Podcasts about fds

While we can get pretty far with a very simple approximation of what a fire is in our fire cfd, at some point our simplications are not enough. And there is a plenty of features and phenomena, for which we simply need a better tool to handle -  carbon monoxide, soot, extinction, flashover behavior, and what happens when ventilation disappears. At the IAFSS symposium, we sit down with Professor Bart Merci (Ghent University), fresh off delivering the Howard Emmons Invited Plenary Lecture, to talk about what it really takes to model turbulent combustion in real fires without asking practitioners to become full-time combustion scientists.We start with the engineering reality check: you do not get unlimited mesh resolution, unlimited runtime, or the luxury of endless sensitivity studies. As Bart says - "you need to pick your battles". That practical constraint shapes everything, from whether LES is a smart choice to how you treat the “unseen” physics inside a CFD cell. Bart breaks down turbulence in plain terms, explains why the largest eddies dominate entrainment and smoke movement, and shows how mesh decisions can quietly decide whether LES outperforms unsteady RANS in practical smoke control and compartment fire problems.Then we go deep on sub-grid combustion models. We unpack why infinitely fast chemistry can be acceptable in well-ventilated flames yet collapses in under-ventilated conditions, where toxicity, soot, and extinction dominate the risk picture. Bart explains a finite-rate, autoignition-informed approach that uses detailed chemistry offline to tune simplified reactions, then applies flamelet concepts and turbulence measures to predict reaction rates and species production inside each cell, including ignition and extinction behavior without relying on a guessed “critical flame temperature.”We close with what's next: validation in compartments, microgravity as a brutal test of “universality,” and why advanced non-intrusive diagnostics could finally improve near-wall heat transfer and flame-surface interaction. If you care about CFD, FDS modeling limits, fire dynamics, and the future of practical fire safety engineering, you'll want this one. If you would like to read more on the topic, here is Bart's paper that accompanied his brilliant lecture. Figure 3 is what we discuss at the end of the episode.----The Fire Science Show is produced by the Fire Science Media in collaboration with OFR Consultants. Thank you to the podcast sponsor for their continuous support towards our mission.

Subscribe to our Newsletter:https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ https://youtu.be/j0TuosYDQe4?si=7mzUwBe4PrQ-eB2E In this insightful session from the Ultimate Partner Live event in Bellevue, Washington, Vince Menzione sits down with Stephen Boyle, Corporate Vice President for Enterprise Partners at Microsoft, to pull back the curtain on the tectonic shifts redefining the tech ecosystem. Boyle details Microsoft's massive organizational pivot into enterprise and SME/channel divisions , explaining how artificial intelligence acts as the foundational thread unifying systems integrators, software vendors, and digital natives. Moving past market noise surrounding competing foundational models , he highlights Microsoft's strategy to become the ultimate “platform of platforms” by prioritizing user choice, security, and trust. Emphasizing a shift away from infrastructure technicalities and toward practical business outcomes , Boyle delivers an urgent mandate for partners to scale technical talent, eliminate traditional operational silos, and brace for the incoming consumption-driven, agent-based future of enterprise computing. Key Takeaways Microsoft has restructured its global sales divisions into distinct Enterprise and SME/Channel organizations to better target its massive total addressable markets. Artificial intelligence is fundamentally altering the partner ecosystem by dismantling traditional software and systems integrator silos to build interconnected, multi-party solutions. Rather than forcing alignment to a singular model, Microsoft aims to be the definitive platform of platforms by offering extensive choice across over 1,100 language models. The enterprise landscape is rapidly moving past experimental AI pilot phases and entering production setups completely focused on transforming core business outcomes. Tomorrow's service organizations are aggressively evolving into software-minded operations that deploy repeatable, highly specialized internal autonomous agents. Managing tokens and monitoring usage metrics represents the emerging operational baseline for balancing efficiency against the scaling expenses of large language models. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Key Tags AI frontier, platform of platforms, enterprise partners, global systems integrators, digital natives, language models, token consumption, agent sprawl, citizen developers, shadow IT, business outcomes, technical enablement, marketplace growth, hyper-scalers, processing fluency, sovereign AI, industry ecosystems, data governance. Transcript [00:00:00] Stephen Boyle: This is the biggest, most transformative, iterative change in technology we’ve ever seen, where, if you wanna call it a paradigm shift or whatever word comes after paradigm shift. [00:00:12] Vince Menzione: We just came back from Ultimate Partner live in Bellevue, Washington, where we hosted incredible leaders for two amazing days. Come join us for this next session where we explore the tectonic shifts we’ve all been seeing. Uh, I am thrilled to invite our next guest up on stage. I’ve known this gentleman for several years back in my days at Microsoft, and, um, we’ve been friends, actually Microsoft, and then we both went and did different things, came he’s come back to Microsoft in a big way. [00:00:46] Vince Menzione: Uh, Steven Boyle, for those of you don’t know, is recently a named the C. We will talk about it in a second, but I, I need to announce you properly. Is the corporate vice president, which by the way in Microsoft is a big deal for enterprise partners. He and Nicole De and I would say are the two Microsoft leaders in the organization. [00:01:06] Vince Menzione: Nicole is the channel chief. Steven has a, a big remit and we’ll talk about that up on stage. But I’m just so delightful for his support and for making the time in a very busy week at Microsoft ’cause this is CEO summit this week to make some time to come with us and be on stage with me. Please welcome my good friend Steven Boyle. [00:01:29] Vince Menzione: Good to see you, sir. To see. So I’m gonna put you on this side. [00:01:33] Stephen Boyle: Okay. [00:01:35] Vince Menzione: The hot seat. So I’m gonna, I, I didn’t do a justice and I, I wanted you to explain your role. I, I think I know, but I think for the, for the people in the room, uh, talk to us what Enterprise Partners means at Microsoft and what that role remit and remit looks like. [00:01:50] Stephen Boyle: Um, CVPs may or may not be important, but one thing they don’t do is get invites to the CEO summit. So I’m super pleased to be here with you guys. No, no, it’s totally cool. It’s totally cool if that phone rings. No, I’m kidding. Doesn’t. So what does it mean? So I’d like quickly, um. January last year, uh, we split the sales organization into enterprise and small to medium enterprise and channel. [00:02:15] Stephen Boyle: You guys probably familiar with that? Nicole is the, uh, chief partner officer lives in the SMA and C world and drives the channel, um, drives our marketplace business and, and a lot of other things. Um, for that 60 billion, um, you know, total addressable market