Podcasts about esop

If you've owned a business for any length of time, you've probably told yourself some version of this: I'll deal with succession as soon as I solve whatever crisis my business is confronting right now. The problem, of course, is that there's always another crisis to solve or opportunity to pursue, and time has a way of passing.Jay Goltz has spent decades building a collection of successful businesses in Chicago. He knows he needs a succession plan. He knows that if something happened to him tomorrow, there'd be chaos. And he'd very much like to leave the business in the hands of the employees who helped build it. Over the years, he's considered the usual options—selling to a bigger company, to a few key employees, to an ESOP, even to an Employee Ownership Trust. But every option comes with compromises. And so, year after year, it's been easier to focus on challenges that seem more urgent—until this past April, when Jay turned 70. "I realized," he says, "I can't kick this down the road much further."This week, Jay sits down with David C. Barnett and Mel Gravely for an unusually candid conversation about what makes succession planning so difficult—even when you understand how important it is. Jay explains why he has no interest in selling, why money isn't really the issue, and why he still loves going to work every day. Mel, meanwhile, offers some tough love, suggesting that if protecting Jay's family and employees really are his priorities, then something else must be holding him back.Mel also shares an unexpected twist in his own succession journey. After stepping away from the CEO role two and a half years ago to become executive chairman, Mel found himself pulled back into operations this spring—a reminder that even well-designed succession plans don't always unfold as expected. And along the way, David offers a blunt explanation for why many aging business owners overestimate what their companies are actually worth. The episode is brought to you by Grasshopper Bank.

Episode Summary: If you want to understand where employee ownership in Canada is going, it helps to talk to a company that has been living it for the better part of a century. In this episode, host Colleen O'Connell-Campbell sits down with Chad Friesen, CEO of Friesens Corporation - a $120 million book manufacturer and publishing company based in Altona, Manitoba (population 4,500) - to trace one of the most remarkable ownership stories in the country. Founded in 1907, Friesens has moved through nearly every ownership form imaginable: sole proprietor, family business, ESOP, hybrid, and today a 100% Employee Ownership Trust. Chad shares how the founding family turned down dozens of offers to sell because they believed the business belonged to the people and community who built it, how the company "backed into" broad-based employee ownership during the 2007-2008 crisis, and how the Friesens model went on to influence Canada's actual EOT legislation. He also introduces Tall Grass Employee Owner Equity Fund, a new venture that provides patient capital and a proven playbook to help other founders exit to their employees. It is a story about print, yes - but really about legacy, community wealth, and doing succession on purpose. Key Takeaways: Friesens Corporation was founded in 1907 and is a roughly $120 million company based in Altona, Manitoba, a community of 4,500. It operates three book-related businesses: trade books (working with the largest and smallest publishers in the world), school yearbooks (a business defined by constant customer turnover, since students graduate every year), and Friesen Press, a self-publishing services business working with around 1,000 new authors annually. The company's mantra: helping others share their best story with the world. Fun fact: all five leaders in the company's history have shared the last name Friesen - the first three from the founding family, the last two (including Chad) unrelated to it. The company has been owned in nearly every form: sole proprietorship, family-owned, ESOP, hybrid ESOP/EOT, and today 100% Employee Ownership Trust. The founding family's roots in the cooperative, credit union, and mutual movements of the 1940s and 50s framed their path toward employee ownership. The founding family had opportunities to sell dozens of times - Chad keeps a file folder of historic offers from companies and equity funds - but chose employee ownership because they believed the business served a greater purpose than enriching one family, and they wanted to preserve the company and its economic impact in the community. Employee ownership started organically in the 1970s and 80s, with shares given in lieu of bonuses or raises. Over time, share values rose, and the ratio between new employees able to buy shares and retiring owners needing to sell became unbalanced. The first Friesens Employee Trust was created in the 1980s as a "market of last resort" to buy shares from retiring employees and redistribute them. By 2007-2008, a "trifecta of challenge" - the U.S. economic downturn, Asian supply/distribution pressure, and the introduction of the Kindle e-reader - left employee-owners nervous, with a drying-up internal share market. The company financed the trust to buy back all employee shares over a five-year period, freezing share values, paying cash, and keeping everyone as a trust beneficiary. Friesens effectively "backed into" being a 100% EOT as a defensive move that became a lasting strength. The Friesens model influenced Canada's federal EOT legislation. Chad's team worked with four people in the finance department building the legislation, sharing governance structures and practices as a real-world case study - evidence that broad-based employee ownership works at scale. A major, initially unintended benefit: the EOT became a great equalizer. Over 40% of Friesens employees were not born in Canada, many immigrating with the company's support and without excess cash to buy shares. Under the trust, every employee becomes a beneficiary three months after joining - no capital required. This equal-access principle became a tenet the federal government wanted to emulate. Distributions use two formulas baked into the legislation's guidance: roughly 70-80% based on compensation (last five years of an individual's pay relative to the pool) and the remainder on years of service. Friesens deliberately uses a dividend model rather than equity, distributing value three times a year - including a physical cheque handed to each employee-owner at a celebration, to make ownership tangible and immediate. The community impact is profound: Friesens generates an estimated $60-80 million in annual local economic spin-off. Retailers can tell when a distribution has happened because foot traffic spikes the next day. Chad estimates the company would likely have been sold 20-30 years ago without employee ownership - and all that recurring community wealth would have left with it. Tall Grass Employee Owner Equity Fund: Born from Friesens' search for diversification, Tall Grass is a separate entity that puts Friesens' surplus capital to work helping other founders transition to employee ownership. It targets stable, long-term, proven companies (not startups or turnarounds) whose owners are motivated to preserve legacy. Tall Grass provides patient capital - investing with little expected return in the early years to de-risk seller financing - and a proven structural playbook, taking a minority position. The goal: modest long-term diversified passive income for Friesens' stakeholders, with an enormous return on social impact. When Chad brought the idea to his employee-owner council, he braced for pushback about risking their capital; instead they embraced it, saying they would not be where they are if someone had not paid it forward to them. Employee ownership can be more than a structure - it is a strategy for community wealth, long-term resilience, and legacy. If today sparked questions about your own exit - what you will need financially, how to protect your people and values, and what a true cash-rich transition could look like - book a one-on-one Wealth Gap Analysis with Colleen O'Connell-Campbell. Reach out on LinkedIn or email. Please leave a five-star rating and review - it helps more founders find the show and have their best exit. *** The Cash Rich Exit Podcast is brought to you by O'Connell-Campbell Wealth Management at RBC Dominion Securities.   All opinions expressed by the host, Colleen O'Connell-Campbell, and podcast guests are solely their own opinions and do not reflect the opinion of RBC Dominion Securities.   This podcast is for informational purposes only before taking any action based on information in this podcast you should consult with a qualified professional.   Colleen O'Connell-Campbell is a Wealth Advisor at RBC Dominion Securities, a member of the Canadian Investor Protection Fund.

Your feed feels personal for a reason, and it's not magic. Jason Miller and Makenzie Wirth dig into the idea that the “algorithm” isn't a villain with a secret agenda. It's an objective system built on subjective inputs, and the input it cares about most is your attention. We share real snapshots from our own algorithms and what they might mean beneath the surface: curiosity, problem-solving, preparation, anxiety, and the very human need to reduce uncertainty. Then we connect it directly with business owners, founders, and leaders considering exit planning, including ESOP conversations. Our takeaway is that the algorithm is a dashboard, not a destiny, and attention becomes intention, intention becomes habit, and habit becomes character.

