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THE IDEAL BALANCE SHOW: Real talk, tips & coaching on everything fitness, family & finance.
Curious? Take The Free Money Stress Quiz!Ready? Buy Our Simplified Budget System Now!What happens when budgeting stops feeling like a constant guessing game and starts giving you actual confidence?In this episode, we're chatting with Nikki from Australia about what changed when she started using our Simplified Budget System.Before the system, Nikki was spending a ton of time tracking money, writing down what was coming up, checking bank balances, and trying different apps and spreadsheets — but she still felt like her family was constantly on the back foot.Her goal wasn't to magically solve every money problem overnight. She simply wanted to feel confident with money.And that's exactly what started to happen.Nikki shares how creating separate accounts, naming them intentionally, and following the system one step at a time helped her finally feel organized and prepared. Instead of trying to do everything at once, she focused on building the foundation first — bills, spending accounts, and then savings buckets.And those savings buckets? They've become one of her favorite parts.Since starting the system, life has still thrown plenty of curveballs: medical expenses, surgery, a broken freezer, car trouble, and other unexpected costs. But the biggest difference is that those situations no longer automatically come with financial panic.Nikki can see where her money is, adjust the plan when she needs to, and make decisions from a place of clarity instead of fear.One of the biggest moments she shares is being offered financial help from a family member — and realizing she could confidently say, “Thank you, but we can do this ourselves.”That is what financial confidence can look like, budget besties.We also talk about why a budget needs to grow and change with your life, why building your system one layer at a time matters, and how being prepared for things like Christmas, annual bills, car expenses, pets, and other future costs can remove so much mental pressure.This episode is such a good reminder that budgeting doesn't have to be complicated. You don't need another app that simply tracks where your money already went. You need a system that helps you decide where your money is going before life makes the decision for you.Whether you're building your own budget, using a personalized budget template, working through group coaching, or getting more hands-on support through a six-month coaching package, the goal is the same: clarity, confidence, and a money system that actually works in your real life.Because life will keep changing. Your budget can change with it.Let's Take Our Relationship To The Next Level:1️⃣ Facebook Group ➡︎ budgetbesties.com/facebook2️⃣ Be on the Podcast ➡︎ budgetbesties.com/livecall3️⃣ Private 1-on-1 Coaching. ➡︎ budgetbesties.com/coachingThis podcast is for educational and informational purposes only and is not personal financial, legal, or tax advice.This description may contain affiliate links, meaning we may get a commission at no cost to you if you click & purchase.Click here to view our privacy policy.
Stop cutting expenses and start cutting checks - Rabbi Nachman's tips on how to expand your income
Welcome back to the Contract 2029 Survey, Educate and Poll series. I'm Tony Mulhare with SWAPA Communications, and today I'm joined by negotiating committee chair Kurt Heidemann, as well as committee member Jacob Thomas. Today's discussion will focus on retirement and expenses, and we'll hit the highlights of the vast amount of information that we've made available on the website. So please get over to the Contract 2029 page on swapa.org or the negotiating point on the SWAPA app for the deep diveIf you have any feedback for us at all, please drop us a line at comm@swapa.org or tap here to send us a text.Follow us online:Twitter - https://twitter.com/swapapilotsFacebook - https://www.facebook.com/swapa737
https://youtu.be/B9j1nlRifHM Alex Fernandez, CEO of Synergy Orthopedic Specialists, is driven by a mission to help physicians Build a Multi-Site Medical Practice that creates wealth, equity, and independence beyond their personal labor. By bringing independent physicians together, building scalable organizations, and expanding access to integrated services, Alex helps doctors operate as entrepreneurs while delivering a more convenient and cost-effective patient experience. In this conversation, Alex introduces The Multi-Site Scaling Framework—Visualize Your Target EBITDA, Align With Your Partners, Remove Yourself From the Center, Build Systems, and Build Margin Around Your Core Business. He explains why starting with the desired enterprise value creates a clearer path for growth, why alignment must be a gate for every partnership or acquisition, and how strong systems allow a business to operate without depending on its founder. Alex also shares how vertical integration, company culture, geographic expansion, and AI-assisted processes can improve profitability while preserving independent medical care. — Build a Multi-Site Medical Practice with Alex Fernandez Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and welcome Alejandro “Alex” Fernandez, the CEO of Synergy Orthopedic Specialists, a team of surgeons and specialists that believes in providing patients with an integrated approach to musculoskeletal—I’m glad I could pronounce this—medical care through 15 locations throughout San Diego. Alex, welcome to the show. Thank you. Thank you. Yeah, I appreciate that. I’ve enjoyed your show, and I’m happy to be here. Well, I’m always interested when I meet with medical provider companies or CEOs who have been doctors, because I grew up in a family of two doctors, and so I was exposed to some of the challenges of being a doctor and running a hospital. So that’s going to be interesting. So my favorite question that I ask recently to all our founders is, what is your personal why, and how are you manifesting it in your practice and in your business? Yeah, for sure. And so my why, as you put it, comes from where I started. I actually don’t come from a family of physicians. I started not where I ended up. I’m a son of Cuban immigrants. My parents fled Castro in the ’60s, and I was born in Puerto Rico. Later on, my family took a lot of our family in the Mariel boatlift in 1981 and took hundreds of people out of Cuba. But in reality, the concept or the reality is that my parents didn’t have a lot of money. They had some connections, but they believed that I should have a college education. But I had to work my way through eight years of college to get my bachelor’s. So I landed in healthcare as an accident. It was a small medical practice. I was basically doing front desk and medical records, and then later on learned how to do the billing, all by hand at that time. There were no electronic medical records. And I started basically at the front desk, and I watched something that I never really forgot, which is, you have these brilliant physicians, people that can diagnose patients and help them and cure them, but when it came to business, they were never taught anything about business. So this is where I believe I have generated value over the years: basically, built companies that actually create wealth, and the wealth for the physicians in particular.Share on X I think physicians are very entrepreneurial. At least that’s the idea to begin with, is, “I’m going to go into the practice of medicine and have my own business.” But somewhere along the line, the business becomes almost like an ATM machine. It’s no different than any other entrepreneur that starts a business. They are the business. Without them, if they go away for a couple of days, the business doesn’t make any money, and they don’t really know how to do that. So what I’ve done over the years is I have gotten smaller groups of physicians to come together, form larger organizations, larger groups, and eventually built larger private businesses that can have EBITDA, equity earnings that can basically provide some additional wealth. Particularly, I try to help them think of themselves as capitalists, not as day laborers. Because in reality, in most businesses, and particularly physicians, they’re cranking the wheel, and the more they produce, the more they work, the more they earn. But in some cases, they don’t understand how to get away from that. How to earn from all the other things that they control. Because physicians do control 80% of the spend in healthcare but earn probably no more than 5% of it. Wow. That is shocking. So they’re not using the leverage properly, probably. Yeah. Sometimes they know it’s there, but physicians in general are risk-averse. Just starting their own business is hard enough. Then having to figure out how to capitalize from all the levers that they have, that’s completely different. And they’re no different than, I would say, lawyers or accountants that start a small business. At some point in time, you have to figure out, how do you make the business big enough that it operates and works without you? Yeah, I love that. I love that. And what makes you feel strongly for physicians? Well, particularly independent physicians, I think it’s a dying breed. Years ago, I would hear the stories of my parents where they’d say, “Hey, we took you to the pediatrician,” and my dad would be friends with the OB-GYN that took care of my mom and the pediatrician. And I remember them naming them by first name or even meeting them at the social club. But nowadays, it’s very transactional. It’s very fast. There’s no connection. So I think that’s why there’s been this whole surgence of concierge physicians where you pay extra. Because in truth, in order to make a living, the business of healthcare is compressed by downward pressures from the government and from other institutions that say, “We’re going to pay you less, but you have to have a significant amount of compliance, and you have to spend more money on this, and you have to do that.” And then at the same time, the cost of living goes up. The employees need to make more money. Your rent goes up. The supplies continue to increase. So you have the static or lower reimbursement from the different payers, whether it’s Medicare, the government, or private institutions, and then an increase of expenses happening. That’s very strange to any business. In any other business, you say, “Well, if my costs go up, I increase my prices, and then maybe my margins are a little bit less, but I still have a significant margin.” In healthcare, you almost have to just work more in order to generate more revenue, and the expenses hopefully will increment a little bit more, but your earnings will be the same or less. So it’s a very tough situation for an independent physician. That’s why more and more, especially physicians coming out of training, look for jobs with health systems, with the Kaisers of the world or the different large institutions in the United States, so that way they can go ahead and just go to work and take care of patients and not worry about the business of healthcare. Yeah. But then these big hospitals turn into bureaucracies, and then they still have to worry about that in a different way. And that’s personally the second part to that question you asked me. That’s why I like working with physicians and not necessarily with health systems. I’ve never held a job with a hospital. Not that I haven’t wanted to. It’s just, I think the nature of the bureaucracy of a health system creates some things that I’m not personally interested in. Yeah. Well, I can see that. So Alex, this is a podcast of frameworks, as you know. So what’s a framework that has helped you build your business, maybe generate an insight, understand situations, maybe influence these physicians to come together in your roll-ups? Whatever framework you developed, could you share something with our listeners? Yeah. Yeah, for sure. Most owners in a business—and I’ll talk in generic terms. I’ll try to make sure I don’t use any slang for healthcare—but most businesses build their business for income. They want to make income for their families, for themselves. They want to be able to take care of the people that they’re with. But they don’t really think about it from a perspective of, “Let me build a business that can multiply.” Maybe they want to, but in a lot of areas, it’s just hard for them. I actually grew up in the bridal business. My parents had bridal stores. They basically did wedding packages, and that’s the business that I grew up in. Every summer, I would go and do the cash register or help rent tuxedos and things like that, or do filing and bookkeeping. So that’s where my entrepreneurial spirit comes from. It’s my parents. But I always saw them where maybe they built one or a couple stores, two, three stores, and they would kind of stop there. But I think I learned a lot from my dad in particular around multi-site operations in a retail industry, and I took that back into the healthcare business. So one of the first things I think that a business owner has to do is they have to underwrite their own exit first.Share on X They have to think of growth and particularly of the value of the business if they were ever going to sell it. Figure out what your EBITDA or enterprise value is going to be, and then go from there. Then make the alignments first, but don’t make it the goal. Most people chase the volume, the customers, more locations, more deals, spend years fixing what they bolted on in order