that we have. Down there in SME and C. Um, at the same time, we established enterprise partner as part of Nick Parker’s overall organization. [00:02:40] Stephen Boyle: Um, but for most of 2025 we ran it as global systems integrators and advisories, ISVs and digital natives. So three separate footprints all focused entirely on, on, on enterprise. Um, in December, January, we talked about establishing an enterprise partner leader that would. You know, aggregate all of this stuff. [00:03:00] Stephen Boyle: Um, I was fortunate to come through, um, some frankly, pretty hairy, uh, experiences, I bet with some of our senior leaders. Um, I, I’ve loved to [00:03:08] Vince Menzione: been in the room for that [00:03:09] Stephen Boyle: questions like, why Steven Boyle and things like that, right? And really have to dig deep to, uh, to justify. Anyway, uh, I’m blessed and honored, uh, to run that entire portfolio of partners, uh, for the entirety of the enterprise partner world, which now from a chief revenue officer perspective, belongs to Deb. [00:03:25] Stephen Boyle: Deb Co. So Deb is the enterprise leader for all of our sales that we do into that space. Awesome. Um, I have three regional leaders, Nina Harding here in the United States, Ehab Ra in in Europe, and Heather Gordon in Asia that mirror and replicate and flow down the things that we decide to do from a strategy perspective for the, uh, for the core. [00:03:45] Vince Menzione: And we love Nina. She’s been, she was at our last event, [00:03:47] Stephen Boyle: super, super lady. And, uh, you know, the US is still 50% of our overall business. [00:03:53] Vince Menzione: Yeah. [00:03:53] Stephen Boyle: Too big to fabric. Every time I talk to Nina, I’m like, Nina, you’re too big to fail. We can’t cover you anywhere else. So you know, you’ve gotta be successful here in the Americas. [00:04:01] Vince Menzione: So I think just for breaking it up, I, ’cause I do want to like, it’ll lead to the next question, right? So you have the global systems integrators, all these systems integrators. Essentially you have all of the software companies we used to call ISVs, we now call SDCs or software development corporations. [00:04:17] Vince Menzione: And then you also have the AI stack, I’ll call it. Right? So under Jason Grafe. Yeah. Many, many might know. Jason’s been a guest on the podcast and was Satya’s chief of staff at one time, eight years. Eight years. Wow. I didn’t realize there was that many. [00:04:31] Stephen Boyle: Carry carried a lot of bags for Satya over the years. [00:04:34] Vince Menzione: Unbelievable. Well, let’s, I mean, so AI is an important component, right? And you saw Jay’s, Jay talking, just talking about AI and all these things. I would love to start here, right? Because, uh, you’re, you’re, I wanna get your perspective as Microsoft, your perspective as Microsoft on the biggest shifts you’re seeing in defining this we’ll call AI Frontier. [00:04:54] Vince Menzione: We’re seeing right now, how should partners translate that into how they position and go to market externally? How, how do we need to think about this time? [00:05:02] Stephen Boyle: Yeah, that is, uh, that is a huge question and I’m not sure we’ve got enough time to go into the, into all of the detail. Um, so let me sort of up level it a little bit for you. [00:05:10] Stephen Boyle: And I think, look, the move that we meet at made a couple of months ago and pulling together those three aspects. Nicole had already done it in SME and C. Right. One partner organization across the world with a very common set of goals. We were working closely together, Sandy Gupta, on ISV, Jason on ai, and myself on on si. [00:05:29] Stephen Boyle: But we were still working closely together across silos. So the opportunity for me, 60 days into this role is AI just allows you to wire the partner ecosystem together differently. Right? And even if you look at how we’re going to market an AI today, um. You know, with, with, with chat GPT, with Claude, with Anthropic, um, I think there’s something like 1100 different, you know, language models on Microsoft today. [00:05:55] Stephen Boyle: So the way I think about AI is we are absolutely gonna be the ultimate platform of platforms. Yeah, choice is incredibly important. Um. It’s, it’s, you know, turn the clock back 12 months, everybody was chat gpt five point x, you know, and then six months ago it was Gemini and now it seems to be clawed. And honestly I don’t know what it’s gonna be next quarter. [00:06:15] Stephen Boyle: So the only thing I can do is offer you choice. [00:06:18] Vince Menzione: Yeah. [00:06:18] Stephen Boyle: And from a partner perspective, I think that minimizes or reduces the risk that you have betting on the Microsoft platform because you can go in a multitude of different directions. I know we’re not in Europe, but if you were in Europe and you were worried about G-G-D-P-R and Jay mentioned sovereignty, you’d probably be like lining up really closely to Misra. [00:06:37] Stephen Boyle: Yeah. And a bunch of other Europe, European partners. So wherever you are in the globe, I wanna be that platform choice. Um, and we will lead with our own first party solutions. I hope they’re not coming for me. Um. I parked safely in the hotel. It can’t be me. Um, but you weren’t vibe coding in the room. Um, but you know, wherever you are in the world, in whichever industry you are in, um, it is our intent to, to offer that platform of platforms and to give the broadest set of partners the opportunity to engage with us. [00:07:07] Vince Menzione: I think that’s really important because I, I have found, especially in the last month or two, people are, it’s almost like a knee jerk. Don’t you feel like people don’t know what to do? There’s been so much noise in the press and the media and, and the markets around open AI and anthropic especially. Where do I go? [00:07:26] Vince Menzione: Seems to be like when I, when I sit, I watch everybody in the room here. I think they’re, they’ve all been thinking that as well. So you can, [00:07:31] Stephen Boyle: there’s a, a little bit of a deer in the headlights moment. Yes. And even I like, I get that. Yeah. Um, you know, I saw, uh, Jay slides. Jay, love the presentation. Love the slides, man. [00:07:40] Stephen Boyle: I’m gonna steal several of them. Um, we’ll talk about that later. We, we [00:07:43] Vince Menzione: have the deck, [00:07:45] Stephen Boyle: but, but in all seriousness, you know, this, this is like. It’s a new paradigm. I will date myself a little bit. Some of you might heard me say this. I sold many computers in the 1980s. Mini computers. Some of you in the room are going, what’s a mini computer? [00:07:59] Stephen Boyle: Um, I sold client server for Sun Microsystems in the nineties. I sold an awful lot of Oracle databases in the Auts, I think they’re called, and I’ve done two stints with Microsoft. This is the biggest, most transformative. Iterative change in technology we’ve ever seen. What, if you wanna call it a paradigm shift or whatever word comes after paradigm shift. [00:08:18] Stephen Boyle: Um, and we are building intelligent systems at scale faster than we’ve ever seen. Scalable, mission critical solutions being implemented today inside of Microsoft and with our most important customers. So, and we can’t do it without partners, right? There is absolutely nothing we can do in this industry. I will, I will put the, you know, the elephant in the room out there. [00:08:40] Stephen Boyle: Our ISD organization has between five and 7,000 people. Our forward deployed engineering organization is about a thousand people. [00:08:47] Vince Menzione: Yeah. [00:08:48] Stephen Boyle: So when