What does it actually take to build an executive team from nothing? This week on The Data Minute, Ashley Neville fills in for Peter and sits down with Francois Ajenstat, Founder and CEO of Golden Analytics, to talk hiring at the earliest stages of a company, from seed through Series B.Francois spent over a decade as Chief Product Officer at Tableau before leading product at Amplitude, and recently launched Golden Analytics, an AI-native BI platform that just closed $21 million in total seed funding. He walks through why he sees fundraising as less about the check and more about finding long-term partners, why he never set out to build a foundational model, and why he thinks the fear around AI replacing data analysts has it backwards. He also breaks down his approach to those first few hires: starting with people he trusts completely, using Carta's own compensation data to build trust with candidates during offer negotiations, and the three-part test he runs on every new hire around AI fluency, taste, and ownership of outcomes.The conversation also covers Golden's unconventional customer feedback loop, the surprising order in which startups actually hire across functions, and Francois's long-running framework for job satisfaction: the work, the people, and the recognition.Subscribe to Carta's weekly Data Minute newsletter: https://carta.com/subscribe/data-newsletter-sign-up/Explore interactive startup and VC data, with Carta's Data Desk: https://carta.com/data-desk/Chapters: 01:17 – Announcing the $21M Seed: Fundraising Is About Partners, Not Just Capital 02:57 – Pitching Golden Analytics: Zig When Everyone Else Zags 06:06 – Why Golden Isn't Building Its Own Foundational Model 07:48 – The Privacy Question: Why Golden Never Sends Customer Data to the Models 09:17 – Will AI Replace the Data Analyst? (No, It Makes Them 10x) 10:57 – From CPO to "Solo" Founder: Why the Label Never Fit 13:14 – Hiring Employee One: The Former Tableau CTO 15:17 – Using Carta's Comp Data to Build Trust with Candidates 17:42 – Thinking About the ESOP from Day One 19:08 – The New Hiring Bar: AI Fluency, Taste, and Ownership 21:44 – Inside a Seven-Person Company Outshipping the Competition 22:46 – No Wall Between Customers and Engineers 24:33 – Making Customers Feel Like Founders 27:03 – An Unboxing: The Golden Analytics Coin 28:06 – The First Experience: What Happens When You Open Golden 29:33 – Surprising Data: Founders Hire Before They Raise 30:52 – The Order of Hires: Why CFOs Come Before Revenue 32:18 – Fractional vs. Full-Time: "Does This Make the Beer Taste Better?" 34:22 – What's Next to Hire: Engineers Ahead, Sales Behind 36:11 – Why Golden Skips the Middle: Senior Talent Paired With Junior Hunger 38:25 – Education, Fear, and Learning by Doing 41:15 – Building Carta's Own Report With AI, Faster 43:06 – Every Company Is a Data Company 44:27 – The Customer Data Francois Obsesses Over Daily 47:28 – Is SaaS Dead? Why the "Apocalypse" Headlines Miss the Point 49:21 – The Three-Factor Test for Job Satisfaction 51:47 – Redefining Appreciation: Experiences Over Titles 54:47 – What's Next for Golden Analytics 56:30 – OutroThis presentation contains general information only and eShares, Inc. dba Carta, Inc. (“Carta”) is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services, and is for informational purposes only.  This presentation is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business or interests. © 2026 eShares, Inc., dba Carta, Inc. All rights reserved. In the interest of transparency, Golden Analytics is a customer of eShares, Inc. dba Carta, Inc. ("Carta").  While we have invited them here today to discuss their journey, please note that this is not an endorsement, solicitation, or recommendation for Golden Analytics or Carta. Carta does not assume any liability for reliance on the information provided during this podcast.

In today's Tech3 from Moneycontrol, we explain why Indian enterprises are increasingly choosing Chinese AI models like DeepSeek and Qwen over their US rivals. We also unpack Swiggy's move closer to Indian-owned company status and what it could mean for Instamart, look at Flipkart's latest ESOP buyback that values the company at $38.2 billion, and discuss Cult.fit's IPO plans. Plus, a quick update on Bengaluru-based spacetech startup GalaxEye, which has lost contact with its maiden Earth observation satellite, Mission Drishti, after a geomagnetic solar storm.

In this episode, Jason Miller and Makenzie Wirth continue the Foundations of Transition series by exploring the importance of financial fluency and clarity. This workshop-style conversation aims to help business owners better understand the numbers behind their operations and why financial confidence is essential for making informed decisions throughout the ESOP journey.This episode encourages owners to move beyond simply reviewing financial reports. It focuses on interpreting what these numbers truly convey. Jason and Makenzie discuss how clear reporting, visibility into key performance drivers, and a deeper understanding of financial metrics can reduce uncertainty, strengthen decision-making, and prepare business owners for a smoother, more successful ownership transition.

What if the most powerful solution to America's growing wealth inequality was already hiding in plain sight, inside thousands of thriving businesses across the country?In this episode of The Conscious Capitalists, hosts Timothy Henry and Raj Sisodia sit down with Loren Rodgers, Executive Director of the National Center for Employee Ownership (NCEO), to explore how employee ownership and specifically ESOPs (Employee Stock Ownership Plans) can serve as one of the most compelling vehicles for building broad-based wealth, strengthening businesses, and elevating the practice of capitalism itself. Loren has led the NCEO since 2011, guiding a membership of over 1,700 companies, and few people in the world understand this landscape as deeply as he does.Drawing on decades of research and real-world examples from Springfield Remanufacturing Corporation to Torani to Henny Penny, Loren makes the case that employee ownership isn't just good ethics. It's good business. Groundbreaking 2026 federal research links ESOP companies to productivity gains of 5.6 to 6.7% over five years, turnover rates as low as one-quarter of non-employee-owned peers, and employee owners who carry 92% greater net household wealth than those without ownership stakes. As Loren puts it: "It's not a get-rich-quick scheme. It's a get-rich-slow scheme. Instead of creating a billionaire, let's create a thousand millionaires."But this episode goes beyond the balance sheet. Timothy, Raj, and Loren explore the cultural shift required to make ownership real, why structure alone isn't enough, and why companies that build genuine ownership culture outperform those that treat it as a legal formality. They also wrestle with the bigger picture: how artificial intelligence risks concentrating wealth even further, why employee ownership may be the most structurally sound response, and what it means for capitalism's long-term legitimacy if we fail to broaden who gets to own a piece of the economy.Listeners will gain insights into:What ESOPs are and why they represent one of the most compelling business models in America todayThe data behind employee ownership, including productivity, turnover, and household wealth outcomesWhat gets business owners to choose employee ownership over private equity or strategic buyers, and what stands in the wayWhy ownership culture matters as much as ownership structureHow ESOP companies build leadership pipelines and succession planning at every level of the organizationThe surprising bipartisan political momentum behind employee ownership legislationHow AI and rising wealth concentration make this conversation more urgent than everWhether you're a business owner thinking about your next chapter, a leader exploring what stakeholder capitalism looks like in practice, or simply someone who believes the economy works better when more people have a stake in it, this episode offers a clear-eyed and hopeful look at what's possible when we rethink who gets to own.If you enjoy this podcast, would you consider leaving a review on Apple Podcasts/iTunes? It takes only a few seconds and greatly helps us get our podcast out to a wider audience.Please subscribe on Apple Podcasts / Spotify / Stitcher, or wherever you get your podcasts.For transcripts and show notes, please go to: https://www.consciouscapitalism.org/podcast - This show is presented by Conscious Capitalism, Inc.

Ep 126: What happens when the people who helped build a company become its owners? In this episode of The Retirement Success in Maine Podcast, we welcome Thomas Flynn to discuss the growing role of Employee Stock Ownership Plans (ESOPs), particularly here in Maine. Thomas explains how ESOPs work, why more business owners are choosing employee ownership over private equity or third-party sales, and how these plans can help employees build meaningful retirement wealth. We also explore the benefits and challenges of employee ownership, the importance of diversification, and what both business owners and employees should understand before making the transition. Whether you're an employee at an ESOP company, a business owner planning your exit strategy, or simply curious about this increasingly popular model, this episode provides an accessible introduction to one of the most important trends in business succession planning. Chapters: Introduction & What Is an ESOP? – Understanding employee ownership and why it's gaining momentum in Maine [00:01] Why More Business Owners Are Choosing ESOPs – Comparing employee ownership with private equity and other exit strategies [10:44] How ESOPs Build Retirement Wealth – Tax advantages, employee benefits, and the role of ownership in long-term financial security [28:16] The ESOP Process for Business Owners – What it takes to transition a company to employee ownership and what employees can expect [31:43] Managing ESOP Shares in Retirement – Diversification, retirement distributions, and common misconceptions [41:25] What Makes an ESOP Successful? – Building an ownership culture and creating lasting value for employees and business owners [54:54] Retirement Success & Final Thoughts – Thomas shares his own retirement philosophy and key takeaways for listeners [59:43]

In this episode, Jason Miller explores how advisors can recognize when an Employee Stock Ownership Plan (ESOP) deserves a place in a client's transition planning conversation. Rather than positioning ESOPs as a one-size-fits-all solution for business owners, this 14-minute field guide offers practical advice for professionals aiming to engage in meaningful discussions with clients whose objectives may align with employee ownership. From addressing common assumptions around complexity, costs, strategic buyers, seller financing, management depth, company size, and control, this episode empowers advisors with the tools to ask the right questions and identify when an ESOP deserves a closer look. Don't miss the opportunity to enhance your advisory practice and offer your clients informed and effective solutions!

