Podcasts about fascinating

From 'Baseball Isn't Boring' (subscribe here): Jonah Tong is one of the most intriguing young pitchers in baseball these days, in large part because of his Tim Lincecum-like delivery, but also due to the kind of talent that might lead him to sizable big league things in 2026. Bradfo sits down with the young Canadian to talk about his upbringing, maple syrup acumen, decision not to play in the WBC, and a new world in a spring training big league clubhouse. Jonah already has one of the best personalities in baseball, which will be easy to understand after listening to this podcast. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Send a textJames Verschoyle was about to head to Thailand on a fasting retreat, and had just been to the gym when he sat down to have a healthy breakfast as suggested by the trip organizers. James didn't usually order 'plant based' options from the menu, so opted for something simple, yoghurt, fruit, and a smoothie.. but little did James know that this was very close to being his last meal, ever! Join us for this amazing, nail biter of an episode, as we hear how one meal nearly ended James' life. Find out what happened, and listen as James discusses the lasting trauma, the panic attacks, and how this event has unlocked childhood traumas and mental health conversations he didn't even know he needed to address! Fascinating and honest, thank you Jimmy!Helpline: https://mentalhealthhotline.org/california/UK Helpline: https://www.mind.org.uk/BEE POLLEN WARNING: individuals with allergies to bee stings or severe allergies to pollen and pregnant or nursing individuals and young children under the age of two should avoid consuming bee pollen or consult with a state-licensed medical professional before using it!!!Support the show

Gracehaven serves youth and families by providing sex trafficking prevention services.Their mission involves empowering youth rescued from sex trafficking and helping them to thrive with dignity in a renewed life.We will meet with Gracehaven's community outreach director and learn how she is working to build awareness.We will meet a videographer who is making her mark on Columbus as she makes videos with a focus on inclusive storytelling.There are many organizations in the central Ohio area that promote the arts. Some are hidden in smaller pockets of local communities, yet their local impacts are anything but small.Community Arts Network is an art network with a unique mission to empower students in pursuing the arts. The network has even accomplished tying in local history to create an informative play about the history of where they are based in Delaware.Guests:Hannah Swift, director of community outreach and training, Gracehaven - (00:00)Anita Kwan, videographer and owner, Reel Hoot - (16:22)Mark Butler, co-creator, Community Arts Network - (34:27)Francine Butler, dance instructor/co-creator, Community Arts NetworkEdwardo Carino, narrator, Camp DelawareImber Solis, songwriter, Camp DelawareIf you have a disability and would like a transcript or other accommodation, you can request an alternative format.

Daf Yomi Menachos 32Episode 2231Babble on Talmud with Sruli RappsSlides: https://docs.google.com/presentation/d/1i7Ba_Vuaf1wwrdUU7qY7bCS-iI_v4MiWCDeE8BkhQiQ/edit?usp=sharingJoin the chat: https://chat.whatsapp.com/LMbsU3a5f4Y3b61DxFRsqfMERCH: https://www.etsy.com/shop/BabbleOnTalmudSefaria: https://www.sefaria.org.il/Menachot.32a?lang=heEmail: sruli@babbleontalmud.comInstagram: https://www.instagram.com/babble_on_talmudFacebook: https://www.facebook.com/p/Babble-on-Talmud-100080258961218/#dafyomi #talmud00:00 Intro 02:05 Fixing tears in a sefer Torah05:14 The column of a mezuzah11:05 The spacing of a mezuzah between parashiyot33:05 The parchment of sifrei kodesh41:45 Etching lines in sifrei kodesh47:42 Sitting on the same couch as a sefer Torah50:25 Conclusion

We're talking to people who are working to prevent sex trafficking, make videos and empower students to create art in central Ohio.

Fascinating conversation with RICK HILL about his cancer journey 50 years ago. He talks to SIMON about defying the odds and what he credits with his survival and recovery...apricot seed derivative? He gives his full story in his book, "Too Young To Die" at his website rncstore.com

Another insightful AI generated discussion of my post, Is AI Making Our People More Capable Or More Efficient?  Fascinating discussion, enjoy! Here is the link to the original post:  https://partnersinexcellenceblog.com/is-ai-making-our-people-more-capable-or-more-efficient/

Tim Martinez, Value Creation, Strategic, and Exit & Succession Planning Advisor—also known as “The Inside Man”—is on a mission to empower entrepreneurs and make the world a better place with his philosophy of “No entrepreneur left behind.”  In this episode, Tim shares how he evolved from starting small businesses as a teenager to advising founders on high-stakes growth and exit decisions. We explore Tim's 3 Exits Framework, which breaks exit planning into three critical phases: Mental Exit (separating identity from the business), Role Exit (building leadership and succession so the business can run without the owner), and Technical Exit (valuation, deal structure, and the formal sale process). Tim also explains why AI is accelerating business disruption, why minimalism is a competitive advantage, and what keeps so many businesses stuck at the $3M revenue ceiling. — 3 Ways to Exit Your Business with Tim Martinez Good day, dear listeners. Steve Preda here, the Founder of the Summit OS Group. And I have as my guest today Tim Martinez, who is a Value Creation, Strategic, and Exit & Succession Planning Advisor, also known as “The Inside Man.” Tim also has a successful Substack with lots of followers, which has a similar title, Inside Man. He's also built his own ChatGPT API, so he's running with the times. Tim, welcome to the show.  Thanks, Steve. Great to be here.  Finally, we have someone who is ahead of the curve on AI and the technological evolution that's part of this new industry revolution. So let’s start with my favorite question. What is your personal ‘Why’ and how are you manifesting it in your practice and in your business?  Yeah. My personal ‘Why’ is to make the world a better place and to empower entrepreneurs. “No entrepreneur left behind” has kind of been my motto. Since I was a kid—I started businesses very young, like 15 or 16—people would ask me, “How are you doing this?” And I would help however I could. And it was just always felt really good to help my fellow entrepreneurs, whether I was helping them in a small way or a big way. And there's nothing better than seeing some of the advice you're able to give someone actually get implemented.Share on X Then you see them go, “Wow, oh my gosh, this is great.” And again, sometimes it’s small, sometimes it’s big. But I believe entrepreneurs rule the world, and I do my part every day—whether it's writing my Substack, jumping on podcasts, or writing books. I'm always here just to share what I've learned, because I think that’s what makes the world go round.  Well, you have a boundless energy, because you are writing books, you are writing your blog, you are doing these podcasts. Then you also have to gather the information, right? You have to work with clients—otherwise there's no raw material. That is very impressive. So what took you to this point? How did you evolve? I mean, you started at 15, but surely you were not coaching or consulting people at 15.  Yeah, so I probably spent about 10 years just starting small businesses. I had the lemonade stand, then a coffee business and a silk-screen business. I had a DJ business, a retail store, a marketing and advertising agency, a small one, but I was able to sell it. And I got lucky and sold a couple of these small businesses. I built websites, built apps—I mean, anything you can do to make a buck. I was just kind of hustling and figuring it out on my own. And at a certain point in time, maybe like 10 years later, someone asked me to help them write their business plan. It was the first time I thought, “Huh, someone wants to pay me to help them write a business plan. That sounds interesting.” Okay. And I had written all of my own business plans for 10 years. I used to go to SCORE—the Senior Corps of Retired Executives, a division of the SBA—and they would consult for free. They still do, by the way. And I always said my long-term goal was to be an old advisor at SCORE, because they helped me so much when I was a kid.Share on X So I charged money for my first business plan. That person was able to raise money from their uncle. Then they said, “Well, hey, we got this money. What do we do now?” So I said, “Well, I think I can charge you. I think this is called consulting. Maybe I'll just charge you to help execute your business plan.” It was a small business, and I went to Barnes & Noble and bought a book that was like this big—How to Start a Consulting Business. I just sat there and highlighted the whole thing. It had CD-ROM forms in the back. I knew nothing about consulting. And probably for the next handful of years, I just focused on writing business plans and helping people. That's kind of what got me into consulting and working with bigger businesses. It really started with business plans and small businesses.Share on X  Yeah. I mean, business plans are great because you are envisioning the future of the business, crunching the numbers—what's going to happen with your top line, bottom line, costs, overhead, margins—and essentially it helps you visualize the skeleton of the business. Then you can put the meat on the bone, kind of thing.  Yeah. And I had worked on hundreds of business plans, and  pitch decks, financial models, and market research. That documentation aspect of a business, I had spent a good, let's say, 10 years working very heavily with clients as an analyst in consulting firms. And that’s really what got me into the game and got me into bigger and bigger businesses, because I got very good at doing that with no formal training—and we didn't really have what the internet is today. I remember going to the downtown library in Los Angeles, finding articles, and taking scanned copies of them. That’s how we did our market research. And business plans used to be like a dictionary. The SBA would require business plans to meet all these requirements, so we ended up with huge business plans. Now people want a one-pager, maybe a 10-slide deck, and call it a day. Where I got my chops was from understanding every imaginable nuance of every business in all verticals. I worked around the world with businesses, and I guess I was in the right place at the right time for it.Share on X  Yeah, that’s very humble. So one of the things that you do is you help people prepare for exit, and you came up with this framework called The 3 Exits Framework. I thought it was fascinating to think about exits from different perspectives and to have different mental models for them. How did you come up with this, and can you explain to the audience what it looks like, how it works, and how it helps entrepreneurs? Yeah. And it’s important to note that I started my career starting businesses, helping people get the start. And as I got older, the businesses I worked with were also getting older. And as I got a little more gray hair and a few more wrinkles, people would take me more seriously at the later stages of the business, when they maybe wouldn’t take me so seriously when I was in my early twenties. So my business had evolved from starting to growing and then eventually to exiting, and that’s where most of my clients are now. What I’ve discovered is most people enter the exit planning conversation at the very end, asking, “What is my business worth? Who wants to buy it?” Needing a business valuation is the most common first question: “Whoa, what's it worth?” But after working with a handful of companies through this whole exit process, you start to realize that there’s far more than just the numbers. The 3 Exits Framework says there are three exits that need to occur before you're out and on your yacht, sailing into the sunset.Share on X The first exit is the mental exit, which we can talk about at length. It's your role—your identity in the business. Who am I if I'm not the CEO? What am I going to do with my time if I'm not running this business? Who am I if people can't come to me with their every burning question? It’s this piece, it’s so important. And a lot of people don’t want to give up control. They don’t even know they’re control freaks, which I'll call them for lack of a better term. But they don’t even know that they are that. You have to help them through that.  The second exit is really your role exit, because eventually someone needs to run this business in your absence. The whole tenant of selling a business is that you're not going to be in it. You might have earnouts or some transitional involvement, but eventually, you will not run this business. So you have to replicate yourself. Most people say, “I've tried, but it hasn't worked.” Well, you know what? Now’s the time for this to work. It's time to build SOPs, standards of excellence, and get someone who could be better than you ever were in that seat. So that role exit is a big part, and that would be true succession. The other part of that is it’s not just the CEO or the owner. A lot of times it’s them and they’re number one, or they’re number two, or number three, because in many cases those people also have equity and ownership in the companies in some cases. So we need to get succession in line for multiple roles.  And then the third exit is your technical exit. It’s the one piece everyone feels like they start with that is your valuation, getting your documentation together, running a formal auction process, making sure that you’re looking at multiple buyers, whether strategic or financial. And just running a very thorough, formal process that’s going to get you the highest valuation possible. And structuring a deal that there’s going to be a little bit of give and take. Most deals die because of misaligned expectations. And they’re usually misaligned expectations on that final exit. So when you put those three things together and someone says, I want to sell my business, or we're thinking about exiting in the next couple years, I just start first with the identity part.Share on X Yeah. And people underestimate the significance of that. It can sound touchy-feely and like an afterthought in most cases. And people think that just by earning a sack of money, their life will be solved and all problems will disappear. But actually, problems exist at all levels. Elon Musk probably has more problems than most listeners here.  Sure.  So, it's not going to solve your problems, and identity is huge. I talk to people—I was also an M&A advisor for over 10 years, sold many businesses, visited former clients, and went out on their boats on the lake. Often, that was the one time they actually used the boat, because they didn't really need it. They thought they did, but they didn't. Next time, the engine wouldn't start, or the boat was full of water. Or they'd go out on the golf course, meet new people, and ask, “Who are they?” It turned out they were just retired rich people—not interesting entrepreneurs or CEO. That's a huge change. And with the Great Wealth Transfer and the aging Baby Boomer population, there's a statistic that says 50% of business owners are forced into an exit—meaning there’s some life event that occurs that says you now need to sell your business and get out. And you and I both know that if you’re forced to an exit, you’re going to be taking a major discount. But those forces can happen when you have a heart attack, or someone in your family has a health issue, or your grandkids and everybody moves multiple states and you want to go with them. All these things happen. So our recommendation is just start having the conversation now.  Yeah. And so I think it's a little bit like saving for retirement. A lot of people keep putting it off, and eventually there's no time left to do it, and then they’re in trouble. So how do you even raise awareness with people about this? How do you work with them to prepare this? Can you actually raise awareness and make them feel this is a real issue? How do you raise awareness?  Well, I have my blog, and that’s probably where I do most of my conversations. I wrote about the 3 Exits Framework. Any chance I get to speak, I always use it to raise awareness around the subject. In my consulting practice, I work with a handful of consulting firms and investment banks. Anytime I get pulled into a conversation about exit planning, I usually just pause for a second and just talk about their life goals.Share on X Like, what do you really want this exit to do for you? Because there are so many things you can do and a million ways to do it. So, what do you really want this exit to mean for you? Also, remember, Uncle Sam is going to take his cut—so not everyone gets the biggest check possible. Usually, what we hear is people say, “I'm just so exhausted. I don't have anything left in me for this thing, and anything I can get for it, I'd be happy to take, as long as it means I don't have to put out every single fire.” And this usually happens because they didn't build good systems to remove themselves from the business.  Otherwise, they would've been the chairman, and just meeting with their CEO, who's running the business. That’s usually not the case with these owner-operator businesses. And that doesn't mean they're small, by the way. I mean, they could be running a $50 million business and still the choke point where everything has to run through them and they’re just exhausted and burnt out.  Do you think that this AI revolution is going to change things? Is it going to make more people exit-ready because it's easier to create systems?  Perhaps. Yeah, I think it's helping the service provider world be more efficient. In my world as a management consultant, I'm 10 times more efficient. I’m sure you’re 10 times more efficient with tools like the one we’re using here, and it just helps us speed things up. I've noticed people use it as a thought partner, as a psychiatrist, even as a best friend. I've seen people go into deep dialogue like, “Should I sell my business? Give me five factors.” The ones who are aware of this are using it fully. The people who aren't are a little behind the times. And then from an operational standpoint, yeah, I mean with the bots and all the many things you could put in your business to make you more efficient, but that doesn’t apply to everybody. I would say there’s going to be a 10 to 20% group of people that are already on it, making it work for them, and then there are the laggards who will probably never touch it.  Or is it that—okay, maybe we can be more efficient with AI, but we'll have the appetite to do more, and there will be more complexity? Some things we'll simplify, but we'll create other complexities that replace the previous ones. What do you think about it?  Yes. So businesses typically have cycles. There's usually a five- to seven-year cycle where a business hits its peak, and then it starts to trend down. And they usually have some level of innovation that has to reoccur for it to hit another up cycle, and then there will be a down cycle and so on and so forth. So it's always like an up slope after an up slope. When you've been in business for 30 or 40 years, you've gone through multiple rounds of these cycles—three or four rounds of those cycles. What I’m hearing right now is business owners that are, let’s say, at retirement age, they’re saying, “I don't know if I have what it takes to go through this AI cycle. Maybe I had what it took to make it through the eighties, nineties, and two thousands, but now we're in 2026. I’m not sure I’m equipped, or my team who’s also very senior, they don’t feel like they have what it takes to get through that next cycle without hiring young talent. But even then, they don’t really understand what they’re talking about. So there’s this gap. And again, I’m hearing it more and more of people saying, I think now’s the time to get out and let some other company that has gas in the tank, vision, and capacity to come in and do that thing.  Yeah, that's interesting. Do you think a multiple-AI–enabled company versus a post-AI company is going to be markedly different?  Maybe. Because it all comes down to revenue—it comes down to the revenue story. I'll give you a perfect example. You have a very profitable company, but they're using an old CRM. A new company comes in and says, “Hey, you're already profitable. If we buy you and put in a new CRM, maybe we could be even more profitable.” That’s cool. So we don’t really need you to put in all the tech. We’ll come in and do all that, and then we’ll get the upside on that. Just as long as you’re profitable, as long as you’re profitable, yet you don’t have major client concentration, your business has all the components. A new company with new vision could come in. That would largely be a strategic buyer. The PE buyer, the financial buyer, most likely is going to want to inject capital into your business so you can go and reinvest, and build new tech, or become a platform, whatever you’re going to be. But that would be a different arrangement. So it's basically a numbers issue. It doesn't matter your technological evolution. And maybe it’s even worse if you've already implemented AI and that only allows you to make five million dollars—there's less upside for the buyer.  Yeah. The bigger concern is: Is your industry at risk because of AI? Is your particular business at risk? And that's why I think people need to adopt it—so they can say, “No, we're not at risk. We've adopted it, we're applying it in whatever fashion we're doing it, and we're going to see the results.” We've already seen a major downswing in a handful of industries because of AI. I mean, advertising agencies are getting hit really hard. People used to be able to charge for writing press releases, to write blogs, to write social, to do video editing on social media. A lot of that's gone, so the bottom tier of those agencies is just gone—there's no need for them anymore.  Do you see people proactively working on making themselves AI-resilient? Everyone knows that they need to do it. Nobody is unaware that today, it’s like websites. There was a time when everyone knew they needed a website. They just didn’t really know how they were going to build it or who was going to build it. They knew it was going to be expensive. It’s kind of where we’re at right now. Everybody knows they need AI. They’re just not exactly sure how they need AI, what it can actually, literally do for them.I think for some people, that big dream that it was going to do everything quickly got taken off the tableShare on X and they say, okay, we could do this much, but even this much is make me very effective.  But it’s just not going to do everything. Like, I still need an accountant. I still need an account manager. I still need someone to do these things, but maybe I don’t need as many people as I once did. So we’re seeing kind of some leveling off there. But I would say largely most people don’t know what AI can do for them, and they’re not really prepared to make those investments. We have a client right now that just made a half million dollar investment into an RFP tool that’s going to help them move faster than their competitors, submit more on RFPs, build everything out in a very complicated way, but they’re making a half million dollar investment. How many companies out there are saying, let’s go, give me the invoice. I’m ready to roll. There’s still a lot of pause there.  What you're describing feels more like a defensive play—okay, we know AI is coming, so we have to implement some AI tools. But I’m thinking more about the big picture. Is my industry going to be disrupted by AI? And how do I pivot my business before I lose momentum, so I become like Netflix—going from a video rental company to a streaming company? Yep.  Do you see companies rethinking their business model?  I think from what I’ve seen, people are rethinking everything—top to bottom. Because you have to start with labor. That’s usually where people start. “AI can do all these things—do I need less talent on the deck?” And if I do, then what can AI do so I don’t have such heavy overhead? Because overhead is also liability, and it has this employment risk behind it. So if you can go from a thousand staff to 800 or 750, great, let’s do it—why wouldn't you do it? Most people are saying, “Let's figure that part out first.” The next thing is the industry disruption, which is what’s our competitors doing to service clients better, manufacture faster, or do things cheaper, so then we’re not left in the dust. So from a production standpoint, we need to figure this out quickly. What I'd say—what I do—is, as an analyst, as a consultant and advisor coming in, that's why I built my AI. I built my AI to fire myself. I basically said, “What I used to do as a management consultant is now irrelevant, because AI is better than me.” So let me just build the digital me and not worry about that side of my business anymore. So I just don’t worry about that anymore. I don’t even really take on assignments that I used to, because AI can do it better and faster. Now, if you want to hire me and allow me to use my AI tool to handle the technical work, I'm more than happy to do that. But I'll tell you firsthand—save your money.  So you're giving it away, or are you selling it?  Yeah, it's free. It's free. It's on ChatGPT. What people can’t do is sit down and have an honest, sincere conversation and ask them the hard questions and challenge them. That's where AI still lacks the human component. I can take a client and say, “Hey, let's hang out. Let's get lunch. Let's go play golf. Let's bring in your kids. Let's talk to your kids. Let's talk about the family dynamic.” Let’s just have a sincere conversation. Let me hold space and create a forum where I can hear people. And that human component is the only thing that I’m worried, like I’m working on now. I'm out of the technical side, because that part of my job is gone.  So fascinating. So does it mean you have to be more of a social animal?  I think so. If you're not going to be a social animal and you're just going to sit at your desk, you should probably be building software using tools like Replit, n8n, or any of these different software tools and just go all in.Share on X But the way we used to do it—you probably see this on LinkedIn, with all the bots on LinkedIn, it’s not what it used to be. It used to be a place where you had a handful of connections and actually met people. Now it’s just so overrun with the bots. It’s like I don’t even want to accept connections anymore. I'd much rather have a conversation like this. To me, this is the future.  Yeah. But maybe we connected originally through LinkedIn. I don’t know where, how we connected, but we may have have connected through a bot—actually.  It’s possible.  Yeah.  It’s possible. But I'll tell you, I connect with maybe one or two percent of people now. Previously, because I didn't get so many inbound inquiries, I would connect with more, because I felt like there was a sincere person on the other end. Now, I really don't know. I've become very skeptical.  Yeah, I'm with you. Let's switch gears, because our time is running out. And there are a couple of things that in our pre-interview you talked about, and one was minimalism. Yeah.  What is minimalism? How do you do it? And what’s a low-hanging way to start to become a minimalist?  It's kind of like that first-principles idea of what really matters. It’s essentialism. It’s kind of getting down to the one thing, that was my recent blog, if there was only one thing you could do this year, but it would make all the difference, what would it be? And anything that gets in the way of that one thing is just noise. For me, minimalism is really about reduction, and kind of getting rid, and being aware and cognizant of things that really shouldn't be on your desk, on your to-do list.Share on X And using AI tools and assistance to get rid of everything that’s low-level activity. If you think of a pyramid, at the very top is where the most value that you can add would be. But yet we spend all of our time, if this is a time pyramid, most of our time is spent at the bottom, the wide part that pretty much anyone can do. So we kind of got to invert the pyramid. To get there, you have to reduce and extract. To protect your time, you have to treat it as very precious and focus only on the most important thing at all times. It is a very hard thing for all professionals to do, and it’s always been a hard thing, but I just take it upon myself and say, okay, well, as a minimalist, I mean, if you were to come to my house and see how sparse my furniture is on purpose. How sparse my closet is on purpose. I’m trying to get rid of options. It's like Steve Jobs and the black turtleneck—if I have one less thing, because I can only make so many choices and decisions in a given day, let me spend my time on the things that are the most important and most impactful.Share on X And that’s not always, because it’s going to put millions of dollars in my bank account. Sometimes it’s just helps me sleep better at night. So I don’t need 50 clients. If I’m going to have 50 headaches. What if I just have five clients? And every one of those was one that I felt very good about, and that would allowed me to charge more. It allowed me to go deeper with them. It's that concept—then you're free to see where your scalable opportunities are. It's the story I told you about a monk who was carving away at this beautiful elephant. Someone walks up and asks, “How did you learn to do this, carving away this elephant in the stone? And he says, Oh, I just chip away everything that's not the elephant. So for me, I have to have a very clear picture of what the elephant is. I have to see the picture in my brain first—like what my life is, what I’m trying to build, how good of a dad I’m trying to be, how good of a husband I’m trying to be, how good of a business partner or a service provider, an advisor. This is my life’s work as a masterpiece, so let me just get rid of anything that doesn’t belong as part of that picture. So that, to me, is kind of how I would explain it. And my approach toward it is I just get rid of everything. It’s not about accumulation. I don't really need more information, because AI already has all the information. Anything I'm going to absorb, I have to be very intentional about—why am I reading it? I see all the books on your shelf. I could show you my bookshelf—tons of books, right? I feel like I've read them all. Am I going to learn anything new? I could also just go back to the books I've already read. I try to highlight them and stuff, but it's like, what more do I need at this point?  Yeah. So I’m wondering about this idea of a lifestyle business versus a growth business. Because what I see is that people who are building a lifestyle business, it’s easier for them to be a minimalist. Because you just do this most valuable thing. You don’t have to build the business. You don’t have to worry about necessarily all the other people, systems, and processes, or making sure of quality control. You just do your high-value work, and at the end of the day, you can put things down and relax. Whereas a growth business, it's different.  I would say with the clients that I have—some have thousands of employees, some have hundreds—I still encourage them to reduce and subtract. Even though they're in high-growth, highly scalable businesses, sometimes the conversation is: How many direct reports do you have, and why do you have that many direct reports? How are you delegating? How are you giving authority? How are you limiting all the inputs? Because a lot of it is noise in your given day. So how do I make your day a little more silent so you can have a little more peace to make better decisions while you run this highly scalable business? Just because you're scaling doesn't mean it needs to be pure chaos. That's what people think—they think, “Oh, if I scale, that means chaos.” I'm anti-chaos.  Okay. But let me ask you this: Two of the most successful entrepreneurs of our time are Elon Musk and Jensen Huang. Elon Musk runs six companies, so he's got a lot of direct reports and goes deep in each of them. And then Jensen Huang has, I don't know, 20, 30, or 40 direct reports—he basically has a million direct reports as well. And that actually allows them to be closer to decisions and make sure things don't go off the rails and their vision gets manifested. So that's what I'm kind of wondering—whether minimalism means you're going to, maybe the flip side is you have to accept less growth, or maybe not.  So I’ve met with a lot of entrepreneurs in my life. Not one of them has been Elon Musk. So I would say we’re looking at the median of entrepreneurs, the average entrepreneur. Those are the people I deal with. I’m not dealing with Elon Musk. I would love to, but I don’t have those types. I have the family-owned business who took it over from their dad and they’ve been running it for 50 years, and he has 250 employees, and he’s got pure chaos, and I’m getting the call to go in and try to sort him out. These are not always the highly sophisticated Steve Jobs types of the world. If you really take a look under the hood with Elon—I read his book and listened to the audiobook with my kids, so I'm very familiar with his story, because I've heard it twice now—what they don't really mention is all the heroes underneath Elon. He wouldn't be who he is without all the many heroes, all the systems, and the Six Sigma and other processes and procedures. That's not to say he doesn't take a deep analytical look at everything, but who are those heroes and what are the processes? I'm far more interested in hearing about his VP of Operations than about Elon. Because what has his VP of Operations worked out? What systems have they implemented that allow him to scale and build a Tesla? Or his COO, like, what do they have going on? Elon's a face. Elon's a madman. He creates all this momentum and chaos, and then he has teams of people behind him who make sense and order out of that chaos. That's why you have what you have with Tesla. If he were just Elon Chaos, without that, I don't believe he would be where he is. But he had people that wanted to get in line. He had a lot of people that wanted to get in line. They believed in his vision. He had huge visions, and it's very inspiring to get behind those visions. Then they say, “Okay, give me the ball. We'll create the infrastructure that allows this thing to take off.” So I'm far more interested in the infrastructure that allows for that scale.  I agree. I'm just thinking whether there is this kind of dichotomy. Because I see that many entrepreneurs—when I was an investment banker—until they sold their business, they were not able to have that simple lifestyle they perhaps desired, because they were building, they were reinvesting. And it wasn't just reinvesting their cash—they were reinvesting their time. So every time they simplified, that was the opportunity cost of not using that time to improve their business. So they plowed it back in, plowed it back in.  Well, it's kind of like the E-Myth is a bit skewed. It's almost like the E-Myth is a myth. E-Myth is a dream—a dream that you can work on your business, step out completely, and everything about it runs itself. It doesn't really work that way. If you're going to be a successful entrepreneur, you're going to have late nights, long weekends, and you're going to feel like every major problem is your own because you're taking all the legal risks. I'm not telling people not to scale. I'm not telling them not to have chaos. What I'm trying to help them do is get clear on what they consider to be important.  And not get killed in the process, and not get divorced.  Statistically, that can happen—the more successful someone gets.  Yeah, it does. Because our time becomes much more valuable, and at some point, it's really hard to say no to the million-dollar hour—to spend that hour watching Netflix with your spouse, right? Exactly. Just feels harder to do.  Exactly.  Yeah.  That was good.  Alright, well, I enjoyed this tremendously. So one more question, one more question that I have to ask you. You talk about this $3 million rule—what do you mean by that? That’s a really interesting concept.  Yeah. So most small businesses get stuck around $3 million, statistically. The question is, why? Why do they get stuck there? A large majority gets stuck and it’s because they create a lifestyle for themself around $3 million. They’re taking enough off the table that they would never be able to find a job that would be able to replace that type of income. So they've made their small business their sole business, their job, and they say, “This is good enough for me,” because let's say half a million dollars, more or less, is going into their bank. They're filling up their 401(k), sending their kids to private school, giving themselves big bonuses. If they're profitable, they don't really see the need to take more risks or double down to go past that wall. I've seen many businesses kind of stay there. They’ll go fluctuate up and down through the years, but more or less they’ll hit that wall. They could stay there for 20 years and never make any progress. It’s not until they put on new thinking and say, we’re going to grow through acquisitions, we’re going to target a different market, new products, we’re going to innovate in some way. But that takes extra gas in the tank. Sometimes, a lot of entrepreneurs, once they hit that first level of success, say, “This is good enough for me,” because it usually takes them about five to seven years to get to that first major breathing point.  They're not hungry enough anymore.  Exactly.  Does someone has to be a little crazy to still want to eat more, even though they're already full?  Yeah. Some people are just wired that way. Some people just more and more, and that's no slight against them. They're never satisfied. They always want more—another dollar, another nickel. If they saw a nickel on the floor, they would stop and pick it up. They want every piece of everything. And those people usually are the ones that go and go and go and go. They’re usually the ones that just keep going because it’s an insatiable appetite. I'm not talking about people who get—well, I don't want to call it lucky—but sometimes things do fall out of the sky. Sometimes a big client falls out of the sky, or an opportunity opens up, and people are smart enough to buy their competitor when the competitor approaches them. Or sometimes they make these little moves, and that gives them a leap. I’m not talking about those people. Those are outliers to me. I’m talking about your average entrepreneur that built a $3 million business on his own with no major clients falling, just hard work, blood, sweat in tears. The average Joe typically gets stuck around that $3 million.  Yeah, that’s interesting. Fascinating. Alright, well, if you don't want to be stuck around $3 million, or if you want to get to the next level, then reach out to Tim and check out what he’s doing. So where can our listeners find you? Where can our listeners find you if they want to learn with you, learn about you, read your Substack, read your books? Where should they go?  Just go to Google or AI and type in Tim “The Inside Man” Martinez. The Inside Man is an acronym for Tim. You'll find my LinkedIn—happy to connect with you, just tell me you heard me on Steve's podcast. You can also check out my blog: it's Tim “The Inside Man” on Substack, or go to www.theinsideman.biz, my website. I'd love to connect with anyone. Well, do check out Tim's Substack—it's awesome. You're going to get more of what you heard on this podcast. And if you enjoy listening, make sure you follow us. Subscribe on YouTube, LinkedIn, Apple Podcasts, or wherever else you get your podcasts, because every week I'm inviting—and luckily more and more people want to come on the show—to have a conversation. So thank you, Tim, for coming, and thank you for listening. Important Links: Tim's LinkedIn Tim's website