you look at the scale of the total addressable market that Jay just talked about. We are gonna service directly like this much [00:08:55] Vince Menzione: used to be 5%. Was it even, is it even that high? [00:08:58] Stephen Boyle: I doubt it’s, I doubt it’s even that. And the billions of dollars that we spend every year helping our customers transform to what we’re now calling frontier firms is gonna be, have to be driven with every single person in this room in some way, shape, or form. Judson is not asking Marla to significantly increase ISD. [00:09:15] Stephen Boyle: Not asking John to significantly increase FDE, although we probably will hire in that area just because of the, the newness and the, you know, bright shiny object that everybody’s like, oh, FDE, I’ve gotta have those. We’ve got a thousand already today that have been around in John’s organization for 10 plus years doing the things that we are doing today. [00:09:32] Stephen Boyle: But we are gonna build out that muscle. But the real way we’re gonna build out that muscle is with all of you in this room. That’s like categorical. That is my like, probably number one goal for the next one to three years is make sure that, that story that Jay just told about Microsoft not being involved in AstraZeneca. [00:09:48] Stephen Boyle: I probably won’t tell Judson that Jay, but I love the story. Um, like if you could all do that for me, like win, um, that is so, you know, from our worldwide learning, through our skilling enablement through our cloud solution architects that I personally own. We are pivoting aggressively towards making sure that the partners understand our platforms better than any other job, number one for me right now, if you don’t understand what I’m selling, like I’m kind of dead in the water obviously. [00:10:15] Stephen Boyle: Well, [00:10:15] Vince Menzione: I was gonna ask you why now? Why Microsoft? Why now? Right? Because there is a lot of noise. You know, Google just announced, you all announced your results on the same day, which was astounding. That was freaky, wasn’t it? It was. It was the first time. And the, the total commitment, customer commitment is over a trillion dollars now, I think 1.2 trillion is what I counted up. [00:10:33] Stephen Boyle: Yeah. [00:10:34] Vince Menzione: But it’s saying a lot about like, what do I do now, like as these partners in the room. Um, how, I think you kind of already, and you’ve talked about this, about differentiating where Microsoft is, I think J Slide does a lot of justice there. It says how, uh, Microsoft Partners came into the room, surrounded the customer. [00:10:52] Vince Menzione: It feels like Microsoft has always leaned in big time on partners. Uh, more so I would say than any other organization out there. What would [00:10:59] Stephen Boyle: you say Joe Roses, my chief of staff, business manager and so many other things was telling me last night that, you know, we used to say 500,000 partners. [00:11:05] Vince Menzione: Yeah, [00:11:06] Stephen Boyle: it’s a, it’s a significantly higher number than that as well. [00:11:09] Stephen Boyle: So there’s an element of, you know, back to the deer in the headlights, which partners are, are more important. One of my other phrases that I say on a regular basis, the winners and losers are yet to be decided in this next wave. Like, I want all of us to on the right side of that argument. Right? But, but it’s gonna be a challenge and, and companies are going through shifts. [00:11:28] Stephen Boyle: You know, Accenture, maybe, possibly doesn’t need 750,000 employees in the not too distant future. Maybe TCS at 600,000 doesn’t need 600,000 human employees. So we’re going through this dramatic shift of, you know, what’s the right balance going forward. What I would say about Microsoft is notwithstanding the fact that we’ve figured this out for 51 years, which is a little bit mind blowing, um, that you know, all the way back in the seventies we’ve gone through so many iterative changes. [00:11:56] Stephen Boyle: People have questioned just like they’ve questions. A lot of other technology companies, are you gonna be around for the long haul? I think we’ve proven time and time again, and I love Jay’s story. I’ve used that myself about how many companies disappear on a, on a decade to decade, you know, business. 10 years ago I had the opportunity to listen to Craig Clayton Christensen, who’s sadly no longer with us. [00:12:15] Stephen Boyle: Yeah. But you know, the books that he wrote and the story that he told to Microsoft 2014, we were nowhere in cloud. [00:12:21] Vince Menzione: Yeah. [00:12:22] Stephen Boyle: AWS was so far ahead of us, it was crazy. And he came in and he’s like. You know what? You guys need to be successful. You need to figure out how to cross this chasm again, and we’ve done it time and time again. [00:12:32] Stephen Boyle: You can go back. You know, Microsoft used to be known as a fast follower in ai. I don’t think we’re a fast follower. I think we’re right up there. We’re right at the front, but that race is still being run and the winners are losers are yet to be decided. [00:12:44] Vince Menzione: I was in that room with Clayton Christensen with you, by the way. [00:12:46] Vince Menzione: I remember, I remember that. That was at a Prism conference. [00:12:49] Stephen Boyle: Yeah. Yeah. [00:12:50] Vince Menzione: You men, you touched on this with the GSIs a little bit. How do you see the roles evolving? You know, we, we, we bucketed all, we’ve always been. Fantastic about bucketing ISVs or SDCs and sis and digital natives. Yeah. How does it, how does that all come together? [00:13:06] Vince Menzione: Does it come together any differently in this new AI platform era, or is it the same? [00:13:11] Stephen Boyle: I look, I, I’ve said this for a long time, like if you go into AstraZeneca, the six plus, you know, frontline partners, there’s probably a whole board of second, third tier that, that we don’t know about doing, you know, things across the AstraZeneca group. [00:13:25] Stephen Boyle: It takes several villages and sometimes a small town, especially in my world, in the enterprise world, strategic five hundreds. Yeah. Um, you know, we, we ran some reports a few years ago and it is shocking how many global systems integrators have a footprint in Shell or Exxon or, you know, bank of America or whatever else. [00:13:44] Stephen Boyle: So I’ve always believed that partner to partner is critical. Yeah. I think it became even more critical in the, in the AI world, and I’ll take my new friends at Anthropic. So I went to the first Anthropic partner Summit. Some of you might have been down there in, in San Diego, um, just a couple of months ago. [00:13:59] Stephen Boyle: Same partners, same people from the same partners. In the room, you know, talking about what they’re gonna do together with Anthropic. Um, and I’m looking out across this audience going, okay, well I know him and I know her and I know those guys, and like, I need to figure out how I’m gonna weave this together. [00:14:14] Stephen Boyle: So it’s not just an Accenture and Anthropic or an NTT data and anthropic, but it’s an NTT data plus anthropic plus Microsoft. Story going forward. And then who’s best at delivering those services capabilities? So it’s it at every juncture that I see in the, in the partner community, and this is the, the reason why I argued vehemently with Nick, that it has to be one organization I’m gonna create maybe given a little bit away. [00:14:40] Stephen Boyle: So if you’re recording, stop now. Um, I’m gonna create an enablement organization that is partner agnostic. I don’t necessarily care. I do care about the digital