Employee Ownership Models There are over 6500 businesses that in some form participate in an employee-owned model, according to a study from Rutgers University. These businesses vary from an ESOP, or employee stock ownership plan, which is the most common form or profit-sharing, to a worker-owned cooperative, where workers can vote on things like a board of directors. Thursday on the "Sound of Ideas," we'll take a deeper look at the employee ownership model, and find out why some aging business owners are embracing that model. We'll hear from one Northeast Ohio business that recently transitioned to an employee trust model with the help of the Ohio Employee Ownership Center at Kent State University. Guests:- Michael Palmieri, Associate Director, Ohio Employee Ownership Center, Kent State University- Jonathan Welle, Lead Organizer & Founding Board Member, Cleveland Owns- Mike Miller, Founder and Managing Partner, Music Box Supper Club- Hannah Scott, Program Director, The Ohio State University - College of Food, Agricultural, and Environmental Sciences, Center for Cooperatives "The Menu: Employee Ownership and Food" Later in the program, we'll stay with the employee ownership discussion, and look at one local coffee roaster, Phoenix, who is a employee-owned cooperative. They have five cafes, and a roastery, across Northeast Ohio. We'll hear from the General Manager about why he says that model serves the business. Guests:- Toby Reif, General Manager, Phoenix Coffee - Michael Palmieri, Associate Director, Ohio Employee Ownership Center, Kent State University - Jonathan Welle, Lead Organizer & Founding Board Member, Cleveland Owns

A health scare in 2015 prompted Julia Beardwood to confront a question many business owners prefer to postpone: What happens when it's time to leave the business? Over the next several years, the founder of the New York City branding agency Beardwood explored a range of possibilities, including selling to an ESOP and pursuing a strategic acquisition. But when the time came, the solution turned out to be much closer to home. Years earlier, Julia had implemented a compensation strategy that gave key employees a meaningful stake in the company's success. What began as a way to motivate and retain talent ultimately created a pathway for ownership transition.

In this episode, Makenzie Wirth sits down with David Thrush, Principal in Doeren Mayhew's Audit Department and National ESOP Practice Leader, to break down why employee benefit plan (EBP) audits are essential for ESOP companies. With extensive experience in ERISA compliance, employee benefit plan audits, and ESOP administration, David explains how EBP audits support accurate Form 5500 reporting and what companies should be doing now to prepare for upcoming deadlines. From building an annual ESOP calendar to coordinating with service providers, reviewing census data, participant statements, valuations, and distributions, this conversation highlights the year‑round planning and compliance practices every ESOP company must embrace to stay compliant and avoid surprises.If you're looking to strengthen your ESOP processes, improve audit readiness, and stay ahead of regulatory requirements, this episode is a must‑listen.

An ESOP (employee stock ownership plan) can be the right succession strategy for a craft brewer. This presentation will offer a detailed look at how an ESOP can enable an owner to receive fair value for transferring ownership while preserving the unique culture and legacy of the business even after the founder steps back. We will demystify the structure and legal aspects of an ESOP, making a complex process more approachable. Attendees will learn about the significant tax advantages both for selling owners and for a craft brewery after becoming ESOP-owned, and how an ESOP enables workers to become owners. The presentation will also provide practical guidance to assess whether an ESOP is feasible for a craft brewer.Alan is a partner in the Employee Benefits & Executive Compensation group at Husch Blackwell LLP.His practice encompasses the gamut of employee benefits law, with a particular focus on ESOP transactions and compliance.Many lawyers play golf. Instead, Alan plays squash and tennis, which provide him with a frequent reminder to keep his day job.

Most business owners can name the exit they think they want, but far fewer can clearly explain the problem they are trying to solve. Jason Miller and Makenzie Wirth dig into the 10 powerful questions every owner should ask themselves before choosing an ESOP, a management buyout, or a third-party sale, because transition problems usually start with incomplete questions, not bad intentions. From uncovering hidden risks and leadership gaps to evaluating succession readiness, personal goals, and the true value of the business beyond the owner, these questions reveal what's really happening beneath the surface. This conversation will help you gain clarity, preserve your options, and build a stronger foundation for a successful transition. If you want a clearer path through exit planning, business succession, and ESOP readiness, hit play and bring these questions to your next advisor meeting. 

Scott Ensign, Chief Strategy Officer at Butler/Till, joins Ari Paparo to discuss the advantages of being a 100% employee-owned agency, the rise of agentic AI in media buying, AdCP adoption, and the future of pharmaceutical advertising. Learn how Butler/Till is leveraging AI-powered workflows, healthcare expertise, mobile gaming inventory, and programmatic innovation to drive growth in a rapidly evolving media landscape. Takeaways Butler/Till operates as a 100% employee-owned ESOP, giving employees ownership stakes and allowing the agency to remain independent and agile. The agency is a women-owned and women-led business, with roughly two-thirds of employees being women. Thanks to its status as an independent agency, Butler/Till can operate with agility, making faster decisions and investing strategically without outside shareholder pressure. Butler/Till takes a product-focused approach, building technology and solutions around client needs rather than creating products solely for commercialization. Pharmaceutical advertising is shifting away from broad-reach TV campaigns toward addressable, data-driven digital media channels. Even if pharmaceutical advertising regulations change, opportunities will remain through disease-state education and targeted healthcare professional outreach. Mobile gaming remains an undervalued advertising channel, particularly for reaching healthcare professionals during everyday moments. Butler/Till participated in one of the industry's earliest agentic AI-powered media transactions using AdCP technology. Agentic AI can automate traditionally manual workflows such as RFPs, publisher negotiations, and media planning. The agency views AI primarily as a tool for accelerating work and solving talent shortages rather than replacing employees. Chapters00:00 Introduction to Scott Ensign and Butler/Till00:41 What makes Butler/Till unique as an employee-owned agency01:24 The history behind Butler/Till's ESOP structure02:25 Independent agencies vs. holding companies03:47 Product development and technology investments at Butler/Till04:33 Why Butler/Till hired a Chief Product Officer05:08 How clients approach AI and workflow innovation06:33 The changing landscape of pharmaceutical advertising08:31 Regulatory concerns and the future of pharma marketing10:44 Reaching healthcare professionals in the digital age12:15 Why mobile gaming is an overlooked advertising opportunity14:19 Butler/Till's early agentic AI and AdCP media transaction16:25 How buyer and seller AI agents could negotiate media deals19:28 Why pharma is a strong fit for agentic media buying21:24 Expanding AdCP into audio and offline media channels23:01 AI, efficiency, and the future of agency work23:57 Butler/Till's growth, hiring plans, and closing thoughts Guests: Ari Paparo, Scott Ensign Learn more about your ad choices. Visit megaphone.fm/adchoices