Damian Barrett and Josh Gabelich bring you the latest footy news on AFL Daily. With all their off-season acquisitions and bold plays to do so, St Kilda will be the most fascinating storyline in 2026. Can the reigning premiers retain Zac Bailey beyond this year? Who will replace Lachie Neale as the skipper this year? Subscribe to AFL Daily and never miss an episode. Rate and review wherever you listen to podcasts.See omnystudio.com/listener for privacy information.

In this episode, we listen to the lament of a lady, as depicted in Sangam Literary work, Aganaanooru 175, penned by Alamperi Saaththanaar. Set in the ‘Paalai’ or ‘Drylands landscape’, the verse portrays the victory of a historic king and the glory of a supernatural entity. வீங்கு விளிம்பு உரீஇய விசை அமை நோன் சிலைவாங்கு தொடை பிழையா வன்கண் ஆடவர்விடுதொறும் விளிக்கும் வெவ் வாய் வாளிஆறு செல் வம்பலர் உயிர் செலப் பெயர்ப்பின்,பாறு கிளை பயிர்ந்து படுமுடை கவரும்வெஞ் சுரம் இறந்த காதலர் நெஞ்சு உணரஅரிய வஞ்சினம் சொல்லியும், பல் மாண்தெரி வளை முன்கை பற்றியும், ”வினைமுடித்துவருதும்” என்றனர் அன்றே தோழி!கால் இயல் நெடுந் தேர்க் கை வண் செழியன்ஆலங்கானத்து அமர் கடந்து உயர்த்தவேலினும் பல் ஊழ் மின்னி, முரசு எனமா இரு விசும்பில் கடி இடி பயிற்றி,நேர் கதிர் நிரைத்த நேமிஅம் செல்வன்போர் அடங்கு அகலம் பொருந்திய தார்போல்,திருவில் தேஎத்துக் குலைஇ, உரு கெழுமண் பயம் பூப்பப் பாஅய்,தண் பெயல் எழிலி தாழ்ந்த போழ்தே? In this trip to the drylands, amidst the whizzing of arrows, we get to hear the lady say these words to her confidante, when the man continues to remain parted away, after leaving in search of wealth: “Grazing the edge of the broad shoulder, lies the sturdy bow. When harsh-eyed men bend this bow and aim the arrow, they never miss their mark. Those arrows with sharp mouths, when left out, flies whistling, and end the life of wayfarers on those paths. And so, calling their kith and kin, vultures feast on that reeking flesh. Such is the scorching drylands that my lover has left to! That day, he swore a heartfelt, furious oath, as he held my forearm with many, well-etched, radiant bangles, and declared, ‘I shall return after my mission'! Wielding chariots that move like the wind, is the generous Chezhiyan. More than the spears raised in his victorious battle of Aalangkaanum, are streaks of lightning, and akin to the drums there, roars unceasing thunder in the huge, black sky. Akin to the garland on the enemy-slaying chest of God Selvan, who wields the discus with perfect spokes, a picturesque and colourful rainbow curves above. And so, making the land flower with flourish, clouds have descended down with moist rains. Wasn't this the time he said he would return, my friend?” Time to witness the action in the skies! The lady starts by painting a vivid picture of the drylands, zooming on to the highway robbers, mentioning bows hanging on their shoulders, and harp arrows that they launch, which always ends up finding their target in the chests of wayfarers, and delivering their end. What ends there becomes the feast of vultures, the lady adds, saying that’s the dreary place the man has left to. Then she recollects how the man had sworn an oath, holding her forearm, and said he would return by a specific time. The lady now turns to the confidante and points out how the skies are flashing with streaks of lightning, just like the flashes of spears raised by the victorious army of the Pandya King Chezhiyan at the Thalaiyaalangaanam battle. In other verses we have read about how this king single handedly quelled the armies of seven kings and seized victory there. Returning, the lady then points to the sound of thunder echoing and connects it to the drums in that battlefield. From this king in life and blood, the lady shifts to mention a God, referred as ‘Selvan’ here, which interpreters attribute to ‘God Thirumal’ as identified by the ‘Sudarsana chakra’ or divine discus held in his right hand, symbolising the ‘wheel of time’. Interestingly I learnt today that there has been archaeological discoveries of coins in Taxila, featuring a sixteen-spoke wheel, dating back to the 2nd century BCE, thought to reflect a belief in this very God. This poem too makes specific mention of the perfectly radiating spokes of this discus held in the hand of God ‘Selvan’.  Reverting back to the lady’s words, we learn that she has mentioned this god’s name only to draw in parallel the many-flowered garland on his chest and the radiant rainbow curving in the sky. Lightning done, thunder done, rainbow done. All checks to say that it’s the season of rains, when the clouds pour down and make the land bloom, the lady connects. She concludes by asking her friend, ‘Wasn’t this when he said he would be back, with that firm oath of his?’  With these words, the lady intends to echo her anxiety about the man’s dangerous travels and the unfulfilled promise he made. Hope the man returns the very moment to slay the sorrow in her heart. Fascinating how the verse makes us fly from the feeding vultures down on the ground to the pouring clouds in the sky, on the chariot of a king and the discus of a god!