natives, but I don’t care about how I train them. Right. What I’m more important of is how do I train the digital natives in what the sis are doing, and how do I train the sis and what the ISVs Plus digital Natives are doing. [00:15:01] Vince Menzione: Yeah. [00:15:01] Stephen Boyle: That is my, that’s my game plan. If I fail there, then I think we fail to raise the bar and be differentiated in an AI world, and I’m not set up like that today. [00:15:12] Vince Menzione: I wanna, I wanna ask you, uh, uh, because I was looking at Jay’s slide and the, the managed piece is. And we have a lot of managed service providers in this room today. [00:15:20] Vince Menzione: A lot of them, by the way, come from the old school of managed services. The managed piece seems to be like, if I’m doing something today with ai, we’re gonna talk about security next, uh, up on stage here. It seems like there’s a new set of skills or a different approach to the customer, don’t you? Don’t you agree? [00:15:37] Stephen Boyle: I I [00:15:37] Vince Menzione: think you need to keep your hands on the steering wheel at all [00:15:39] Stephen Boyle: times. I think what it boils down to is you can’t do AI unless you do certain other things. [00:15:44] Vince Menzione: Yeah. [00:15:44] Stephen Boyle: Right. You could be a modern work specialist and you could make a lot of money being a modern work specialist, or you could be a, a dynamic specialist. [00:15:52] Stephen Boyle: We just held our, uh, inner A in a circle conference last last week, which I was disappointed to miss for the first time in a few years. Those, those days are, are, are fast becoming over. [00:16:03] Vince Menzione: Yeah. [00:16:04] Stephen Boyle: Um, why? Because everything that I’ve just said is tied together by ai. Yes. And in order to do good ai, you need good data. [00:16:12] Stephen Boyle: And in order to trust everything that you’re getting, as Judson talks about trust and intelligence, you need to wrap that in a really secure [00:16:19] Vince Menzione: Yes. [00:16:19] Stephen Boyle: You know, en en environment. Now we will do our best to provide levels of security into how we deliver ai. But that’s not the end of the game, right? You have to take it all, all the way to the edge. [00:16:30] Stephen Boyle: So that’s why a siloed partner or a singular commercial solution area partner in Microsoft’s terms, has got to transform its business. ’cause if you’re gonna do ai, you’ve gotta do those other things as well. [00:16:41] Vince Menzione: Agreed. I must see the model changing, and in fact, I see like bigger organizations becoming managed service providers in many respects. [00:16:48] Stephen Boyle: Yeah. Yeah. I mean, look, there’s still, there’s still a role for all the old terminology you mentioned is SV to sdc. Yeah. I’m like, I’m been around long enough. Look, it’s ANB still anv, it’s still an isv. Thank you. Independent software vendor. Um, and it’s, you know, where, where AI is allowing software to be, you know, frankly developed in a number of different places. [00:17:07] Stephen Boyle: We are all citizen developers. Um, you know, I was on a call with our internal leadership yesterday, um, and you guys might have heard this story ’cause I think it came out at Ignite. When we turn the agent 365, around and on ourselves. We found 130,000 agents running across Microsoft that had been developed and deployed internally with, I mean, you could call it shadow it. [00:17:28] Stephen Boyle: I guess that would be one phrase that you would use for it, but the reality is if you, if you haven’t got something to do your job today, you have the tools. To build it really, really fast. Um, and that, you know, that’s, that’s a great opportunity for people to be able to do their work, you know, in a better and in a different way. [00:17:45] Stephen Boyle: But it’s also a huge opportunity to make sure that data governance and security and all the other things that we need to deliver are there out of, out of the gate and out of the platform that we deliver. So security’s absolutely critical. Not saying that managed services won’t grow, um, at, at some level as well, but only if they transform into this multifaceted way. [00:18:04] Stephen Boyle: Yeah. Thinking [00:18:05] Vince Menzione: about, well, that’s what I was, I was gonna lead to here with innovating. It’s happening across, I mean, we’re talking about chips, we’re talking about foundational models, LLMs, we’re talking about applications, we’re talking about agents. How should we think about where to play and how to differentiate as partners in this room? [00:18:22] Stephen Boyle: I think. [00:18:25] Stephen Boyle: So look, I mean, one, one of the ways that Judson talks about it is I think silicon’s gonna change over time. Yes. NVIDIA’s definitely the 800 pound gorilla, maybe the 8,000 pound gorilla. Yeah. Uh, but you know, if you read the press, there’s, there’s things happening in, in different places as first party silicon, which we clearly are, are developing, um, in a quantum direction for sure. [00:18:45] Stephen Boyle: Um, there’s lots of different language models that haven’t even been launched on, on, on the marketplace yet, so. You know, Judson’s trying to uplevel our conversations. You’ll hear us talking about conversations more and more as we go into FY 27, um, that obviate all of those layers. Just like even when I was selling Sun Microsystems, it was about the business outcome and the business solution that we were solving for not necessarily the fastest piece of hardware or the best client service solution on, on the market. [00:19:17] Stephen Boyle: So I think what’s gonna happen over the next 12 to 24 months is we’ll have so many different models to choose from. We’ll have more silicon to choose from, but those won’t be the real buying decisions. The real buying decisions of what? How am I trying to transform my finance organization, my HR organization, and my supply chain? [00:19:36] Stephen Boyle: Because the underlying technology, Judson says commodity I, I guess I can go with that. It will be commoditized and we’ll really start to focus back on what the important things are. We’re moving a lot from pilot to production. You guys have probably seen that. The numbers that Jay just showed about how many. [00:19:52] Stephen Boyle: Projects are failing, is getting less and less because we’re getting smarter and smarter about what it takes to actually drive the business outcome. And I need all of us to be talking that same language. Yeah. Having conversations with head of HR about how we’re gonna transform human capital management in the, in the age of agents, if you like, like the underlying platform. [00:20:14] Stephen Boyle: It’s not, don’t worry about it. You wanna be on a secure platform. Don’t get me wrong. But at the same time, I don’t think we, we spent too much time worrying about that. [00:20:21] Vince Menzione: Yeah. We’re not, what you’re saying is we’re not spending enough time on outcomes. On the business outcomes. Right. And that’s where we need to focus. [00:20:27] Vince Menzione: We’re, we’re focusing on, I, I feel like we’re, it’s a signal to, to noise ratio that we’re living through right now. There’s too much noise. [00:20:33] Stephen Boyle: Yeah. [00:20:34] Vince Menzione: And we’re not focusing on the signal. I think that’s what you’re saying. [00:20:36] Stephen Boyle: I, it’s got to be, I mean, to be honest with you, it’s always been, you know, even when I sold what I would perceive, you know, sun in the nineties was a rockman ship to the stars and, you know, kind of sad what happened to that company. [00:20:47] Stephen Boyle: Um, but we, we were, we were fixated on, we had