On this episode of HALO Talks, we welcome Nick Ovenden of GreatLIFE, an organization that has redefined community recreation in the Sioux Falls, South Dakota area. What began as a sort of "accidental" golf course acquisition has evolved into a network of six golf courses, 19 fitness centers, and a bowling alley, serving over 40,000 members within a 90-mile radius. Nick joins us to discuss the unique business model that blends fitness, golf, and family activities under one membership, fostering inclusivity and long-term member engagement. Pete and Nick also dive into how their employee stock ownership plan (ESOP) is shaping company culture and succession planning, the impact of combining recreational offerings on attrition, and GreatLIFE'S commitment to building community through partnerships and transparency.  When it comes to the recovery trends that were brought up in discussion, Nick states, "If you have not gotten on the workout recovery train yet, your time and your stop is now. You got to get these products in there before these workout recovery and spas end up saturating your market." Key themes discussed Combining golf, fitness, and bowling for family experiences Membership structure: simplicity and inclusivity Community partnerships and local business integration Reducing attrition through varied activity options Transparency in financials and business education Board-driven decision-making post-ESOP transition A Few Key Takeaways 1.Unique Multi-Activity Membership Model: GreatLIFE combines golf courses, fitness centers, and a bowling alley under a single membership structure. Members can choose between single, couple, or family plans and select either a Fitness Plus or Golf and Fitness Plus membership, aiming to keep things simple and all-encompassing. This approach fosters a stronger sense of community and encourages member retention by offering a broad range of activities for various interests and life stages. 2. Intentional Face-to-Face Member Onboarding: The organization has deliberately chosen not to use online sign-ups. Instead, all memberships are started in person to ensure that team members can fully explain their offerings and guide new members to the option best suited to their needs. This helps reduce attrition by keeping members engaged with new activities as their interests change. 09:04. 3. Low Attrition Rates Driven by Diverse Offerings: With multiple activities available like fitness, golf, pickleball, bowling, and group classes, members are less likely to leave since there is always something appealing. As a result, their annual member attrition rate is relatively low (about 30%), and staff turnover is also below industry averages 09:45. 4. Community Over Competition: GreatLIFE maintains close, non-competitive relationships with other local golf courses and fitness entities. Rather than trying to compete directly, they work together and even refer potential members elsewhere if their own services do not match a visitor's needs. This bolsters the overall community and reputation, benefiting everyone. 07:16. 5. Employee Stock Ownership Plan (ESOP) as a Succession Strategy: A key differentiator is the adoption of an ESOP for succession planning. This structure allows employees to gradually gain ownership stakes in the company, fostering long-term commitment and a sense of shared responsibility. The move also helps preserve the company's culture, aligning incentives and making employees more invested in the company's success. 10:55 Resources:  Nick Ovenden: https://www.linkedin.com/in/nick-ovenden-8b047349  GreatLIFE Golf & Fitness: https://joingreatlife.com  Integrity Square: https://www.integritysq.com Prospect Wizard: https://www.theprospectwizard.com Promotion Vault: https://www.promotionvault.com HigherDose: https://www.higherdose.com

Don and Tom question whether the investment industry—and increasingly Vanguard—keeps creating new products simply to stay relevant rather than solve real investor problems. They critique Vanguard's new Target Retirement Lifetime Income Fund, which combines a target-date fund with an annuity, arguing that it sacrifices liquidity, introduces inflation risk, and obscures costs. They also take aim at Vanguard's new Active/Passive Model Portfolio Series, suggesting it adds unnecessary complexity and market-timing assumptions to what should be a straightforward indexing approach. Listener questions cover the risks of holding 72% of retirement assets in an ESOP and whether a military family should replace a simple Schwab index-fund portfolio for their two-year-old daughter with AVGE. The episode closes with a plug for The Line Uncrossed and a discussion of the real-life Civil War experiences that inspired the novel.0:12 Do investors really need new products and new ideas?2:11 Vanguard's Target Retirement Lifetime Income Fund and annuities in target-date funds4:29 Liquidity, inflation risk, and the tradeoffs of guaranteed retirement income7:44 Why immediate annuities often take years just to return your own principal9:16 Morningstar's skepticism of guaranteed-income retirement products10:46 Vanguard's new Dynamic Active Passive Model Portfolio Series12:42 Are active/passive hybrid portfolios solving a real problem?13:38 Has Vanguard lost its indexing compass?15:30 New Talking Real Money website features and submitting listener questions16:12 ESOP question: 72% of retirement assets tied to employer stock17:59 The dangers of concentrated company-stock positions21:29 Understanding ESOP returns versus traditional investments24:09 Why diversification matters more than past ESOP performance26:49 Using GI Bill benefits, a 529 plan, and a UTMA to fund a child's future28:27 AVGE versus a simple total-market index portfolio for a young child29:42 Why simplicity may be good enough for long-term investing success30:35 Discussion of The Line Uncrossed and its Civil War inspiration31:41 John B. Anderson, Andersonville Prison, and the history behind the bookQuestions? Comments? Click!

Joe Polish sits down with Strategic Coach Founder Dan Sullivan and The CEO of CEG Worldwide John Bowen to explore the research-backed framework behind their new book, The Greater Game — a 100x blueprint that reveals why only 5.4% of Entrepreneurs are playing a completely different game than everyone else. Together they unpack the shift from Founder-dependent businesses to scalable ecosystems, the finite-vs-infinite game divide, and why AI is less a technological revolution and more a cognitive one. Here's a glance at what you'll discover in this episode: The number that reveals whether you're winning or losing the only game that matters... and why 94.6% of Entrepreneurs are optimizing a game that's already coming to an end (you've probably already done 10x without calling it that — what you do next is the whole point) Dan Sullivan's quiet observation after 52 years and 7,000+ Entrepreneurs... the exact moment a successful person stops growing isn't failure — it's something far more seductive, and almost no one catches it in themselves (the first exercise he runs at Strategic Coach is designed to show you you've already crossed the line once) Joe typed a question into AI and got back the most brutal case study in modern business history... Blockbuster, Kodak, Borders, Toys "R" Us — and the one invisible shift every company on that list missed before it was too late (this isn't a technology story — it's a thinking story) Why John Bowen started three new companies on his 70th birthday... and the dashboard he and Dan built for roughly $2,000 that a top vendor quoted them $50,000 a year to provide (his tech team called after the first meeting and said "we'll just build it and give it to you tomorrow") The four-hour version of something that used to take Dan Sullivan four weeks... and what it reveals about the only AI upgrade that actually changes your trajectory (this isn't about using AI more — it's about using it in the right direction entirely) What Joe Polish teaches Genius Youth Members that no business school has ever covered... and why writing handwritten postcards in an age of AI might be the single highest-leverage thing you do this week (the killer app of 2026 is not what anyone is selling you) If you'd like to join world-renowned Entrepreneurs at the next Genius Network Event or want to learn more about Genius Network, go to www.GeniusNetwork.com. Show Notes: The Book: The Greater Game and the 5.4% Dan and John's new book — published by Hay House and instantly a #1 Amazon bestseller — grew out of a 25-year research partnership to study what separates the highest-performing Entrepreneurs from everyone else. Their research across 7,000+ Entrepreneurs found that 94.6% are still optimizing the game they're in — while only 5.4% are architecting a completely different one. The book maps out exactly what those 5.4% are doing. The book's central premise: "Every system that got you here is optimized for a game that's coming to an end." From 10x to 100x: Dan's Framework Dan has been coaching Entrepreneurs to 10x since the 1990s — starting with an exercise where he had Clients identify when they were one-tenth of where they are today. Everyone in his program had already done 10x without labeling it that way. When he challenged a Client who said they couldn't go 10x in three years, the Client responded they could do it in 15 — and then voluntarily suggested doing it again. That's when the 100x idea crystallized. Dan's thesis: give yourself a long enough time horizon, use AI as a genuine collaborator, and constant growth becomes the natural state — not the exception. The Four Levels of The Greater Game Level 1 — Foundation for Freedom: Vision, security, and financial confidence. Getting off the couch. Level 2 — Energy for Expansion: Motivation and IP development. Dan has built an extraordinary amount of intellectual property; John and Joe have too. Level 3 — Platform / Ecosystem: Moving from Founder-dependent to a scalable system. John's own company grew 58% while writing the book — by walking the talk of this level. Level 4 — Agency: Creating markets. Courage, commitment, and building an ecosystem where you're generating the category itself. Finite vs. Infinite: What the Game Shift Really Means Finite game: competing for market share, managing dependencies, staying indispensable personally, reacting to market pressure. Business value: 3–5x EBITDA. Infinite game: designing an ecosystem, multiplying unique genius through others, engineering your own absence, redefining the market. Business value: multiples that reflect systems, not the Founder. Joe's examples (finite → infinite): Blockbuster → Netflix, Kodak → Apple, Borders → Amazon, taxi companies → Uber, Toys "R" Us → Lego. The pattern: finite players optimize the current game; infinite players keep changing what the game is. Dan's real-world example: Paul Van Dyne came to Strategic Coach planning to retire at 65. He went on to take his engineering firm from #40 to #1 nationally in nine years through M&A — and now plans to build his gourmet coffee shop inside one of his medical centers. AI as a Cognitive Revolution Dan's framing: AI isn't a technological revolution — it's a cognitive revolution. He compares its impact to the introduction of zero in mathematics, which made economics, double-entry bookkeeping, and science possible. Practical example: Dan used to need four weeks to structure a new book. With AI, the same work takes four hours. He now writes a new book every quarter. John's vibe-coding story: his Team built the entire Greater Game Dashboard for roughly $2,000–3,000 using Lovable — after being quoted $50,000/year from a top vendor. They own the code and iterate freely. Joe's counterpoint: the killer app today is being fully human — knowing how to bond, connect, and think for yourself. "Write with your hands, think with your brain."  The Greater Game Dashboard John built this free interactive tool at TheGreaterGameDashboard.com to put the book's framework into action. The 15-minute assessment shows you exactly where you stand relative to peers and the 10 Greater Multipliers. The dashboard automatically calculates what your company is worth to a buyer today — and shows how each improvement raises that number. Dan calls it the greatest tool he's seen in 52 years of coaching Entrepreneurs. Monthly updates include an Entrepreneur Pulse confidence index. Useful whether you ever intend to sell or not — knowing your number changes how you invest in your business. Building Great Teams: Cast, Don't Hire Dan's principle: Strategic Coach treats itself as a theater company — with backstage and front-stage roles. They don't hire for jobs, they cast for roles. Every new hire is there to free up someone already in the company. Babs Smith built the Strategic Coach Team around Dan from the start — several Team members have now been with the company 20–30+ years. Beware the Founder-as-salesperson trap: if you're great at selling, you'll hire the wrong people — you'll confuse their excitement for the role with fit for the role. John, Joe, and Dan all find talent primarily through communities — mastermind groups, Genius Network, Strategic Coach — rather than ads. Great people seek out great people. Dan's upcoming book (Hay House): Casting Not Hiring. IP as a Strategic Asset Dan has had 82 thinking tools patented by the US Patent Bureau (none rejected), with 75 more pending. Each patent is a borrowable asset — you can borrow up to half the appraised value, creating a private intellectual property bank. Joe Polish's company operates as an ESOP — all Team members become equity owners after a vesting period, creating a true ownership culture without requiring employees to buy in upfront. Genius Youth and the Human Connection Advantage Joe's Genius Youth program focuses on skills AI can't replicate: human connection, handwritten notes, cold plunges, cooking and hospitality, ethical influence. Joe's 2026 Genius Network Annual Event —  features Peter Diamandis and Steven Kotler (Authors of We Are as Gods), live robots, and a mystery musician on 300M+ albums. Resources: The Greater Game (Book) — Dan Sullivan & John Bowen The Greater Game (Audiobook) — narrated by Gord Vickman, Hay House Business TheGreaterGameDashboard.com — free 15-minute assessment & company valuation tool 10xTalk Podcast — Subscribe — 10xTalk.com 10xTalk on Apple Podcasts Strategic Coach — Dan Sullivan's coaching program Genius Network — Joe Polish's community for elite Entrepreneurs Joe Polish's Genius Network Annual Event CEG Worldwide (John Bowen) — research and coaching for financial advisors Cleator Ghost Town, Arizona — Joe's 40-acre ghost town & the Cleator Bar and Yacht Club Inside Strategic Coach Podcast — Episode on Hiring — Dan Sullivan & Shannon Waller AI Killed the Modern Company (Video) — Peter Diamandis & Salim Ismail Why Microsoft AI Chief Predicts AI Automation of White-Collar Work in 18 Months — Fortune / Mustafa Suleyman