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As human beings, it's ever so easy to sit on the summit of high-judgement and self-righteousness on seeing another human being doing something we consider wrong. Yet, as we spend more time in meditation, reflection and awareness building, we often and generally realize we do the same thing. Fascinating, yes?Maybe it looks slightly different than the thing that we do yet the main idea here is that we too are regularly guilty of the very acts we get so troubled by. When someone else does it.By practicing the practice of seeing someone displaying one of the flaws that make us human and praying for the power to forgive them because they are “just like me”, we relax. We breathe. We ground.And then we reach the serenity that makes our days so much richer.I've created a powerful completely new online program called The Amazing Day Blueprint. It's a proven system to help you constantly make your days productive, healthy and happy in 2026. Here are the details.FOLLOW ROBIN SHARMA:InstagramFacebookXYouTube

In this episode, e-commerce expert Norm Farrar shares actionable strategies for Amazon sellers to build and engage their own audiences. He discusses using insert cards to collect customer emails through offers like free products, warranties, and cookbooks, and emphasizes the importance of email marketing to boost revenue. Norm explains how to create and repurpose valuable content, such as chef-sourced recipes, across Amazon posts and social media. He also highlights the benefits of hosting live cooking shows on Amazon Live and using video creation services to enhance product listings, offering practical tips for optimizing Amazon sales and brand growth.Chapters:Introduction to Norm Farrar (00:00:00)Host introduces Norm Farrar, his background in e-commerce, and his Amazon podcast.Case Study: Email List Building with Insert Cards (00:00:33)Norm shares a case study about a beauty company collecting 280,000 emails via insert cards but not utilizing them.Insert Card Offers: Free Products and Extended Warranties (00:01:36)Discussion of effective insert card offers, including free products and extended warranties to collect customer emails.Meal Plans, Cookbooks, and Recipe Content Strategy (00:03:20)Norm explains using meal plans and cookbooks to collect emails, and sourcing recipes from chefs and culinary students.Repurposing Content: Newsletters and Amazon Posts (00:04:34)How recipes and user-generated content are repurposed for newsletters and Amazon posts to engage customers.Mindset Shift: Value-Driven Email Marketing (00:05:00)Host reflects on providing value through email, not just sales pitches, and repurposing content across channels.Amazon Live Cooking Show Launch (00:06:52)Norm introduces their new Amazon Live cooking show featuring chefs and culinary students using their products.Live Content Strategy and Product Demonstrations (00:07:45)Details on using live cooking shows to demonstrate products, increase engagement, and gain followers.Video Content Creation and Repurposing (00:09:07)Norm discusses creating videos with influencers, repurposing video content for Amazon, social media, and YouTube.Using Billo for Video Production (00:10:38)Introduction to Billo, a service for affordable, high-quality product videos, and how to use them for marketing.Three Actionable Takeaways for E-commerce Brands (00:12:57)Host summarizes key takeaways: business planning, building an email list, and repurposing content.Amazon Internal Tools for Listing Optimization (00:14:46)Norm recommends using Amazon's internal tools for listing optimization and growth opportunities to increase sales.Closing Remarks (00:16:21)Host thanks Norm for his insights and wraps up the episode.Links and Mentions:Tools and WebsitesAmazon LiveAmazon Seller CentralStrategies and ConceptsEmail List Building: 00:01:08Insert Cards for Email Collection: 00:02:06User-Generated Content: 00:04:34Content Repurposing: "00:09:07Listing Optimization Tools: 00:14:46Transcript:Josh 00:00:00  Today I'm super excited to introduce to you Norm Farrar. Norm specializes in providing e-commerce and online marketing services for brands. He has worked with fortune 500 companies such as Coca-Cola, Mercedes-Benz, and 20th Century Fox since the early 1990s. Norm has focused on helping entrepreneurs optimize their operations and unlock their businesses potential. Presently, he is the host of the popular Amazon podcast lunch with Norm. So welcome to the show, Norm.Norm 00:00:32  Hey, glad to be here.Josh 00:00:33  So, Norm, I wanted to ask, you know, what are some of the best practices that you see with that? And maybe do you have any case studies or maybe some examples that you might be able to share with us, just to kind of spark some ideas in people's mind of the various opportunities that do lie in, you know, building your own audience off of Amazon from those insert cards.Norm 00:00:55  Well, and it's a good and bad story, but I know we were working with a beauty company who had built an email list up to 280,000 emails.Norm 00:01:08  Wow. But he would not. He never. He thought it was inconvenient. It would inconvenience people if he sent them emails.Josh 00:01:18  That doesn't make sense.Norm 00:01:19  280,000 emails. So yeah, that that that wasn't, that wasn't a smart move, but,Josh 00:01:27  Attracting. I mean, how did he attract 280,000 people to give him their email address? Right. Like, do you know what the offer was?Norm 00:01:36  Yeah. Well, different beauty products. So what it would be is you could go. You could go to the insert. It would go to a landing page. The landing page, would offer them one of his other products. So if you had the shampoo conditioner, you could have the, what's called keratin treatment, or you could have, there was, some serums and stuff like that, but you were offered a free product. So in the $10.Josh 00:02:06  In the insert card on the insert card, it says, hey, claim your free product I assume then yeah. Okay.Norm 00:02:13  Yeah. So all it did was send.Norm 00:02:16  He got the email address and the address because he had to send the product. So he had, he had it all and he did not and would not send out a single email.Josh 00:02:29  Fascinating. Yeah. Which is you know, going back you kind of shared that stat that you think that people are missing out on 40% of revenue just by not implementing, you know, additional as. Yeah. Right.Norm 00:02:43  You sell a million bucks, you're missing out a 400,000.Josh 00:02:46  Fascinating. Yeah. Any other stories or examples of, like, insert cards or, you know, ways that work to get people to provide their email address?Norm 00:02:56  Well, there's always the extended warranty. So that is something, again, going back to the knife company, extended warranty. So it's a lifetime warranty. Okay, great. That's a lifetime warranty anyway. Basically. But, you know, it's a lifetime warranty. another one was just like I was talking to you about before. A knife with the honing rod. Okay, great.Norm 00:03:20  another one that worked for that company was the meal plan and cookbook. So you can either download and get a weekly email. So what's in that weekly email with the weekly plan? Well, there's some sort of promotion. It wasn't all the time, but there was either just some recipes. So this is something that we did as well. We went out and we, talked to chefs and we talked to culinary schools, and we gave them, very expensive knife. And so the deal was we'll supply the whole class with these very expensive knives. if they provide us with a recipe and spread it out on their social media, tag us on their social media. So we got a ton of user generated content and we got a ton of Recipes. So what do we do on Amazon posts? We provided recipes. So that started to get a very unique following. And then because of that, we ended up getting all this really cool stuff that we could put onto this other page, fill in to the newsletter, and when people got their newsletter, they got recipes, which ended up being two full, really incredible recipe books.Norm 00:04:34  So now we give away the recipe books. But we could peel off one recipe at a time, which people enjoyed, you know? And we didn't do it, but you could have even segmented it further. If the person was vegan, you could just send them vegan recipes or vegetarian or, you ...

Music, art and food are key to many people's lives. We're meeting three Ohioans who are making an impact in these three fields.

You're listening to Burnt Toast. I'm Virginia Sole-Smith. Today my conversation is with Dr. Lauren Muhlheim. Lauren is a psychologist, a fellow of the Academy for Eating Disorders, a certified eating disorder specialist and approved consultant for the International Association of Eating Disorder Professionals. She's also a Certified Body Trust Provider and directs Eating Disorder Therapy LA, a group practice in Los Angeles. Lauren is the author of When Your Teen Has an Eating Disorder and a co-author of the brand new The Weight-Inclusive CBT Workbook for Eating Disorders. Lauren joined me to chat about how she and her colleagues have been working to make eating disorder treatment less fatphobic, because, yes, that really needed to happen. We also get into why it's feeling harder than ever to treat eating disorders, or live with one, in this era of RFK, Jr., MAHA and GLP-1s. Plus what to do if your child is hiding food, lying or otherwise showing signs of developing an eating disorder. When do you intervene? And how do you do so in the most supportive way possible?If you enjoy this conversation, a paid subscriiption is the best way to support our work!Join Burnt Toast

The way music has been stored and listened to has changed so much in the past few decades. But many people keep coming back to one of the original mediums of storing musical data: vinyl records.Used Kids Records is a staple of the music scene in Columbus. We'll talk with the owner.We'll meet an artist who was born in Taiwan, raised in Belize and attended college in Canada. Now living in Columbus, she puts the rhythm of her worldly movement into her art.One entrepreneur has single-handedly brought the tastes of the world to the Midwest. We will meet the franchise owner of multiple restaurants and cafes that are bringing different international-inspired menus from Palestinian bread and Yemeni coffee to shawarma and desserts to central Ohio.It's all part of this week's Fascinating Ohio.Guests:Greg Hall, owner, Used Kids Records - (00:00)Yani Sheng, artist - (17:57)Ibrahim Al Mahaireh, owner, Juice Time, Qamaria Yemeni Coffee Co., Al Manakeesh, Farooj Abo Al Abed Ohio - (35:18)If you have a disability and would like a transcript or other accommodation, you can request an alternative format.