the best client server. But, but nobody was buying, you know, a piece of Sun hardware as a room heater, which is all it did, you know, like for the longest. But if you had SAP, if you had Cybase, if you had Bond, remember Bond, I mean all of those applications that drove the business outcomes, we’ve gotta get back to that kind of mentality. [00:21:09] Stephen Boyle: Yes. And worrying a little bit less about the underlying architecture. Yeah. It needs to be, it needs to be part of the conversation. ’cause it needs to deliver trust and security and intelligence and everything else. Then you need to rapidly move to what are you trying to achieve and how can we ensure the, the, the success of, of your business outcome. [00:21:27] Stephen Boyle: And look, I mean, Palantir pri you know, sort of came out and said, well, the way we do that is through forward deployed engineering. Um, and they stole the show. And, and, you know, they’re, they’re doing very well as a result of doing that. Uh, but if you go and talk to, um, Tom Siebel’s organization at C3 ai. [00:21:43] Stephen Boyle: They’ve had FDS for quite a while. You know, I told you about John Chuchu 10 years ago. John Chu, Chuck’s job was to go and get all the applications that we needed on the Microsoft phone. Remember that? [00:21:54] Vince Menzione: Yes. Um, [00:21:55] Stephen Boyle: you know, so we’ve pivoted John o over the years to doing what he’s doing now, which is to go sometimes in partnership with, with partners into the customer and say, what is it you’re trying to achieve? [00:22:05] Stephen Boyle: Let me show you how I can build that for you in three weeks or three months. That might have taken you three years. We literally just did a hackathon with one partner last, last, last week with, uh, with our ISE organization, the, the, the forward deployed, uh, group that John runs. Um, and one of the big customers said, I’ve just done in three days what would’ve taken me three months. [00:22:26] Stephen Boyle: Now he hasn’t productized it and rolled it out and blah, blah, blah. But the reality is that is how fast things are changing. And this was not a small company. This was a very, very large oil company, and they were like blown away by how much we can achieve. We’ve gotta do that at scale. [00:22:41] Vince Menzione: Yeah. [00:22:42] Stephen Boyle: You know, we, we have a commitment to scale our FDE community through partnerships to touch all of the S 500 in a very personalized way. [00:22:51] Stephen Boyle: And then, you know, at a slightly, you know, lower ratios down through the, through the majors and into, into Nicole’s SME and C world as well. [00:22:59] Vince Menzione: Jay talks about the decade of the ecosystem. He coined that term back, back on a podcast way back in nine, in, uh, in 2020. Microsoft has been at the, for, we used to call partner to partner back, back in the day. [00:23:10] Vince Menzione: Mm-hmm. Do you remember those days? How do you think about this ecosystem evolving and what steps are you taking to help bring these organizations together? Because I, I, again, we look at the seven seats or 6.3 seats at the table. The customer has the power now that they didn’t have before. ’cause they have the commitment with like with Microsoft and they can buy off of the marketplace and pull together multiple organizations to go, go do that. [00:23:34] Vince Menzione: How do you think about helping to orchestrate that as the leader of the enterprise partner business? [00:23:39] Stephen Boyle: So I’ll start with a really big example, and I’ll try and sort of scale it down a little bit. But my friends at Accenture, with the Accenture, Microsoft Business Group, we spend an awful lot of time, you know, in, in each other’s pockets, in each other’s deals. [00:23:51] Stephen Boyle: We know everything that’s going on in the Accenture, Microsoft Business Group. And a couple of weeks, or maybe a month or so ago, I was told that the Microsoft Business Group is now larger than the SAP Business group. It probably flip flops. [00:24:03] Vince Menzione: Yeah, [00:24:04] Stephen Boyle: it won’t be too long before the Anthropic Business Group is bigger than both of those. [00:24:08] Stephen Boyle: So what I need my Microsoft team to do is to not spend all of their lives in the. A MBG, the Azure, the Accenture, Microsoft Business group, but to go make friends in the Anthropic Accenture Business group and frankly still to make friends in the SAP business group and maybe in the Oracle Business Group and the list goes on. [00:24:27] Stephen Boyle: So at a macro 11, in the very largest accounts where we haven multiple practices, where we haven’t spent time before, I’m gonna. Push my people into uncomfortable zones and I’m gonna push them to go into those other areas and I’m gonna load them up with technical talent and cloud solution architects and ai, you know, forward deployed engineers. [00:24:45] Stephen Boyle: And I’m gonna force different people to talk together that haven’t talked together. So I can do that in TCS. I can do that, Capgemini, I can do that. Um, you know, in Europe with Capgemini and Misra is a classic example. Um, with the, with the Indian sis, Indian based sis, they’re all big enough where I know all the practices exist. [00:25:04] Stephen Boyle: I just need to do a better job of, of talking to them. Now, when you downsize that into, you know, into a, a company that doesn’t have all of that scale, this the same truth still holds. I need to talk to people who aren’t necessarily motivated every single day to do something with Microsoft. I need to talk to people who are motivated to do something with an AI partner or even a traditional SaaS partner. [00:25:27] Stephen Boyle: I noticed yesterday, actually no, this morning I got a notification that we just passed, um, a billion dollars in revenue on the marketplace with ServiceNow. [00:25:35] Vince Menzione: Nice. [00:25:36] Stephen Boyle: Um, and I think AWS announced the same thing, by the way this month as well. Um, so thank you to the ServiceNow people. Yeah. Um, you know, that is that there’s a tremendous demonstration of how far we’ve come in marketplace. [00:25:48] Stephen Boyle: ’cause that’s another one where we trailed AWS quite significantly. But with the right partnerships. And driving the right motions, we can, you know, we can definitely catch up and we will continue to pass, uh, some of, some of the other hyperscalers in, in, in that way. So really the bottom line to your question is partner to partner is still real. [00:26:08] Vince Menzione: Yeah, [00:26:08] Stephen Boyle: how we do it and what we use to tie things together. And I know that compensation drives behavior and we’re not gonna get into a compensation about like how we get compensated and everything else, but the reality is I’ve gotta break down those barriers and those silos and I’ve gotta deliver real meaningful enablement and practice development so that, so that the people who sit in the Anthropic business group and the people who sit in the Microsoft Business Group are spending as much time together as they are with me. [00:26:34] Stephen Boyle: That makes sense. Simply put, that’s what I, I need to achieve at scale rapidly. [00:26:40] Vince Menzione: So to, we’re getting close to time here, but as you look forward, what would define the most successful partnerships in this ecosystem? Is it, is it what you described, the opening up the aperture or for the, for the leaders in the room here today, what should they go do better and differently? [00:26:58] Stephen Boyle: Um, so obviously we’re closing out this fiscal, we’ve got Microsoft start and Microsoft start for partners coming up in July. Um, I