to flip it, but they don’t really take the time to align it. So I think the client, the partnership, the acquisition—you have to figure all that out at the beginning and then fix it later. If I run into an acquisition that we’re looking at, and I don’t see the alignment from whoever I’m going to partner up with, I know it’s going to be a deal that’s going to go bad eventually. We all have to be thinking the same way. Then the other thing, like I already mentioned this a couple of times, but you have to take yourself out of the center. If you’re the CEO, you’re the business owner, and the business depends on you—you can’t go on your two- or three-week vacation to Europe or wherever you want to go, and when you come back, the business is in disarray or didn’t survive—you don’t really have a business. You just have a job that costs you a lot of money to maintain. I think that’s where operating systems earn their keep. I haven’t really run the EOS program, but I’ve read the book, and I really like the idea of the scorecards, and I used it particularly when I came to this opportunity in San Diego. Getting everybody to row in the same direction. A business that runs with a founder and a single thing, it’s one that won’t get very far. But on the other hand, if the founder figures out a way to build systems around them and bring in the right people, that’s going to make the business way more successful. And the last one I would say is own the margin around your core. Don’t just sell the core service. Figure out what else you have. And I think in healthcare in particular, I was mentioning this: doctors control a significant amount of what happens to a patient, but they don’t figure out ways to vertically integrate the business to have access or have the opportunity to earn some revenue and some earnings from the actual business they refer to. So what I’ve done over the years, particularly in gastroenterology, I grew a medical practice of gastroenterologists. A couple of them came together, and it was around 50 million in revenue when I came in. And one of the first things I started doing was figuring out, how do we add, let’s say, imaging services? So we added CT. How do we add infusion services? Because back then, there were some significant drugs that were coming into market around infusion. But later on, we said, “Hey, we have an investment in an ASC, but why don’t we do the investment so the investment’s part of the group? So all the doctors can benefit from that. And when we actually equitize the business in the future, that could be part of our exit if there’s equity there.” And then the next question was, “Well, why don’t we sell the prep that we give people before they get the colonoscopy?” So we got licensing around pharmacy, and then we said, “Well, what about anesthesia? What about pathology?” And so on and so on. So when I went to New York City and I ran a dermatology group, we built a path lab for the derms. When I came here to the orthopedic group, we had PT locations, expanded to multiple PT locations, improved the contracts around durable medical equipment, the bracing, even added anesthesia and started our own ambulatory surgical center. So always trying to figure out, how can you vertically integrate the business to try to capture as much as you can from the client that’s in front of you? Not only just from a money perspective, but also from an experience perspective, being able to provide it all under one roof and being able to give the patient, the customer, a great experience. You want to provide outstanding medical care. Quality medical care is kind of like a base. If you go to a doctor, you expect to get better. But what we see in healthcare a lot is that people don’t think about it. Like, in our offices, we say, “Thank you for choosing Synergy Orthopedics.” We know patients have a choice, so we have to develop a model that allows the patient to say, “Hey, I want to go here because these guys have it all under one roof.” But more importantly, that’s typically what the hospitals have. But hospitals charge for the same thing I provide two and three times more because they have a different type of leverage with the contracts. So I always say, “Why did the duck cross the road? Oh, because they went from the hospital to the ambulatory surgical center to get a colonoscopy to save 700 bucks.” I mean, it’s literally that simple. And I don’t think patients in general know that, but I think the doctors have a great opportunity to control the delivery system, provide a great experience for the patients, and at the same time, make some money from things that they don’t physically have to do. They can hire the physical therapist, et cetera. Yeah. Okay, so that’s great. So what I’m hearing, the framework is: think of growth first—what’s the EBITDA you want? Then create alignment, take yourself out of the center, build systems, and build margin around your core business. So that’s wonderful. Now, step two, I’m not 100% clear on. So you said make alignment with partners, but don’t make it the goal. What do you mean by that? Well, because particularly I’ve been involved in private equity medical groups. So with private equity, you have cash, you have leverage, so you can go and buy, buy, buy, buy. In private equity, to a degree, they want growth. But I’ve been in deals where the thesis was, for example, we’re all going to be rowing in the same direction with the same flag, same brand, and we’re going to transfer from having—there were four medical groups, so four different, distinct medical groups—and we’re putting them together under what’s called a management services organization, a management company, and basically form one larger group. But that was never aligned because the doctors, in their head, said, “You’re acquiring me, so you’re buying this magnificent, outstanding business. Now why do you want to change my electronic medical records? Why do you want to change the way we do our, let’s say, revenue cycle management or billing? Why do you want to change our brand? Our brand’s fantastic.” Even though they were all called Dermatology blah, blah, blah, something and something. So you have to make sure that the people that you’re going to bring on board, whether it’s through acquisition, merger, or just employment, that they really believe in your story, that they believe in the core vision of the business. Not just try to put people in there and make more deals, get more locations, spend more years, and then you put all these things together and you bolt them up, but you spend more time trying to fix it. In my Gastro Health and in the ortho business, we always started with, “Let’s make sure we have our house in order before we go out and start growing the organization and adding more to what we have.” The last thing you want to do is add more and then find out that you have to spend more time fixing it. No, that makes sense. But then you qualified it. You said, “Don’t make it the goal. Don’t make alignment the goal.” So how does it become the goal? What’s the risk there? So no, make it the gate, not the goal. Meaning, alignment is extremely important, but you want the alignment to be the one thing that puts you together. But at the end, everybody has to be buying into the idea. It’s not the only goal. Their goal is also money. The goal is growth. But it has to be one of the key things. In healthcare, I tend to think, and particularly with private equity, that’s not perceived. It’s more about getting deals done. Yeah. They don’t care about the mission. They don’t care about the vision, the alignment. I think they do. In their thesis, they do, and they want it. But it’s kind of like, at the end, you’re looking at this business. They want to sell, you want to buy, you have money, they want money, and sometimes it’s just easier to say, “Well, we can grow from $30 million to $60 million, from $10 million of EBITDA to $20 million of EBITDA. We’re going to get, instead of a 10 multiple, we’re going to get a 15 multiple.” So sometimes that gets in the way. And I would say, by the way, I worked with great and fantastic private equity firms, so I’m not saying they all think that way. But for sure, the perception is that they’re going to go in and try to make deals happen because they do have an end goal. Their end goal is to their investors that gave them funds, that they told them they were going to get them a four-, five-, seven-times multiple on their investment. So in your own business, Synergy Orthopedic Specialists, is this a private equity-funded business or is it bootstrapped? No. No, it’s bootstrapped. The physicians, when I came on board—at that time, I started with them six years ago in 2020, and the market was really hot still, ’21, ’22, ’23, and then the interest rates went up, and then things have softened. I think also they got softened for what we’ve been discussing earlier. There’s been a lot of deals that have been done where acquisitions were done in multiple states. There’s not a lot of synergy or a lot of things that were worked out to try to make sure that the organization was working together, the multiple organizations that were acquired. And the idea was, if we buy four million-dollar businesses, they will be, instead of an eight-times multiple, they’ll be a 10- or 12-times multiple. So I think there’s a lot of deals that are stuck in the marketplace right now, and the groups are trying to figure out how to evolve the organization after five, six, seven years from, “Hey, we let you alone. We let you be. But now we need to start integrating. Now we have to start building an enterprise. Now we have to start building a real platform.” And I think that the organizations that did that earlier have been able to exit and done a much better multiple and growth. And also the key is, in these transactions where people get together, a lot of times it’s all about the fun. “Hey, we go out to dinner, and everybody’s well, and everybody’s happy, and how much money we’re going to make,” and blah, blah. But nobody really asks the tough questions, or some people do because they actually don’t want the deals to get done. But I think it comes from the buyer. The buyer needs to be very upfront with what they want to accomplish with a transaction, whether, again, a merger or an acquisition. You want to make sure that you’re extremely transparent about what the end goal is going to be. And if the end goal is like, “Hey, I’m going to leave you alone for a year, but in a year and one day, your name’s going to change, your software’s going to change, your HR is going to change. And by that time, we’ll figure out about your staff, and we might probably cut 25% of your staff because you’re bloated, and we actually have to make you a little bit more fit and trim so you can actually be able to grow and provide better care to your patients.” So what I’m seeing is, it’s quite impressive. You have 15 locations, you have a huge service mix. You have, compared to the number of locations and service mix, a limited number of people. So how do you maintain the Synergy standard? And how do you manage this complexity with such low—low per— It took— How many people? Yeah, it’s—right. Yeah, I agree. It’s taken some time. Again, I wouldn’t say that it’s perfect. We’re always evolving, changing. I mean, I always say the only constant thing in healthcare is change. But it started with the company culture. When I first got here, there were four or five organizations that came together, and they were still using their old names. Synergy Orthopedics was like this little kind of byline under their business cards. It wasn’t really the brand. And then over time, we got people in the organization rowing in the same direction, using the same flag, and over time we started to dominate the market. We started to be perceived, and we are today, the largest independent medical orthopedic group in San Diego. So when people think of MSK, we take care of the hockey team, we take care of the soccer team, we take care of professional players. The larger organizations reach out to us about developing contracts, direct contracts to provide services to them. So that took a long time, but it started with building that company culture. And along the way, some people left. Some people just didn’t fit what we were trying to build. And it wasn’t just me. I didn’t do this by myself, of course. The reality was we built a team around what we were trying to create. Physicians, in this case, are the leaders. Physician leadership was there, and this is what they wanted as well. So I think, yes, when we’re now in other counties we’re in Riverside County, so we’re north of San Diego. We’re all the way to Palm Desert and looking to grow into Orange County and L.A. County eventually. So the goal is also in growth, and size allows leverage and negotiation power with the different payers. And that’s very different than in other industries where you have a payer, let’s say Blue Shield or Anthem or United, that kind of controls how you’re going to provide service, how much they’re going to pay you, et cetera, et cetera. So the only way to really have any type of seat at the table is that your organization has to be large enough and a market leader and basically be something, or an organization, that they can’t say no to, that they want to have in their network. So that’s how we’ve been able to do this over the last five, six years now. So what drives the growth? Is it the acquisitions? Is it geographic expansion? Is it payers refer business? What’s the driver? All of it. You have to do