 00:15:43 – Rewiring the Expert Mindset 00:19:17 – Self-Audit Questions for Law Firm Owners 00:21:14 – Identifying the Right Predictive Data 00:23:20 – Eyeballs to Cash Explained 00:24:33 – Where to Start Episode Resources Discover how Brooke Lively helps law firms implement EOS, eliminate bottlenecks, and build predictable growth systems: https://scalinglaw.com Legacy Podcast: For more information about the Legacy Podcast and its co-hosts, visit https://businesslegacypodcast.com Leave a Review: If you enjoyed the episode, leave a review and rating on your preferred podcast platform. For more information: Visit https://businesslegacypodcast.com to access the show notes and additional resources on the episode.

No Agenda Episode 1845 - "Slave Slab" "Slave Slab" Executive Producers: Benjamin Domzalski Evan Noah Watenmaker Jeffrey Anton Sir Commodore Mark Bendykowski Sir Rick of the Cyber Abyss Associate Executive Producers: Andrew Ribbe Striker Sir Tooth Fairy Linda Lu, Duchess of Jobs, writer of winning résumés Juliana Lee Become a member of the 1846 Club, support the show here Boost us with with Podcasting 2.0 Certified apps: Podverse - Podfriend - Breez - Sphinx - Podstation - Curiocaster - Fountain Title Changes Dame Denise Robertson > Baronetess Denise Queen of the "COBALT" programmers Art By: RocketBoy End of Show Mixes: deezlaughs EOS endofshow_2.22.26.mp3 MVP EOS Second Half (Edit).mp3 MVP EOS Trolls In The Dark.mp3 Secret Agent Paul EOS AOC Miss South Carolina mashup.mp3 Mark van Dijk - Systems Master Ryan Bemrose - Program Director Back Office Jae Dvorak Chapters: Dreb Scott Clip Custodian: Neal Jones Clip Collectors: Steve Jones & Dave Ackerman NEW: Gitmo Jams Sign Up for the newsletter No Agenda Peerage ShowNotes Archive of links and Assets (clips etc) 1845.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 02/22/2026 16:43:19This page created with the FreedomController Last Modified 02/22/2026 16:43:19 b

In This Episode If your business depends on you for every decision, every approval, and every correction, you don't have a scalable company—you have a job with overhead. In this episode, Adi Klevit interviews returning guest Brooke Lively about her new book, Scaling Law, and what it really takes to implement EOS inside a law firm. Brooke explains why many attorneys believe they are "different" and why they often operate as practices instead of businesses. The shift from practitioner to business owner requires systems, structure, and intentional leadership. Adi and Brooke walk through the six EOS components—Vision, People, Data, Issues, Process, and Traction—and show how each pillar builds on the others. They discuss common delegation mistakes, including abdicating responsibility without providing clarity, tools, or defined outcomes. Brooke shares a powerful example of multiple law firm partners using different client contracts—an operational risk that could easily be solved with a documented, centralized process. The conversation reinforces a universal truth: without documented processes, clear accountability charts, and structured decision-making, businesses repeat the same problems. When systems are implemented and followed consistently—even 80% of the time—organizations gain traction, reduce chaos, and create companies that can run beyond the owner.  