In this Journey to an ESOP and Beyond podcast episode, Jason and Makenzie continue the Foundations of Transition series by exploring the sixth foundation: capacity building. Framed through the lens of leadership transfer, this conversation examines why a business is only truly transferable when leadership, decision-making, and organizational judgment can transfer as well. As owners prepare for succession, an ESOP transaction, or any future transition, developing leadership depth becomes a critical part of preserving and growing enterprise value. Throughout this episode, Jason and Makenzie introduce the concept of “leadership debt,” describing how organizations accumulate risk when founders and owners remain the primary source of decisions, relationships, and problem-solving. They discuss the importance of transferring not only tasks, but also the context, authority, and judgment behind those tasks. Through practical examples and actionable takeaways, listeners are encouraged to identify opportunities to build leadership capacity, strengthen management depth, and create a company that can continue to thrive beyond the daily presence of its founder.

In this episode, Bard MBA student Jake Rosenzweig-Stein interviews Bill Fotsch, business consultant and researcher, about economic engagement and its role in building more equitable, resilient businesses. Bill introduces his five-pillar framework, grounded in 30 years of research, and explains how treating employees as true partners drives double the profit growth of traditional management approaches. The conversation covers how economic engagement supports ESOP conversions, succession planning, and local economic resilience.

In this podcast episode, Jason and Makenzie interview Art Smith, President of DB Engineering, about the company's transition to 100% employee ownership. The conversation explores the decision-making process between a strategic sale, management buyout, and ESOP, along with the challenges of leadership transition, communication, and building an employee-owned culture. Drawing from firsthand experience, Art shares valuable insights and lessons learned throughout the ESOP transition process, offering an honest look at the complexities, challenges, and rewards of navigating ownership transition in a growing professional services business.

In this episode of the Sargent: On Track Podcast, President & CEO Eric Ritchie is joined by Vice President of Finance and CFO Tasha Gardner in the Flywheel Studio to kick off a new series answering questions submitted during the all-employee meetings. Tasha breaks down vesting and what it means to be a true employee-owner, walks through how shares get allocated between hourly and salaried employees, and explains how internship years factor into vesting. The conversation also digs into retirement planning, tax implications of the ESOP and 401k, and the difference between Roth and traditional contributions at different stages of a career. Eric and Tasha close with a reminder that knowing the ESOP inside and out is part of being an employee owner, and that it takes all 600-plus employee-owners to keep the culture going.If you liked this week's episode and are interested in becoming an Employee-Owner at Sargent, please visit our careers page on the Sargent website.https://sargent.us/apply/If you have an episode suggestion, please send your idea to:sbennage@sargent.us

In this episode of Journey to an ESOP and Beyond podcast,  Jason  and Mackenzie discuss the full lifecycle of an ESOP company. The conversation covers what changes in the first 90 days after an ESOP transaction, including new debt obligations, administrative responsibilities, and the importance of employee communication and engagement. The podcast also discusses how boards and leadership teams evolve over time, why committee structure matters, and how companies can successfully navigate the growing complexities of mature ESOPs. From early-stage growing pains to long-term planning challenges like diversification, repurchase obligation, and balancing opportunities between long-tenured employees and newer participants, this episode provides a practical and candid look at what it truly means to operate as an ESOP company for the long haul.

In this episode of the On Track Podcast, VP of HR Amanda Martin is joined by Superintendent Keith Edgecomb, Controller Casey Flynn, Project Manager Ryan Cullen, Project Executive Kody Vining, HR Manager Claire Ryder, Foreman Alex Castedio, Foreman Kyle Salley, Project Executive Seth Watts, WellBuilt facilitator Matt Verderamo, and Laura Pfeiffenberger and Chris Whitney from Spinnaker Trust in the Flywheel Studio on graduation day of the Sargent Leadership Academy. The group walks through what the program actually looks like, from DISC profiles and emotional intelligence to planning for hard conversations, learning the inside workings of finance, HR, estimating, and workforce advancement, and getting an outside look at corporate governance and the ESOP. Participants share how the academy shifted the way they think about leadership, why role-playing turned out to be more useful than they expected, and how a class of employee-owners from different departments and regions grew tight-knit along the way.If you liked this week's episode and are interested in becoming an Employee-Owner at Sargent, please visit our careers page on the Sargent website.https://sargent.us/apply/If you have an episode suggestion, please send your idea to:sbennage@sargent.us

Scott Bryan started Bryan Construction in 1995 with five people, a spare bedroom, and everything on the line. Today, Bryan Construction has grown into one of Colorado's most respected construction companies, with projects spanning commercial work, federal contracts, defense related facilities, international projects, and major developments across Colorado Springs and beyond.In this episode of the Colorado Business Podcast, Scott Bryan shares the story behind building Bryan Construction, growing through the challenges of the construction industry, choosing the right people, expanding into federal and international work, and eventually creating an employee owned company through an ESOP.Scott also talks about what it really takes to build a lasting company, why culture matters more than most people realize, how construction has changed over the last 30 years, and why starting a construction company today would be much harder than it was in the 1990s.This conversation is packed with lessons on entrepreneurship, leadership, hiring, company culture, risk, succession planning, and building a business that can outlast its founder.Chapters: 0:00 Intro 0:56 Growing up in Colorado Springs 3:50 From subcontractor to general contractor 4:36 Starting Bryan Construction in 1995 6:18 The people behind the company culture 8:15 Building vision and bonding capacity 11:43 Picking the right people 13:40 Expanding into international projects 18:45 Federal work and global construction 19:18 Building a diverse construction company 22:40 Space Command, defense work, and Colorado Springs growth 23:40 Why Scott stayed in Colorado Springs 25:36 How construction has changed over 30 years 29:41 Could he start over today? 31:45 Family, risk, and entrepreneurship 35:25 Marriage, support, and work life balance 37:35 Why Scott still loves the work 39:34 AI and the future of construction 42:59 Why Bryan Construction became employee owned 46:53 Legacy and succession 49:41 Scott's favorite project 57:29 Advice for young entrepreneurs 1:00:35 Final thoughtsGuest: Scott Bryan, Founder of Bryan ConstructionPodcast: Colorado Business PodcastSubscribe for more conversations with Colorado entrepreneurs, founders, builders, and business leaders shaping the future of Colorado.