everything. It’s like that movie, Everything Everywhere All at Once. It’s like you have to do everything. We started by first creating the brand and the company culture, expanding that brand and company culture by figuring out who having the right seats on the bus, making sure the right people that wanted to be with us were there. And then we said, “Okay, we don’t have a spine program. Let’s figure out how we recruit a spine doctor. Let’s figure out how we recruit a pain doctor. Let’s get a foot and ankle specialist because we don’t have one. Let’s expand our sports medicine program.” So we took over a fellowship training program in San Diego that was probably going to expire, and then we took it over and continued the legacy of the physician that started it from the beginning. We’ve done some mergers. We’ve done some acquisitions. We’ve done some new locations. We’ve expanded our physical therapy footprint. We built out an ambulatory surgical center. That was a big endeavor. These things cost millions and millions of dollars. Just in construction alone, it was like $600… I think our overall investment’s somewhere around $12, $15 million, so highly leveraged. We brought in a partner, a national partner, to help us run and fund the enterprise. We started an anesthesia division. So I would say you have to do everything, and all of it together, as time goes by, creates that vision. As long as you have the vision, like I said, the beginning thing is you have to start with the end goal. And the end goal is we want to build a business that’s independent. That’s our goal. We don’t want to be sold or be part of the hospital system. So you have to build the end goal, work through the process, grow it, and do all the things at the same time, which is extremely hard, I would say. Yeah. This is fascinating. So you have a lot of complexity. You have a lot of locations, a lot of services, 50 providers. I mean, sometimes doctors can be cats, hard to manage them. Eagles, eagles. I always say, try to get eagles to fly in a straight line. Impossible. Yeah. But if you had a magic wand and you could fix one thing in your business in the next 12 months, what would it be? I will be honest, it’s expenses. Expenses can and I’ve talked about this before the pressures in the healthcare industry really are driven around expenses. We just got an increase in minimum wage in healthcare, specifically in California, where a physician practice now has to pay $23 an hour for a minimum-wage job, where minimum wage is almost half of that if you’re in any other industry. So I think everybody should make more than $23, particularly in San Diego. It’s a very expensive place to live. But I think it’s more around the pressures that are put on the industry, but the levers are not there to increase revenue to be able to support or subsidize those expenses. So, for all intents and purposes, we’re looking at how we increase revenue by keeping expenses the same, or fixed, or a little bit higher than what they are, by augmenting with AI, like every other industry is doing. Figuring out whether it’s using AI in your MRI to be able to process the imaging faster, clearer, better, and be able to add three or four more patients a day. That profit goes straight to the bottom line. It might be before we had people that are scribes that basically did the documentation of the history, the notes, and the medical records. Now doctors are using—well, they’ve been using voice recognition for a while—but now you’re doing ambient AI, where basically it’s listening to the conversation with the patient, of course with the patient’s approval, and being able to document all that information into the record much faster, quicker, better, and more precise. And so on. Answering the phones, being able to—when the patient gets statements, we typically send out statements every two weeks. But when we send them, we send thousands of statements, so we get thousands of phone calls. You can’t get all those phone calls when somebody says, “I owe $50, and I don’t know why,” and being able to have an AI that tells you, “The $50 is because you had a copayment or you had a deductible, and it’s due to your insurance program with whatever the insurance is.” And they’re like, “Oh, okay.” “You want to pay that right now?” “Yes.” It sends you a text to your phone, qualifies who you are, you click on it, you put your payment information. The information goes in, the payment gets posted. Nobody got involved. AI took care of the whole process. So we’re trying to figure out how to assist the staff without having to let go. At least my intent is not to let go of people. My intent is to try to make sure that we do the best job possible and use AI to augment the process, not to replace the staff. I get very worried, in general, about what’s going on with AI as an industry, where people are saying, “Well, I use it as my assistant. I use it as this.” Well, I started at the front desk. If there are no front desk jobs, how could I have been CEO of this multimillion-dollar organization if I didn’t get a foot in the door to begin with? So I feel very worried for my kids that are growing up. One’s studying to be a psychologist, the other one’s in marketing. How are they going to learn and grow in an industry or a business if they can’t get their foot in the door? Yeah. That is a concern. I don’t know if we can fix it, but I’m worried about it too. So Alex, who would you like to listen to this podcast and to take action? And what kind of action should they take? Well, I think it’s generic. I always say, I have an MBA in healthcare administration, but I could have gone and done any type of business. Like I said to you, I grew up in the retail industry. So I think it’s more around, if you’re an entrepreneur and you have talent and you’ve worked really hard at doing something, you have to figure out how to hire the right people so that they can do a job that maybe you don’t know how to do, how to scale up a business by investing in it, making sure you don’t look at your business as an ATM machine or a salary that pays you every week or every period of time, but look at it as you’re an entrepreneur, a capitalist. You’re building an organization. You’re providing jobs for people. But at the end, the business has to give you more than your salary. There has to be equity in the enterprise, and that’s the money you’ll be able to use to maybe have leverage or to use in order to add that next location or look at what’s the next opportunity, whether you’re, again, a doctor or you’re running a retail organization that wants to have multiple locations. The key is, think of the end goal. And the end goal, not necessarily that you’re going to sell, but what is it going to be? What is the business that you want to have valued at, and how have they grown? Look and listen to other people like yourself, Steve, and all the different things that you do in regard to building that journey of the business, and figure out how to take the next step and the next step and the next step. It doesn’t happen overnight. You don’t get from a $50 million company to a $150 million company. It took me seven years to get there. But it’s done by augmenting and adding features and adding services, but doing it very intelligently, thinking it through, not just adding it for the sake of adding it, then, like I said before, having to bolt it on and try to fix more of the problems, creating more problems. No. Fix your house, figure out where you’re at, make sure it’s earning equity. Maybe you have to reprice. Maybe you have to figure out how the business needs to run a little bit nimbler. Maybe you have to use technology, whether it’s AI answering the phone because you’re the guy that—you have a pizza shop. Why do you have to have people answering? Have the AI take the order, have the AI tell people to go to the website, and so on, so you can have pizzas going out of your store every five minutes. So for sure, there are great opportunities. And if you’re a business owner, I want you to think that you can. It’s not impossible. It can be done. You don’t need an MBA. You just need to work hard and think it through and come up with a business plan and an idea on how you want to get there. Yeah. Well, this is very inspiring. So if you are a founder, you’re running a business, or you’re about to start a business, look at what Alex has done. He was a son of Cuban immigrants, came to this country, built from nothing a 15-location, 50-provider medical group, and works with private equity, advises companies as well. Follow his example. So Alex Fernandez, thank you for sharing your wisdom on the show. And if you’re listening and you enjoyed this conversation, stay tuned because I have a couple of exciting entrepreneurs every week who come on the show and share their secrets and frameworks with you. So thanks for coming, Alex, and thank you for listening. Important Links: Alex's LinkedIn Alex's website
Is going independent actually more profitable than working on commission? In this episode, Ambrosia Carey breaks down the real numbers behind commission, booth rental, and independent hairstyling...including expenses, taxes, break-even points, unpaid time, and what stylists actually keep. You'll also learn why the best business model isn't the one that looks most successful online, it's the one that supports your income, workload, and life. Take 50% off GlossGenius premium plan for 2 months with code SUCCESSFUL Join our next 5% Journal Newsletter HERE Start our free 10-day business challenge Key Take-aways: 1. Revenue is not income. The amount your business produces is different from what the business keeps, and different again from what ultimately becomes your personal income. 2. Going independent does not mean keeping 100%. Independence gives you control over where the money goes, but you also become responsible for rent, product, software, processing fees, supplies, marketing, taxes, benefits, savings, and other operating costs. 3. Commission versus booth rental isn't a simple percentage comparison. A stylist producing $12,000 in a 50% commission model may look at the other $6,000 and assume independence automatically puts that money in their pocket. The real comparison has to include the expenses required to produce that same $12,000 independently. 4. Higher-producing stylists may see a larger financial advantage from independence. As service revenue increases, fixed expenses can represent a smaller percentage of total revenue, but the independent stylist also assumes the full financial risk when revenue falls. 5. Your break-even point should include your life, not only your booth rent. Ask what the business reliably needs to produce to cover business overhead, personal expenses, taxes, savings, retirement, vacation, and future growth. 6. A full schedule doesn't automatically mean a profitable business. Pricing, service mix, product cost, unpaid time, overhead, and appointment efficiency can all influence what you actually keep. 7. Calculate your real hourly earnings. Include the hours behind the chair plus the time spent marketing, ordering inventory, communicating with clients, bookkeeping, scheduling, and managing the business. 8. Audit the business model before blaming yourself. "I need more clients," "I need to post more," or "I need to raise my prices" may not actually be the answer. The real opportunity could be overhead, service profitability, scheduling, pricing, or another structural issue. 9. There is no universally superior salon business model. Commission, booth rental, salon suites, and independent ownership can all work. The better question is whether the model supports your financial goals, desired workload, and the season of life you're currently in. Take 15% off our favorite skincare line, Pharmagel with code SSA15 If you prefer video, find us on YouTube Find us on Instagram & TikTok
Most Airbnb hosts plan for the obvious costs: the mortgage, furnishings, cleaning fees, and maybe a few supplies.But the expenses that hurt the most are usually the ones no one planned for.In this episode, Sarah and Annette break down 11 short-term rental expenses that commonly catch hosts off guard. Some are small recurring costs. Others can wipe out thousands of dollars if they are missing from your forecast, budget, or profit and loss statement.They cover everything from short-term rental insurance and permits to platform fees, tech stack bloat, credit card processing fees, chargebacks, utility spikes, seasonal photography, furniture replacement, and the professional team every host should have before they need one urgently.They also name the most expensive hidden cost of all: hosting without a pricing strategy.If you are only looking at gross revenue, this episode will help you understand what your Airbnb is actually costing you—and where those expenses belong in your business.In this episode, you'll learn:Why AirCover is not a replacement for short-term rental insuranceWhich licensing and permit costs hosts need to plan forHow OTA commissions and platform fees affect actual profitWhy tech subscriptions should be audited quarterlyWhat direct booking hosts need to know about processing fees and chargebacksWhy high occupancy can create higher utility costsHow seasonal photography can impact bookingsWhy cheap furniture often costs more over timeWhich financial professionals belong in your hosting businessWhy a missing pricing strategy can cost more than anything elseResources Mentioned: Join us Live and Learn about Strategic Host!PriceLabs: Revenue management for hosts and property managers.