Kiera is joined by the tooth-healer himself, Jason Dent! Jason has an extensive background in pharmacy, and shares with Kiera where his pharmaceutical experience has bled over into dentistry. This includes the difference between anti-quag and anti-platelet and which medications are probably safe, what to do to shorten the drag time in the pharmacy, how to write prescriptions most efficiently, and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera and today is a really awesome and unique day. It is, think the second time I've had somebody in the podcast studio with me live for a podcast and it's the one and only Jason Dent. Jason, how are you? I'm doing well. Good morning. Thanks for having me. It is crazy. I I watch Instagram real like this all the time where people are like in the podcast and they're hanging out on two chairs and couches and now look at us. We're doing it. Cheers. Cheers.   That was a mic cheer for those of you who are only listening, but yeah, Jace, how does this feel to be on the podcast? It's weird. Like I was not nervous at all talking about it. I got really nervous as soon as you hit play. So if I stumble over my words, please forgive me ahead of time. Well, Jason, I appreciate you being on the podcast because marketing had asked me to do a topic about teledentistry and I was like, oh shoot, that's like not my forte at all. so   You and I were actually chatting in the hot tub. call it Think Tank session and you and I, we have a lot of good ideas that come from that Think Tank. A lot of business. no phones. That's why. We do leave our phones out. But I was talking to Jason and this is actually a podcast we had talked about quite a while ago. Jason has a lot of information on pharmacy. And if you don't know, Jason isn't really, we were going through all of it last night. It's kind of a mock in the tub. And I think it's going to be great because I feel like this is an area, I'm working at Midwestern and   knowing about how dentists, pharmacology was surely not your favorite one. Jason actually helps a lot of dentists with their clearances. And so we were talking about it and I like it will just be a really awesome podcast for you guys to brush up on pharmacology, different things from a pharmacist's side. So Jason, welcome. Thank you. Yeah, no, we were talking about it and here's like, what should I talk about on the podcast next? I have all these different topics and she's like, what do you know? And the only real interaction I have with dentists is doing clearances for procedures. We get them all the time, which makes sense.   Lots of people are on blood thinner, I've always told Kiera, like, hey, I could talk about that. Like, that's kind of a passion of mine. I'm not a dentist. Or my name is Jason Dent. So in Hebrew, Jason means tooth. No, no, no, sorry. Nerves are getting to me. Jason means healer and Dent means tooth. So my name means tooth healer. So, here's a little set. Hold on, on, hold Can we just talk about? I brought that up before you could talk about it more. So.   My name means tooth healer but I did not become a dentist. I know you wanted me to become a dentist. did. I don't know why. I enjoy medicine. I know what you're going to get to already. The things you're going to ask me. There's been years of this. But nevertheless, that's my name. We'll get that out of the way. But you did give me a great last name. So I mean, it's OK. You're All is fair and love here. SEO's up for that. But yeah, Jason, I'm going to get you right into the show. And I'm going to be the host. And we're going to welcome to the podcast show. Jace, how are you?   Good, good, good. Good, good, good. So by getting into clearances, right? This is what you're kinda talking about with you know, before we get to clearances, I actually wanted Jason, for the listeners who don't know you, who haven't talked to you, who don't know, let's kinda just give them like, how did you go from, Kiera wanted you to be a dentist, to now Jason, you are on the podcast talking as our expert on pharmacy. fantastic. I've always really loved medicine, a ton. As a kid getting headaches and taking Excedrin, like you just feel like a miserable pile of crap.   and then you take two pills and all of a sudden you feel better. Like that's amazing, like how does that happen? Also getting ear aches as a kid, just being in so much pain and then taking some medicine and you start feeling a lot better. I always had a lot of appreciation for that. I've always been mechanically inclined. I went to, started doing my undergrad and took biology and learned about ATP synthase, which is a spinning enzyme that's inside the mitochondria, like a turbine engine. I used to work on small engines on my dirt bike and thought that is so cool. So I really got wrapped up into chemistry.   All the mechanics of chemistry really pulled me in. I'm not getting goosebumps. checking. I usually get goosebumps when I think about chemistry. But it's so cool. You think an engine's awesome, like pistons and camshafts and pressures, the cell is the same thing. It's not as loud, so it's not as cool. But it's fascinating. that's why we're like. ⁓   chemistry and really got into coagulation. So I did my residency after pharmacy school. we went to Arizona for three years. ⁓ You did and your main focus, you were never wanting to be the guy behind the counter. No, I haven't done that. Yeah. No, I love them though. I've always really want to go clinical. ⁓ But I love my retail ⁓ pharmacists. They're amazing resources. And ⁓ I use the retail pharmacist every day still to this day, but I went more the clinical route, really love the chemistry aspect of it.   did my doctorate degree and then I did my residency in Reno. Reno's kind That's how we got here everybody. Welcome to Reno. Strategically placed because I was really interested in critical medicine and where we're located we cover a huge area. So we pull in to almost clear, we go clear to Utah, clear to California, all of Northern Nevada. We get cases from all over. So we actually are kind like the first hub of care for lot of areas. So we really get an eclectic mixture of patients that come in that need-   all kinds of different cases that are coming to them. So it's what I really wanted. So I did my residency in critical care there. And then for the next 10 years, I worked in vascular medicine with my final five years being the supervisor of the clinic. Ran all the ins and outs of that. So my providers, two doctors were on our view. So when we talk about dentistry, talk about production, those kinds of things, totally get it. My doctors were the exact same way, my vascular providers. ⁓   There's some pains there, right? You wanna be seeing patients as much as possible, being able to help as many people, keeping the billing up. And had other nurse practitioners, four practitioners, a fleet of MAs, eight pharmacists. We also had that one location we had, going off the top of my head, I think we had eight locations running as well. And we took care of all the different kinds of vascular cases that came to us. Most common was blood clots, ⁓ which is just a...   which is an easier way of saying VTE. There's so many different ways to say a blood clot. Like you might hear patients say, I've had a PE or a DVT or a venous thromboembolism or a clot in my leg, right? They're all clots, but in different locations. Same with an MI, and MI can be a clot as well. ⁓ there's a lot of, everybody's kind of saying the same thing, but sometimes the nomenclature can make it sound hard, but it really is actually pretty simple.   No. And Jason, I love that you went through, you've been in like, and even in your, ⁓ when you were getting your doctorate, you were in the ER. You also worked in retail pharmacy. remember you having a little sticker on your hand. And retail pharmacy, I have a lot of respect for those guys. They have a lot of pressure on them. and then you also, ⁓ what was that test that you had to take that? I don't know. You were like studying forever for it. ⁓ board certification for, ⁓ NABP. Yeah. So I did that board certification as well.   And now you've moved out of the hospital side onto another section in your career. Now in the insurance, right? So it's really, really interesting. So now I'm on the other side reading notes and evaluating clinical appropriateness and trying to help patients with getting coverage and making those kinds of determinations. So yeah, I've really jumped all over. Really love my clinical days. I know. don't I don't I do miss them. But yeah, kind of had a good exposure to a lot of.   pharmacy a lot a lot of dentists actually with all the places that come through which Jason I really appreciate that and honestly I know you are my spouse and so it's fun to have you on but when I go into conversations like this I don't know any of this information and so finding experts and Jason I think here's me talk more about dentistry and my business than I do hear about him on pharmacy so as we were chatting about this I really realized you are a wealth of knowledge because you've been on the clinical side so you've done a lot of patient care and you've seen how   medications interact and I know you've had a few scares in your career and ⁓ you've known some physicians that have had a few scares and ⁓ you've seen plenty of patients pass away working in the ER and gosh in Arizona drownings were such a big deal. I remember when you were in the ER on your rotations I'd be like who died today? Like tell me the stories and you've really seen and now going on to the insurance side I felt like you could just be such a good wealth of knowledge because I know dentists are sometimes so   I would say like maybe just a little more anxious when it comes to medications. I know that dental students from Midwestern were like here was like four months and we had to like pass it, learn it. And Jason, you've done four years plus clinical residency, plus you've been in it. And something I really love about Nevada Medicine is they've been so collaborative with you.   like your heart, your cardiologist, they diagnose and then they send to you to treat with medicine and... Yeah, I've been really lucky being here in Reno too. The cardiology team has been amazing to work with. We started a CHF program, sorry, congestive heart failure program for patients. So we would collaborate with cardiologists. They'd see the cardiologists and then they send them to the pharmacist to really manage all the medications. So there's pillars of therapy ⁓ called guideline directed medical therapy and the pharmacist would take care of all that. So that's gonna be your...   your beta blockers, your ACEs, your ARBs, your Entresto, which would be a little bit better, spironolactone. So just making sure that all these things are dosed appropriately, really monitoring the heart, and make sure that patients are getting better. we've had real positive outcomes when the, sorry, this is totally off topic. do, talk about that study. When we looked at when patients were coming to see our pharmacists in our clinic that we started up, the patients were half as likely to be readmitted. And this was in 2018, and our pharmacists,   We're thinking about all the medications. We're usually adjusting diabetes medications too at the same time. Just kind of naturally just taking care of all the medications because we kind of got a go ahead from the providers, a collaborative practice agreement that we could make adjustments to certain medications within certain parameters. So we weren't going rogue or maverick, but we were definitely trying to optimize our medications as much as possible. And then years later, some studies came out with, I'm sure you've seen Jardins and Farseegh. not trying to, I'm not.   I don't get any kickback from them. I have no conflicts to share. But because our pharmacists were really optimizing that medication, those medications were later shown to reduce hospitalizations and heart failure, even though they're diabetes medications. Fascinating. So it wasn't really the pharmacists. It was just the pharmacists doing as much as they can with all the tools that were in front of them. And then we found out that the patients were going back to the hospital.   half as much as regular patients. So, yeah, being here, it's been so amazing to work with providers here. the providers here want help, want to help patients, don't have an ego. I mean, I just, it's awesome. I love it. I do love how much I think Jason sees me geek out about dentistry and I watching Jay's geek about his pharmacy and how much he loves helping patients. And ⁓ really that was the whole idea of, all right.   Dentistry has pharmacy as a part of it. And I know a lot of dentists are sending in clearances and I know working in a chair side, it would be like, oh no, if they're on warfarin or on their own blood clot, you guys, honestly don't even know half of what I'm talking about because this is not my jam, which is why Jason's here. But I do know that there was always like, well, we got to talk with their provider. And so having Jason come in and just kind of explain being the pharmacist that is approving or denying or saying yes or no to take them off the blood thinners in different parts, because you have seen several dental   I don't know what they're called. What is it? Clarence's? that what comes to you? don't even know. All day my mind, it's like, here is the piece of paper that gets mailed to you to the pharmacist and then you mail it back. So whatever that is. But Chase, let's talk about it because I think you can give the dentist a lot of confidence coming from a pharmacist. What you guys see on that side. When do you actually need to approve or disapprove? Let's kind of dig into that. Yeah. Well, first of all, I think I'm not a replacement for any kind of clinical judgment whatsoever. Every patient's different. But the American Diabetes Association, you   I work with diabetes a lot. American Dental Association has some really great guidelines on blood thinners and I would always reference them. I actually looked at their website today. Make sure I'm up to speed before I get back on this again. They have resources all around making decisions for blood thinners. And I think the one real important thing in putting myself in the shoes of a dentist or any kind of staff that's around a patient that's in a chair, if they say I'm on a blood thinner, right, a flag goes up. At least in my mind, that's what goes up.   Like, okay, how do we get across this bridge? And I think the important thing to really distinct right then when they say they're on a blood thinner is that is kind of a slang word for a lot of different medications, right? Like it's the overarching word that everybody pulls up saying, I'm on a blood thinner. It's like, okay, but I don't know what say. It's like, I have a car. You're like, okay, do you have a Mazda? Do you have?   Toyota, Honda, what do you have? or even worse it'd be like saying I have a vehicle, right? So when somebody says they're on a blood thinner, it opens up a whole box of possibilities of what they're Blood thinners are also, doesn't, when they're taking these types of medications that are quote unquote a blood thinner, it doesn't actually thin the blood, like adding water to the blood, if that makes sense, or like thinning paint, or like thinning out a gravy, right? It doesn't do the same thing. Blood thinners, really what they're doing is they're working on the blood, which.   which is really cool, try not to tangent on that. ⁓ When they're working on the blood, it's not thinning it per se, but it's making it so that the proteins or platelets that are in it can't stick together and make a cloth quite as easy. So whenever somebody's on a blood thinner, I usually ask, what's the name of the blood thinner that you're on? It's not bad that they use that slang, that's okay, on the same page, but it's really broken into two different classes. There's anticoagulant and antiplatelet.   And a way to kind of remember which is which, when residents would come through our clinics, the way that I teach them is a clot is like a brick wall. You know, it's not always a brick wall. Usually the blood is a liquid going through. But once they receive some kind of chemical message, it starts making a brick wall with the mortar, which is the concrete between the and the bricks, the two parts. When it's an anti-quagent, it's working on that mortar part. When it's an anti-platelet, it's working on the bricks part, right? You need both to make a strong clot or strong brick wall.   But if you can make one of them not work, obviously like if your mortar is just water, it's not working, right? You're not gonna make a strong brick wall. So that's kind of the two deviants right there. So that's what I do in my mind real quickly to find out because antiplatelets are usually, so that's gonna be like your Plavix, Ticagrelor, Brilinta. And hold on, antiplatelets are bricks? Good job, bricks. They're the bricks. And so the reason I was thinking you could remember this because I'm, antiplatelets, it's a plate and a plate is more like a brick.   And anti coagulant, I don't know why quag feels like mortar to me, like quag, like, know, it's like slushy in the blood, like it's coagulating. It's a little bit of that, like, honestly, I'm just thinking like coagulated blood is a little bit more mortar-ish. And so platelet is your plate, like a brick, and anti-quag is like.   the gilly between the bricks. Okay, okay, I got it. Yeah, so there's an exception to every rule, but when they're on that Don't worry, this is Kiera, just like very basic. You guys are way smarter listening to this, and that's why Jason's here. No, no, you helped me pass pharmacy school. When we were doing all the top 200, you helped me memorize all know what flexorill is, all right? That's a muscle relaxant. Cyclo? I don't know that part. It's a cyclo, because you guys are cycling and flexing. I don't actually know. just know it's a muscle relaxant, so that's about as far as I got. When we're looking at antitick platelets, so that's the brick part, so that's going to be your, you know,   Hecagrelor, Breitlingta, Clopidogrel is the most common one. It's the cheapest one, so probably see that one the most. Those, I mean, there's an exception to every rule, but that's generally being used after like a stent's placed in the heart. It can be used for VTE, there's some out there, but that's pretty rare. But also for some valves that are placed in the hearts, it can be used for that as well. So antiplatelet, really thinking more like a cardiac event, right? Like I said, there's always an exception to every rule, but that's kind of where my mind goes real quickly, because we're gathering information from the patient.   They're on anticoagulant. Those are like going to be the new ones that you see commercials for all the time. So Xeralto, Alequis, those are the two big ones right now. They're replacing the older one. And also we were supposed to do a disclaimer of this is current as of today because the ADA guidelines do change. this will be current as of today. And Jason, as a pharmacist, is always looking up on that. I had no clue that you are that up to speed on dental knowledge. so just throwing it out there that if you happen to catch his podcast,   a few years back that obviously check those guidelines for sure. But the new ones are the Xarelto and Eloquist. They're replacing the older ones of warfarin. Warfarin's been around for a really long time. We've seen that one. Those are anti-coagulants. So when you're looking, when a patient says that, generally they're on that medication because they've possibly had a clot in the past or they have a heart condition called atrial fibrillation. Those are kind of the two big ones. Like I said, there's always caveats to it, but that's kind of where my mind goes real quickly. And then,   as far as getting patients cleared, the American Dental Association has really good resources on their website. You can look at those and they're always refreshing that up. They even say in their own words that there's limited data around studying patients in the dental chair and with anticoagulants or anti-platelets. It's pretty limited. There's a few studies, some from 2015, some from 2018. There's one as recent as 2021, which is nice. But really, all of those studies come together and it's really more of an expert consensus.   And with that expert consensus, they have kind of simplified things for dentistry, which is really nice. ⁓ comparing that to, we have more data for like total hip replacement, total knee replacement. We have a lot of data and we know really what we should be doing around then. But going back to dentistry, we don't have as much information, so they always say use clinical judgment, but they do give some really great expert guidance on that. So if a patient's on an anticoagulant, ⁓   they generally recommend that it doesn't need to be stopped unless there's a high bleeding risk for a patient. as a provider or as a clinician in the practice, you can be looking at high bleeding risk. Some things that make an oral procedure a little bit lower risk is one, it's in the compressible site, right? Like we can actually put pressure on that site. That's the number one way to stop bleeding is adding pressure. It's not like it's in the abdominal cavity where we can't get in and can't apply pressure. So number one, that kind of reduces the bleeding risk.   is number one. Two, we can add topical hemostatic agents. Dentists would know that better than me. There's a lot of topical ways to do that. So not only pressure, but there's those things as well. And also, but there are some procedures that are a little bit more likely to bleed. And that's where you and dentists would come in hand in What's the word in APO? Oh, the APOectomy. I got it right. Good job. like, didn't you tell me last night that the ADA guideline was like what?   three or four or more teeth? great question. So you can extract one to three teeth is what their expert consensus One to three teeth without. Without really managing or stopping anticoagulation or doing anything like that. I think that's some good guidance from them. I'm gonna add a Jasonism on that though. So with warfarin, I do see why dentists would be a little bit more conservative or worried about stopping the warfarin because warfarin isn't as stable as these newer agents. Warfarin, the levels.   quote unquote levels can go really high, they can go really low. And if the warfarin levels are high, they're more likely to bleed. So I do think it makes sense to have a really recent INR. That's how we measure what the warfarin's doing. I think that makes a lot of sense, but the ADA guidelines really go into the simplification version of all these blood thinners. Generally, it's recommended to not stop them because the risk of stopping them outweighs the benefit of stopping them in almost every case. Almost every case.   ⁓ So when you're with that patient, right, they say I'm on a blood thinner, finding out which kind of blood thinner that they're on, you find out that they're on Xeralto, right? How long have you been on Xeralto for? I've been on it for years. You don't know exactly why, but if they haven't had any recent bleeding, you're only gonna remove one tooth. ⁓ You can do what's called a HasBlood score. That kind of looks at the bleeding risk that they'd have. That'd be kind of going a notch above, but in my mind, removing one tooth isn't a real serious bleeding risk. I'd love to hear from my dentist friends if they...   disagree, right, but ADA says one to three tooth removals, extractions, that's the fancy word. Extractions, yeah, for extracting teeth out. Is not really that invasive. Sure. It's not that high risk, so it's usually perfectly fine. So if a patient was on Xarelto, ⁓ no other, this is in a vacuum, right? I'm not looking at any other factors, which you should be looking at other factors. I would be perfectly fine to just remove one to two.   And when those clearances come in, because dentists do send them, talk about what happens. You guys were working in the hospital and you guys would get these clearances all the time. do. We get them so often. I mean, we get like four or five a day. We'd love to give it to our students, student pharmacists, and ask them what to do. And they would usually look up the American Dental Association guidelines and come up with something. We're like, yep, that's what we say too. In fact, we say it so many times a day that we have a smart phrase.   which just blows in the information real quickly and faxes it right back to the So it's like a copy paste real quick. So what I wanted to point out when Jason told me this is dentists like hearing this and learning this, this can actually save you guys a ton of time to be able to be more confident, to not need to send those clearances on. And we were actually talking last night about how I think this might be a CYA for dentists. like, as we were talking, I think Jason, you seeing so many other aspects of medicine, like you've literally seen patients die, you've seen other areas.   And so coming from that clinical vantage point, we were realizing that dentists, we are so blessed to live in an injury. I enjoy dentistry because possibly there's someone dying, not super high, luckily in dentistry. The only time that I have actually had a doctor have a patient pass away, and it was only when they were completely sedated and doing ⁓ some other things, but that was under the care of an anesthesiologist. And so that's really our high, high risk. And so hearing this, Jason,   That was one of the reasons I wanted him to come on is to give you doctors more confidence of do we have to always send to a pharmacist? I mean, hearing that on the pharmacy side, they're just sending these back and not to say to not see why a to not cover this because you might be questioning like, well, do I really need to? But you also were talking about some other ways of so number one, you guys are just going to copy back the 88 guidelines. So so 88 guidelines. Yeah. And I think that that gives a lot of confidence to a provider or a dentist is that you can go to the 88 guidelines and read them, right? Like you're listening to some   nasally monotone pharmacist on a podcast. Rumor has it, people love him at the hospital. were like, you're the voice, he's been told he has a good radio So for the clinic, I was the voice. Like, yeah, you've reached the vascular clinic, right? And they're like, oh my gosh, you're the voice. But sorry, you me distracted. That'll be your next career, Jace. You're going to be a radio host. OK. I would love that. I love music. But you're hearing from a nasally guy, but you can actually read the ADA guidelines. You just go right to the ADA, click on Resources, and under Resources, it has the   around anticoagulants, I think that's the best way to get a lot of confidence about it because they have dentists who are the experts making calls on these. I'm just reiterating what they say, but I think it makes a lot of sense to help providers. And the reason why my heart goes out to you as well is having the providers that used to work underneath me, they're always looking for our views, which is a fancy way of making sure that they're drilling and filling. Can I say that? Yeah, can say drilling and filling. They're being productive, right? They're being productive, right?   They're always looking to make sure if a patient's canceling, like get somebody in here. Like I need to be helping people all day long. That's how I, we keep the lights on. That's how I help as many people. And so if you have a patient coming in the chair and it has an issue, they say I'm on Xeralto. Well, you can ask real quickly, why are you on Xeralto? I had a clot 10 years ago. my gosh. Well, yeah, we're pretty good to go. Then I'm not worried. We're only removing one tooth or we're just doing a cavity or a cleaning. Something like that. Shouldn't be an issue whatsoever because there's experts in the dental. ⁓   in the dental society, the ADA guidelines that recommend three teeth or less, minimally invasive. They really recommend if it's gonna be really high bleeding risk. And clinically, that's where you would come in, ⁓ or yourself. know, apioectomy is one that's like on the fence line. I don't know where implants set. though, and like we were talking, implants aren't usually like a date of procedure. Most people aren't popping in, having tooth pain, and we're like, let's do an implant. Now sometimes that can be the case, but typically that one's gonna have   a few other pieces involved. And so that is where you can get a clearance if you want to. ⁓ But we were really looking at this of like so many dentists that I know that you've seen will just send in these clearances because they are. And I think maybe a way to help dentists have more confidence is because you know, I love routines. I love to not have to remember things. So why don't we throw it in, have the team member set it up where every quarter we just double check the ADA guidelines. Are there any updates? Are there any other things that we need to do on that? That way you can just see like   getting into the language of this, of what do I need to do? Because honestly, you guys, know pharmacy was not a big portion for it, so, recommending different parts, but I think this is such a space where you can have confidence, and there's a few other things I wanna get to, and I you- I some pearls too. Okay, go. I'm so when she get me into talking about drugs, I'm not gonna stop. So, some other things around that too is these newer blood thinners like Xarelto Eloquist, they now have reversal agents, so a lot of providers in the past were really worried about bleeding because we can't turn it off. We can turn those off. Warfarin has reversal as well, right?   So I'm looking at these patients. It's really low risk. It's in the mouth, generally speaking. Very rarely are they a high bleeding risk. Now if you're doing maxillofacial surgery, this does not apply, right? This does not apply whatsoever. you're like general dentist, you're pediatric dentist. Yeah, yeah, and it's kind of on the fly. So just trying to really help you to be able to take care of those patients on the moment, have that confidence, look at the ADA guidelines, have that in front of you. I don't think it's a bad thing to ever...   check with their provider if you need to. If you're thinking, I feel like I should just check with the provider, I would never take that away from you. But I just want to kind of steer towards those guidelines that I have to help. But what did you want to share? No, yeah, I love that. And I think there were just a few other nuggets that we were chatting about last night that can help dentists just kind of get things passed a little bit easier. So you were mentioning that if they were named to their cardiologist, what was it? was like, who is the last? Great question. Yeah, when a patient's on a blood thinner,   It could be prescribed by the cardiologist. It could be prescribed by the family provider or could have been punted to like a vascular clinic like where I was working. It can go to any of those. And when you send that fax, right, if it goes to the cardiologist and it's supposed to go to the family care provider, like it just kind of goes, goes nowhere, right, from there. So I think it's a really good idea to find out who prescribed it last. If the patient doesn't know who prescribed their blood thinner last, you can call their pharmacy. I call pharmacies all day long.   I have noticed in the last year, they are way easier to get a hold of, which has made my job a lot easier, working on the insurance portion. So reaching out to the pharmacy, finding out who that provider is and sending it to them, because they should be able to help with that. I thought that was a good shift in verbiage that you had of asking instead of like the cardiologist, because that's who you would assume was the one. But you said like so many times you guys would take care of them, and then they go back to family practitioner, and you guys would get the clearances, but you couldn't clear because you weren't overseeing. So just asking the patient.   who prescribed their medication for them last time. That way you can send the clearance to the correct provider. then- And they might not know. You know patients, right? They're like, I don't know, my mom's or else, I don't know who gave it to me. Somebody told me I need to be on this. But at least that could be another quick thing. And then also we were talking last night about-   ⁓ What are some other things that dentists can do when like writing scripts to help them get what I think like overarching theme of everything we discussed is one how to help dentists have less I think drag through pharmacy. ⁓ Because pharmacy can take a little while and so perfect we now know the difference between anti-quag and anti-platelet. We know which medications are probably safe. We know we can check the ADA guidelines so that we were not having to do as many clearances. We also know if they're on a medication to find out and we do need a clearance.   who we can go to for the fastest, easiest result. And now, in talking about prescriptions, you had some really interesting tips that you could share with them. Yeah, so with writing prescriptions, right, pharmacies are pharmacies. So I'm not gonna say good thing or bad thing. There are challenges working with pharmacies. I'm not gonna play that down at all. ⁓ If you're writing prescriptions and having issues and kickbacks from pharmacies, there's some interesting laws around ⁓ writing prescriptions. Say that you're trying to ⁓ prescribe   augmentin, you know, 875 BID, and you tell the patient, hey, I want you to take this twice a day for seven days, and then you put quantity of seven, because you're moving fast, right? You want it for seven days, quantity of seven. Quantity would actually be 14, right? It's not that big of a deal. Anybody with common sense would say if you're taking a pill for twice a day for seven days, you need 14 tablets. But LAHA doesn't allow pharmacists to make that kind of a change, unfortunately. They have to follow what you're saying there. So you're going to get a...   An annoying callback that says, you wrote for seven tablets. I know you need 14. Is that OK? Just delays things, right? So ⁓ I really like the two letters QS. That's Q isn't queen. S isn't Sam. Yeah. It stands for quantity sufficient. So you don't have to calculate the amount of any medication that you're doing. So for me, as a pharmacist, when I was taking care of patients, I hated calculating the amount of insulin they would need for an entire month. So I would say.   Mrs. Jones needs 15, I'd say 15 units ⁓ QD daily. ⁓ And then I say QS, quantity sufficient, ⁓ 90 day supply through refills. So the pharmacy can then go calculate how much insulin that they need. I don't have to even do that. So anytime you're prescribing anything, I like that QS personally. So that lets the pharmacy use ⁓ common sense, as I like to call it, instead of giving you a call. I think that's super helpful. I also thought of one thing too.   going back to blood thinners is when it's kind of like a real quick, like they're not gonna have you stop the blood thinner at all. like you're seeing if you can stop the blood thinner for a patient, there's some instances it's just not gonna happen. And that's whenever they've been, they've had a clot or a stroke or a heart attack within the last three months. Three months. Yeah, that's kind of like the.   Because so many people are like, they had a heart thing like six years ago. And so I think a lot of my dentists that I worked with were like, we got to stop the blood thinners. But it sounds like it's within three months. Yeah, well, I'm just the time. Like this is general broad strokes. What I'm just trying to say is when you want to expect a no real quick. Got it. Right. So because benefits of stopping a blood thinner within those first three months of an event is very, very risky versus the, you know, the benefit of reducing a little bit of blood coming out of the mouth. Right. Like that's not that bad.   when somebody's had a stroke or a heart attack or pulmonary embolism, a clot in the lung, like we can't replace the lung, heart or brain very easily. We can replace blood a lot better. We've got buckets of it at most hospitals have buckets of it, right? So I'm always kind of leaning towards I'd rather replace blood than tissue at all times. So that's kind of a quick no. If they've had one those events in the last three months, we are really, really gonna watch their brain instead of getting.   root canal, right? Like really worried about them. So you'll just say no. And they could the dentist still proceed with the procedure or would you recommend like a three month wait? Or is it provider specific way the pros and cons because sometimes you need to get that tooth out. Great question. think then it's going to come into clinical. That's that's when you send in the clearance, right? Like, and it's great to reach out to the provider who's managing it for you. But I think it's kind of good to know exactly when you get a quick no quick no is going to be less than three months.   ⁓ Or when it's going to be like a kind of a typical, yeah, no problem. If it's been no greater than six months, they're on the typical anticoagulants or alto eloquence. Nothing crazy is going on for them. You're only removing two teeth. This is very, very low risk. But again, I'd urge everybody to read the ADA guidelines. That way you feel more comfortable with it. I'm not as eloquent as they do. They do a real good job. So I don't want to take any of their credit. I think they do a real good job of simplifying that and making you feel confident with providing.   more timely care for patients. Which is amazing. And Jayce, one last thing. I don't remember what it was. You were talking about the DEA and like six month rule. yeah. Let's just quickly talk about that and then we'll wrap this because this is such a fascinating thing for me last night. Yeah. So when comes to prescribing controlled substances, most providers have to have a DEA license. OK. First of all, though, what's your take on dentist prescribing controlled substances? ⁓ I don't think, you know, I worked on the insurance side of things. Right. And I look at the requirements for the   as the authorizations, what a patient, the criteria a patient needs to hit in order to qualify for certain medications. A lot of times for those controlled substances, they have pretty significant issues going on, like fibromyalgia or cancer-related pain or end-of-life care versus we don't, in all my scanning thread, I don't have a ⁓ perfect picture memory. Sure. But I don't usually see oral.   pain in there. There is some post-operative pain that can be covered for those kind of medications but I really recommend to keep those lower and in fact in a lot of our criteria it recommends you know have they tried Tylenol first, they tried, have they filled NSAIDs or are they contraindicated with the patient. So really they should be last line for patients in my two cents but there's always going to be a caveat to the rule right? Of course. comes through that has oral cancer and you're taking   like that would make sense to me. Got it, so then back to the DEA. Yeah, okay. Okay, ready. So as a provider, you should be checking the, if you're doing controlled substances, you should be checking the prescription drug monitoring program, or sometimes called the PDMP, looking to see if patients are getting ⁓ controlled substances from another provider. So it's really just a check and balance to make sure that they're not going from provider to provider to getting too many narcotics and causing self harm or harm to others.   And so with checking that PDMP before prescribing, I think a lot of providers do that. A lot of softwares that I'm aware of, EMRs, electronic medical records, sometimes have links so that you can do that more quickly. However, I don't think it's as intuitive that they need to be checking that every six months in some states. And like here in Nevada, you're supposed to be checking it every six months, not for a patient, but for your actual DEA registration to see if anybody else is prescribing underneath you. Because if you don't check that every six months, you could get in some serious trouble with...   not only DEA, but even more the Board of Pharmacy and your state. Now, I don't know all 50 states, so I check with your state to see if you need to be checking that every six months, but set an alarm just to check that real quickly, keep your nose clean. ⁓ I've had providers, I've had to remind to do that. And if somebody was using your account, prescribing narcotics, you'd never know unless you went and checked that PDMP.   Yeah, I remember last night you were like, and if that was you, I would not want to be you. The Board of Pharmacy is going to be real excited to find you. So that was something where I was like, got it. So, and we all know I'm big on let's make it easy. And Jason, I love that you love this so much and you just brought so much value today. And like also for me, it's just fun to podcast. fun. Yeah. But I got a nerd out on my world a little bit. Bring it into yours. I work with dentists or at least you know, when I was working in Vascular Clinic all day long. Great questions that would come through. Yeah.   So I think for all of us, as a recap on this is number one, I think setting yourself ⁓ some cadences. So maybe every quarter we check our ADA guidelines and we check our, what is it, PDMP. PDMP. so each state, so they call it Prescription Drug Monitoring Program. We need that. Yeah, but there are different acronyms in different states, though. That's just what it's called in Nevada. I forget what it is in California, but you can check your state's prescription monitoring program, make sure that opioids aren't being prescribed under your name. Got it. So we just set that as a cadence.   We know one to three teeth most likely if they're on a blood thinner is According to the 88 as of today is good to go You know things that are going to get a quick know are going to be within the last three months of the stroke the heart attack or the Clot I'm thinking like the pulmonary embolus. Yeah, that's what we're trying to prevent   Those are gonna be quick knows and then if we're prescribing, let's do QS. We've got quantity is sufficient so that we're not getting phone calls back on those medications that we are. And then on narcotics, just being a bit more cautious. Of course, this is provider specific and in no way, or form did Jason come on here to tell you you are the clinical expert.   Jason's the clinical expert on medications. And if you guys ever have questions, I know Jason, you geek out and you want to talk to people so that anyone wants to chat shop. Be sure to reach out and we'll be able to connect you in. we've even talked about possibly, so let me know listeners. You can email in Hello@TheDentalATeam.com of ask a pharmacist anything. I talked to Jason. I was like,   We'll just have them like send in questions and maybe get you back on the podcast or we do a webinar. But any last thoughts, Jace, you've got of pharmacy and dentistry as we as we wrap up today? No, I think that's pretty much it. So check the ADA guidelines. I think it's really good to have cross communication between professions. Right. If you're working with the pharmacy, CVS, Walgreens or something like that or Walmart, I know that it can be challenging. Right. They're under different pressures. You're under different pressure. So I think ⁓ just coming in with an understanding, not being angry at each other.   you know what mean, is super beneficial and working together. When it comes to it, every dentist that I've talked to is actually worried about their patient. Every pharmacist that I've worked with is really worried about the patient as well. So we're trying to accomplish the same thing, but we have different rules and our hands are bound in different ways that annoy each other, right? Like I know Dr. Jones, want 14 tablets, but you said seven. And I know Common Sense says I should give them 14, but I've got to make that change.   knowing that their hands are tied by the law. They can't use as much common sense, which is aggravating. I mean, that's why I love what I gotta do here. I gotta just kind of help a lot more and use common sense and improve patient care. But those kinds of things I think are really beneficial as you work together and then not being so afraid of blood thinners, right? So I think those guidelines do a great job of giving you confidence and not worrying about the side effects. And there's a lot of things that you can do locally for bleeding.   You have a lot of control over that. I think that's pretty cool, the tools they have. Yeah. And at the end of the day, yes, you are the clinician. You are the one who is responsible for this. so obviously, chat, but I think collaborating, talking to other pharmacists, talking to them in your state, finding out what are the state laws, things like that I think can be really beneficial just to give you peace of mind and confidence. And again, dentistry, are maybe a bit more risk adverse because luckily we don't have patients dying That's great thing. Yeah, that's fantastic. I want my dentists to be risk adverse. I think so too. But Jason, I appreciate you being on the podcast today.   And for all of you listening, ⁓ more confidence, more clarity, more streamline to be able to serve and help our patients better. if we can help you in any way or you've got more questions, reach out Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast.  