Most founders can't tell you the moment they decided to build. Vedang Patel can. He was 23, a finance analyst with IIM seats in hand, and he looked at the MBA-holder sitting next to him in office and asked himself one question: "Is that what I want to do?"The resounding no from every section of his brain, and the ₹5.25 lakh he and his co-founders had between them is what became The Souled Store. ₹1000 crore in revenue, ₹150–200 crore in profit, an NSE bell on the way.In this episode, Avnish and Vedang sit with three questions sent in by aspiring founders:1. How do you actually validate an idea?2. How do you separate polite encouragement from real market demand?Brand or revenue first?3. They also talk about the part most founders won't: the $10 million Vedang got "lost in frameworks" with, the 15-20 CR in personal-guarantee debt, and how exponential's cheque pulled him back.Chapters 00:00 Cold open01:30 From a cupboard of t-shirts to ₹1000 crore03:30 The Sunday-Monday test06:30 "She cried for days"08:30 Risk vs Recklessness11:00 Q: How do I validate my idea?13:30 ₹5.25 lakh, no money for movies15:30 Discounted PMF is false PMF17:00 Q: Polite encouragement or real demand?20:30 The empty chair of the customer24:30 When the $10 million came in27:30 "Maybe I should be inspired by Neera Modi"30:30 Q: Brand or revenue first?32:00 A brand is what the customer expects35:30 Why he never left Bombay38:30 The ESOP wall and the 5-10-85 rule41:30 "Don't overthink. Start."Follow Z47Website - https://www.z47.com/Instagram -   / z47.vc  LinkedIn -   / z47-vc

Amanda DeVito is a seasoned marketing executive and thought leader who serves as the Chief Marketing Officer (CMO) at Butler/Till, a prominent results-driven, women-owned, and employee-owned (ESOP) marketing agency. With over 25 years of industry experience, DeVito has spent the last 15 years as a pillar of Butler/Till's leadership team, guiding the agency's business development, innovation, and strategic growth. Holistic Marketing Strategy: DeVito is a strong proponent of collapsing traditional media silos (like separating TV, CTV, and digital video) in favor of an "outcomes-first" approach that prioritizes overarching business objectives over specific channels. Vertical Experience: She has deep expertise across a broad range of highly regulated and complex industries, including healthcare, pharmaceuticals, financial services, automotive, and retail. Advocate for DEIB & Culture: At Butler/Till, DeVito heavily champions Diversity, Equity, Inclusion, and Belonging (DEIB). She frequently speaks on the distinction between mere "empowerment" and providing actual "access" to leadership roles for underrepresented groups, viewing emotional intelligence and authenticity as non-negotiable leadership traits. Employee Ownership: She is an active advocate for the positive corporate culture and accountability that comes with employee-owned business models. DeVito is a frequent speaker at major industry events, including Cannes, Adweek NY, and the DTC Xpectives Health Summit. Beyond her agency role, she extends her leadership to several advisory boards and community organizations: Advisory Board Member for Ownership America Board of Directors for the Western New York Chapter of Planned Parenthood Member of Chief, a private network dedicated to connecting and supporting women executive leaders. DeVito graduated Magna Cum Laude with a bachelor's degree in Communications and Journalism from St. John Fisher University. She also holds an Executive MBA from the Saunders College of Business at the Rochester Institute of Technology, where she was awarded the peer-nominated Donna Scheid Leadership Award.

In this episode of Journey to an ESOP and Beyond, Makenzie breaks down the negotiation process behind an ESOP transaction. From purchase price and seller note terms to governance, SARs, board composition, and fiduciary requirements, this episode explores the key terms that are typically negotiated between the seller and the ESOP trustee. If you're considering an ESOP or preparing for a transaction, this episode offers a practical overview of what to expect during negotiations and how the process compares to a traditional M&A deal.

In this episode of the On Track Podcast, President & CEO Eric Ritchie is joined by CFO Tasha Gardner and VP of Human Resources Amanda Martin in the Flywheel Studio to break down ESOP distributions during Sargent ESOP Month. The team walks through the four main distribution groups, in-service employees, terminated participants, retirees, and beneficiaries in cases of death or disability, and explains the rules tied to each one, including statutory diversification at age 55 with 10 years in the plan, lump sum options at age 61, and the differences for employees hired before and after January 1, 2023. They also cover the upcoming election window running from May 26th through June 26th, the importance of keeping beneficiaries up to date, what happens when retirees come back to work, and why calling a tax professional and the team here at Sargent matters before making any decisions. Eric, Tasha, and Amanda also share a good reminder from Herb that everyone should retire with a surplus of dignity, and that the share price keeps climbing because of the hard work every employee owner puts in day in and day out. Give it a listen and save it for later, this one is worth keeping on the shelf.If you liked this week's episode and are interested in becoming an Employee-Owner at Sargent, please visit our careers page on the Sargent website.https://sargent.us/apply/If you have an episode suggestion, please send your idea to:sbennage@sargent.us

When Kate Morgan started thinking seriously about selling her business, she assumed the big payoff would come at closing. But as she tells David C. Barnett and Paul Downs this week, she's come to understand that the smarter move might be not selling—at least not yet. Why? Because if the business keeps performing and she can gradually remove herself from the day-to-day operations, she may ultimately make more money by continuing to own it. That's partly because, as David explains, small businesses often sell for lower multiples than owners expect. Which means the real value may not be in a clean exit, but in continuing to collect profits while slowly transitioning ownership to key employees. “So you'll be selling the business,” says David, “and you'll be collecting dividends or distributions on top of that. This is one of the most lucrative exits there can be.”Of course, delaying a sale comes with its own risks. Markets change. Businesses cool off. Buyers get nervous. “You have to make the decision and make the sale happen while you've got a full head of steam,” David warns. Wait too long, and the numbers can start sliding in ways that dramatically reduce what buyers are willing to pay.Plus: A Reddit post raises a brutal management challenge: What's the best way to lay off a relative? “It really can't affect your decision,” says Paul. “Because if it needs to be done, it needs to be done.” That doesn't make it easier. It just means you may have to live with both the business consequences and the family consequences at the same time.

In this episode of the Journey to an ESOP podcast, Jason and Makenzie interview brothers Marc and John Farrell of to discuss their company's transition to employee ownership and the multi-generational legacy behind it. The Farrell brothers share the history of their 80-year family business, why they chose an ESOP over other transition options, and what they've learned in the early stages of becoming employee owned. From succession planning and leadership transitions to culture and communication, this conversation offers practical insight for business owners thinking intentionally about the future of their company. 

In this episode of the On Track Podcast, President & CEO Eric Ritchie is joined by Mid-Atlantic Business Development Manager Mike Mullins and Brinkman Constructors Senior Vice President of Corporate Operations and Regional Offices Ted Hoog in the Flywheel Studio for a conversation about employee-ownership, company culture, and what it takes to carry a strong construction company forward. Ted shares Brinkman's ESOP journey, how founder Bob Brinkman used employee-ownership as a way to protect the company's legacy, and how the company has grown while working to keep its core values intact across multiple regions.If you liked this week's episode and are interested in becoming an Employee-Owner at Sargent, please visit our careers page on the Sargent website.https://sargent.us/apply/If you have an episode suggestion, please send your idea to:sbennage@sargent.us

Send us Fan MailIn this episode: Christi Powell and Angela Gardner interview Natasha Sexton, president and CEO of Sexton Design and Development, an eight-and-a-half-year-old design-build firm based in Greenville, SC. Sexton explains the company's landscape-architecture roots, multi-state work (SC, TN, pursuing NC licensure, with GA next), and focus on hospitality, university, and commercial/institutional projects, including Clemson University's Tiger Walk design. She discusses Southeast market challenges—rapid growth driving labor shortages and material cost volatility—and how value engineering and alternative materials keep projects on track. Sexton shares scaling and quality strategies centered on choosing aligned clients and the “photo, friend, fee” philosophy, plus team culture priorities like leading by example, paying above average, benefits, open dialogue, and burnout awareness, with interest in an employee-ownership/ESOP-style future. She highlights community projects with Upstate Warrior Solution and Camp Greenville, board involvement with the Greenville County Art Museum, and emphasizes surrounding yourself with supportive people.Support the show

In today's Tech3 from Moneycontrol, venture capital flows into premium consumer brands as mass demand stays uneven. Startup ESOP payouts grow larger, driven by secondary deals and IPO prep. Tamil Nadu's election outcome puts jobs, MSMEs and fiscal priorities in focus, while West Bengal's structural challenges remain under watch. And Citi appoints Raj Rathi to lead M&A in India.