HOUR 1: If you're ACCUSED of killing your parents, should you get access to your trust to pay for legal expenses? full 2424 Thu, 13 Aug 2026 19:00:00 +0000 EIvtXXyn3KND9N6ygZmh5tRThFqDL4XU news The Dana & Parks Podcast news HOUR 1: If you're ACCUSED of killing your parents, should you get access to your trust to pay for legal expenses? You wanted it... Now here it is! Listen to each hour of the Dana & Parks Show whenever and wherever you want! © 2025 Audacy, Inc. News
In this Australian Retirement Podcast episode, James O'Reilly and Drew Meredith unpack one of the biggest retirement planning mistakes: assuming your spending stays flat for decades. They explain why retirement expenses are rarely linear, why some costs fall away while others creep higher, and how that can change the timing of when you can comfortably stop working. The episode opens with the latest super fund return numbers and a reminder not to confuse one strong year with a long-term plan. From there, James and Drew tackle the explosion in ETF choices on the ASX. They explain why lower fees and easier access have improved investing, but also why too much choice can create new risks for retirees and near-retirees, especially when thematic products make it easy to chase stories instead of strategy. The episode also gets practical about spending. Housing, travel, health costs and helping adult children can all shape retirement in ways spreadsheets often miss. They share a useful framework for separating essential spending from discretionary spending so you can see what is fixed, what can move, and what trade-offs are actually available. They finish with a listener question on excess super contributions, explaining what happens if you breach the cap, how the ATO process works today, and why the right response is usually to stay calm and deal with it methodically. Episode resources – Ask a question (select the Retirement podcast) Show partner resources – Visit TermPlus to learn more – Join Pearler using the code "RASKSWITCH" and get $32 of Pearler Credit – Whatever comes next for your business, power it with Stripe Rask resources – All services – Financial Planning – Invest with us – Access Show Notes – Ask a question – We love feedback! Follow us on social media – Instagram: @rask.invest – TikTok: @rask.invest DISCLAIMER: This podcast contains general financial information only. That means the information does not take into account your objectives, financial situation, or needs. Because of that, you should consider if the information is appropriate to you and your needs, before acting on it. If you're confused about what that means or what your needs are, you should always consult a licensed and trusted financial planner. Unfortunately, we cannot guarantee the accuracy of the information in this podcast, including any financial, taxation, and/or legal information. Remember, past performance is not a reliable indicator of future performance. The Rask Group is NOT a qualified tax accountant, financial (tax) adviser, or financial adviser. Access The Rask Group's Financial Services Guide (FSG): https://www.rask.com.au/fsg Learn more about your ad choices. Visit megaphone.fm/adchoices
Have you ever wondered whether there's still travel value hiding inside the expenses you already have, points you could be earning but aren't, with no real way to know for sure? That's one of the few questions in this hobby I've never been able to answer for you, and it's probably one you've quietly wondered about yourself. We have a rough way to gauge how well we redeem points, our cents per point at least gives us a benchmark, but there has never been a clean way to know whether the expenses you already have are earning a fraction of the points they could. So in this episode I get into why earning potential is so hard to pin down, why two people who spend the same amount can have completely different potential, and the difference between an optimized card portfolio and a maximized one. Listen as I introduce the first version of a tool I built to take a crack at it, the Hidden Travel Budget Calculator. You give it your annual spend across a handful of categories, and it shows you how many points your expenses could earn, what those points could be worth in travel, and how much of that potential you're capturing right now. Whether you're newer to points and wondering if it's even worth it for the expenses you have, or you've been at this a while and just want to know how much room you have left, my hope is you come away seeing the opportunity that might still be sitting inside the spending you already do. Get full show notes and transcript: https://pointmetofirstclass.com/points-earning-potential Want to see how much spending could be hiding in your own expenses? Try the Hidden Travel Budget Calculator here: https://points.pointmetofirstclass.com/discover-your-hidden-travel-budget Eager to learn the secrets of award travel so that you can turn your expenses into unforgettable experiences? Join the Points Made Easy course waitlist here: https://pointmetofirstclass.com/pointsmadeeasy
In this episode of the #DoorGrowShow, Jason and Sarah Hull break down one of the most expensive mistakes property management business owners make: hiring based solely on what the business appears to need instead of what the owner actually needs. They explain why this common approach leaves entrepreneurs overwhelmed, wearing the wrong hats, and trapped inside businesses they no longer enjoy running. You'll learn how a simple time study can reveal where your energy, focus, and profitability are being lost, why every new hire should solve both a business problem and an owner problem, and how reallocating your time toward high-value activities creates sustainable growth. You'll Learn [00:00] Why Most Property Managers Hire the Wrong Way [03:18] The Hidden Cost of Bad Hiring Decisions [08:25] Using a Time Study to Find Your Next Hire [13:05] Balancing Your Needs With the Business's Needs [18:12] Why Every Business Owner Needs an Assistant [22:20] Stop Doing Low-Value Work [26:15] Freeing Yourself to Focus on Revenue Growth [29:10] Building a Team That Creates Freedom Quotables "One bad hiring mistake is usually a 10 grand minimum mistake." Jason Hull "You cannot build the right team around the wrong person." Jason Hull "Every team member should be born out of a time study." Jason Hull "The point of having a business is you should get more fulfillment, more freedom, more contribution, more support." Jason Hull Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:00) Okay, we are Jason and Sarah Hull, the owners of DoorGro, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. At DoorGro, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now, let's get into the show. All right. So today's topic, we're going to talk about how to make the decision as a property management business owner to hire. How to effectively decide it's time to hire and how not to screw this up. So we're not going to get into the whole hiring process. We've talked about that a bit on some other Episodes. If you'd like to hear more about that, reach out to us or check out our other episodes. But today we're going to talk about how to make the right decision of who to get and when to hire and who you need in the business. Cool. one bad hiring mistake is usually a 10 grand minimum mistake. And anybody that's gone through hiring a lot of team members, you know. Like I've hired lots over the years, and it's been some of them can be pretty painful when you make a bad move. So you want to make sure you make good decisions. So So here's how most people do it, which is wrong. How most people do it is they look, what does the business need? And they're like, the business needs a maintenance coordinator, or the business needs this. And they just continually keep giving the business what it needs. And so this I call kind of the solopreneur way of hiring hiring. They think the way a solopreneur thinks, they think I do everything. Now I need to hire somebody to do these other pieces that the business needs. And they start building a team based around. What the business wants. every team member, should exist if they are taking something off of your plate because you do everything initially. Now, sort of, they're like, well, you know, I'm doing the maintenance stuff, so I need a maintenance coordinator. And that's kind of works. But the problem is if you continually build your team based on what the business seems to be asking for and what it needs, and you're not taking care of yourself, you end up with an entire team. And you're still miserable in your own business. And this is pretty much most business owners at NARPAM. This is most of the people in the two to 400 door range. So I'm calling you out. So if you are a member of NARPAM and you have between two to 400 units and you are still wearing hats you don't enjoy in your business, I promise you you have the wrong team. Why? Because I know for a fact you cannot build the right team around the wrong person. And so if you're still wearing hats you don't enjoy, Meaning you are showing up as the wrong person in the business, doing stuff that you don't like doing, that's not your favorite thing, and you've built an entire team around you, you have the wrong team. All right. So how do we fix this? Well, first you have to know that that is your case. So sometimes you talk to people and they have no idea. They don't realize. They go, no, I have a great team. My team is awesome. I I really So it's hard to fix a problem if you don't recognize that it's the problem. It's almost like when you have a plumbing leak. It's hard to fix that leak if you're not sure where the leak is coming from. So we need to identify where the issue is and then rip the walls open. If we just start ripping the walls open and looking for the leak, it's just pretty expensive and inefficient. So we need to recognize, hey, there's a problem leak here. And then we need to identify where is the leak and what is the actual problem. So I'd say that's the very first thing. And sometimes that's also really hard for people to do. Especially when they're attached to their teams. Like, no, I love my team. How many times have we heard that? I love my team. I have to my team's great. Yeah. Mm-hmm. So but they might be great. You might have great people, but they are not Your ideal team because you're still involved in stuff. So usually what we do is we have them do a time study. This is how we figure out five different currencies: time, energy, focus, cash, and effort. These are the five things that you have to invest in the business that the business has to invest. These are your resources and In order to hire a new team member or bring somebody else in, you have to make sure that if you're going to reallocate these resources, you've got to do it in a way that's really effective. Otherwise, this could be dangerous. So a lot of times I'll share the analogy so people understand how important this is. if you've ever seen Indiana Jones in the Temple of Doom, Indiana Jones, he's running from this giant boulder. He's carrying this gold statue. He's trying to like Get out of there, and this boulder's rolling down the hill at him, and he's trying to get out of there as quick as possible. Otherwise, squish, Indiana dies, right? So, this is a great analogy for business. So here's how I look at this. Imagine this picture. There is an entrepreneur running from the boulder. What is the boulder? Expenses. It's always moving, it's always coming after you. And sometimes that boulder picks up speed or grows as the business grows. And so that's expenses. Indiana Jones running, that's sales and revenue generation and generating cash like for the business. The gap in between Indiana Jones running and the boulder, which is expenses, is cash flow. If the business runs out of cash flow, the business is essentially dead. The business dies. Or it goes into debt, which it's just eventually going to die. So we want to make sure that we are. Constantly generating revenue. The speed, the slope of this path is the speed of which the business grows. And so if we want to grow really fast, we spend a lot more money. There's a lot more expenses. Everything's moving a lot faster. And so this is where hiring can cause some big problems, or rolling out new tech can cause big problems because we get distracted and we're no longer focused on revenue generation and that has to stay the main thing. So you've got to keep running and you can't stop and unless you're able to somehow dramatically reduce expenses. So it slows down or it's less scary. But you've got to keep running. So we do a time study, and this helps us figure out time, energy, focus, cash, and effort. Where am I currently investing all this? And is it giving me what I want? Is this according to my highest priorities and what I need? So this is the lens we look at for you. So imagine a Venn diagram with two circles. Circle on the left is you. Circle on the right is the business. Most entrepreneurs build their team, build their systems, build the business, only focusing on the business. And so they end up neglected and they end up more and more miserable. And they end up with a business that becomes like almost like a master to them. You're like a slave. If you ever felt like a waking up and you're a slave to your own business, you've put too much attention on the business and not enough on yourself. What happens if your expenses catch up to Indiana Jones? Squished. Right? He gets squished. And as a business owner, it's not a great thing to feel squished. But there is something that probably should be squished. And that's pests. Yuck. So moving into a new place is exciting, but setting up utilities, that's a big pest, isn't it? Yep. That's where Utility Profit comes in. It's a free tool that property managers share with their tenants during move-in, and it completely takes a headache out of getting the utilities set up. So it's less stressful for you and for them. So here's how it works: tenants get a personalized page with their utility options that are already mapped out for their specific address. Things like internet, electric, gas, you name it, they pick what they need, they set everything up, and it's all in one place. No Googling, no back and forth with landlords saying, hey, who's the electric company here again? Never heard that one. And for property managers, it's white labeled, so it feels like part of your own onboarding process. You get notified once your tenants' utilities are set up. It's one less thing for you to follow up on on your probably never-ending list of things to follow up on. It's completely free for everyone. There's no contracts and it takes only minutes to get started. So check out Utility Profit because movement day should feel like a win, not a checklist nightmare with a big pest. Perfect. All right. Thanks to Utility Profit for sponsoring today's episode. All right. And check them out at DorGro Live. That's coming up in October. Yeah. In Austin, the ninth and tenth. So if you're interested in checking out Utility Profit, you can just do a quick search. They should come right up, Utility Profit, or you can see them at Dorboro Live. Okay. So getting back to what we were just chatting about, Venn diagram, you, the business, we need to shift the attention to you. We have to make sure every new hire is taking something off of your plate because you are doing everything in the business in the beginning. And so if you do a time study, you'll be able to see where am I investing time? What is that time worth financially? Where is my focus currently? Is this helping me reach my goals? And then we look through a lens for the business, which is the six core functions, which is lead gen, nurture, conversion, delivery, lifetime value, and financial. And so then we're looking what does the business need most? So what does the business need most and what do you need most? And the overlap is where you make your best decisions. So every team member should be born out of a time study. Basically, when we have our clients do a time study, one of the big factors is energy. It's like, is this a plus sign for you or a minus sign? Does it give you life or energy, or is it taking it away? And if it is a minus sign, we need to find somebody that this would be a plus sign for them and bring them in. And so you're able to give your minus signs to somebody else that enjoys doing it. And this is how we free you up from the business and how we make sure we're hiring somebody that makes sense. And this person should be helping the business improve your cash flow situation, which means if you're the revenue generator, you're the salesperson or you are your own BDM, that means we're freeing up your time doing minus signs that are also financially draining and getting you to spend time doing revenue generating activities. And that's a really awesome trade. You're basically trading and giving up a little bit of money to go be able to make more money. And then it's a smart decision to make because that's what the business maybe needs as well, is more lead gen, more nurture, conversion. Those first three functions are sales. So this is how we make the decision to hire. So every new hire, I think, should be born out of a time study. Every new tech or new system you roll out should be born out of a time study. Because otherwise you're just adding expense, you're just adding stuff, you're just adding people, and it's not actually giving you more fulfillment, more freedom, more contribution. More support. And this is the point of having a business is you should get more of what I call the four reasons: Usually the first person that we recommend that people hire is what? An assistant. Which is wild because a lot of times we'll see a business owner with an entire team and what don't they have? An assistant. And sometimes they'll even have team members. Yeah and he doesn't have an assistant. And I went, Ew, why? What's what's really funny is a lot of times as business owners, because we're hiring and getting what the business needs and not taking care of ourselves. We will even see team members that have assistance. we have a property manager and an assistant property manager. And yet the business owner is still involved in a lot of things and doing really low level financially ineffective tasks that are like low level, that your time probably as a business owner should be calculated based on what the top line revenue of the company is, divided by like 40 hours a week, divided by, you know. 50 weeks in the year. So basically divide it by 2000, your your annual revenue. That's what your hourly rate should be sort of judged by. And so, you know, if you're a million-dollar business owner, your hourly rate is like probably like 500 bucks an hour or something like this. And you might as well just double it, just for perspective. But you the goal is to get you to a place where you are worth that amount of money. And you're not doing five dollar an hour tasks that maybe or even less that maybe AI could do. Maybe $10 an hour tasks that a good VA in a foreign country could do that's really seasoned. Maybe $20, $25 an hour tasks that a decent US-based team member could do. And so you want to make sure that you are doing stuff that makes sense for your business. Otherwise, you are losing money. it's it's hard to argue when you go, Well, you're spending 70% of your time doing tasks that cost twenty dollars or less. And then they go, it's kind of hard to argue with that. Then it starts to become very, very clear that yeah, we need to make some shifts in the business. Yeah. If if I ever hear hear a business owner and I ask, Who's your main salesperson? Who does the business development? And they're like, That's me. Cool, what are you spending most of your time doing? If they don't say that thing, there's a problem. Because sales is the lifeblood of the business. They're like, I want to grow. Cool. Who's your salesperson? Me. Cool. What are you spending your time doing? Maintenance, coordination, leasing, inspections, well, like posting notices. Cool. So if you're great at doing sales or you have a team member that's great at doing sales, your whole job is to free up that person's time. If it's you, free up your time. To allow you to spend more time doing sales. Otherwise, that's kinda like buying a Ferrari, paying for it, and then you're using it to plow a field, as I usually say. That does not make sense. It doesn't make sense at all. Literally does not make financial sense. All right. Cool. So that's today's episode. So if you've ever felt stuck or stagnant and you want to take your property management business to the next level, reach out to us at doorgo.com for a free training on how to get unlimited free leads. Text the word leads to 512-648-4608. Also join our free Facebook community just for property management business owners by going to doorgrowclub.com. And if you want tips, tricks, ideas to learn about DoorGro's offers, subscribe to our newsletter by going to doorgrow.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe and leave us a review on wherever you saw this. We'd really appreciate it. Until next time, remember the slowest path to growth is to do it alone. So let's grow together. Bye everyone.