Entrepreneur and EOS implementer Sid Joshnani joins me to unpack what really happens when a business grows fast, becomes dangerously dependent on one client, and nearly collapses under its own fragility.Most business stories skip the middle — the sleepless payroll nights, the rejected credit cards, the clients who stretch payments while you carry 35 salaries on your back. This episode doesn't.Sid shares how his IT services company grew to $3 million in revenue — with one client representing 75% of it — and how that concentration nearly pushed him into bankruptcy. We walk through the tension of chasing late payments from large corporations, the anxiety of holding only $150 in the corporate checking account, and the uncomfortable realization that dependence kills leverage.From there, the conversation turns tactical.Sid explains how discovering EOS (Entrepreneurial Operating System) helped him move from firefighting to systems thinking. We break down pipeline discipline, activity-based metrics, hiring dedicated sales leadership, understanding unit economics, and why the ability to walk away from a deal only comes when you've architected your business not to need it.We also explore the emotional side: leaving Deloitte for entrepreneurship, briefly returning to consulting to survive, moonlighting to stay afloat, and the psychological weight of carrying other people's livelihoods.This isn't a glamorized founder story.It's a candid conversation about de-risking your business before it de-risks you.The lesson isn't avoiding struggle.It's building a company that can survive it.TL;DR* Client concentration risk can destroy otherwise profitable businesses* Large companies use extended payables as a financing tool — small vendors absorb the pain* The best negotiation position is not needing the deal* Revenue diversification creates leverage* Activity-based metrics matter more than lagging financial indicators* Cash in the bank is stability — not vanity* Unit economics must work before operating systems can scale them* Discipline and consistency outperform bursts of motivation* Entrepreneurship isn't freedom — it's responsibilityMemorable Lines* “The best way to negotiate a deal is to not need it.”* “When one client is 75% of your revenue, you don't own a business — you own a risk.”* “Big companies use small vendors as a finance tool.”* “Discipline and consistency always win.”* “You can't scale chaos — you have to systematize it first.”GuestSid Joshnani — Entrepreneur, EOS implementer, and Founder & CEO of RecrudoFormer MSP owner who rebuilt after near collapse and now helps companies implement EOS while also leading a staffing company connecting founders with offshore talent in the Philippines and Latin America.

Chris Hallberg is a high-energy, straight-shooting coach who thrives on helping teams pursue something special. His philosophy is simple: go big—if not, go medium—but never settle or walk away. With more than 11 years of full-time experience implementing the Entrepreneurial Operating System (EOS), Chris has seen firsthand what’s possible when teams commit to clarity, discipline, and execution. He credits the grit, resilience, and passion of the organizations he works with for overcoming real obstacles and achieving meaningful wins in the face of adversity. EOS works when leaders want it to—and the results speak for themselves. A significant number of Chris’s clients have been recognized as a “Best Place to Work” more than 100 times combined, based on rigorous employee engagement surveys that often require 90+ percentile scores. These organizations consistently build world-class cultures alongside exceptionally profitable outcomes for all stakeholders. Chris primarily works with privately held, entrepreneurial organizations that aspire to be great—leaders willing to make tough people decisions, have honest conversations, and lead with kindness. His clients typically range from $10M to $1B in annual revenue and include parent companies, family offices, and private equity firms seeking stable, consistent growth. He is also the Founder and President of GoExpand, an officially licensed EOS software platform.See omnystudio.com/listener for privacy information.

What happens when an engineer, executive leader, and yoga instructor come together in one person?Transformation.In this powerful episode, Nicole Greer sits down with seasoned operations leader and business coach Luca Romano to explore what it truly means to build a vibrant culture — especially in high-pressure manufacturing environments. After experiencing burnout and a life-changing spinal cord injury, Luca redefined leadership for himself. Blending his engineering mindset with mindfulness and emotional intelligence, he now leads with clarity, courage, and purpose.Vibrant Highlights:00:02:33 — Vibrant culture is positive energy directed toward progress. Energy spent on fear, politics, or self-protection drains results. Culture puts people at the center and aligns behavior around shared values.00:14:00 — Courage is required to move beyond people-pleasing. It is better to fail on your own conviction than succeed while betraying your values. Fear-based leadership wastes energy and undermines performance.00:22:00 — Culture drives measurable business results. After implementing shared core values, structured communication, and EOS, on-time delivery improved from 51% to 91%.00:24:20 — Training is an investment, not a cost. Skipping development to “save time” only postpones problems. Investing in people strengthens retention and long-term performance.00:35:30 — Coaching in and coaching out requires clarity. When behavioral expectations are clearly defined, difficult conversations become structured and productive — sometimes separation becomes a gift.Connect with Luca:Website: manufacturing-coach.comLinkedIn: https://www.linkedin.com/in/luca-romano-mba-041b531/FB: https://www.facebook.com/luca.romano.505512IG: https://www.instagram.com/floaterone74/#Ready to build a culture where people feel valued, energized, and committed?Bring Nicole Greer, The Vibrant Coach, to your leadership team, organization, or conference to ignite clarity, accountability, energy, and results.Visit: vibrantculture.comEmail: nicole@vibrantculture.comWatch Nicole's TEDx Talk: vibrantculture.com/videos