In this Journey to an ESOP podcast episode, Jason and Makenzie continue the Foundations of Transition series, focusing on the theme of turning strategy into execution, exploring how these elements play a critical role in preparing for a successful ESOP transaction. Each workshop-style conversation in this series is designed to help business owners think more intentionally about the future of their company and the role they play in shaping it. This episode encourages owners to look beyond strategy alone and consider how effectively their plans are being carried out. Jason and Makenzie introduce the concept of “mini” strategic planning: breaking down not just what needs to be done, but how to implement it and how often to revisit progress. Through practical insights, they highlight why building strong accountability and execution habits early can reduce friction during a transaction and better equip your team for the work ahead. 

We weren't aware of ESOPs before this conversation, and chances are you haven't heard of them either. Employee Stock Ownership Plans can drastically change how you run your business and transform the lives of your employees. Publix is one of the best examples of making their employees' lives better. Cashiers who may never make more than $20 an hour but stay there 20-30 years retire as multimillionaires because of employee ownership. Matt Middendorp helps business owners understand this transition option that most have never heard of. He started working at an ESOP company in college without knowing what it meant, but recognized the culture felt completely different from corporate retail. People collaborated and took ownership of problems instead of waiting for someone else to solve them. Matt Middendorp helps business owners explore this transition option. He started working at an ESOP company in college without knowing what it meant, but recognized the culture felt completely different from corporate retail. People collaborated and took ownership of problems instead of waiting for someone else to solve them. We talk about how ESOPs work, why they offer better tax benefits than other transitions, what makes a business a good fit, and how this approach solves problems for both owners looking to exit and employees building toward retirement.HighlightsHow employee ownership changes company culture when people take ownership of problems instead of waiting for others to solve them.Why ESOP companies grow faster than non-ESOP companies once employees have real financial stakes in success.The tax advantages that make ESOPs attractive for both sellers and companies compared to other transition options.What makes ESOP transactions collaborative instead of the combative due diligence process with private equity or strategic buyers.How long-term employees build wealth that solves the retirement gap many Americans face.Make sure to subscribe to Blue Collar BS where we talk about the real gaps between generations in blue collar work and what it takes to lead across different age groups in today's trades. Be the first to hear conversations like this that introduce options you didn't know existed and challenge what you thought was possible in business.Get in touch with Matt: WebsiteLinkedInPhone - 715-897-0879Get in touch with us:Check out the Blue Collar BS website.Steve Doyle:WebsiteLinkedInEmailBrad Herda:WebsiteLinkedInEmailThis podcast uses the following third-party services for analysis: Podtrac - https://analytics.podtrac.com/privacy-policy-gdrpOP3 - https://op3.dev/privacy

Solo episode energy with Angel filling in for Mike, and somehow it works. The conversation hits the bar's origin story, AI etiquette, a feminist chatbot breakup, and whether the Great Salt Lake needs a billion dollars or just a rain dance. The back half gets surprisingly substantive: corporate greed as a design feature, why the immigration system backlog is a feature not a bug, ESOP as an exit strategy, and the argument that Trump tribalized America more than anyone since the Civil War. Also: somebody put new stickers in the urinal and Jesse's excited about it.​​​​​​​​​​​​​​​​

In this episode of the On Track Podcast, we catch up with employee-owners at Sargent's Northern Maine and Southern Maine all-employee meetings to hear what keeps them moving, what they're taking into the busy season, and what it means to be part of Sargent during its 100th year. From newer team members finding their place, to long-time employee-owners reflecting on safety, career growth, and the value of getting everyone together, the conversations give a good look at the people behind the work. The episode also kicks off Sargent ESOP Month with CFO & VP Finance Tasha Gardner and CEO & President Eric Ritchie joining in for the Price-Is-Right and a quick lesson on how the ESOP works, with a reminder that employee ownership is built through the work everyone does each day.If you liked this week's episode and are interested in becoming an Employee-Owner at Sargent, please visit our careers page on the Sargent website.https://sargent.us/apply/If you have an episode suggestion, please send your idea to:sbennage@sargent.us

In this episode, Jason Miller speaks with Steve Baker of The Great Game of Business about the critical role of financial literacy in building successful employee ownership and ESOP cultures. They explore why ownership alone does not automatically create an ownership mindset and why education is essential for helping employees understand how businesses actually work. Steve shares practical insights on how organizations can strengthen engagement, accountability, and performance by teaching teams to think and act like owners through a deeper understanding of financials and business performance. The conversation highlights a key takeaway for ESOP companies and leadership teams: financial literacy is the foundation that connects employee ownership to real behavioral change and long-term business success.

The term ‘Hitopadesha' is a combination of two Sanskrit terms, ‘Hita' (welfare/ benefit) and ‘Upadesha' (counsel). As the term suggests, The Hitopadesha is a collection of tales that gives good counsel.Hitopadesa was presumably written by Narayan Pandit and is an independent treatment of the Vishnu Sarman's Panchatantra (3rd century BC) which it resembles in form. In Hitopadesha, Vishnu Sarman is depicted as a Sage who undertakes to give good counsel to the sons of Sudarsana, the king of Pataliputra, through stories within stories involving talking animals. The dating of Hitopadesha is problematic as no other work by Narayan Pandit is known. The earliest manuscript of Hitopadesha dates from 1373; it could be of East Indian origin during the Pala Empire (8th-12th centuries).This book is a condensed but faithful transcript of Hitopadesha in sense and manner rendered in English by Sir Edwin Arnold. Sir Edwin says in the Preface that the Hitopadesa may be styled 'The father of all Fables'; for "from its numerous translations come Esop and Piplay and in latter days, 'Reineke Fuchs'." Summary by JothiGenre(s): Myths, Legends & Fairy Tales, AncientLanguage: EnglishKeyword(s): philosophy (997)

Chris Prenovost always wanted to be a business owner, but as he grew his company AZPRO, he realized he needed to get clear about his deeper values and motivations. In this episode, Chris shares his story of building a graphics company from the ground up with his brother, learning to delegate, and developing a team of values-aligned leaders. He also shares about his experience transitioning the company into an ESOP and discusses the importance of knowing your purpose. Information isn't the gap between failure and success—action is. Path for Growth's 1-on-1 coaching helps you create a plan and execute on what matters most for your business. Apply today at pathforgrowth.com/coaching.Episode Recap:How did you get involved in the graphics industry and decide to start AZPRO?  What motivated you in the early days of the business?  When does being scrappy go too far when trying to scale a business? What were your biggest blockers to learning to delegate well? How did you get your team aligned around core values?  What's your process for identifying new leaders?  How has your motivation changed as you've grown the business? Can you tell us about the process of becoming an ESOP? Get aligned on your purpose and you'll be amazed what happens next If you're ready to move beyond just gathering information and start executing on what truly matters, Path for Growth's 1-on-1 coaching can help. Apply now at pathforgrowth.com/coaching.Resources:Follow the podcast on Apple or SpotifySchedule a call to learn more about Path for Growth Coaching and CommunityDownload the Free Reading GuideConnect with our Founder Alex Judd on LinkedIn and Instagram

In recognition of April as Financial Literacy Month, this episode explores an important question: what happens when employees are given ownership but don't fully understand its value? Jason and Makenzie dive into the critical role financial literacy plays in helping employee-owners make the most of their ownership stake. From understanding equity to building confidence in financial decision-making, this conversation highlights how empowering employees with knowledge can unlock the full potential of employee ownership.