This week on the Data + Love podcast we talk about the Godfather of Dataviz Edward Tufte, his magnum opus 'the document', and what that has in common with Amazon's recent 'Catastrophically Expensive' AI blunders.
Siyabonga Motha, standing in for Aubrey Masango, speaks to Dr Frank Magwegwe, financial wellbeing researcher and GIBS faculty member, to unpack the hidden economics of women's unpaid work and what families can do differently. You’re listening to The Aubrey Masango Show with Aubrey Masango, where real conversations meet expert insights – from politics to life, personal finance, and more. Thanks for listening. Listen live on 702 weekdays from 8 pm to midnight, or on CapeTalk from 8 pm to 9 pm (South African time) https://buff.ly/gk3y0Kj For more from the show and catch-up podcasts, visit Primedia+ here https://buff.ly/gk3y0Kj Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Keep the conversation going online: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/capetalkza/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.
Plus: Wells Fargo plans to roll out tokenized deposit service for corporate clients. And Anduril considers shipyard investment to build drone boats. Imani Moise hosts. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Welcome back to the Contract 2029 Survey Education and Poll Series. Today we are relaunching the Contract 2020 TA Education podcast on Section 3: Expenses, which was originally recorded in December 2023. Most of that conversation between NC Chair Kurt Heideman and President Jody Reven, who was the NC Chair at the time, is still true. Hopefully this will provide a thorough look at what our expenses language says today, some background and context on how we arrived at this language, and how it compares to the rest of the industry. If you have any feedback for us at all, please drop us a line at comm@swapa.org or tap here to send us a text.Follow us online:Twitter - https://twitter.com/swapapilotsFacebook - https://www.facebook.com/swapa737
A man who was convicted of manslaughter for killing his father in 2010 was arrested on suspicion of first-degree arson in connection to the largest of the three fires burning near Spokane, Washington. Firefighters say hundreds of structures have been destroyed so far. Kris Van Cleave has more.A drone hit a packed beach in southern Russia on Monday on the Black Sea coast. Russian officials say seven people were killed and dozens were injured. Holly Williams reports.The Michigan Department of Health confirms two people have died after contracting cyclosporiasis. The department said both individuals "had significant underlying health conditions that may have been impacted by cyclosporiasis and dehydration." Carter Evans reports.Last month, a 16-year-old lifeguard rescued 10-year-old Nathaniel Rai, who was struggling in a rip current off Santa Cruz, California. Rai and his father spoke to "CBS Mornings" about how the terrifying situation unfolded and their gratitude for the teen lifeguard who stepped in to help.One day after announcing she'll step back from the spotlight after her tour ends, Ariana Grande spoke directly to fans at Monday night's show in Chicago. The singer said the decision was her own and "was made from a thoughtful and empowered place."Dr. Elizabeth Hale, a clinical associate professor of dermatology at NYU Grossman School of Medicine, speaks to "CBS Mornings" about summer skincare routines, if there are any products to avoid and ways to prevent sunburn.A new report from Zelle found 76% of Gen Z have fronted money for a group expense and were never fully repaid. Elaine Swann, an etiquette expert, shares how to have money conversations with friends if you're splitting expenses.Tony Award-winning producer Jordan Roth talks about starring in the "The Shards" and describes what it was like to go from behind the scenes on Broadway to making his major on-screen acting debut.
This year's Global Investor 150 – Private Equity International's annual ranking of the largest private equity LPs in the world based on the fair market value of their PE investment portfolios – reveals a total of $2.88 trillion was allocated to the asset class by the featured investors as of end-December 2025. This represents an increase of almost 9 percent on the previous year. Investors appeared to prioritise long-term strategy over short-term market conditions, maintaining confidence in private equity despite a challenging fundraising and exit environment. Rather than stepping back from the asset class, many are refining how they deploy capital, with greater interest in the mid-market and increasingly sophisticated portfolio construction strategies. PEI Group's senior content producer Evie Rusman was joined by Carmela Mendoza and Katrina Lau, both senior reporters at PEI, to break down the findings and explore what this signals about the private equity landscape. This is the fourth episode in PEI Group's new Data Dive miniseries, where we dig into our proprietary data, surveys and rankings, as well as recent market data sets, to understand what investors and fund managers are thinking, where capital is moving and how the asset class is evolving. Stay tuned for the next episode, which will provide insight into affiliate title Private Funds CFO's Fees and Expenses 2026 Survey.
10 Important Tax and Write-Off Reminders for Electrical ContractorsRunning a successful electrical contracting business requires more than performing quality electrical work. Contractors must also understand how business expenses, tax deductions, recordkeeping, vehicles, equipment purchases, employees and estimated tax payments can affect the financial health of their company.In this episode, Paul Abernathy discusses ten important tax and business-expense reminders every electrical contractor should understand. Topics include the difference between spending money and receiving a tax deduction, identifying legitimate business expenses, separating business and personal finances, documenting vehicle mileage, properly categorizing job costs and understanding depreciation on trucks, tools and equipment.The episode also addresses business meals, home-office deductions, the risks of incorrectly classifying employees as subcontractors, and the importance of planning for income taxes, payroll taxes and self-employment taxes throughout the year.Whether you are preparing to start an electrical contracting company or already operating an established business, this episode provides practical guidance to help you improve your records, recognize legitimate deductions and avoid common financial mistakes.Topics covered include:What a business write-off actually saves you.Ordinary and necessary business expenses.Separating business and personal accounts.Vehicle mileage and transportation records.Materials, tools, insurance and operating expenses.Depreciation and major equipment purchases.Business meals and home-office expenses.Employees versus independent contractors.Estimated tax payments and tax planning.Why accurate records are essential during an audit.The goal is not to manufacture deductions or spend money unnecessarily. The goal is to capture every legitimate business expense, maintain the documentation necessary to support it and operate the company in a way that allows you to keep more of the profit you worked hard to earn.For more great podcasts search for "Master The NEC Podcast" on your favorite search engine and enjoy over 1000 eposides dating back many years,This episode provides general educational information and is not individualized legal, accounting or tax advice. Contractors should consult a qualified tax professional regarding their specific business structure, state requirements and financial circumstances.Become a supporter of this podcast: https://www.spreaker.com/podcast/master-the-nec-podcast--1083733/support.Struggling with the National Electrical Code? Discover the real difference at Electrical Code Academy, Inc.—where you'll learn from the nation's most down-to-earth NEC expert who genuinely cares about your success. No fluff. No gimmicks. Just the best NEC training you'll actually remember.Visit https://FastTraxSystem.com to learn more.
10 Important Tax and Write-Off Reminders for Electrical ContractorsRunning a successful electrical contracting business requires more than performing quality electrical work. Contractors must also understand how business expenses, tax deductions, recordkeeping, vehicles, equipment purchases, employees and estimated tax payments can affect the financial health of their company.In this episode, Paul Abernathy discusses ten important tax and business-expense reminders every electrical contractor should understand. Topics include the difference between spending money and receiving a tax deduction, identifying legitimate business expenses, separating business and personal finances, documenting vehicle mileage, properly categorizing job costs and understanding depreciation on trucks, tools and equipment.The episode also addresses business meals, home-office deductions, the risks of incorrectly classifying employees as subcontractors, and the importance of planning for income taxes, payroll taxes and self-employment taxes throughout the year.Whether you are preparing to start an electrical contracting company or already operating an established business, this episode provides practical guidance to help you improve your records, recognize legitimate deductions and avoid common financial mistakes.Topics covered include:What a business write-off actually saves you.Ordinary and necessary business expenses.Separating business and personal accounts.Vehicle mileage and transportation records.Materials, tools, insurance and operating expenses.Depreciation and major equipment purchases.Business meals and home-office expenses.Employees versus independent contractors.Estimated tax payments and tax planning.Why accurate records are essential during an audit.The goal is not to manufacture deductions or spend money unnecessarily. The goal is to capture every legitimate business expense, maintain the documentation necessary to support it and operate the company in a way that allows you to keep more of the profit you worked hard to earn.For more great podcasts search for "Master The NEC Podcast" on your favorite search engine and enjoy over 1000 eposides dating back many years,This episode provides general educational information and is not individualized legal, accounting or tax advice. Contractors should consult a qualified tax professional regarding their specific business structure, state requirements and financial circumstances.Become a supporter of this podcast: https://www.spreaker.com/podcast/electrify-electrician-podcast--4131858/support.
10 Important Tax and Write-Off Reminders for Electrical ContractorsRunning a successful electrical contracting business requires more than performing quality electrical work. Contractors must also understand how business expenses, tax deductions, recordkeeping, vehicles, equipment purchases, employees and estimated tax payments can affect the financial health of their company.In this episode, Paul Abernathy discusses ten important tax and business-expense reminders every electrical contractor should understand. Topics include the difference between spending money and receiving a tax deduction, identifying legitimate business expenses, separating business and personal finances, documenting vehicle mileage, properly categorizing job costs and understanding depreciation on trucks, tools and equipment.The episode also addresses business meals, home-office deductions, the risks of incorrectly classifying employees as subcontractors, and the importance of planning for income taxes, payroll taxes and self-employment taxes throughout the year.Whether you are preparing to start an electrical contracting company or already operating an established business, this episode provides practical guidance to help you improve your records, recognize legitimate deductions and avoid common financial mistakes.Topics covered include:What a business write-off actually saves you.Ordinary and necessary business expenses.Separating business and personal accounts.Vehicle mileage and transportation records.Materials, tools, insurance and operating expenses.Depreciation and major equipment purchases.Business meals and home-office expenses.Employees versus independent contractors.Estimated tax payments and tax planning.Why accurate records are essential during an audit.The goal is not to manufacture deductions or spend money unnecessarily. The goal is to capture every legitimate business expense, maintain the documentation necessary to support it and operate the company in a way that allows you to keep more of the profit you worked hard to earn.This episode provides general educational information and is not individualized legal, accounting or tax advice. Contractors should consult a qualified tax professional regarding their specific business structure, state requirements and financial circumstances.Become a supporter of this podcast: https://www.spreaker.com/podcast/ask-paul-national-electrical-code--4971115/support.