You can't win by trying to fix everything in your restaurant at once. You have to develop a plan, and you have to have patience. To offer you, a restaurant owner, some ways to go about it, I sat down with Lyn Askin, a certified EOS Implementer. In this episode of “The Restaurant Prosperity Formula” podcast, we dig into what it really takes to build a restaurant business that runs with clarity, discipline and consistency instead of chaos. We talk through the practical framework behind the Entrepreneurial Operating System (EOS) and the book “Traction,” and why it resonates so strongly with restaurant owners who feel stuck doing everything themselves. When you listen, you can expect to learn what EOS looks like in the real world, how it creates accountability without drama, how leadership teams get aligned around a shared vision and how operators turn big goals into focused 90-day execution that actually sticks. Reach Lyn Askin: Lyn.Askin@eosworldwide.com

What does it take to run a successful business? In this episode of The Shortlist, Wendy Simmons and Melissa Richey unpack one of their most-referenced books: Traction by Gino Wickman.They explore how the Entrepreneurial Operating System (EOS) provides a practical framework for clarity, accountability, and growth, specifically for AEC leaders and small to mid-sized firms.In this episode, we dive into the six key components of the system—Vision, People, Data, Issues, Process, and Traction—alongside essential tools like the VTO, Rocks, the Accountability Chart, and Level 10 Meetings. We also explore the specific marketing impact of this framework, discussing how EOS helps teams shift from reactive task management to proactive, quarterly priorities.Whether you fully adopt the system or just borrow a few tools, this conversation offers tangible ways to align your team and gain real momentum.CPSM CEU Credits: 0.5 | Domain: 6

Kyle Whissel doesn't just lead one of the top real estate teams in the country—he's redefined what's possible with structure, systems, and relentless clarity.   In this episode, James and Keith dive deep with the CEO of Whissel Realty Group (now Whissel Beer Group) to talk about everything from EOS and business operating systems to letting go of control, finding balance, and why agents are already part of a team (even if they don't know it).   If you're still clinging to every task or unsure how to scale without burning out, this one's a game-changer.   Is your real estate business building equity or just paying the bills? At FirstTeam® Real Estate, Behind the Agent™ means putting real ownership in your hands. This isn't about stacking commissions, it's about building something that lasts.   You stay the face of your brand. We bring the strategy, marketing, leadership, and infrastructure to scale it.   No franchise caps. No growth ceilings. Just the freedom to run your business like a business. We're not building a roster. We're building real careers.   Break the glass ceiling. Own your future. Explore agent ownership opportunities at: https://firstteam.com/ownership   Give your clients the competitive edge with Zillow's Showcase. Discover how this exclusive, immersive media experience featuring stunning photography, video, virtual staging, and SkyTour helps agents drive more views, saves, and shares. Agents using Showcase on the majority of their listings on Zillow list 30% more homes than similar non-Showcase agents. Learn how to stand out and become the agent sellers choose. https://bit.ly/4jIetOp   Zillow Zeitgeist 2025 https://www.zillow.com/learn/zeitgeist-2025/   Links mentioned in the show: Traction: https://benbellabooks.com/shop/traction/ 12 Week Year: https://store.12weekyear.com/product-details/product/12-week-year-book Death by Meeting: https://www.tablegroup.com/product/dbm/   Connect with Kyle on LinkedIn - Instagram - X - Facebook and check out whisselrealty.com.   Subscribe to Real Estate Insiders Unfiltered on YouTube! https://www.youtube.com/@RealEstateInsidersUnfiltered?sub_confirmation=1   To learn more about becoming a sponsor of the show, send us an email: jessica@inman.com You asked for it. We delivered. Check out our new merch! https://merch.realestateinsidersunfiltered.com/   Follow Real Estate Insiders Unfiltered Podcast on Instagram - YouTube, Facebook - TikTok. Visit us online at realestateinsidersunfiltered.com.   Link to Facebook Page: https://www.facebook.com/RealEstateInsidersUnfiltered Link to Instagram Page: https://www.instagram.com/realestateinsiderspod/ Link to YouTube Page: https://www.youtube.com/@RealEstateInsidersUnfiltered Link to TikTok Page: https://www.tiktok.com/@realestateinsiderspod Link to website: https://realestateinsidersunfiltered.com This podcast is produced by Two Brothers Creative. https://twobrotherscreative.com/contact/  