This week on the podcast, your two favorite comedians discuss… —Football—Cancel Culture—Erika Kirk—Amazon00:00 Introductions06:26 Cancel Culture23:15 Erika Kirk36:52 AmazonCancel CultureThis first story is a doozy… A natural gum company, Underbrush, went live on TikTok. They were promoting, wait for it, their gum.An insane woman showed up and started talking politics, and after VERY politely telling her they didn't want to make their company political, they blocked her.Because she wouldn't shut up.So, naturally, she went online and created a video about how awful the company was, and her dumber-than-a-box-of-rocks followers all piled on the company.Fascinating stuff.Erika KirkCandice Owens, beautiful but insane, released an audio track of Erika Kirk (insane and insane) giggling over how much money they raised at her husband's memorial… ELEVEN DAYS AFTER HE WAS ASSASSINATED.That's…Bizarre.AmazonThey can afford to bribe Donald Trump by paying Melania $28 million to star in a propaganda piece about herself, but can't afford their workers, apparently.30,000 people are about to lose their jobs.The economy is doing great! Idiots on Parade: we mock the news, so you don't have to.Tune in and get your giggle on.Find Jake at @jakeveveraFind nathan at nathantimmel.comShow your support by picking up a T-Shirt: https://nathan-timmel.dashery.com/

Lauretta has as her guest, Leslie Tuzi an accomplished artist and former event industry executive. She is the author and illustrator of the children's picture book, "Just the Way That You Are," which she created with the help of her grandchildren. The book celebrates individuality and being true to oneself with Leslie's illustrations and storytelling informed by her thirty plus years of professional experience in the event design industry. Leslie is a proud member of the Society of Children's Book Writers and Illustrators (SCWI) and actively connects with families, educators, libraries, and children's organizations to bring her story to life. St. Stanislaus Kostka Parish     

Support The Volley Pod by engaging with us on Patreon patreon.com/thevolleypodIn this episode of The Volley Pod, hosts Tod and Davis reflect on their journey with the podcast, discuss community engagement through Patreon, and delve into various volleyball coaching techniques. They emphasize the importance of skill development, particularly through innovative drills and games that enhance ball control and decision-making. The conversation also highlights the significance of engaging training methods that captivate players' attention while improving their skills. Additionally, they share valuable resources for coaches and players looking to enhance their volleyball performance.The Art of Coaching Volleyball Videos of the Week https://www.theartofcoachingvolleyball.com/training-players-to-read-look-see-decide/  Ben Josephsonhttps://www.theartofcoachingvolleyball.com/worlds-longest-rally-correcting-mistakes/  Doug Reimerhttps://www.theartofcoachingvolleyball.com/in-system-out-of-system/  Dave RubioResource of the Weekhttps://www.youtube.com/@cameronperformance Cameron Performance - “Volleyball Performance Specialist” - Cameron Performance is a volleyball performance academy founded by Jade Cameron, specializing in strength, skill, and mental training for volleyball athletes of all levels, from youth to professionals. focuses on volleyball mastery through position-specific programs that integrate sports science, exercise science, biomechanics, and mindset development. Check out our Tod Mattox's books! Available on Amazon! Get them in your parents' hands!The Volleyball Journey: A Handy Guide Book for Players and Parents by Tod Mattox⁠⁠⁠⁠⁠⁠https://www.amazon.com/VOLLEYBALL-COACHS-BOOK-LISTS-Inspiration/dp/B0DP5JFQC8/ref=sr_1_28?crid=2KJH98WQ39435&dib=eyJ2IjoiMSJ9.oxg1qQgJwtLqoZGdSEuK4bNHKYYRR4-cAA-9V23RMX-nL-x0EXVHeZsvloPz9dC3i0ivVmMRxTRCiVuqIQX0wJdDCvRlOzNvTkCHt5OPRsFejjaGI84DYqOtMvgeii8-Vjdlzr_ho0p8UKsZTf0TrCB1BTVR-Jbii8lHxy2StdIfdMIjldHHMF9eWFTQMVg8Eki4iJ_W4jUWfaYrTAPPcdyudyCQI7n_XZgnecS2Jdzb1CHwAO9JCszm2Tn6JYE8-Jdih2_HPaxyHbRhH5OQFpmncO6-ptR4TS-x3jtx9lk.hZo8QjPAUkfGwUYhQ14Iyo2kR5SseQsbUbPnmbM9YKI&dib_tag=se&keywords=volleyball+coach&qid=1733809078&sprefix=volleyball+coach%2Caps%2C169&sr=8-28⁠⁠⁠⁠⁠⁠ &The Volley Coach's Book of Lists by Tod Mattox⁠⁠⁠⁠⁠⁠https://www.amazon.com/Volleyball-Journey-Guidebook-Players-Parents/dp/B0FCFCJ4ZM/ref=sr_1_1?crid=TQIVIZM890RJ&dib=eyJ2IjoiMSJ9.gJYP7EUo4goxj4_J2HK-Hxm3XggJnTLwEwrh9NMq_tkPZEFtjyi-0Mc2hL7gBxLflkIl8KKTLJLYzf_vkjQv7g.NfEum75s7UqcqoqR5WkedhXvtpWvHM2-Td7CRUtWkF4&dib_tag=se&keywords=tod+mattox&qid=1750113764&sprefix=tod+mattox%2Caps%2C194&sr=8-1⁠⁠⁠⁠⁠⁠ Find The Art of Coaching Volleyball at:⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠www.theartofcoachingvolleyball.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ The Art of Coaching Volleyball is a comprehensive resource designed to help coaches of all levels to improve their skills, teaching methods, and enhance their knowledge of volleyball. It offers a mix of instructional support, tools, and resources to support coaches in developing athletes and running effective practices.Check out Hudl at Hudl.comHudl empowers volleyball coaches to teach more effectively by providing clear, visual feedback. Through organized video clips and tagging, coaches can highlight successful execution, reinforce team systems, and guide player development in a constructive, efficient way that enhances communication and accountability.Check out The Volley Pod on Instagram at⁠⁠⁠⁠⁠⁠⁠⁠⁠: ⁠https://www.instagram.com/aoc.thevolleypod/⁠⁠⁠⁠⁠⁠⁠⁠⁠Email us at ⁠⁠⁠thevolleypod@gmail.com

We're meeting a doctor who travels far from Ohio to treat patients and two people who are putting a major Ohio city on the map...literally.

We're meeting a doctor who travels far from Ohio to treat patients and two people who are putting a major Ohio city on the map...literally.

Wondering how dating apps compare to thrift shopping? So did we! Host Marina Franklin talks with Zainab Johnson and Kenice Mobley on our latest episode of Friends Like Us as we navigate the amusing world of dating, autism awareness, and everything in between. Listen now for your daily dose of laughter!  Zainab Johnson is a stand-up comedian, actress, and writer quickly being propelled as one of the most unique and engaging performers on stage and screen.  Zainab is currently a series regular on the Amazon Original hit series titled "Upload" from Greg Daniels and stars in her very first One Hour Comedy Special "Hijabs Off" premiering worldwide October 24th only on Amazon Prime video. Kenice Mobley performs stand up comedy around the world and recently made her late-night debut on The Tonight Show with Jimmy Fallon. She appears regularly on SiriusXM and is a Finalist in the StandUp NBC Competition. She was named to Vulture's 2021 list of Comedians You Should and Will Know. Kenice's debut comedy album Follow Up Question, filmed at Union Hall in New York, was released in December 2022. Kenice worked on the BET Awards and By Us For Us, a sketch comedy series presented by Color of Change. She hosts Complexify on ViceNews, Love About Town, an interview and relationship podcast, and Make Yourself Cry, available on Planet Scum. Always hosted by Marina Franklin - One Hour Comedy Special: Single Black Female ( Amazon Prime, CW Network), TBS's The Last O.G, Last Week Tonight with John Oliver, Hysterical on FX, The Movie Trainwreck, Louie Season V, The Jim Gaffigan Show, Conan O'Brien, Stephen Colbert, HBO's Crashing, and The Breaks with Michelle Wolf. Writer for HBO's 'Divorce' and the new Tracy Morgan show on Paramount Plus: 'Crutch  