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10 Important Tax and Write-Off Reminders for Electrical ContractorsRunning a successful electrical contracting business requires more than performing quality electrical work. Contractors must also understand how business expenses, tax deductions, recordkeeping, vehicles, equipment purchases, employees and estimated tax payments can affect the financial health of their company.In this episode, Paul Abernathy discusses ten important tax and business-expense reminders every electrical contractor should understand. Topics include the difference between spending money and receiving a tax deduction, identifying legitimate business expenses, separating business and personal finances, documenting vehicle mileage, properly categorizing job costs and understanding depreciation on trucks, tools and equipment.The episode also addresses business meals, home-office deductions, the risks of incorrectly classifying employees as subcontractors, and the importance of planning for income taxes, payroll taxes and self-employment taxes throughout the year.Whether you are preparing to start an electrical contracting company or already operating an established business, this episode provides practical guidance to help you improve your records, recognize legitimate deductions and avoid common financial mistakes.Topics covered include:What a business write-off actually saves you.Ordinary and necessary business expenses.Separating business and personal accounts.Vehicle mileage and transportation records.Materials, tools, insurance and operating expenses.Depreciation and major equipment purchases.Business meals and home-office expenses.Employees versus independent contractors.Estimated tax payments and tax planning.Why accurate records are essential during an audit.The goal is not to manufacture deductions or spend money unnecessarily. The goal is to capture every legitimate business expense, maintain the documentation necessary to support it and operate the company in a way that allows you to keep more of the profit you worked hard to earn.This episode provides general educational information and is not individualized legal, accounting or tax advice. Contractors should consult a qualified tax professional regarding their specific business structure, state requirements and financial circumstances.Become a supporter of this podcast: https://www.spreaker.com/podcast/ask-paul-national-electrical-code--4971115/support.
On this episode of The Ty Brady Way, Ty sits down with Norman Wolfe to talk about why so many businesses lose their purpose as they grow and what leaders can do to build organizations that are more human, adaptable, and sustainable. Norman introduces the idea of The Living Organization, a different way of viewing a company, not as a machine made up of individual parts, but as a collective person with its own mindset, behaviors, relationships, and purpose. Norman explains that the traditional business model is built around efficiency. A company takes inputs, produces outputs, and relies on leaders to make sure the process runs as smoothly as possible. In that model, employees are treated like parts of the machine. Norman says that approach may have worked when business was more predictable, but it struggles in a world shaped by constant change, uncertainty, and complexity. His belief is that organizations work better when leaders focus less on controlling people and more on helping them think, contribute, and grow. Ty and Norman discuss why companies often begin with a strong mission but slowly lose it as they scale. A founder may start with a clear vision and a group of people who believe in what they are building. But as the company grows, more structure is added. Departments are created, systems are put in place, and efficiency becomes the main focus. Over time, people can begin to feel more like employees completing tasks than individuals contributing to a shared purpose. Norman explains that machines do not care about relationships, meaning, or customer experience. People do, and leaders cannot afford to forget that. Norman also shares a different way to think about departments. Instead of seeing sales, operations, or marketing as groups managed by individual leaders, he encourages business owners to view each department as a collective person. Each group has a purpose, a way of behaving, and a responsibility to contribute to the success of the whole organization. This helps leaders look beyond individual performance and pay closer attention to how departments communicate, cooperate, and solve problems together. The conversation also turns to profit and purpose. Norman explains that a company exists to create value for the customer. Revenue is the value the customer gives back in exchange for what the business provides. Expenses are the resources used to create that value. Profit is what remains when the company creates more value than it consumes. From that perspective, profit and purpose do not have to compete. Purpose gives people a reason to care, and that energy helps the organization create better value. Problems begin when leaders focus only on cutting costs, improving systems, and increasing efficiency while losing sight of the customer and the mission. You'll also hear Norman explain the warning signs of an unhealthy organization. Projects begin to stall, departments operate in silos, and leaders are constantly pulled back into daily decisions. Employees may have the skill and authority to act, but they still wait for approval. Norman says this often happens because people have been trained to comply instead of commit. They follow instructions, but they do not feel responsible for the outcome. This becomes a major barrier to growth. Many leaders believe they need more people, more money, or better systems to scale. Norman says the deeper issue is ownership. A business cannot grow if every important decision still depends on the owner. Systems should support people, not control them. When employees are told exactly how to behave, they often become cautious, dependent, and afraid to make mistakes. Norman explains how contribution agreements can help change that. Instead of handing people a list of goals, leaders explain where the company is going and ask each department how it will contribute. Employees are encouraged to think like CEOs of their own area of the business. The leader's role is not to jump in with answers every time someone struggles. It is to coach people through the process so they become more capable and confident over time. Ty and Norman also discuss artificial intelligence and the growing importance of human connection. Norman believes AI should be used to remove repetitive work so people can spend more time building relationships, solving problems, and creating value. Technology should improve the human experience, not simply replace people. Norman closes by sharing that his first performance review as a manager was unacceptable in every category. That failure forced him to examine how he was leading and what he needed to change. Years later, he was leading a successful organizational turnaround. His message is that struggle often teaches us more than success ever could. If you want to build a business where people take ownership, leaders are not trapped in every decision, and purpose remains just as important as profit, this episode is for you. As always, we would like to hear from you!
I made six figures in a single quarter for the first time ever — $100K in three months — and I re-recorded the intro to this video about ten times because my brain still can't quite believe it. This is my full Q2 2026 income report: every revenue stream, every expense right down to the studio rent, and the three changes that drove a 35% jump in revenue. And because revenue isn't the whole story, we also get into the shrinking profit margin, the enrolment goal I massively undershot, and the ad experiment that only half worked.The biggest lever of all? My Claude operating system — the AI setup that's quietly become the jet fuel behind this milestone.Here's everything under the hood:✨ The full revenue breakdown — April, May + June (yes, it declined inside a record quarter)✨ Every expense category — team, Meta ads, coaching, software, studio — and my real 39% profit margin✨ What I actually paid myself, and why I never hide the profit-vs-revenue gap✨ YouTube + Instagram stats: why my views dropped but my watch time (and AdSense) climbed✨ The 4× ad-spend experiment — what scaled beautifully and what I switched off✨ How my Claude operating system let me post 70% more content while working LESSCurrency note: I'm based in New Zealand, so all figures are in NZD.
In today's episode of Built For Life Not Just Wealth, Ryan Burklo shares a framework of five essential family meetings that can help you align your financial and life goals, protect your family, and build a meaningful legacy. Drawing from real conversations with clients and his own family, he shows how these meetings foster honest communication, intentional planning, and stewardship—so your family can stay on the same page about vision, cash flow, protection, opportunities, and the values you want passed down for generations. Check out our website: https://www.builtforlifenotjustwealth.com/ Find us on YouTube: https://www.youtube.com/@builtforlifenotjustwealth/ Subscribe to our newsletter: https://www.quantifiedfinancial.com/subscribe-now Check out our Instagram: https://www.instagram.com/ryanburklofinance?igsh=ZTJzN3Jnajd5M2Mw Ryan Burklo's LinkedIn profile: https://www.linkedin.com/in/ryanburklo/ Alex Collin's LinkedIn profile: https://www.linkedin.com/in/alexandercollins/ For a quick assessment of your current financial life go to: https://www.livingbalancesheet.com/lbsVision/lite/RyanBurklo #BuiltForLifeNotJustWealth #familymeetings #financialplanning #legacy #protection #cashflow #vision #opportunity #stewardship #retirementplanning Takeaways Families should hold annual meetings to align on life and financial goals. A vision meeting helps clarify what each family member wants for the future. Understanding where money goes is crucial for effective financial planning. Protection meetings ensure the family is insured and estate plans are in place. Opportunity meetings help decide where to invest or spend resources. Legacy meetings focus on values, inheritance, and family stories. Chapters 00:00 Introduction: Why Family Meetings Matter 01:30 The Vision Meeting: Defining Your Family's Future 02:26 Understanding Your Family's Dream Lifestyle 03:52 The Cash Flow Meeting: Tracking Income and Expenses 05:28 Protection Strategies: Insurance and Estate Planning 07:20 Opportunity Meeting: Making Smart Investment Choices 09:12 The Legacy Meeting: Passing Down Values and Assets 10:22 Recap and Encouragement to Implement These Meetings
Out-of-pocket exposure is an important component in Medicare coverage conversations. In this episode, learn which costs factor into the OOP equation and help your clients make more educated decisions. Read the text version Get Connected:
Matthew Maley and Ted Rossman break down American Express' (AXP) latest earnings report, focusing on expenses, premium consumer spending trends, and the stock's outlook. They discuss the company's aggressive investments in attracting and retaining Gen Z and millennial customers, as well as the growing marketing competition across the credit card industry.======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about
Sharing Our Monthly Expenses In PortugalBecause the finance details matter if you're considering a move!Hello, Portugal Junkies!This week we pulled out our bills and spreadsheets and banking apps - and created an episode for you focused on WHAT WE ACTUALLY SPEND EACH MONTH in Portugal.When we were considering a move, we had a hard time finding content creators that would share their real numbers - so here we do that just for you!In addition to our episode, a great resource for cost of living is www.numbeo.com - you can compare your current city to a future city and see details of what things cost in the new area. [We should really buy stock in NUMBEO - that's how much I love that tool.]Other key resources and vendors mentioned in this episode:Vodafone - Cell phone carrierMultiCare - private health insurance (we recommend Ged Heaney at GED Insurance)EDP - EnergyRubis - GasMEO - TV/CableNumbeo - cost of living websiteBPI - our Portuguese bankTello - our low cost cell phone carrier in the USA
In this episode, Miguel Gonzalez discusses practical ways to prepare for life's financial surprises, from building emergency savings and planning for irregular expenses to reviewing insurance coverage, managing debt, and creating flexibility within your budget. A little preparation today can help you face tomorrow's unexpected challenges with greater confidence.Miguel Gonzalez is a Certified Retirement Counselor (CRC) with over 25 years of experience helping individuals and families design retirement income strategies and long-term financial plans. He is the Managing Partner of Cortburg Retirement Advisors, a boutique firm focused on retirement planning, investment management, and financial clarity.#EmergencyFund #UnexpectedExpenses #CortburgSpeaksRetirement #MiguelXGonzalez #FinancialWellness #FinancialPlanning #MoneyManagement #PersonalFinance #EmergencySavings #Budgeting #FinancialFreedom #MoneyHabits #DebtManagement #FinancialConfidence #WealthBuilding #SmartMoneyMoves #SavingsGoals #FinancialEducation #MoneyMindset #FinancialHealthWelcome to Cortburg Speaks Retirement Podcast with Miguel Gonzalez, MBA, AIF®, CPFA®, CRC® CLICK HERE TO LISTEN TO MIGUEL'S LATEST PODCAST FOLLOW US ON: YouTube->https://m.youtube.com/c/CORTBURGRETIREMENTADVISORSFacebook-> https://m.facebook.com/CortburgIncTwitter-> https://twitter.com/CortburgIncLinkedIn->https://www.linkedin.com/in/miguelxgonzalez/Website: www.CortburgRetirement.comEmail: Miguel@CortburgRetirement.com
His mission is to help 100,000 families just like yours achieve financial clarity. As a husband, father, coach, and active community volunteer, he understands the freedom that comes from sound financial planning.Over the past 15 years, he worked his way up from intern to CFP® Financial Advisor, eventually becoming a firm owner before the age of forty. He shares the financial education he was fortunate to receive through podcasts, his book "The Financial Pinwheel," and a variety of online resources.Growing up in Northern New Jersey, he saw firsthand how many people commuted into New York City, working 80-hour weeks in pursuit of financial security—often at the expense of their well-being. He once expected to follow the same path, until a college professor introduced him to a guest speaker who called himself a Financial Planner. This encounter opened his eyes to a career dedicated to helping every day, middle-class families—people just like him.During his internship, he offered to create a financial plan for his mother, a single parent who had returned to work to support their family. Witnessing the relief and confidence his plan gave her; she danced in his office—confirmed his calling. From that moment, he knew he wanted to help others experience the same sense of security and hope. https://www.thefinancialpinwheel.com/abouthttp://www.yourlotandparcel.orgSupport the show
DIY Money | Personal Finance, Budgeting, Debt, Savings, Investing
Step 1 of the DIY Money steps is tracking your expenses. Quint and Logan talk through how to track your expenses and why it is the foundation of DIY Money. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.