In this episode of Better Business, Better Life, Debra Chantry-Taylor is joined by Marisa Smith, EOS Implementer and co-author of the new book Rollout, to explore The Psychology Behind Successful EOS Adoption. While many leadership teams implement EOS tools, far fewer successfully embed them across the entire organisation. Marisa shares her journey from software entrepreneur to EOS Worldwide marketing director and now implementer, revealing why self-implementation often stalls and why context, patience, and repetition are essential for lasting traction. Together, Debra and Marisa unpack the four-phase rollout roadmap: prepare, launch, integrate, and sustain. They discuss why the accountability chart and Vision-Traction Organizer are foundational, how leaders must master the tools before teaching them, and why change management is more psychological than procedural. The conversation also dives into the neuroscience of change, the importance of repetition, and the leadership discipline required to reach 100% strong. If you have ever wondered why EOS works brilliantly in some organisations and fizzles in others, this episode explains the human side behind successful adoption.    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/ ___________________________________________        ► Marisa Smith – LinkedIn: https://www.linkedin.com/in/marisabsmith/   ► Website: https://www.marisa-smith.com/    Episode 259 Chapters:    00:00 – Introduction  02:02 – Marisa's Entrepreneurial Journey   04:59 – Transition to EOS and Becoming an Implementer   07:19 – Challenges and Benefits of Rolling Out EOS   10:58 – The Importance of Context and Preparation   12:26 – Practical Tools and Tips for Rollout   12:43 – The Role of an Implementer   16:20 – The Psychology of EOS   25:17 – The Journey to 100% Strong   32:22 – Final Thoughts and Resources 

"Token Muncher" Executive Producers: Commodore Paul Vreugdenhil Jeff Woodward Dan Bilthouse Sir Foster of the Deep Woods Electrons Associate Executive Producers: Eli the coffee guy La Jolla Salt Corporation Aaltje de Boer Linda Lu, Duchess of Jobs, writer of winning résumés Become a member of the 1844 Club, support the show here Boost us with with Podcasting 2.0 Certified apps: Podverse - Podfriend - Breez - Sphinx - Podstation - Curiocaster - Fountain Knights & Dames Wim Bakker > Ser Willem of Beavertown (Beverwijk) from the Netherlands. Commodore Paul Vreugdenhil > Sir Paul, Knight of the Driftless Area. Art By: Jeffrey Rea End of Show Mixes: Sir Gene EOS We didn't eat the children.mp3 deezlaughs EOS endofshow.2.8.mp3 Mark van Dijk - Systems Master Ryan Bemrose - Program Director Back Office Jae Dvorak Chapters: Dreb Scott Clip Custodian: Neal Jones Clip Collectors: Steve Jones & Dave Ackerman NEW: Gitmo Jams Sign Up for the newsletter No Agenda Peerage ShowNotes Archive of links and Assets (clips etc) 1843.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 02/15/2026 16:26:29This page created with the FreedomController Last Modified 02/15/2026 16:26:29 by Freedom Controller

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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