mentioned the fact that we’re, we’re driving. Cu customer engagement through the lens of conversations and how do we achieve business outcomes? I would encourage you to, to gravitate, if you like, above the commercial solution areas where you might have understood, this is how I interact with Microsoft today. [00:27:23] Stephen Boyle: Um, and abstract it up to that AI layer. You know, think about trust, think about intelligence, think about business outcomes, and how do I potentially weave together a story? If I’m in the dynamic space, how do I get better in data? If I’m in the data space, how do I get better in. In that modern work environment, but really use AI as the overlay to, to help tie that together. [00:27:44] Stephen Boyle: That’s one thing. The second thing is if we’re not training you in the right direction, it’s stevenBoyle@microsoft.com. Let me know. Awesome. Um, we’ve got programmatic stuff, um, you know, and we’ve got high touch stuff as well. So I think this is, this is another time where Microsoft is gonna over pivot on all of the training and enablement that we need to do to make sure that you’re, you know, you’re grounded in our platform. [00:28:07] Stephen Boyle: Um, I think there’s a huge opportunity with this agenda future to become more of a software partner. You know, even the deepest services organizations are going to need agents, and the more successful ones will be the ones that can turn on those agents in a repeatable way. So. Our agents, the new SaaS. I’m not exactly saying that, but I think that the agen future is one where even the more services oriented companies will, will have teams of agents that they’re deploying. [00:28:35] Stephen Boyle: In fact, I had a very, very large systems integrator, um, in, in the EBC just about a month ago, three weeks ago. Um, and I was sat next to their head of consulting and he showed me what he called his God dashboard. Uh, and right in the middle of his God dashboard there are like 450 accounts. All of whom I recognized, ’cause they were all in the enterprise, right in the middle of his dashboard was, how many tokens am I spending? [00:29:00] Vince Menzione: Yeah. [00:29:01] Stephen Boyle: Like, not like what’s my daily runway? You know, not am I making a profit on that account or anything else like that is like, how many tokens have I consumed? Yeah. Because there is an awful lot of, that is the new juice, if you like. That’s, that’s driving the success. You can have the smartest people on the planet, but you’ve got to still arm them with all the best tools that are available out there. [00:29:22] Stephen Boyle: So it’s fascinating to listen to him, how he had gone through that thing of, you know, agent sprawl, how many are really working, how many are not working? How can we prove that? You can prove it through, you know, managing your tokens. There’s a new version of. Finops for tokens, for want of a better phrase, that’s gonna be critical for us all to understand. [00:29:40] Stephen Boyle: ’cause they’re not cheap, they’re not free, that’s for sure. And, and they might not be cheap if you’re not, if you’re not managing them and using them effectively. Yeah. So that’s the other thing that I would really get on top of. And, you know, we’re gonna make some announcements in the not too distant future about the consumption driven future. [00:29:56] Stephen Boyle: Um, that, that we will, that we will deliver with our first party and third party platforms going forward. So that’s another. Another critical thing [00:30:03] Vince Menzione: sounds like some exciting announcements. Pretty soon. [00:30:06] Stephen Boyle: Yeah, could look close. Quarter four, help me close. Quarter four. Yes. That’s priority number one, two, and three right now. [00:30:12] Stephen Boyle: Uh, but get ready for some, you know, for some new announcements in July. Um, look, the future is incredibly bright with Microsoft. It’s incredibly bright in the industry as a whole, right? I mean, let, let’s be honest, the, the growth targets that we will have for ne next year are astronomical, and we will not make them without the partner community that we have, without training and enabling the partner community that we need for tomorrow. [00:30:34] Stephen Boyle: So like, stay close, you know, stay engaged. Talk to your partner development managers, talk to the talk to field reps, talk to the accounts that that, that you are in, and stay as close as you possibly can to our emerging strategy. And, um, you know, look, I, I think if I had fivefold or tenfold the people I have today, I still wouldn’t be able to touch everybody that I would like to touch in the partner community. [00:30:58] Stephen Boyle: So I’ll apologize in advance. Um, but we’re gonna have some, you know, some really cool ways of learning. Um, and we’re gonna make sure that they’re available to the widest possible audience. [00:31:07] Vince Menzione: Well, we bring the practitioners and the experts in the room to help with that as well. Right? Yeah. Because you can’t always have a partner development manager tied to everybody in the room. [00:31:14] Stephen Boyle: I, I would do hackathons on AI every week with every partner and every part of the world, but I can’t. [00:31:19] Vince Menzione: Yeah, exactly. Well, so good to have you today. Thank you. So good to see you again. I don’t know what your schedule is like. I, we didn’t, we don’t have enough time for questions. [00:31:28] Stephen Boyle: That’s cool. [00:31:28] Vince Menzione: From the audience. [00:31:29] Stephen Boyle: I’m gonna stay around for a little [00:31:30] Vince Menzione: while this [00:31:30] Stephen Boyle: morning and I’m coming back [00:31:31] Vince Menzione: for cocktails. Alright, terrific. So. Stephen Boyle will be here for cocktail hour. Thank you. Four 30 and uh, I wanna thank you, sir. So good to have you. Thank you. Good to see you. Absolutely. [00:31:42] Stephen Boyle: So much. Absolutely. Hey, thanks everybody. [00:31:43] Stephen Boyle: Thanks for what you do today, and hopefully thank you for what you do tomorrow as well. [00:31:46] Vince Menzione: Thank you. An incredible leader. [00:31:49] Stephen Boyle: Don’t forget, ultimate [00:31:51] Vince Menzione: partner Alive is coming soon, June 18th at our executive breakfast in New York. I hope to see you there.Description The Future of Tech is Here. Subscribe to our Newsletter:https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ I

Send comments and feedbackIn this Sharp Waves podcast episode “Epilepsy and Functional/Dissociative Seizures,” Wesley Kerr, MD, PhD, a statistician and epileptologist at University of Pittsburgh Medical Center, joins Shruti Iyer, MD, a third year neurology resident at University of Pittsburgh Medical Center, to discuss their recently published study on categorizing the probability of epilepsy in patients already diagnosed with functional dissociative seizures (FDS). The conversation highlights how this proposed framework may help clinicians better identify patients who could have coexisting epilepsy and improve diagnostic accuracy and treatment planning. The episode also notes that functional dissociative seizures were previously, and in some settings are still, referred to as psychogenic non epileptic seizures (PNES).You can access the research article here. Sharp Waves episodes are meant for informational purposes only, and not as clinical or medical advice.Let us know how we're doing:  info@ilae.orgThe International League Against Epilepsy is the world's preeminent association of health professionals and scientists, working toward a world where no person's life is limited by epilepsy. Visit us on Facebook, Instagram, and LinkedIn.