Wildfires and their heartache, where do you start? Expenses? How's your insurance? Listen to Karen Collins, President APCIA and Dr. Ian Giammanco, Managing Director, IBHS. Better listen to The Mark Bishop Show! Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.
Chipotle is hydrating for the last World Cup game. Wonder's valuation is reaching $9 Billion. And operating expenses for restaurants are up. Really up.
Cameron is joined by Alexis Gallati, Founder & Tax Strategist at Cerebral Tax Advisors, to explore the critical role of tax planning for practice owners. They discuss the importance of having a tax strategist versus a traditional CPA, recognizing when to seek expert advice, and various strategies to optimize tax savings. Key topics include understanding ordinary income, the implications of entity structure, maximizing deductions, and retirement account strategies such as backdoor Roth IRAs and 401(k) plans. They emphasize the need for proactive tax planning to preserve wealth and enhance financial outcomes for medical practice owners. Cameron and Alexis talk about various strategies for maximizing retirement contributions, involving children in financial planning, leveraging equipment for tax benefits, and utilizing real estate as a wealth-building strategy. They highlight the importance of proper planning and education in financial matters, as well as the potential for significant tax savings through strategic investments and contributions. Listen In!Thank you for listening to this episode of Medical Millionaire!Takeaways:Tax optimization is crucial for practice owners.Most CPAs focus on historical data, not future planning.Recognizing when to seek a tax strategist is key.Ordinary income is taxed differently than passive income.Entity structure impacts tax liabilities significantly.Maximizing deductions can lead to substantial savings.Understanding basis is essential for tax planning.Retirement accounts offer significant tax-saving opportunities.The backdoor Roth IRA is a strategy for high earners.401(k) plans can provide both pre-tax and post-tax benefits. Maxing out retirement contributions can lead to significant savings.Cash balance plans allow for higher retirement contributions.Involving children in the family business can provide tax benefits.Children can earn money and contribute to their Roth IRAs.Equipment purchases can be written off using Section 179.Bonus depreciation allows for immediate tax deductions on equipment.Real estate can be used to offset ordinary income through depreciation.Proper documentation is crucial for tax strategies.Planning ahead is essential for financial success.Working with a knowledgeable tax strategist can maximize benefits.Medical Millionaire: The Blueprint for Scaling a World-Class Medical Aesthetics PracticeWelcome to Medical Millionaire, the go-to podcast for forward-thinking Medspa owners, Medical Aesthetics leaders, Plastic Surgery & Dermatology practices, Concierge Wellness clinics, and Elective Healthcare entrepreneurs who are ready to scale with intention and operate like a true, high-performing business.If you're building, growing, optimizing, or preparing to exit your aesthetics or wellness practice, this show is your competitive advantage.Hosted by Cameron Hemphill Your Guide to Sustainable, Scalable Growth Your host, Cameron Hemphill, is one of the most trusted growth strategists in Medical Aesthetics and Elective Wellness.With over 10 years in the industry, Cameron has helped scale 1,000+ practices and more than 2,300 providers, working alongside the most recognized KOLs, national brands, EMRs, tech companies, and private equity groups, shaping the future of aesthetics. From marketing to operations, from finance to leadership, Cameron brings a real-world, data-driven perspective on what it takes to turn a practice into a powerful business engine.What This Podcast Is All About: Each episode takes you behind the scenes of the fastest-growing practices in the country, revealing the systems, strategies, and mindset required to win in today's Medical Aesthetics landscape.Expect tactical insights, step-by-step frameworks, and conversations with:Industry thought leadersTop injectors & medical directorsEMR & tech innovatorsOperations expertsMarketing strategistsPrivate equity & M&A advisorsWellness and longevity pioneersThis is where aesthetics, business, technology, and wellness converge. What You'll Learn on Medical Millionaire Every week, you'll access expert guidance to help you scale profitably and predictably, including:Marketing & Brand PositioningCRM + Lead Management SystemsPatient Acquisition & ConversionEMR Optimization & Tech Stack ArchitectureSales Psychology & Consultation MasteryFinance, KPIs, and Practice EconomicsOperational Workflows & AutomationIndustry Trends Backed by Real Benchmark DataPatient Retention & Lifetime Value ExpansionMindset, Leadership & Team DevelopmentWhether you're opening your first location or running a multi-million-dollar enterprise, you'll gain the clarity and direction to grow with confidence. A Show Designed for Every Stage of Practice Growth Medical Millionaire breaks down the journey into four essential stages, showing you exactly how to move from one to the next:Startup – Build the foundation and attract your first wave of patientsGrowth – Scale revenue, expand services, and strengthen operationsOptimize – Increase efficiency, margins, and customer experienceExit – Prepare your practice for maximum valuation and acquisitionIf You're Ready to Grow, This Is Where You Start. Tune in weekly for actionable insights, expert interviews, and the exact playbooks high-performing practices use to dominate their markets. This is the podcast for Medspa owners who want more than a job; they want a scalable, profitable, industry-leading business. Welcome to Medical Millionaire.Let's build your practice into the empire it deserves to be.
Get the 200+ Page Optimal Living Daily Workbook (PDF) — Free. Want to turn today's episode into an actionable plan? Join the Optimal Living Weekly newsletter and I'll send you our 200-page digital workbook immediately. It's packed with the best takeaways from the show, formatted for easy reading and implementation at home. Get your free PDF workbook here: https://oldpodcast.eo.page/join Discover all of the podcasts in our network, search for specific episodes and learn more at: OLDPodcast.com. Episode 3628: Kumiko breaks down one of the most important foundations of budgeting: understanding your income and accurately tracking your expenses. Learn how to manage irregular paychecks, distinguish between fixed and variable expenses, and give every dollar a purpose so you can build a budget that works even when life is unpredictable. Read along with the original article(s) here: https://www.thebudgetmom.com/income-yay-expenses-yuck/ Quotes to ponder: "ALWAYS budget for the worst-case scenario!" "Each cent of your income should have a job." "It's ok for your budget not to work one month. Pick yourself up and start fresh next month." Learn more about your ad choices. Visit megaphone.fm/adchoices
Get the 200+ Page Optimal Living Daily Workbook (PDF) — Free. Want to turn today's episode into an actionable plan? Join the Optimal Living Weekly newsletter and I'll send you our 200-page digital workbook immediately. It's packed with the best takeaways from the show, formatted for easy reading and implementation at home. Get your free PDF workbook here: https://oldpodcast.eo.page/join Discover all of the podcasts in our network, search for specific episodes and learn more at: OLDPodcast.com. Episode 3628: Kumiko breaks down one of the most important foundations of budgeting: understanding your income and accurately tracking your expenses. Learn how to manage irregular paychecks, distinguish between fixed and variable expenses, and give every dollar a purpose so you can build a budget that works even when life is unpredictable. Read along with the original article(s) here: https://www.thebudgetmom.com/income-yay-expenses-yuck/ Quotes to ponder: "ALWAYS budget for the worst-case scenario!" "Each cent of your income should have a job." "It's ok for your budget not to work one month. Pick yourself up and start fresh next month." Learn more about your ad choices. Visit megaphone.fm/adchoices
Get the 200+ Page Optimal Living Daily Workbook (PDF) — Free. Want to turn today's episode into an actionable plan? Join the Optimal Living Weekly newsletter and I'll send you our 200-page digital workbook immediately. It's packed with the best takeaways from the show, formatted for easy reading and implementation at home. Get your free PDF workbook here: https://oldpodcast.eo.page/join Discover all of the podcasts in our network, search for specific episodes and learn more at: OLDPodcast.com. Episode 3628: Kumiko breaks down one of the most important foundations of budgeting: understanding your income and accurately tracking your expenses. Learn how to manage irregular paychecks, distinguish between fixed and variable expenses, and give every dollar a purpose so you can build a budget that works even when life is unpredictable. Read along with the original article(s) here: https://www.thebudgetmom.com/income-yay-expenses-yuck/ Quotes to ponder: "ALWAYS budget for the worst-case scenario!" "Each cent of your income should have a job." "It's ok for your budget not to work one month. Pick yourself up and start fresh next month." Learn more about your ad choices. Visit megaphone.fm/adchoices
Long-term Care can easily eclipse five figures per month. That becomes an issue pretty quickly from a cash-flow perspective. There are ways to protect the ranch and other assets from the threat of long-term care expenses. Mary Jo Irmen and Michelle Prather are writing a new book that will walk ranchers through the process of protecting their assets. Sponsor:Remedi Animal SolutionsRelevant Links:Care Income PlanningFarming without the BankMichelle's Book
As horses age, their health care needs and associated costs often increase, making proactive management especially important. Having your veterinarian perform regular examinations, dental evaluations, and monitoring for common senior conditions can help you catch problems early and potentially reduce long-term expenses. Senior horses might also require specialized feeds, medications, or additional supportive care, which can increase monthly costs. Developing a preventive care plan and budgeting for age-related health needs can help owners support their horses' comfort and longevity. This episode is brought to you by CareCredit. Meet the Experts: Alex Bianco, DVM, Dipl. ACVIM, is a Minneapolis native and graduate of the University of Minnesota College of Veterinary Medicine, in St. Paul. After completing a rotating equine internship at Kansas State University, in Manhattan, she completed a large animal internal medicine residency at Purdue University, in Lafayette, Indiana. Following her residency, Bianco remained at Purdue for an additional year working as an equine ambulatory veterinarian, before returning to the University of Minnesota as clinical faculty in 2016.Jonathan Yardley, DVM, is a graduate of Tufts School of Veterinary Medicine, in North Grafton, Massachusetts. He began his career with a private practice internship before joining a prominent racetrack practice, Teigland, Franklin, and Brokken, where he specialized in caring for an elite clientele of Thoroughbred racehorses. In 2014 Yardley shifted from private practice to academia as an ambulatory, clinical-track veterinarian in the Equine Field Service department at The Ohio State University's College of Veterinary Medicine, in Columbus, where he currently serves as an associate professor. As the equine rotating internship director, Yardley is committed to fostering an enriching learning environment that empowers interns to develop their clinical and critical thinking skills throughout their yearlong internships. Dedicated to veterinary wellness, Yardley serves as co-chair of the College of Veterinary Medicine Health & Wellbeing Committee, championing evidence-based strategies for healthcare improvement. He hosts the podcast “Horse Talk with Doc,” where he shares valuable insights into equine health and well-being. Outside of his professional pursuits, Yardley is an avid curler who enjoys traveling with his wife. They share their home with three beloved Doodles.