For many family business owners, the succession question is more complicated than it looks — especially when some family members want to stay involved, others don't, or there's simply no heir apparent willing or able to take the reins. An Employee Stock Ownership Plan can bring remarkable clarity to exactly these situations. Kelly O. Finnell, J.D., CLU, AIF®, President of EFS ESOP Consultants and one of the nation's foremost ESOP authorities, joins Pat, Walter, and Corby to explore how ESOPs can serve as a powerful and often underutilized tool in family business succession planning. With more than 40 years helping business owners design and execute ESOPs — and author of the preeminent guide The ESOP Coach: Using ESOPs in Ownership Succession Planning — Kelly brings unmatched depth to this conversation. He covers the general parameters for when an ESOP makes sense, the specific benefits in a family business context, how ESOPs can minimize taxes while maximizing shareholder legacy, and why owners with no clear successor should be looking hard at this option.Conversations that move you closer to a regret-proof exit. Subscribe To The Channel By Clicking HERE!Learn more about Pat and Walter: https://ennislp.com/about CONNECT ON SOCIAL MEDIA:YouTube: https://www.youtube.com/channel/UCOwUmJP3Fm4rYbRAQhYQkpg ExitReadiness Blog: https://ennislp.com/read-our-blogFacebook: https://www.facebook.com/exitreadinessWebsite: Ennislp.com#PatEnnis #WalterDeyhle #ExitReadinessDISCLAIMER: The information in this presentation is provided as education only. Neither the presenter nor ENNIS Legacy Partners is engaged to render legal, accounting, or other professional services. Consult a qualified professional for advice specific to your situation. ENNIS Legacy Partners assumes no legal liability for any loss related to information contained in this presentation.

What does it take to grow a construction company from $27M to over $1.5 billion — without losing your culture along the way? In this episode, Scott Winstead sits down with Tim Paulson, Co-CEO of ESS Companies, to unpack the philosophy, decisions, and hard lessons behind one of the industry's most remarkable growth stories.Tim shares how becoming an ESOP in 1999 unleashed an ownership mentality across the organization, his "3D diversification" framework for sustainable growth, and why ESS invests 70% of its marketing budget internally — on its own people. He also gets candid about the growing pains of tripling in size through three simultaneous acquisitions in 2019, and what he'd tell his 30-year-old self about staying through the hard seasons.If you're thinking about culture at scale, leadership development, or what it really means to build a company where people have a genuine stake in the outcome, this conversation is for you.

Love the show? Subscribe, rate, review, and share!Here's How »Join the Capital Gains Tax Solutions Community today:capitalgainstaxsolutions.comCapital Gains Tax Solutions FacebookCapital Gains Tax Solutions TwitterCapital Gains Tax Solutions Linked In

What's the right first question when an owner starts exploring an ESOP? It may not be “Can my company do one?” In this episode, we unpack why technical possibility and strategic fit are not the same thing. Using the metaphor of the kitchen in a family home, we explore what owners are really trying to preserve, strengthen, and pass on through transition — and why an ESOP works best when it supports the fundamentals rather than distracting from them. A thoughtful conversation for owners considering employee ownership, succession, continuity, and legacy.

In this episode of The Matt Feret Show, Matt Feret sits down with ESOP consultant Matt Middendorp to explore how employee ownership is reshaping the way people think about work, wealth, and career fulfillment—especially in midlife. Moving beyond traditional conversations about retirement or business exits, the discussion examines Employee Stock Ownership Plans (ESOPs) as an alternative model that aligns employee success with company performance. Middendorp shares real-world insights into how employee-owned companies foster stronger cultures, higher retention, and long-term financial security while offering business owners a legacy-driven transition strategy outside of private equity or layoffs. Together, they unpack why so many professionals have never heard of ESOPs, what employee ownership teaches us about purpose and identity at work, and how individuals at any career stage can rethink success, stability, and the value they help create.The Matt Feret Show is about thriving in midlife, retirement, and beyond. Each week, Matt shares smart conversations on Medicare, Social Security, retirement planning, health, wealth, wellness, caregiving, and life after 50.Explore more episodes and sign up for The Matt Feret Newsletter: TheMattFeretShow.comNeed Medicare help? Book a no-obligation consultation: BrickhouseAgency.comWatch full episodes on YouTube: The Matt Feret ShowSubscribe on Apple, Spotify, or YouTube for more insights on wealth, wisdom, and wellness in retirement. Hosted on Acast. See acast.com/privacy for more information.

In this episode of Case Studies, Casey sits down with Lynn Perry, founder of Central Milling, for a deeply meaningful conversation on excellence, faith, and building a business that truly serves people.Lynn shares how a simple idea rooted in chemical-free farming evolved into a nine-figure organic flour business over four decades, but what stands out is not the scale, it's the intention behind it. From obsessing over product quality to creating flour tailored for world-class bakers, Lynn reveals how a commitment to craftsmanship turned a commodity into something extraordinary.The conversation takes a powerful turn as Lynn reflects on a life-changing experience with his daughter that reshaped his perspective on leadership, service, and purpose. That mindset ultimately influenced one of his proudest decisions, implementing an ESOP that created life changing wealth for employees across the company.This episode is for leaders and entrepreneurs on building with heart, leading with principle, and proving that true success comes from creating value far beyond yourself. Hosted on Acast. See acast.com/privacy for more information.

A bright blue guitar covered in orange koi fish vanished from a museum display … and Swifties immediately knew what it meant.That distinctive guitar—the one Taylor Swift used to record Speak Now—had been a gift. Hand crafted, by the founders of Taylor Guitars. When she brought it back on stage during her Eras tour, the fans went wild.In this episode, Bob Taylor and Kurt Listug tell the unlikely story behind one of the world's most respected acoustic guitar brands—how it grew from a tiny San Diego repair shop doing $30,000/year into a global business with nine-figure revenue. And how it survived every challenge that should've ended it: a distributor deal that didn't add up, a brutal market crash in the disco era, and such slow growth that—five years into the business—the founders could barely pay themselves a salary ($15/week).It's a story about serendipity, obsession, and the quiet power of a partnership where each person knows their lane—Bob with relentless craftsmanship, Kurt with the discipline to turn it into a massive business.Plus: the purple 12-string featured in Prince's “Raspberry Beret” … the MTV Unplugged boom that boosted the business … and why the founders eventually chose to convert the business to 100% employee ownership.What you'll learn:The operating principle that changed Taylor's production: one finished guitar beats 10 half-finished onesHow to make a slow-growth business survivable (and why Bob saw it as “education”)How to recognize a bad distribution dealThe design innovations that drew musicians to Taylor guitarsWhy Bob got a call from Taylor Swift's dad when she was 14—and the iconic guitar her fans grew to loveHow the business managed demand shocks during COVIDWhy an ESOP can be a founder's best “succession plan” decisionWhat a great partnership looks like in practiceTimestamps:(Timecodes are approximate and may shift depending on platform.)00:06:39 – The high school moment: “I didn't have $175 … so I thought, I'll just make a guitar.”00:07:14 – The American Dream shop: the hippie setup that became a launchpad00:10:20 – The “baseball bat neck” problem with guitars—and Bob's happy-accident innovation00:11:59 – Buying the shop for $3,700 … then realizing it didn't include the name (or phone number)00:22:31 – The sentence that changed everything: “Would you rather have 10 half-done guitars or one done guitar?”00:26:28 – The distributor deal that ended in layoffs: good sell job, bad math, and what they learned00:38:30 – Buying out the third partner: why the business doubled when “the brakes were off”00:59:52 – Before Taylor Swift was Taylor Swift: a phone call from a proud dad, and a promotional concert that almost went unheard01:09:36 – The inflation economics of guitar building***Hey—want to be a guest on HIBT?If you're building a business, why not get advice from some of the greatest entrepreneurs on Earth?Every Thursday on the HIBT Advice Line, a previous HIBT guest helps new entrepreneurs work through the challenges they're facing right now. Advice that's smart, actionable, and absolutely free.Just call 1-800-433-1298, leave a message, and you may soon get guidance from someone who started where you did, and went on to build something massive.So—give us a call. We can't wait to hear what you're working on.***This episode was produced by Alex Cheng with music composed by Ramtin Arablouei. It was edited by Neva Grant with research help from Rommel Wood. Our engineers were Patrick Murray and Maggie Luthar.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.