Jumping straight to CFD has become the default move in fire safety engineering, but that habit can quietly weaken our work: more inputs, more assumptions, more ways to be wrong, and often no clearer link to the actual design question. We sit down with Craig Hofmeister and Brian Klein to unpack a practical, defensible way to choose the right fire model for the job using the SFPE guideline “Substantiating a Fire Model for a Given Application.”The broad framework of this work is to define the phenomena of interest and questions at hand, then choose the candidate models and evaluate them through set of core qualities, then address the verification and validation of the models, consider uncertainties and user impact, and finally document the whole process.We walk through the framework step by step, starting where good performance-based design always starts: the questions the model must answer. From sprinkler and detector activation to atrium smoke control, pressurization, visibility and tenability, we talk about translating objectives into key physics and required outputs. That sets up a grounded comparison across hand calculations and algebraic correlations, zone models like CFAST, node network tools like CONTAM and Ventus, and field models like FDS built in PyroSim.From there, we get into the part many projects rush past: verification versus validation, how to use published V&V evidence (and when you are outside the validated scope), and how uncertainty and user effects should shape your confidence. We also address real-world constraints like AHJ expectations and contract requirements, plus practical tools like sensitivity studies, bounding analysis, and grid sensitivity checks to keep complexity from turning into false precision.If you want a cleaner way to defend your modeling decisions to reviewers and stakeholders, this conversation gives you a repeatable process you can build into your own practice.----The Fire Science Show is produced by the Fire Science Media in collaboration with OFR Consultants. Thank you to the podcast sponsor for their continuous support towards our mission.

Anthropic just teamed up with Goldman Sachs and Blackstone to launch a $1.5 billion AI venture targeting private equity-owned companies—signaling that AI monetization is moving decisively beyond Silicon Valley and into mainstream corporate finance. This is a landmark moment for understanding where the real AI money is flowing.Today's Stocks & Topics: CVS Health Corporation (CVS), Market Wrap, Domino's Pizza, Inc. (DPZ), The Arms Race for AI Capital: How Anthropic, Goldman, and Private Equity Are Reshaping Investing, Value Stocks, Invesco S&P SmallCap Energy ETF (PSCE), Key Benchmark Numbers: Treasury Yields, Gold, Silver, Oil and Gasoline, Rising Cost of Jet Fuel, FactSet Research Systems Inc. (FDS), KPP Newsletter, Memory Chips Stocks.Our Sponsors:* Check out Pebl: https://hipebl.ai* Check out Plaud AI and use my code INVEST for a great deal: https://plaud.ai* Check out Quince: https://quince.com/invest* Check out Scribe and use my code scribe.how/invest for a great deal: https://scribe.comAdvertising Inquiries: https://redcircle.com/brands

Salt immersion as a treatment for wartsTargeted reapplication of treatment for scabies in infantsChanges to Advice and Guidance in NHS EnglandWeekly or daily bathing in patients with eczema?Which devices to use in patient teledermoscopy?Does AI improve FDS in real world application?LPP guidance from EADVHep B guidance for patients on systemics

El 21 de abril de 2016 nos dejó un artista muy querido en este programa y miembro con honores de "la santísima" de FDS. Son ya -casi- 10 años de Prince y hemos querido hacer un especial con la guía del libro Prince: la historia detrás de sus 684 canciones (Ed. Blume), de Benoit Clerc y traducido al español por nuestro invitado y especialista en Prince, Marcelo Chaparro Santana. Con Don Víctor, hacemos un ejercicio singular,: hablar de Prince sin Prince...Escuchar audio

Ich bi mal wider über Wörter gschtoglet, woni gar nid kennt ha: Pink Pill, femcel und FDS. Das wo hinder dene Begriff schteckt, git mr abr scho sehr z dänke.

Making Tax Digital (MTD) has finally become a reality, more than a decade after it was first announced. Richard Hattersley reflects on the journey so far, from the highs and lows to where MTD stands today, including the National Audit Office report, confidence levels, costs and how the initiative has changed. The team also argues that the real crunch point is not 6 April, but the first filing deadline on 7 August, as they discuss systems, preparedness, sign-ups and what comes next. Tom Herbert then turns to another hot topic, artificial intelligence (AI). After attending NetSuite, he shares what he saw, what was announced and the key themes that emerged. He also looks at OpenAI's growing interest in tax policy, outlining what has been said and what it could mean for the profession. Finally, Matthew Ord reflects on the first series of Inside the Numbers, which featured conversations with FDs and CFOs about the metrics they use. The team explores finance leaders' attitudes to technology and automation, what comes next as AI frees up more time, and why KPIs matter as early warning systems. Stay tuned for the second series of Inside the Numbers on AccountingWEB.

El Peróxido de Hidrógeno (H₂O₂): Más que un reactivo, un agente oxidante crítico en la industriaEl peróxido de hidrógeno (CAS 7722-84-1), también conocido como dióxido de hidrógeno, es una de las sustancias químicas más versátiles y potentes utilizadas en la actualidad, abarcando sectores que van desde la síntesis química avanzada hasta el tratamiento de aguas y la industria aeroespacial.Sin embargo, su manejo profesional exige un conocimiento profundo de sus propiedades fisicoquímicas y sus riesgos asociados para garantizar la seguridad operativa.