Chris’s Summary Jim and I review a reader-submitted article on funding essential expenses in retirement, examining how one engineer split his portfolio into what we would call the Minimum Dignity Floor and Fun Number, using Social Security and a TIPS ladder. We compare that approach to our own income-based framework, discuss mortality credits from income annuities, and address reader emails about how long an essentials-only spending floor should realistically last. Jim’s “Pithy” Summary Chris and I get into a short piece a listener sent us, written by an engineer who approached retirement spending in a very engineer style way: building a model, gathering the data, and running the numbers. But he initially still came up short on peace of mind and ended up splitting his retirement into two portfolios, leaning on Social Security and a TIPS ladder for funding essential expenses, and landing on a lot of ground Chris and I have been covering for twenty-five years, even though he’s never heard of the show. I’ve got some thoughts on that TIPS ladder approach, particularly around mortality credits and what happens when you’re the one holding all the longevity risk yourself instead of pooling it. It ties into what I call the See Through Portfolio, our approach to positioning assets so you can actually see what each dollar is doing for you rather than treating everything as one big undifferentiated pile. I also bring back my seesaw, the younger you on one side, the older you on the other, to work through what happens with whatever’s left once the essentials are covered. We close out on a couple of relevant reader emails, including one from someone who put together twenty-five years of essential spending coverage on his own. Chris and I do some math on what that actually means for him, and I end up talking about fish schooling and birds flocking, because nature figured some of this out a long time before we did. Show Notes: Humble Dollar Article The post Funding Essential Expenses in Retirement: EDU #2627 appeared first on The Retirement and IRA Show.
Are you ready to dive into a fascinating discussion about the Christian foundation of America? In this episode, Tudor talks with David Barton, an expert in historical and constitutional issues. They explore the importance of understanding America's Christian roots and how they have been overlooked in schools. David sheds light on the significance of religion and morality in American history, referencing George Washington's farewell address where he emphasized their importance as the indispensable supports of political prosperity. The Tudor Dixon Podcast is part of the Clay Travis & Buck Sexton Podcast Network - new episodes debut every Monday, Wednesday, & Friday. For more information visit TudorDixonPodcast.comSee omnystudio.com/listener for privacy information.
Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 3616: Courtney Luke explains that lowering car expenses isn't about finding one magic trick, it comes from making smart decisions with maintenance, insurance, driving habits, and vehicle purchases. Discover practical ways to reduce repair bills, protect your budget, and keep your car running reliably while saving money over the long term. Quotes to ponder: "Your car is more than just a set of wheels, it's an investment in your financial wellbeing." "A little touch of smart investing now can save you a ton of money down the road." "Regular maintenance, safe driving, and good warranty and insurance coverage help keep your car running smoothly and prevent more serious (and expensive) problems from cropping up." Episode references: AARP: https://www.aarp.org/ Defensive Driving Courses: https://www.defensivedriving.com/ AAA: https://www.aaa.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices
In today's talk, I discuss why you should think about your expenses too. Don't be one of those people who only thinks about your income. Think about your expenses and your goal will feel more realistic. CONQUER SHYNESS
Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 3616: Courtney Luke explains that lowering car expenses isn't about finding one magic trick, it comes from making smart decisions with maintenance, insurance, driving habits, and vehicle purchases. Discover practical ways to reduce repair bills, protect your budget, and keep your car running reliably while saving money over the long term. Quotes to ponder: "Your car is more than just a set of wheels, it's an investment in your financial wellbeing." "A little touch of smart investing now can save you a ton of money down the road." "Regular maintenance, safe driving, and good warranty and insurance coverage help keep your car running smoothly and prevent more serious (and expensive) problems from cropping up." Episode references: AARP: https://www.aarp.org/ Defensive Driving Courses: https://www.defensivedriving.com/ AAA: https://www.aaa.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices
The Paychex Business Series Podcast with Gene Marks - Coronavirus
Americans seem undeterred by inflation hovering at 3.4%, as the personal consumption expenditures index rose 0.7% in May and is up 4.1% year over year. This could trigger raising interest rates, although host Gene Marks says a rate increase would be manageable. Gene also looks at Walmart Business uncovering the hidden costs of procurement, and what 60% of people dealing with AI-powered customer service bots say they do when faced with that situation. Listen to the podcast. Topics: 00:00 – Introduction 00:19 – Consumer Spending and Inflation 04:15 – Hidden Costs of Procurement 06:07 – Response to AI Customer Service 08:56 – Episode Wrap-up Additional Resources Meet Paychex: https://bit.ly/3VtM6bs DISCLAIMER: The information presented in this podcast, and that is further provided by the presenter, should not be considered legal or accounting advice, and should not substitute for legal, accounting, or other professional advice in which the facts and circumstances may warrant. We encourage you to consult legal counsel as it pertains to your own unique situation(s) and/or with any specific legal questions you may have.
Real Estate Investor Dad Podcast ( Investing / Investment in Canada )
Expenses are rising everywhere, and employees and employers alike are feeling the strain. Recruiting and retention is becoming less about who can provide the top dollar, and rather who can provide the best benefits, and most safety. But many of the benefits that help the most, no one knows about. It's up to HR and Benefits leaders to not only build a comprehensive benefits package, but to research and educate both their leaders and employees on how best to utilize what's offered. It's a tough ask, but with so much uncertainty in the world, HR leaders have the chance to make the biggest impact in their employee's lives. On this week's episode of the HR Works Podcast, we'll be looking at part two of our latest benefits webinar, featuring Emma Soy, Founder and CEO of Gentle Shepherd Care, and Creator of Gentle Care Navigator, Matt Totsch, Vice President of Compensation & Benefits, Wabtec and Margaret Wortley, Executive Managing Director, Benefit Services and Payroll, Webster Bank, where we discussed how you can do your total rewards right, and supply your team with the best support available. Check out part two!
In this episode, we're challenging one of the biggest assumptions women entrepreneurs make: that making more money automatically creates financial freedom.Women entrepreneurs work incredibly hard to make more money... and then accidentally spend away the very freedom they were trying to create.Because if every increase in revenue is matched by an increase in spending, more money never gets the chance to become more peace, more choices, or more freedom.Join me this week to explore the hidden ways profit disappears, how women unconsciously keep moving the goalposts on what "enough" looks like, and why stewardship is the pathway to greater profit, more choices, and lasting financial freedom.IN THIS EPISODE, YOU'LL DISCOVER:~ Why making more money and keeping more money are two entirely different skills.~ How expense growth erodes profit and financial freedom.~ Why many women unconsciously keep moving the goalposts on what "enough" looks like.~ The one coaching question that will transform the way you think about profit.~ Why stewardship is one of the most powerful forms of self-respect.~ How to create a business that supports your life instead of consuming it.RESOURCES:~ Ep #123: Owner's Pay 101: What It Is, How It Works, and Why It Matters: https://www.kendall-summerhawk.com/p/ep-123-owners-pay-101-what-it-is-534~ Subscribe to Feminine Money Mastery free on Substack: https://kendall-summerhawk.com/ ~ Download Free Checklists, Templates and more: https://www.kendall-summerhawk.com/p/free-resources ~ Join our Coach Certification Trainings: https://www.kendall-summerhawk.com/p/certification-trainings Explore our Money Trainings: https://www.kendall-summerhawk.com/p/money-trainings What question would you love for me to answer on the podcast, about money, pricing, or coaching? Email me here: podcast@kendallsummerhawk.comHosted by money feminist Kendall SummerHawk, The Money Coach School Podcast challenges the outdated rules women inherited about money. Discover insights on self-concept and money, emotional money patterns, money coach certification, powerful money coaching questions, premium pricing, financial independence, and what becomes possible when women stop accepting the old rules around money and success. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.kendall-summerhawk.com
We share our best tips for using Monarch Money to track expenses, manage separate accounts, and keep our financial lives completely organized. We discuss how to remove the friction from budgeting and expense tracking and why a consistent approach beats perfection every time. Whether you are already a Monarch power user or just looking for a better system, we are breaking down the exact strategies that work for us.Get the full show notes, show references, and more information here: https://www.insideoutmoney.org/167-how-we-automate-and-track-our-expenses-our-favorite-monarch-tips-tricks/
"McElroy & Cubelic In The Morning" airs 7am-10am weekdays on WJOX-94.5!!See omnystudio.com/listener for privacy information.
In this episode, we ask: Why is the consumer sentiment rating in the basement? What is projected to run dry? What are people voting with their wallet for? Would you like to begin with capturing your monthly cashflow with No. 1 The White Belt? Would you like to continue on with the most important people in...
Is your next business expense an investment or a mistake? The answer is always nuanced, but the right questions can help you make wiser spending decisions that actually align with your ROI expectations and overarching business goals. With nearly 20 years of experience across multiple sectors of the financial industry (banking, lending, and now financial planning and investment/wealth management), founder of independent adviser Divergent Financial Advisory Services, Alicia Martinez knows exactly how to navigate those tough spending decisions that move your business forward while protecting your budget. Back as a returning guest on our show, she goes meta in today's episode by walking us through her own decision tree and how she evaluated a recent marketing expense of her own (our offer, Instant Influence). What questions did she ask in the consideration process? How is she defining and tracking success? How can business owners effectively evaluate a financial commitment when the outcome isn't guaranteed? This is the episode to tune into before you make your next big purchase for your business. Connect with Alicia: https://difiadvisory.com https://www.instagram.com/difiadvisory https://www.facebook.com/DiFiAdvisory/ https://www.linkedin.com/company/difiadvisory/ Our last episode with Alicia: Apple Podcasts: https://podcasts.apple.com/us/podcast/cubicle-to-ceo/id1470966370?i=1000712399762 Spotify: https://open.spotify.com/episode/44nj7IVLPBcz3eTIXdqGPZ?si=wAu98ZqyRtWywBXSzkF7ag Loving our bonus content and want more Cubicle to CEO in your ears? Join us every Monday on our subscriber-only premium feed for case study–style interviews with successful entrepreneurs debriefing their real-time growth experiments and results. Subscribe to get insider access to what's actually been working for businesses in the last 3-18 months: cubicletoceo.co/podcast If you enjoyed today's episode, please: Post a screenshot & key takeaway on your IG story and tag us @cubicletoceo so we can repost you. Subscribe to our premium feed for case-study style interviews every Monday. Learn more about your ad choices. Visit megaphone.fm/adchoices
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