Kiera is here with a gift to make your practice even better: The three most common mistakes dental practices make, and guidance on how to get out of them. Is your practice making one of these mistakes? Delegating tasks without ownership Avoiding hard conversations Flying blind on your numbers Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team listeners, this is Kiera and today is one of my favorite topics of all time. It's how to avoid the pitfalls because I feel like these are costly mistakes that dental practice owners make. We make these costly pitfalls. We go into them. We don't know about them. And you guys, if you know me, I have a mantra and I say, don't lose money. I hate losing money. It's one of my biggest pet peeves and I don't want you to lose money. So I'm excited to talk about it. I hope you guys are excited because...   The reality is like so many people talk about like, success leaves clues and it does, but so does failure. And I I talk about this a lot when I present and when I speak and I say like success and failure are truly not radically different. They're not, they're like small little things. It's like successful practices are consistent. Successful practices put systems in, successful practices look at their KPIs, successful practices have team meetings that are effective. Successful practices have CEO time.   Successful practices have delegation and ownership. Successful practices ⁓ follow through. They look at their case acceptance. They make their re-care calls. They do their reactivation. They do different verbiage. Like that's what they do. Failure practices don't stay consistent. They always have an excuse. They're always blaming. ⁓ They don't check their case acceptance. They don't track their KPIs. They don't look at their numbers. They don't take CEO time. Like these are just little steps. And like with my fingers, if you're just listening, I'm like,   almost like scallops, like if we've got a middle point, success is I checked my KPIs, failure is I didn't check my KPIs. And while that's not like a huge move, it is moving you points away to where you end up either closer to success or closer to failure. And so I think when we realize this, these are the ones, like, how can I help you guys avoid these costs and mistakes? How can I like motivate and inspire you and like, not just motivate, but genuinely change you?   So that way it's not this I like, well, shoot, we're on failure row. Shoot, like, I don't really know about this. Like, I just want to talk about three of the most common mistakes that people make and how do you correct course because you're going to make mistakes. But like if I'm doing the scallops again, successful offices realize like we didn't do the KPIs. So we're going to start doing the KPIs and we don't miss those. We're going to hold the meetings and we don't miss those.   they course correct before they end up in the failure or the success bucket. They're course correcting constantly. And so this is just like where I'm at coaching hundreds and thousands of offices, team members galore, our team, like literally, I feel so blessed that we get to serve so many offices. I just saw like this really awesome highlight reel of all these doctors that came in person and I was watching it with Jason and I look over and Jason's just the sweetest thing. He's tearing up and he said, Kiera.   I knew when you started Dental A Team, it was going to be like, he's like, I never imagined it being what it is today. He said, but all those people's lives, including all of you listening to the podcasts, all of those lives that we've been able to change because of Dental A Team Gosh, that is just such a blessing. It's such a beautiful thing. And I just want to say thank you. Like, thank you for being here. Thank you for being a part of the offices. Thank you for being a part of my Dental A Team podcast family. Thank you for just showing up. Thank you for changing lives through dentistry. Thank you for giving people a gift of confidence. Like,   And for me to be able to give you a gift to make your practice even better, that's what I'm here for. That's what Dental A Team's about. So like we're here to help you recognize patterns. We're here to help you avoid burnout. We're here to help you make small changes before they become giant snowballs. And I think like my thought process has always been I'm here to positively impact the world of dentistry in the greatest way possible. We're here to share this podcast message with every single office out there. We're here to help offices realize like running a successful practice.   does not have to be hard. It can actually be easy. And let's give you the tools, the tips, the resources, all of that to make your life a grand success. So if that sounds great to you, we'll rock on. So step number one, mistake number one that's very costly is delegating tasks without ownership. So like so many offices, hear them like, Kiera, I listened to the podcast and we implemented it, but like it just didn't work out. And I'm like, yeah, cause you delegated it and you didn't have the structure, didn't have the ownership, you didn't have the accountability, you didn't have the metrics. Like, okay.   One of the doctors called this doctor out and they said, this doctor is a walking cheat, like cheat code. Go talk to him, go ask him what he does because he's been able to take his practice for massive success, which is true. When I met them, were doing about 1.5. Now we're clearing five. We're going to be crushing six to seven. And I just like, gosh, the giddiness in me for this office. Like they deserve the sun, the moon, the stars. Like you name it.   They're just such good humans. And so when I think about this, like we're talking, this is a practice that went from like 1.5, 2 million up to this six, $7 million practice now, something I've noticed. And like I said, this doctor is a walking cheat code. They, when we go in and we're like, okay, we're going to roll out this new process. So we're going to do a new process on how we do case acceptance, or we're going do new process on how we do cancellations. They don't just go to the team and be like, all right guys, we're going to do cancellations. They are like, we're going to build an SOP.   we're gonna have a team training, we're gonna have a metric, we're gonna do it for these four weeks. And they don't take a long time to execute on that. So it's like, perfect, we're gonna have this done in the next three weeks. But they execute, it's rolled out, it's like, it's very, very thorough. And this is a practice of a very large team and they all do it consistently. And when something gets off, they just go right back to the SOP, they update the SOP, where was it missed? What do we need to do? Let's do a team training on it. But I will say I've coached hundreds of offices and this is one office that I watch   constantly that is able to delegate, have ownership and be able to have a full team move and stay hyper accountable. So this is just like, you've got to have ownership. You've got to have SOPs. You've got to roll it out to the team, make sure everybody's aware. And then we've got to have the metrics and the check-ins to make sure something's not off. And if it is off, we follow through on it. So people know that when we roll out new processes, they're here to stick. They're not just like a flash in the pan of like, I heard it on a podcast. Let's try it out.   No, it's very, very, very thorough. So a quick check for you is like, go back and look at the last three things that you delegated. Did you assign them? Did you own them? And did you have follow up on it?   crickets. Yeah, yeah, because you did it. Darn it. But you're going to do it in the future. Or maybe you did. And I'm high fiving you. But most of the time, people don't. And this is so costly because then you can't ever be free. You think you're moving. You're taking one step forward, but you're actually taking like 500 steps backwards because nothing's actually getting delegated. Nothing's actually moving forward. And you're only relying on your A plus star players that are building all these ownership accountability pieces. And people are like, but I want everybody to be that way. And I'm like, human nature is not. Tell me how you're doing on your New Year's.   resolutions, probably not great because human nature by default doesn't stay accountable. Why do think I'm in business? because people, they know what they need to do. People are like, Kiera, I pay you to tell me like what to do that you do on the podcast. And it's like, yeah, because human nature is not follow through. Why do I pay a gym trainer? I've got all the resources, I got all the tools. I need somebody to literally hold me accountable to make me show up to work out. So look at the last three tasks. Did you delegate them? Was their ownership?   Did you follow up on them? Did they have a metric? If not, it up, fix that and start to delegate with ownership and accountability. So mistake number two, are you guys ready for this? It's avoiding hard conversations. ⁓ man, that's a crowd drop off. This is so real though, because we don't have like Patrick Lanziani has the five dysfunctions of a team. And if you and your team have not read this, I highly recommend it's a very easy fable. Have it as like some like,   evening reading. It's so fast, it's so easy and it's very, very great. And I think it's a reread. So if you've listened to it in the past or you read it, maybe do a reread. ⁓ But when we don't have trust and vulnerability and then we don't have healthy debate, AKA hard conversations, what happens is like little small issues become cracks and cracks aren't bad. But if cracks stay there, they actually break and then it becomes toxic and then it arose the entire team. So in leadership, we've got to have, let's like,   I coached his office. guys might know him. He's incredible. ⁓ They've got a lot of offices. think I did seven office visits ⁓ in three days. We were hauling booty. And I love this doctor because he pays for me to come in to coach his teams, to teach them how to have uncomfortable conversations, to remind them like this is why we're here. And the more we have just a few of these and we get away from the fear of discomfort.   and wanting to keep the peace, which is actually artificial harmony, we like care, we align and we move forward. And we use the sports analogy on this of, can you just imagine like pick your favorite sports team, basketball, baseball, soccer, I don't care what it is. Can you imagine for one second, like we'll just use basketball for instance, or football. Like if the quarterback or the point guard goes in, like let's do football, because they get thrashed. Like if that quarterback gets thrashed because his defensive line is not protecting for him.   or no one's open because they didn't follow the play, can you just imagine if that quarterback runs off the field and is like, hey coach, could you tell the defensive line to cover for me next time? Like absolutely not. Or if that quarterback is just like, I'm just so angry with my defensive line. Like they didn't block for me. Like, no, can you imagine? Like, no, they call it out. Like you got a freaking block for me. Like we need to win this game. I need this to happen. And they do it in real time because everybody on the team,   is committed to winning and they call each other in real time of their blind spots. Like my brother said, I'll play basketball. I played tennis. You got to call it in the moment. Like my dad is like, you got to call it in real time. You got to say, Hey, I need you to block. I need you to box out for me. I need you to like throw the ball. Like I'm here. Like I need you guys to get open, whatever it is. But like, if we can get a little bit better, that that's our culture rather than a, we sit here pretending to be perfect, but ultimately hating each other.   and hate's probably a strong word, but creating gaps. And so what I encourage is we normalize uncomfortable conversations. We normalize and encourage it. We push on peer to peer accountability. We have each other instead of it being up to the coach, AKA office manager or doctor, to each other, peer to peer, to where we talk about it. We wanna get the W, we wanna win. And so helping your team realize that this is going to be the best way for us to win is to have these hard conversations.   And it's not, I say it's not confrontation. It's just a conversation. Like let's take that hard out of there, but let's say what needs to happen. And so I would say, doctors, one of the worst things you can do to your great players is to tolerate the poor performance of a lower player. ⁓ Because they're watching you. They're watching to see standards are not what you say. They're what you tolerate. And so when you're A plus players are watching, like, well, doctor is going to do this constantly or doctors are not going to care about that. Now team members, can rise up and you can take care of things too.   Doctors, we've also got to make sure that we're encouraging and we're having the hard conversations too. I don't think you know how much I do not enjoy hard conversations, but I know as a leader, as a boss, as a CEO, as a consultant, I have got to have the hard conversations and I'm going to keep having them. They're not easy, but they are my responsibility and I'm going to show up as a good team member because actually that's better than living in artificial harmony. It's so much better. So there's a great quote.   If you want it, your success and happiness, that's my add on your success and happiness are directly proportional to the number of uncomfortable conversations you're willing to have. So if you want to grow, if you want to rise, how many of you look at your KPIs or your numbers like, gosh, freaking schedule is not full. Like, oh, like our profitability, like, but I go to my team meetings and I'm like, great job guys, you're doing great. Why don't we call it out? Hey, profitability is not where it needs to be.   What are our solutions to get it to where it needs to be? I'm not being a jerk. I'm not sitting here sizzling. Hey, our schedule is not up to goal. What are we doing to get that fixed? Let's have a conversation. Let's fix it. Let's normalize that. That's calling out in real time. Hey, our schedule is not to goal. Like what's our solution? How are we going to get there? It's like it's a huddle. It's a genuine huddle. Think about sports players. Like they get together. Like you need to block. I need you to call that person. I need you to do this. You guys need to call that all the hygienists. If you've got downtime, call seven patients, whatever it is. That's how we get the W.   something rude, let's normalize that we are a team. We call each other out. We celebrate when we win. Also like on the flip, like let's go to basketball, let's go to football. When they score a touchdown, the whole team that was just calling each other out of like, I need you to block, I need you to do this. They also go to the end zone and they freaking celebrate. They lift each other up, they're high-fiving. It's both. So let's make sure that we're calling each other out and normalizing that. And we're also celebrating and normalizing that as well. So this is something of, I would just encourage you to have   one honest conversation, and also I'd recommend in your next team meeting, let's have this if that's a standard, put it up in the break room. We normalize hard conversations. We encourage hard conversations. We are a company that does not sit in artificial harmony. Whatever it is, plaster that, build that into your culture. This is something you've got to like, if you guys could see, I'm like boxing out, like I'm pushing the defense. Like you've got to push this through all the way for you guys to get this to be that and to avoid that costly mistake.   All right, mistake number three. This one should come as a no brainer. You guys know I love numbers and numbers love me. It's flying blind on your numbers. So I think that production feeds the ego, profit feeds the family. So when I look at this, so many doctors are like, well, Kiera, I know you say that the numbers are there, but I don't have any money. And I'm like, yes, but making haphazard, crazy decisions because you're not looking at your numbers and you're not using them as a roadmap, you're just   flying by the seat your pants. And so when you look at this, you've got to know like, here's just a, guess, I guess to help you see like, am I flying blind on my numbers or do I maybe know my numbers? Question number one, what's your breakeven number? Now that's twofold. What's the breakeven number on the practice and what's the breakeven number paying you? Two questions, okay? My question is, what is your overhead on your supplies? What percent, what is your current overhead?   What is your debt services taken out of your overhead? What is your EBITDA? What is your net profit? AKA cashflow. Of that profit, are you saving your taxes? Hmm, something to think about. Fascinating, right? That's how you know. And if you can't answer those questions right now.   I know you're probably flying a little blind. Maybe you even just have like a eye patch on. That's okay. Maybe you're only half blind, not all the way blind. Or maybe you're like, Kiera, I'm walking in the dark. I don't even know any of that. don't even know where to find the PNL. It's fine. Wherever you are, you've got to get this dialed. Like I am a sticky broken record. haven't talked to her. Oh man, I'm so excited. She's going to get on podcast with me. And last year we were chatting and she was like, Kiera, like we were debating. Is she going to join consulting? Is she not going to join consulting? And she's like,   I have got to get profitable. And I said, all right, rock on, challenge accepted. We are going to get you profitable. I have been a broken record with this poor doctor for an entire year. It's production, profit, production, profit, production, profit, production, profit. Head down, produce, make sure your team's collecting and make sure we're profitable. That is what we've done all year long. And guess what? Come the end of the year, she's like, Kiera, I have so much money, I got to pay taxes on it. Like we did it.   and she did it in 11 months. So production, profit, production, profit. If you're producing, but you're not collecting and you're not looking at your numbers, you're not going to be profitable. If you're not planning for taxes and you're not saving for taxes, you're not gonna be profitable. If you don't know what your breakeven is on the practice and then what the breakeven is and what it needs to produce with you in there, you can't project this out and you can't forecast it and we can't figure out what your daily goal needs to be. And then you're just producing for the sake of producing for your ego.   Who was that a rank? Could you tell us there? If you like that email me Hello@TheDentalATeam.com. I might rap it. You guys, I used to have a rapper name Skittlez with a Z so I could wrap with Eminem. Tell Eminem I'd love to wrap with him. I've never gotten that far, but you know, Skittlez, Skittlez and Eminem. I don't know why I just told you that. Email me Hello@TheDentalATeam.com. If you think I should be Skittlez and rap it out. I'd love to hear from you. I genuinely love a good pen pal. So write me. But you've got to know your numbers. You have to.   non-negotiable. And this is, think, where accountability as a coach comes into play. I force our clients with our consultants to know their numbers. We call it the yes model. You've got to have your vision. That's the Y. E stands for earnings. You've got to be profitable, non-negotiable, otherwise go be an associate. And S stands for systems and team development. If we know the vision, when we look at the numbers, it's going to tell us the systems and team development we need to do, period. Period. That's the formula. That's all it is. So if you're flying blind on your numbers, like, ugh.   Guys, I'm scratching my head over here. This is stress. If you ever see me fluff my hair, it means I'm stressed, okay? My team has told me they're like, Kiera, what you do is it's a little like side fluff. And right now it's both hands fluff. Like I'm stressed out for you because I used to fly blind on numbers. So many clients flying by on non-numbers. They don't look at it. They've got multi-practices and they don't break it down. You guys, these are costly pitfalls. So remember, go back to the success and failure. They're not radically different. It's failure to look at the numbers.   It's failure to say like, I don't care if you don't know numbers or not, I don't know numbers either. But guess what? Kiera freaking loves numbers and numbers freaking love Kiera. That is how this works. It is, I'm going to force myself to learn this. You guys, on my goal board, I'm not joking you. I should like take pictures of this so you guys can see it. In my bedroom, Jason and I made this like joint goal board. If you guys wanna get your spouse involved in your life, cause you feel like you're just driving and growing without them.   Joint goal board between the two of us has been amazing and it sits in our bedroom. It's not pretty It was built on Canva. It cost me eight bucks. It took us a Sunday to do it together But I literally have this like sign and it says tax expert ahead. I Did not know taxes. I was getting burned every single year I was crying every single December and I was like I am never doing this again I'm going to become a freaking tax expert. I started reading books on it. I called up the CPAs. I started researching it I was like, okay, it's just a formula. Yes, of course. They're like all these ways I can reduce it   But at the end of the day, it's really just a very simple formula. Whatever my profit is, whatever my tax bracket is, I know, yes, yes, yes, yes, yes, this is a very simplified version. CPAs don't come after me right now. It's just truly like, if I can take that, I'm always gonna have a slush and I'm not gonna cry. And I figured it out. And for you, I want you to take it on like, you're gonna learn taxes. You're going to be profitable. I want your goal for 2026, 2027, 2028, 29, 30, 31, 32, 33, forever that you are profitable always.   I have a mantra and I say, Kiera Dent does not lose money. And I want you to be the same way. Always profitability, profitability, profitability, get the production, get the profitability. We got to, and again, the way we increase profit, increase production, increase collections, decrease costs. Those are the three levers. So look at the numbers, get your team bought in. This is a costly mistake that I don't want you to make. So commit that by Friday, you will have a KPI scorecard in place, or you're going to call Dental A Team.   TheDentalATeam.com go on over, email me, hello, book a call, whatever it is, I will help you out, but you are going to learn your numbers. There's no more excuses. It's not that hard. I promise you, our fee will offset the amount of money you are going to make. Most of our clients are like a two to one, eight to one, 10 to one ratio, meaning we are making that much more money. So a 10 to 30 % increase in production, 30 % would be a three to one ratio. Like you guys, it's insanity what we're able to do for offices. I love it. We usually pay for ourselves in the first couple of months.   So it's 100 % worth it. Know your numbers. You just knowing your numbers and tracking and measuring will make you more profitable. So don't be the person that has these costs and mistakes. You gotta take ownership. Like bottom line, the way we had this, mistake number one, delegating tasks and not having ownership. So think back to that. We gotta delegate like that office I told you about. Again, this is a $7 million practice. You wanna be like a $7 million? Do the things today to be the $7 million practice.   You've got to have the hard conversations, normalize that, have that be a part of your culture. And number three is you've got to freaking know those numbers. I love numbers, numbers love me. And if you're not great at this, that's why I've got the podcast. That's why we're here. Reach out, Hello@TheDentalATeam.com. Do not do this alone. Do not spend another minute struggling through these costly pitfalls. You don't deserve it. Your team doesn't deserve it. Your patients don't deserve it. So reach out, it's time. Hello@TheDentalATeam.com. But please commit to yourself that you're going to do this.   You're not failing. You're not clear over the failure bucket. You're just a few little shifts away from it. And again, remember success and failure are not radically different. They're just small little micro steps. You can quickly make those back and get closer to where you actually want to be. It's not huge. It's not hard. It's not all these crazy things. It's small incremental changes that are going to radically change your life. So make the call, make the changes, commit. You're worth it. You deserve it. And as always, I'm cheering you on forever and ever.   I'm here on your team. I'm here in your corner. I'm here in your air pod. Wherever I'm at, just know I'm rooting for you. You deserve it. Let's do this together. Let's have you do this on your own, whatever it's going to be, but commit to not having these costly mistakes be your mistakes. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.  

We talk about Mike Macdonald's relatability in discussing overthinking his viral post game with Michael Strahan. Salk thinks he will be on of the stars to come out of the Super Bowl once the entire country gets to know him. Then, Brian Nemhauser (Hawkblogger) joins us to discuss the Rams game, some stats on just how good Darnold has been in the playoffs, and whether this is the best Seahawks team in history.

Russel Von Brocklen is a Dyslexia Professor who guides parents from Guesswork to Game Plan. He is also a NYS-Funded Dyslexia Researcher and Keynote Speaker. As the Dyslexia Professor, Russel translates structured literacy methods which are proven to be most effective with struggling readers into bite-sized actions parents can use immediately. He explains exactly why multisensory routines beat generic worksheets and how to begin seeing progress before the next report card. Russel shares how his own personal struggles with dyslexia shaped his journey and his passion to help students and parents change the script, the low expectations, and shift daily reading frustrations into confident academic wins for students facing dyslexia. Download this fascinating, positive, and information packed episode to hear his story and learn how he helps to nurture self- belief in dyslexic kids, and how to turn their dyslexia into their superpower. Fascinating information! Connect with Russel: https://dyslexiaclasses.com/ https://mailchi.mp/dcacd9a6f9ae/3-reasons-ebook https://www.facebook.com/dyslexiaclasses/ https://www.youtube.com/channel/UC_cqwfxn9FqFx1Idl0YbeHg https://www.youtube.com/channel/UC_cqwfxn9FqFx1Idl0YbeHg https://www.instagram.com/dyslexiaclassesus/ https://www.linkedin.com/in/russell-van-brocklen-2007ab87/ Want to be a guest on TheFemiNinjaProject? Send Cheryl Ilov a message on PodMatch, here: https://www.podmatch.com/hostdetailpreview/1620842117560x116520069523704300

In this fascinating episode, Steve welcomes Pastor Eric from Sound the Shofar Messianic Ministries to discuss the role of AI in Biblical prophecy. Frightening stuff! Find Pastor Eric online: https://www.facebook.com/groups/123168699032724Become a supporter of this podcast: https://www.spreaker.com/podcast/missing-persons-mysteries--5624803/support.

Today's episode: A fascinating time for this franchise Hear award-winning columnist Dejan Kovacevic's three Daily Shot podcasts -- one each on Steelers, Penguins, Pirates -- every weekday morning, plus the DOUBLE SHOT shows that follows up at 4:00 p.m. Eastern! Learn more about your ad choices. Visit megaphone.fm/adchoices

I sat down Sean Prophet, who grew up in a large religious cult that became a doomsday cult. His experience gives him an amazing perspective on what's going on today with Trump and MAGA. His book “My Cult, Your Cult” came out last year. Fascinating conversation. Hosted on Acast. See acast.com/privacy for more information.

Impending doomsday diary entry 876, from Donaldson and Moore's bunker studios…As the world casually burns, we still find time to enjoy Looksmaxxing bros continuing to shoot themselves in the reproductive organs in their quest for hotness - as well as the Tate Brothers conducting their own Donaldson weekender.Plus, the big questions answered: who are our own Top G influencers? What's the best substance to soak your hands in before fighting? How to best bribe your children? What's the optimum time to have dinner? Consider this a public service to you all. Battery Robot has had his firmware update and needs to guzzle down on your submissions! Get them into: hello@lukeandpeteshow.com Hosted on Acast. See acast.com/privacy for more information.

We're talking to three Fascinating Ohioans who are connecting with the community through food, literature and tourism.

Pat Bostick joins Adam Crowley and Dorin Dickerson, and he shares who he believes should be considered most for the Steelers' open head coach position.

We're talking to three Fascinating Ohioans who are connecting with the community through food, literature and tourism.

Delanie Fischer chats with the host of Cramped, Kate Downey, about why we know so little about period pain. They discuss Kate's experience with endometriosis, as well as her research findings—including expert insights on what might be at the root of period pain and menstrual cramps, little-known biological facts about menstruation and conception, historical gaps in women's health, and the latest innovations in menstrual care. Turns out, periods are way more fascinating than we've been told. Episode Highlights:  Latest Breakthroughs in Period Pain: 1 New Test & Treatment Menstruation Isn't Common: Only These Animals Do It How the Womb Heals Itself (and What it can Heal for Others) Forget What You've Been Told: The Egg is in Charge, Not the Sperm! The Connection Between Inflammation and Period Pain 3 Powerful Ways to Advocate for Women's Health Alright...What's the Deal with Period Poops?! Visit jonesroadbeauty.com and use code HELPLESS for a free Cool Gloss on your first order. ____ A quick 5-star rating means a ton! ⁠https://podcasts.apple.com/us/podcast/self-helpless/id1251196416⁠ Free goodies like The Quote Buffet + The Docs & Books List: ⁠https://www.selfhelplesspodcast.com/⁠ Ad-free episodes (audio & video) now on ⁠Patreon: https://www.patreon.com/selfhelpless⁠ Your Host, Delanie Fischer:⁠ https://www.delaniefischer.com⁠ ____ Related Episodes: The Shocking Ingredients in Menstrual Products: Toxic Truths, Safe Alternatives, and the Future of Period Care with Arielle Loupos: https://www.delaniefischer.com/selfhelplesspodcast/episode/2bd21fe3/the-shocking-ingredients-in-menstrual-products-toxic-truths-safe-alternatives-and-the-future-of-period-care-with-arielle-loupos Hormone Imbalances and Your Menstrual Cycle with Dr. Jolene Brighten: https://www.delaniefischer.com/selfhelplesspodcast/episode/c4a75fbe/hormone-imbalances-and-your-menstrual-cycle-with-dr-jolene-brighten Infertility, IVF, Silent Endometriosis, Adoption, Surrogacy and Creative Living with Riki Lindhome: https://www.delaniefischer.com/selfhelplesspodcast/episode/233c0ebf/infertility-ivf-silent-endometriosis-adoption-surrogacy-and-creative-living-with-riki-lindhome Learn more about your ad choices. Visit megaphone.fm/adchoices

Internationally bestselling author LYNN CULLEN joins BOOKSTORM Podcast to discuss WHEN WE WERE BRILLIANT, a novel that explores the unlikely friendship between Marilyn Monroe and real-life photojournalist Eve Arnold! As Lynn describes, this deeply researched novel offers a glimpse into these two famous women, including how they both used the camera to reveal something about themselves. Fascinating! Join us!You can find more of your favorite bestselling authors at BOOKSTORM Podcast! We're also on Instagram, TikTok, Facebook, and YouTube!

Jeremy Wendt sits down with Cookeville High School PE teacher and basketball coach Jamie Gillies, whose path to the gym wasn't as straightforward as it seems. Jamie shares how her early plans for athletic training shifted as she pursued a career that balanced her love for sports with her desire to raise a family. From teaching special education to leading the all-girls physical education class, Jamie explains what drives her approach in the classroom. Now in her ninth year of coaching at Cookeville, she reflects on how competitive high school sports have become and what she's learned from coaching her own daughters—especially that every kid is motivated differently. Tune in for an inspiring conversation about teaching, coaching, and lifting up the next generation. Listen To The Local Matters Podcast Today! News Talk 94.1

Visit forhers.com slash ROSEPRICKS to get a personalized, affordable plan that gets you. Fascinating update on the Timothy Busfield story. Plus Stef reads a blind item that sounds a lot like our man Bieber. And Keith Urban has a new lady-friend (possibly) who is half is age. Obvi. 

A judge has just rejected OpenAI and Microsoft's bid to dismiss Elon Musk's case against the company. This is HUGE news, and sets the stage for one of the biggest legal battles ever. In April the trial is set to go to court. Kalshi is already predicting Musk is the favorite to win at 65%. Will this lawsuit spook OpenAI's investors? With $1T in chip commitments will this start a downward spiral for OpenAI if they can't find more funding? Who knows. The company also launched Ads today for the first time, signaling they are ramping monetization. Fascinating times! Let me know your take below!!My X:   / gfilche  HyperChange Patreon :)   / hyperchange   Disclaimer: I'm not a financial advisor and this is not financial advice.

Cracked Racquets Editor-in-Chief Alex Gruskin recaps a rare Semifinal Friday in the pro tennis world. He offers his thoughts on a teenaged filled Championship Weekend on the WTA Tour. He also breaks down the continued excellence of Sebastian Baez, a fantastic week for the Czech men, plus SO much more!! Don't forget to give a 5 star review on your favorite podcast app! In addition, add your twitter/instagram handle to the review for a chance to win some FREE CR gear!! Episode Bookmarks WTA Adelaide - 6:30 ATP Adelaide - 14:35 ATP Auckland - 22:55 WTA Hobart - 32:51 _____ Laurel Springs Ranked among the best online private schools in the United States, Laurel Springs stands out when it comes to support, personalization, community, and college prep. They give their K-12 students the resources, guidance, and learning opportunities they need at each grade level to reach their full potential. Find Cracked Racquets Website: https://www.crackedracquets.com Instagram: https://instagram.com/crackedracquets Twitter: https://twitter.com/crackedracquets Facebook: https://Facebook.com/crackedracquets YouTube: https://www.youtube.com/c/crackedracquets Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

An inspiring and enjoyable conversation with Eladio Valdez III, for almost thirty years the coach and owner of "The Runner's Edge", one of the largest runnning groups in the country. An accomplished runner himself, the KCK native has set and achieved countless goals throughout his life. Fascinating and uplifting!

Today, we're joined by the RSPB's Emma Marsh, who shares how she has made her garden into a haven for birds. We'll also conclude Nick Turrell's countdown of the most influential plants that have shaped human culture, and history around the globe. Plus, now is the best time to get outside and prune your freestanding apples and pears. The RHS's Jim Arbury gives us a masterclass on exactly what you need to do to keep your trees productive and in shape for the year ahead. Host: Guy Barter Contributors: Emma Marsh, Nick Turrell, Jim Arbury Links: Plants for birds Apples and pears: winter pruning

We're meeting two authors and an entrepreneur on this week's edition of Fascinating Ohio.

We're meeting two authors and an entrepreneur on this week's edition of Fascinating Ohio.

Venmo.   Dharmapunxnyc Patreon. www.patreon.com/dharmapunxnyc Thanks so much for your support!

Join a Liberal, Conservative and Independent Latter-day Saints as they explore their different ways they justify their political opinions.  Are our politics separate from our religion? How can people of the same religion have such wildly different political perspectives? Our LinksWebsite: http://thoughtfulfaith.orgInstagram:   / thoughtful.faithTikTok:   / thoughtful.faithPodcast: https://www.buzzsprout.com/1478749DISCLAIMER: The views expressed in this video are entirely the opinion of the creator and do not necessarily reflect any officially endorsed positions of the Church of Jesus Christ of Latter-Day Saints or channel sponsors.

Vermont Spirits (Quechee, VT) WF083 While reaching out to distilleries across the country for my new book Whiskey Lore's Travel Guide to Experiencing American Whiskey, quite a few caught my ear in terms of the techniques they were using to make spirits. Vermont Spirits was one of the few that caught my ear because of something other than whiskey. Yes, they make a Maple-infused Bourbon, but it was their distillation of maple syrup for their vodka and gin that fascinated me. The natural inclination would be to make rum. So, what is it that pushed Vermont Spirits to construct a distillery to focus on distilling vodka? We'll also dive into their Bourbon and barrel-aged gin that could easily pass for a rye whiskey. Join me as we visit the last of our New England distilleries on this amazing Great 48 Tour. Cheers and slainte mhath, Drew

Re-releasing a DAT listener favorite! The Dental A-Team is joined by Dr. Nate Tilman! Fascinating history aside (read his bio below), Dr. Tilman talks with Kiera about his unique dental practice situation, how he's managed to merge five different practices into his own, and a strategy for doing so. He also speaks to the shifting of culture in his practice, what it took for him to recognize, and the success it's brought. More on Dr. Tilman: Originally from Salisbury, Maryland, Dr. Tilman attended Wake Forest University for his undergraduate degree. He was awarded his Doctor of Dental Surgery from the University of Maryland where he graduated Summa Cum Laude in 2001. Dr. Tilman served in the U.S. Navy Dental Corps for four years, including two years forward deployed aboard USS Ashland (LSD 48). Following his military service, Dr. Tilman moved to Newport, Rhode Island, in 2007 and opened Newport Family and Cosmetic Dentistry. He has had the pleasure to work with an amazing team and amazing patients in creating a state-of-the art, caring, and comfortable dental practice. His commitment to incorporating advanced technologies and techniques allows Dr. Tilman and his team to provide dental treatment in fewer visits and more comfortably than with traditional techniques. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: speaker-0 (00:05) Hey everyone, welcome to the Dental A Team podcast. I'm your host, Kiera Dent, and I have this crazy idea that maybe I could combine a doctor and a team member's perspective, because let's face it, dentistry can be a challenging profession with those two perspectives. I've been a dental assistant, treatment coordinator, scheduler, filler, office manager, regional manager, practice owner, and I have a team of traveling consultants where we have traveled to over 165 different offices coaching teams. Yep, we don't just understand you, we are you.   Our mission is to positively impact the world of dental. And I believe that this podcast is the greatest way I can help elevate teams, grow VIP experiences, reduce stress, and create A-Teams. Welcome to the Dental A Team Podcast.   Hello, Dental A Team listeners. This is Kiera and you guys. I love podcasts where I get to bring on offices that I just think are fantastic. So this is an office that we have worked with in the Dental A Team. Also fun fact, he is in the smallest state in the entire United States. So you all know me and my state traveling. His state is one of my hardest states to get to every year, because it's so tiny and it's so far away from me. But he's just one of the best people I've ever met. He's an incredible leader, incredible dentist, incredible just   good human. So I'm so glad and so excited to welcome Dr. Nate Tilman to the show. How are you today, Nate?   speaker-1 (01:27) I am great. Thank you. Thank you. I'm super excited to be here. ⁓ as you know, I've been a fan of the podcast for, know, pretty much since you started. And it's kind of like, it's kind of surreal being, you know, being on, being on the podcast. So I appreciate, appreciate the offer.   speaker-0 (01:44) Well, I love it. love to one it's fun. Thank you for being a podcast fan I mean it's almost coming up on three years of the podcast since we created it and I never would have thought that the podcast could connect me with such cool people so one thank you for being a podcast listener and two things are just being a rad person I I liked the podcast has become a fun passion project for me to meet people to hear their stories   So I kind of alluded to it. You're also doing something similar to Dr. Dave Mogadon, who was on the podcast about those chart ⁓ mergers and buyouts that's kind of helped with your growth, but kind of just tell the listeners like how you even got into dentistry and kind of what your growth trajectory has been, just so they kind of know as a background to today's podcast.   speaker-1 (02:28) Yeah, I'll try not to ramble too much about it. yeah, I went to always wanted to do something in healthcare. My grandfather was a public health physician is a big inspiration for me. So kind of I think it's midway through college decided dentistry is gonna be a really good fit, you know, for a number of reasons. Went to University of Maryland for dental school, loved it decided to stay in general dentistry for   you know, all the variety of what we do. was on a Navy scholarship, so I was able to spend the first four years as a practicing dentist in the Navy. ⁓ Two years I was on a ship as the only dentist. So it was a really good, didn't realize like how helpful an experience that was for like running us an organization, even though it was an organization of three.   speaker-0 (03:14) Yeah, but I also feel like let's just talk about the Navy real fast because I didn't know this about you and my husband and I were literally talking probably two days ago and he said I don't think I ever could do the Navy like put me on a ship with these people for so long and dump me in the middle of the ocean like nowhere to go no hiking like what do you even do? How how was that? feel like more than anything it would teach you mental stamina is what I think I would learn from being on the Navy. But how was it for you? Maybe maybe you guys go swimming every day. I don't know like what do you do all day?   speaker-1 (03:43) Definitely not at all. it was, the two years on the ship was very, it's a super unique experience. And we were a small ship, 400 sailors. We transported Marines. So I was responsible for pretty much 400 patients. had, it was me, I had an administrative assistant and I had two dental technicians that could do some basic hygiene, not a hygienist, but it was me. ⁓   So having to learn like managing supplies and, know, managing appointments and all of that stuff. But the unique thing as a, as a dentist, and mean, this is one year out of a, you know, my GPR. still I was safe, but didn't really know necessarily all what I was doing, but I love to get myself out of jams because middle of the ocean, like. Mid procedure. I'm not going to be the guy calling a helicopter, you know, you got to work through it. So.   speaker-0 (04:40) They're like awesome because it's gonna push your limits and you've got to just figure it out Which I think so many dentists when they do own they don't learn that stamina that stress like hey, it's you figure it out But you're like the odds are even stacked more you're in the middle of the ocean and I mean it would been a pretty cool story for me maybe not for you to hear like a helicopter to come get a patient because you botched a root canal or something like you'd have to figure that out, but that that doesn't definitely up your odds of intensity   for sure being out there and nobody else is there to help you. You're the man. You got to figure it all out.   speaker-1 (05:13) Yeah. And I think it's, while it would have been nice to, you know, if I'd had a situation like, know, where I had a mentor, another dentist I was working with, you know, to be able to bail out, like it have been helpful, but it really, it did, it gave me a lot of, a lot of confidence, um, you know, early on for like, can work my way through this. And then also like what things I don't want to do. Cause I don't want to get stuck in that position again. Yeah. And it was, and yeah, while I didn't have to helicopter anybody out, one of the things I did do, and I don't think at the time, nobody had ever really.   speaker-0 (05:34) True.   speaker-1 (05:42) done it from a small ship or the even smaller ships around us that there were two times where people had some dental emergencies that I was able to fly out to their ship and take care of them.   speaker-0 (05:52) No way. Well, you do have like built in planes. You travel anywhere. So it's like quick, like fly you in, but that's crazy. Cause you ma I can't even imagine the stress that those poor other dentists were feeling of like we're in the middle of here. Like what am I supposed to do? ⁓ I guess call someone else. So, I mean, we talk about dentistry and I've said this so many times, like, feel like dental practices are like these solo islands out there. All y'all just kind of hang in your own area. You literally were in the middle of the ocean flying solo.   speaker-1 (06:22) Yeah. That's crazy. It was fun. There wasn't a ton of dentistry to do. I, know, cool thing with the Navy, they give you other jobs. So I became an air traffic controller. So I was in charge of, you know, all of the flight operations on the ship. so between that and dentistry, it me pretty busy. And then I played a of video games, you know,   speaker-0 (06:41) I'm like, I would be pulling pranks. mean, just throughout COVID, my husband, he makes fun of me. I feel like a roaming tiger in these four walls of our house. Like sometimes I'm like, just let me out of here. Like I can't even handle it. I'm like, I gotta go for a run. I gotta go for a hike that I can't even imagine being on a ship. would be like, I know I'd be pulling pranks on every single person on that ship and just like running for my life. Cause I probably would torment everybody, but air traffic control that like you really went for all the things, Nate, dentistry and air traffic controller.   What don't they say those are the top two suicide jobs? Like you really went for the whole extreme there. Nice job.   speaker-1 (07:15) Well, that's that's like when they selected me to go to the school for our traffic control. What are you guys trying to tell me? You already know I'm a dentist.   speaker-0 (07:23) Gosh, that's crazy. So you were in the Navy and then you went, got out of the Navy. Did you go straight to private practice? Did you go in and be an associate?   speaker-1 (07:32) So I was an associate for a year, still in the Virginia Beach area and then moved to Rhode Island. My wife is, we met in college, I'm two years older, so she was awesome for following me around. then, ⁓ so when she was done with her residency, she's from New England, so we kinda, that's where we looked up here. And I'll tell you, Virginia Beach area, super easy to get a job as an associate, tons of positions around, I figured it'd be the same thing coming up here and there was nothing.   speaker-0 (08:00) mean,   Rhode Island is like the size of a dot on a map. I mean, it's itty bitty, which I makes you a celebrity just because you live there. Like, not many people even live there, so.   speaker-1 (08:11) Yeah, it's in and it's there's there's a number of dentists, but it's it's all solo guys and it's tough like restricted covenants. You know you get a two mile radius. That's the whole state.   speaker-0 (08:21) Exactly   exactly that is you definitely have to look at your associate ships of their contracts really closely Otherwise, you might be booting out of that state just because like you said two mile radius is not far in Rhode Island   speaker-1 (08:34) Not at all. So I ended up having an opportunity to a it's like a four operatory practice, like three, I think two and a half, three days a week. The guy was definitely like on the decline of practice. So jumped into that, had no idea what I was doing. And then six months later, was approached by another dentist who was moving from the area. I think it was a family thing too. And he was having trouble getting somebody to buy   his practice Rhode Island. It's not many dentists moved to the state for a number of reasons. So again, I was still trying to figure out how I was paying my initial loan and how I was running this practice or whatever. the opportunity to buy, to merge this, the patient base. So I did that and it was definitely the best thing I did because it brought in a whole new group of patients. I was able to go from like two and a half days a week to four days a week.   I was able to add another hygienist at the time. so it wasn't super intentional, but the growth was happening. just kind of fell in my lap. I'm like, I'll do this. And looking back, it is where I realized what a good thing it was.   speaker-0 (09:48) For sure. And I hope people listening, ⁓ I am a firm believer that opportunity doesn't always knock on the door and say, I'm opportunity. Sometimes it looks like pure chaos. Sometimes it's stretching you beyond. Sometimes it's really just showing up. I remember the day that I was asked to work with DSI as a consultant. Guys, I had one consulting client before Mark asked me to be a consultant. And overnight, I had 45 clients in my lab. I didn't know what the heck I was doing. But I people listening realize like,   For you, you're struggling. just bought your practice. Don't know what you're doing. Yes, you've had quite a bit of experience, but at the same time, running a practice is very different than being an associate or I'm sure even in the Navy. And so now, and then, hey, by the way, there's all this other patient base wanting to come in. And I love that you just, jumped, you took that opportunity. And I think again, so many times in life, opportunities show up. It's just a matter of, we willing to take them and figure it out or are we too scared and just let them pass by? ⁓   You brought those patients in and you were mentioning pre record that adding in patients from other practices has really been a great way for you to get new patients. ⁓ which people are constantly looking for new patients. was just talking to, there's a guy out here. He's a pathiatrist guys. I'm like, I don't know. I just can't help myself, but help business owners. Like I love it. Podiatry is not that much different than dentistry. Y'all see patients like dentistry, we work on the mouth, but I treat work on the foot. Like   Basically, it's kind of like pediatric. You go to your surgery centers, they come in, you see these patients for their adjustments. But I was talking to him and he's a solo podiatrist and there are two podiatry offices around him that have just shut down doors. So he's like, yeah, it's just great. Like people are finding us and I'm like, did you call those people and ask them for their charts, buy those charts? that is two practices worth of patients that you're just hoping maybe one day will Google you when they're seriously sitting right in front of you. So   I'm super curious. I love this topic. know Dave's talked about it as well, but Nate, how do you buy charts successfully? How do you make that transition? Like Dave was talking about buying so many charts, but kind of from your experience, how do you buy these charts? How do you merge these patients in successfully? And other than just good luck and being in the right place at the right time, finding more of these opportunities. I'm super curious.   speaker-1 (12:04) Yeah, yeah. So for this one, know, having no idea what I was doing, I did have some, think, good advice from a transition attorney that I worked with. initially, the guy that was selling his charts, wanted X number of dollars for his, I think he said, 1,000 active records.   speaker-0 (12:26) And what's like X number of dollars like just give me a ballpark you don't have to say the exact amount but I'm like is it five dollars a chart ten dollars a chart thirty dollars a chart like what   speaker-1 (12:35) If I remember, this was probably 10 years ago, so I believe it was 60 a chart is what he wanted. So I think he wanted 60 million, right? And, you know, I, again, not knowing too much, I definitely knew that those 1,000 people were not gonna come over, right? So I was worried about like, what's the risk? Like, are 10 people gonna come or are 800 gonna come? I have no idea.   Yeah. So the attorney I was talking to, he said, he'd never done it this way. said, but maybe what you want to do is offer a little bit more per record, but only for like a small percentage at first. And then keep track of it over time. And that's what I think I did. It was either a hundred or 120 a chart. And I prepaid for like 300. But then for the next year, I kept track of all the, like once I got above that 300, I kept track of it.   So the nice thing is it limited my, it limited my risk. It put more, I guess, importance or motivation on the seller to really like push his patients to come. Cause the more you make more, the more people that came to see me. So it was a win-win that way. And it also, it let me kind of control that the influx too, because I think if all of sudden I was getting, you know, 800 patients calling all at once, it'd be a little bit trickier to merge this all in.   So that worked out really well.   speaker-0 (14:00) And I'm just curious on that, because this is something else I've been really wondering. After talking to Dave, now meeting this podiatrist, guys, I just love this type of stuff. This is cool business stuff that I feel a lot of people don't talk about. I'm curious, how long was the arrangement? Was it for a year that you would pay him? Was it for five years you'd pay the selling doctor? Because I'm curious, how is the motivation? for me as a business owner, I wouldn't want this to go on forever. I'd want an end date of when I don't have to pay you $120 per patient.   So how is that kind of arrangement set up?   speaker-1 (14:32) It actually, was nine months is what we had set. And I think it could work either, but I certainly wouldn't go more than a year, because it is, it becomes a major pain. And then, honestly for me, as I got close to that nine months, we sort of started slowing down. We strategically scheduled those last few patients in the nine months, but I still had all the records.   speaker-0 (14:54) That's what curious. So did you get all the records? So like you paid this, all the charts come to you, and then the other dentist has good faith that you're going to be honest? Or do they get access to it? Was that what it was?   speaker-1 (15:04) He could have like, had it written. If you wanted to send somebody to audit it, like absolutely. He had access to do that. He just never did. and yeah, we had an initial wave of a lot of people and then it slowed down a bit. And you know, it's, um, I think, I think it ended up, maybe we got 450 out of that thousand. Um, and it and it was close and it was close to that nine months. You know, we were getting close to like 400 and again, I just.   We slowed down a little bit, ⁓ just whatever. But as soon as that nine months hit, then we started re-marketing to the people we hadn't seen.   speaker-0 (15:43) 100   % because then it's like you've got basically 400 patients on recall that haven't been in and so did you guys win it happened and of course you might say things you'd do differently or whatnot but did you have that selling doctor send a letter to all of his patients like hey I'm no longer seeing it come see Nate like he's fantastic or did you guys just pick up the phone and start calling these people what was kind of the strategy of the how-to for you?   speaker-1 (16:07) So he, so he wrote, we both wrote a joint letter, which was good. And then I was able, I actually brought on his, he didn't have an office manager, but it was like his lead front desk and scheduler. So we brought her on. She wasn't a, she wasn't a great, perfect culture fit, but she knew the patients. So that worked. I think she was with us for probably about the nine months.   speaker-0 (16:26) Exactly.   Cause in my mind I was thinking like, that's genius. Maybe you can do like a little like sweetheart deal where it's like, Hey, I'm buying your charts and also your scheduler upfront. Can I just have them like help me call these patients? I'll pay them for a couple of months or whatnot. I don't know. Like there's a piece of me that's like, I could see the pros and the cons of that, but you're right. It's me calling that person who's known these patients for years calling to get them scheduled and help out with that. That's probably again, even if it wasn't a great culture fit, it probably did get more patients in your door.   speaker-1 (16:59) For that initial, yeah, absolutely for the initial. Because they already had the patients pre-scheduled, so they were able, and they know them, it was really helpful having that familiar voice.   speaker-0 (17:09) Totally. Yeah. Clever. Okay. So you went higher than what they're doing, ⁓ which I tell everybody, I'm like these people who are shutting their doors, pretty much any offer you give them is, mean, don't be like a low ball and completely have it feel ridiculous, but they, have no option to sell. There are no options for them to sell. They're not going to make any money. Like that's gotta be a hard reality for that selling doctor to realize like, Hey, I built this business up, but it's not even a sellable product.   So I have no asset anymore. So I'm like, honestly, any money that they can get for these charts, I do think is a good deal and something great for the selling doctor as well. So I don't think it's a ⁓ vicious, like you're taking advantage. I just think again, opportunity shows up in different ways. And I think for the selling doctor, it also was an opportunity that they got probably way more than they were expecting to get when they closed the doors of their practice.   speaker-1 (18:02) Yeah. Cause honestly, it hadn't been for new, he'd been trying actively to sell it somewhere. And I was like, I think I was like the last person, you know, had I not been able to step up and, and, work something out, it would have just been all those patients out into the ether. And, know, probably who knows how many of those, you know, 450 would have shown up with us anyway. But it's, it's, know, again, being younger, not knowing what I was doing, like it was intimidating for me. But as I look back, like he'd never done that either.   speaker-0 (18:22) Yeah   speaker-1 (18:30) You know, so was all, it was new for both of   speaker-0 (18:33) Well, and also thinking about, I'm sure some listeners might think like, Nate, that's a bad deal, though, spending $120 per patient chart. And if you are a wise business owner and you know the cost of acquisition of a new patient, yes, I would say that that probably is on the higher end of a patient. However, I think the perk of this is these are most likely patients who have been active patients in a dental practice that are going to be good patients that are coming. And odds are they also might be, I call them sleeping.   patients in the fact that this dentist was on the retiring side, odds are that dentist was just slowing down with dentistry. Every dentist will have this happen to where odds are these patients actually have a lot more treatment available since their selling doctor was slowing down in their career. while it might be more expensive, you're probably also paying for it with the dentistry available with an older doctor selling. So got it. Okay.   speaker-1 (19:22) Yeah. Yeah.   And then yeah, like, and then fast forward, you know, another five years or so from then, it's not five, about five years ago. I had a dentist moonlighting with me who was in the Navy. It was getting out, wanted to stay in the area. Awesome, awesome dentist, really good friend of mine now. And he wanted to stay, but again, at that point I wasn't busy enough to really support another.   an associate and I'd never really never had an associate either. And again, opportunity I had, was having, it was like a county dental society meeting. I was talking to a friend of mine as well, who was a little bit older dentist and she was like, I'm thinking about slowing down. maybe this guy could work for you for a couple of days a week and me a couple of days a week. And kind of light bulb went off my head. I was like, or I could buy your practice if you're open to it. And then you can slow down whatever you want. ⁓   be an associate with me and he could work at the two. I kind of saw the writing, like the potential if he did that, what happens if now he wants to buy that practice and then it's, you know, so that actually.   speaker-0 (20:29) You would be training up your competition. So good job on seeing that and not letting that happen.   speaker-1 (20:35) Yeah. And, uh, and it worked and that worked out great around the, again, just weird timing around the same as I was closing on that deal. One town over those, dentist who unfortunately had a terminal, uh, terminal cancer and was looking for somebody to help take over his practice. So I was able to take over his patient base, which another bonus of being able to help, you know, get this new associate, you know, even busier.   speaker-0 (21:01) So really your practice is a makeup of four practices. Did I count my?   speaker-1 (21:06) And then I had one more a little bit later. There's like five, five, nine into two locations now. So yeah. Yeah. And with that one, was the, um, I was able to bring one of the hygienists on board. Um, which again, that familiar, familiar face, familiar voice, um, was a big, was big and she's still with us and she's awesome. So, um, so that's been, that's been really good.   speaker-0 (21:07) Okay, so   Clever. love it.   awesome.   Have you guys heard? But like really have you heard? And are you the type of person that loves to take massive action? Well, if you are, I would love to invite you to Dental A Team's Virtual Summit, April 22nd through 23rd. And yes, right now guys, it's early bird. That means it's $200 off the normal ticket price. You guys are going to learn how to optimize your practice this year. We know it's been a rough year. People have quit. We've had COVID, we've had changes. So we want to teach you guys how to optimize within your practice now and execute.   Friday is full team, Saturday is all things leadership. So bring your team, get some CE, take massive action, head on over to TheDentalATeam.com. Coupon code is summit early bird, and it's valid until March 31st. That's summit early bird, all one word, and it's valid until March 31st. So guys, head on over. I can't wait to have you take massive action, optimize your practice, and execute. Let's make 2022 your best year. I love it.   I love how much you have, ⁓ I think if anything I'm taking is don't be afraid to take those risks, don't be afraid to look at opportunities and also I think you just kind of have also positioned yourself to be well known within your community and I feel like so many dentists, like yes even within big cities like New York, Denver, guess what? People are always retiring. I just had a student from Midwestern reach out to me and was mentioning how like.   Hey, care, do you know of anybody to buy a practice? And I'm like, what is going on? I don't know all the details, but I'm like, this is somebody who's been graduating for maybe a couple of years looking to sell a practice. so I think it's just important to get to know the doctors around you to build those friendships. Because when I think it's often like you're putting yourself in a position to be ready for that opportunity, it's kind of like right now they say have a lot of cash on hand. We know something's going to be shifting in the economy.   So just be ready for when opportunities there. And I think getting to know your neighbors, getting to know those dentists, hey, great, you also as a dentist might need them as a resource in the future as well. So I think it can go both ways, but I love that you've done that. So now I'm curious, Nate, because I selfishly want to talk to you about this. You've got these two practices, you've got these dentists.   Who knows, you're gonna like probably add on like four more practices of charts in the next five years. I mean, based on your record, like let's just start piling them all on. You'll be the only dentist in Rhode Island. You're just gonna last. But I know culture is something you and I off air. Nate is one of my favorite clients. I don't even come to your practice, Nate, and you and I will just chat business, talk shop. You are somebody that I will say publicly is someone who's just been.   a really great influence in my life. Periodically, you will just send me a random text of like, just tell me that we're doing a good thing. And I will say, and you know, as an owner, those kudos and those like good vibes, they don't happen as often because you're the one who's giving all that out to your team and to your clients and to your patients. And so Nate, I will say publicly, like how much you've just been an influence in my life as well. Something I just have appreciated with you as a client, as a friend, as a mentor. So I'm excited to chat. You've got all these things going.   I know culture has been a piece that you and I both have been talking about of developing this culture. So kind of what spurred you into realizing you wanted to shift your culture of your practice. And then let's talk about the nitty gritty, but like how did you as a business owner know you needed to do a shift within your culture? Because I think that that's humility. And I'm just curious, like what tipped you off? How are you able as a dentist to own that, that you wanted to shift that?   speaker-1 (25:03) Yeah, I mean, I think for me it was noticing, you know, sort of the patterns over the years of the just the ups and downs of culture, you know, and it's, you know, whether you call it the vibe or how everybody's getting along. ⁓ And there, I mean, it's over the years, like we've had some pretty painful, painful times and times where it's like, nobody likes being here. That's way better, you know, in the last few years and it had been in the past, but.   It's, I was realizing I didn't really know how to, I didn't realize I had, that I could have influence on, on how to change that. It's, you know, some of it, I'm not a confrontational person. I'm pretty laid back and I want every, you know, I want to be the one that's liked. I want to be everybody's friend. And it's hard. It's, mean, whatever 13 years into practice ownership. And I still, you know, struggle with that.   kind of not being able to be everybody's best friend. Like I actually own the boss and like I have to own that. So it's, know, again, I finally got like just really got so exhausting of the ups and downs of like, is this going to be a good month or is this going to be a good week or who's going to be upset and all that. that it's like, you know, it's not just on me, but it's like, creating that environment that people, you know, that people want to be here. You know, people are happy people.   playing well together and trying to manage all that. it's, you know, it's certainly I haven't figured it out completely, but it's, you know, just trying to work on little things.   speaker-0 (26:41) Yeah, well and I love that you said that because incidentally I'm like, ⁓ Nate, why didn't I even think about this? I know why you and I are good friends. We're eyes on the disc profile. We both love to be liked. We're both very outgoing. We're like, you know life at the party have a good time. We're also okay to like let other people be the life of the party, but just really that and I do think a lot of dentists have that personality. ⁓ I was thinking about dentists last night actually while I was falling asleep and I'm like gosh you guys have to charm and dazzle and wow all day long.   Like you walk in and you have to make friends quickly and it's in an uncomfortable like, hey, let me like get real up and close and personal, like look in your mouth. And I got to like win you over and make you like me. I want to say yes to treat Mike. That's a lot of output of energy all day long for you guys. And so for you to realize that you also have to be a boss, I think one takes humility and two, also is ownership. And I would agree. I think it's like you get to a spot where I'm like, all right, being friends is fun.   But we got to have this like even kill because this up and down is just causing me to feel like I'm in whiplash all day long. So what were some of the things that you started to shift again? You and I chatted in December and I know we both like I've taken this from our conversation of culture is a slow burn. It is not something that happens overnight. It is not something that is instantaneous and I am an instantaneous person. Like I will figure it out. I will come up with it like we will find the solution and culture is like, all right.   Cool, I'm here for the journey. So what were some of the things you started to shift that you've been able to see? know Tiffanie's been helping you guys in your practice quite a bit as well, but I think ultimately at the end of the day, consultants can only help as far as the leaders are willing to go. And so for you to be willing to shift and change is why your team's been shifting and changing too. So what were some of those specifics?   speaker-1 (28:26) One of the, I would say the hardest thing for me and I still like, it still gives me anxiety and trouble is having difficult conversations. And while, you know, it's   you wouldn't think it would necessarily play toward helping with culture, having difficult conversations. I think it really does because I think it resets some of that, ⁓ like where the expectations are, what kind of the clarity on what needs to be done. But I think that's part of, on my ups and downs, I, again, wanting to be agreeable and being pretty laid back, if there was some...   trouble happening or there's some conflict between the team. Like a lot of my default for years was, it'll just blow over. Like, let's it work itself out. And it would work itself out by exploding after a drink or two. And then everybody would hug it out after a drink or two, and then we're fine for a while. But like, was no way to operate, right? So for me, getting over my fear and my anxiety of having those hard conversations, you know, and that's actually, that's one of the things that Tiffanie has been super helpful.   with on helping me through some of those. And I think one of the biggest skills that I've gotten with working with the Dental A Team is that, to have those conversations. They're not fun. People don't like them. I don't like them. But I think it makes a big difference and means a lot once people, like once you get through that.   speaker-0 (30:02) For sure. And you're lucky to have Tiff. think Tiff is one of the best at it. Tiffanie is very masterful on being able to, I say word ninja it. She's also just very direct, which is odd because she's so lovable and so nice. But something her and I have chatted a lot. And to your exact point, when team members have those uncomfortable conversations and they know their employer is willing to do it, everybody actually feels safe.   and that safety can create stability, which also creates like easiness. So my husband and I felt like I used to be a people pleaser with him. And just this week, he and I had a really big decision, a really awesome opportunity, and we ended up turning it down. And I was so frustrated. Like, I'm such a like driver and doer and like, this is an opportunity. We've been working for five years for this and we're just gonna like walk away from it. And I was not my most polished Kiera. ⁓   Thankfully, I would never do this with my team, but my husband, was just like full on expressive on like, and not anger at him, just the frustration of the situation. Like we've worked for this for five years and we're still not going to go through with it. And he made a comment to me, said, Kiera, I love that we've worked on our relationship so much to where you can feel comfortable and confident to have this conversation, to express your true feelings and we can work through it and find a solution. And I use that example because I feel like it's very similar with teams with   bosses that are willing to have these uncomfortable conversations because there's a there's a trust and a confidence that I can come to you. I know we can go toe to toe. I know we can work through this even though it's not fun in the moment per se. There's so much beauty and ease and flow that happens because we're not just always like holding it inside trying to like charm everybody else around us.   speaker-1 (31:47) Yeah. And what I have sort of seen ⁓ as I'm doing that more often and as I'm getting more comfortable with it, I'm seeing my team do the same thing with each other, in a, you know, in a respectful way. And they're confronting things before they become like these underlying deep seated issues. So yeah. So that's been good. ⁓ Working on gratitude is another, is another big one. Yeah. It's funny. It's, it's, ⁓   That's been, that's taken me a little bit to get used to and kind of coming up with a pattern of how to do it because it doesn't necessarily come naturally to me. You know, I think it all the time in my head, you know, how appreciative I am, but it's expressing it is what's hard and finding the way that resonates because everybody's different. What, you know, what lights everybody up is different. So it's trying to, I'm still trying to figure that out for everybody individually.   speaker-0 (32:42) But I think it's awesome that you're taking that on and like you said and I will say kudos to male doctors that are willing to share their appreciation because I'm not a male, but I have heard from several male colleagues that it's very uncomfortable. They're like, I'm just not somebody like you said, I think it, but I don't necessarily say it I don't know how to say it and sometimes it's an awkward thing. But I will say as a team member, I worked only with male doctors, except for one time I had a female doctor. But most of the time males were the doctors I would work with.   And as a team member, especially a female team member, it meant the world to me when they would share that appreciation. it just would, most women are very much ⁓ people who love those words of affirmation that are genuine and sincere. And so I think that that's a great thing that you've taken on. And I know that that's shifting because you shifting that way is shifting your entire team as well. Very cool. Okay. I just want like a quick highlight list as we wrap up, Nate, I appreciate you so much. What are some of the things working with Tiffanie that you've   that you guys have implemented in your practice or some things that you've seen, like we've talked about chart mergers, which gosh, it's just so fun. And we talked about culture shifts, but what are some of the things over the last year? I think you guys are just wrapping up your heading into year two. What are some of the things you guys have implemented with her this last year that were really just impactful for you?   speaker-1 (33:59) Yeah, it's, it's, it's, it's a, we've done a bunch of like small things, you know, and, and, that's what I think has been great is like they, they're easy concepts, but communicating ⁓ better handoffs from front to back and committing to that. ⁓ It's, one of the first things that she introduced with us. And, you know, it seemed like such a simple thing, but it's made a huge difference in. ⁓   and just having consistency of communication and then also it helps the teamwork. ⁓ That's been really good. She's helped a lot with trying to ⁓ have us have a better of sense and strategy around our revenue cycle. Just little things that we didn't necessarily know that we weren't doing, you know, as efficiently as we could. But what I love the most is the process and the accountability part that's put in. ⁓   there, you know, I, in previous years, you know, I've worked with other coaches and consultants and things. Um, and it's always been like a kind of a cookie cutter type thing. And it's, you know, it has been helpful, but what I really love about Dental A Team is how. Yeah. She's able to look and see exactly what it is that we do and how we do it and tailor those systems to us. Um, uh, but also that holding us like holding us accountable to do it. Like we had a, we had a call.   this week, I think it was. we've been looking at outsourcing things for, and I think we've probably been talking about it for a month, two months or so. And it was kind of funny because she has, she's like the sweetest person in world, but she was like, all right guys, I'm tired of talking about this. You're going to buy the end of it. And we're going to, we're going to make a decision on this in my head. This is on Tuesday. I was like, all right, by the end of Thursday, we'll have this done. She's like today, like today that you've done this and tell me who you're going with. And I was like, all right.   But sometimes that's what we need, know, cause we were stuck in this little cycle. So she, you she's good with that. And then sort of same thing with, you know, those are one of the difficult kinds of conversations I needed to have, but was Tuesday was funny. She was, she like really lit a fire under us. Cause like three or four things are like, you're getting this stuff done today and it's happening. that's the push we need, but there's other, know, there's, it's not always that intense. You know, there's also, ⁓ you know, if we need a little help with, you know, with things and,   It's process. She's there each step of the way.   speaker-0 (36:25) awesome. I love it. Well, I think that other no, go ahead.   speaker-1 (36:28) Sorry, it's   been really, it's been really good that I haven't seen with anybody else I've worked with before is she's totally accessible to my team. And I have a couple of the people on my team who are like very growth mindset, growth oriented with us. And, know, they, I think they talked to her more than I realized. And it's, it's one of like, felt initially like when she, you know, gave everybody her contact information, she like, I don't know, I hope that doesn't get abused. And she's like, I love it. That's what I'm here for.   and not knowing the specifics of what she's helping some people with. Like I've had a couple of people on my team, they're like, is so great to be able to reach out to Tiffanie and get this advice on this. And she's helping them just as much as she's helping me. That's awesome.   speaker-0 (37:09) That's huge and I appreciate that Nate because one it's fun to hear how our consultants are doing and I love like a few pieces you said which makes me happy because like as an owner and I'm sure as dentists we have this great vision of what we want our company to be what we want our practice to be and then to hear a patient experience to hear a client experience I'm like we will never be cookie cutter I refuse like forever because no practice is cookie cutter so to hear that it's systems that are customized to you guys where it's what's gonna work with you and also like you said   that accountability. Tiff and I, will say kudos to Tiff because at first, you know, we were like, how do you consult offices? And most of time we'll just kind of go through with you holding you accountable. But there are times when we will need to like laser in, lay it down and be like, guys, here's the reality. Just like a coach at the gym. I'm like, I don't want you like high five. I mean, that was a great workout when my squats look terrible. Like tell me to get my booty down, get my back out. Like   make sure I'm actually doing the work if I'm going to put in the work. And so I love that she did that. And like you said, that is something that we are so pro having those team members elevate rising them around you. That's something like we have kind of, I have a three prong approach and it's making sure you are profitable as a business. Cause if we're not profitable, fantastic. And to hear that TIF is helping you guys with that revenue cycle, making sure that's there at the handoffs, but then also growing people themselves.   You with those hard conversations, you making sure, I mean, we were just talking, you're having time off and your whole team is like killing it and you're not even there, which is awesome. ⁓ Also elevating team members. So it's not just the dentists themselves, but the team and then putting in those systems and team development top to bottom. So to hear it from a client experience, and we didn't even rehearse this prior to it, but to really hear the, and I didn't even prep you Nate. I didn't tell you to like, Hey, think of the last year and the highlights before we get on it. And I purposely did that because I wanted to hear.   what really stood out to you over this last year? What were the things that, because sure, you could go back and reread the emails and prep for it, but I'm like, that doesn't actually matter. What matters is what sticks in the moment. And so I just appreciate that. I love you as a client. know Tiff loves you as a client. You're just a, you're a great example of execution, of humility, of seeing opportunities and executing on them. And I hope people realize that success in my opinion doesn't just happen by chance. It is methodical. is...   Executed on sometimes you get sprinkled with that good luck charm But I also think that good luck charm is only good luck if you actually execute on it So Nate, you're just a dream. I love it. I love what you've done. I appreciate you being on the podcast you're just such a happy human and You're you're a great person who's doing great things in this world and your team's super lucky to get to work with you and learn from you as well   speaker-1 (39:48) Oh, thank you so much. And I feel so, you know, so lucky to have come to come across the Dental A Team, you know, three years ago and, and, and gotten to know you, gotten to know your team and all of you thought, you know, to me, my team and my life, it's awesome.   speaker-0 (40:00) Totally.   Well, it's, you know, we said yes, because you're in Rhode Island first. That was the first like initial yes. then you know, so but no, I appreciate it, Nate. So guys, if you if you have questions on mergers, or how to buy these charts, like please reach out, we'll connect you in with Nate. And if his story and the successes he's had resonate with you, email us, we'd love to chat with you. Hello@TheDentalATeam.com. And Nate, thanks for being here today. Thanks for just being a good human in this world that we need more people like you. So thanks for being here today.   Thank you. Awesome, guys. All right. As always, thank you all for listening, and I'll catch you next time on the Dental A Team Podcast.   wraps it up for another episode of the Dental A Team Podcast. Thank you so much for listening and we'll talk to you next time.  

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We love South Street here at City Cast Philly. Today we're revisiting part one of our series looking at the history and influence of South Street, from the Schuylkill to the Delaware Rivers. These blocks are resilient — surviving riots, fights for human dignity, and near demolition by city planners. And these blocks are lively — art and music has kept this corridor brimming with creativity going back to the very beginning. Last September host Trenae Nuri interviewed political scientist Richardson Dilworth, journalist Dan Biddle, and Selena Austin of the Historical Society of Pennsylvania to explain the street's storied past. We also use archival tape from the Philadelphia Department of Records. This episode originally aired on Sept. 8th, 2025. You can find all three-parts of the series in the podcast feed.  What's your South Street memory? Call or text us: 215-259-8170 Get Philly news & events in your inbox with our newsletter: Hey Philly We're also on Instagram: @citycastphilly You can support this show and get great perks by becoming a City Cast Philly Neighbor at membership.citycast.fm. Learn more about the sponsors of this episode: Heinz History Center The Frick PA Preferred Advertise on the podcast or in the newsletter: citycast.fm/advertise

In honor of Jess and Garage Boy's 6 years of dating, we reminisce on their meeting and hear some other FASCINATING real life couple stories...