Este es un fin de semana especial para nosotros. Hemos cumplido 15 años en Radio 3 obrando el milagro de habitar una constelación singular de ciencia, ciencia ficción, cómics, fantasía, juegos de mesa, realidad virtual, videojuegos y mucho más, por ejemplo música... En formato "Cool Edition" y con el gamberreo y freshcura habituales en los encuentros musicales entre DJ Don Víctor y DJ Bustalter, concelebramos el aniversario con canciones "de 15 en 15". O sea, 2011, año de FDS, 1996, 1981 y 1966. Que lo disfrutes.... Vol.2Escuchar audio

Este es un fin de semana especial para nosotros. Hemos cumplido 15 años en Radio 3 obrando el milagro de habitar una constelación singular de ciencia, ciencia ficción, cómics, fantasía, juegos de mesa, realidad virtual, videojuegos y mucho más, por ejemplo música... En formato "Cool Edition" y con el gamberreo y freshcura habituales en los encuentros musicales entre DJ Don Víctor y DJ Bustalter, concelebramos el aniversario con canciones "de 15 en 15". O sea, 2011, año de FDS, 1996, 1981 y 1966. Que lo disfrutes.... Vol.1Escuchar audio

Kiera is a guest on The Extraction, a podcast by TeamCare, to talk about accountability without the drama. She, along with co-hosts Kyle Bergman and Dr. Sharon Bleiler, discuss the sometimes difficult realities of what it takes to be a good leader versus a great leader.  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 we are sharing a guest interview I did on another podcast. And it was too valuable not to bring you guys here.   this episode, you're gonna hear this host lead the conversation and then I'll wrap us up at the end. I cannot wait. It was truly one of my   episodes and I truly hope you enjoy.   The Dental A Team (00:18) everyone and welcome back to The Extraction podcast. Your cohost Kyle here today with my cohost and the co-founder of TeamCare, Dr. Sharon Bleiler. And today we are joined by Kiera Dent, who is the CEO and founder of Dental A Team, a consulting and training company focused on profitability, systems, accountability.   culture and leadership in dental practices. Kiera has worked nearly every role inside of a practice, which is a big part of why her content lands with both owners and teams. So in this episode, we are going to be riffing a little bit about everything and anything that goes into making a practice smarter, scaling from a leadership, bonding. We're going to talk a little bit about AI and efficiency. And so stick around. This is a good one. Kiera.   Welcome to The Extraction. How are you? Amazing guys. Thank you so much for having me. I've been super pumped to get on the podcast. Definitely a big fan over here. Excited to just rift on all things dental. I mean, my last name is Dent. So it's definitely my cup of tea here and excited to be with you guys today. So thanks for the warm welcome. Absolutely. And thank you again for taking the time to join us. I know you're super busy and congrats on all the success you've had building dental.   A team. One of the first questions I love to ask is what brought you to the dental industry? Not necessarily something that people grow up aspiring to be back when we want to be firefighters, astronauts or Olympians, but what brought you into it? Curious. mean, great question. It's funny. I remember in first grade, my teacher, Mrs. Larson had us like right out where we wanted to be. You guys, I have gone all over the map. I went from being like, I wanted to be a hotel cleaner. That was a big dream of mine. I was like, I want to be a hotel.   cleaner mom, like it's gonna be amazing to wanting to be a vet. I don't even really like animals. Like you can judge me harshly right now. And I was like, vet all the way up to I wanted to have, I wanted to break the world record and have 99 kids because I was like, listen, and then I'll just have like, I had already thought in processes at that point in my life. Like if I just like meet with them like one day a year, I could see each of them three times a year to then being like, listen, I just want to like wear scrubs for my life. And so was either like be a nurse and learn the whole body or be a dental assistant and just learn the mouth.   So that's actually what got me into dentistry was the desire to wear scrubs. Also, I became varsity tennis player, not because I love varsity, I just wanted to wear the cute skirt. Like that was really my motive in life. So I clearly am like a mixed bag over here of why I got here. But I actually then got into dental assisting. It was very fun, loved it. And then I went to college and I was trying to figure out what I wanted to do. I settled on wanting to be a marriage and family therapist. And I remember   I was sitting in my interview, I was in Oklahoma and I was interviewing to get my degree and master's get accepted to school. They asked me questions and I was thinking about my patients back at the dental office. And it was a, I call these like the pivotal moments where I sat there and was like, Keara, do you really want to be a marriage and family therapist? The fact that you're sitting in this interview, you've worked hard. mean, passing the GRE is freaking hard. So like even to get there, I was like, do you actually want to be this marriage and family therapist? And it was a moment where I was like,   I think I actually absolutely love dentistry and that's where I'm meant to be and what I love to do. And then you fast forward a little bit further and now we're in consulting and I feel like I've been able to blend my love of the marriage and family therapy, of the love of people and wanting to solve problems, but I get to do it in a space of dentistry that I feel is just magical to change lives. So that's kind of my like roundabout random story of going from hotel cleaner to veterinarian to becoming a dental consultant. And I feel like I really did that like sweet landing of a space that I'm obsessed with of helping people.   And I say, dentistry is my platform, life is my passion, and to be able to bring that to the table is very fun. Kiera, that makes so much sense that you married those two because I watched your video on your website, and I've been a dentist for a while, and you you hit it out of the park. As soon as I watched it, I'm like, yes, it's really hard. Yes, you love it, but yes, you're trying, you always have, I always say like you have one wheel off the wagon and you're always trying to get it back together. that you were in counseling and yeah, you got it.   Thank you. In our research of looking at what you've done, Kiera, I see a lot of similarities in your leadership style along with Dr. Sharon's here. One of my favorite all time quotes from any human is when Dr. Sharon said, you know why I'm a good dentist and a good manager and a good owner, Kyle? It's because I raised four kids. It's because I was a mother.   Because I was a mom first. You talk a lot about accountability without drama. Noble Dentistry, our in-house brand underneath TeamCare, is run equal parts Iron Fist and a lot of empathy. Everyone there, it's an excellent practice. 14 operatories, seven associate doctors, millions of dollars a year. It got there under the leadership of Dr. Sharon and the incredible technology that builds Power's TeamCare.   But Dr. Sharon lives and breathes set every day, accountability without drama, being direct with people, having meaningful conversations. What in your experience does that actually look like in a real office? Yeah, well, mean, Dr. Sharon, I love your story and I love what you've built. I think like powerhouse and that is not an easy feat. with physically my body's been, think, in over 300 dental practices in the course of my career. Our team, think, has physically been in over a thousand. So like...   To say that I've seen a few dental practices in my time is not a lie. And to see people that are able to grow to the magnitude that you've been able to is something that I think there are, there are traits, there are characteristics, there are pieces. And it was interesting because I think like one, you're an insane example and everybody listening, like kudos because you've got a great example. Dr. Sharon, I'm freaking proud of you and I love what you've built and I love what you've created and.   Everybody listening is really lucky to be able to hear your successes and to learn from you. The second thing I want to say is we had an in-person mastermind with our doctors and we bring them all together and it was something I did not want to do. Like literally I was like, I'm not doing masterminds guys, like everybody does masterminds and our doctors like, Kiera, please bring us together. And I'm like, listen, this is not my cup of tea. Like I'm a girl who loves to be on stage, but then I definitely love to just like shut it off and not be on stage anymore.   Events, feel like they just linger longer forever. So I am the girl who puts on an event and then you don't see me at all. Like it's like a goodbye, wave goodbye to the children, send them on their way. And like, I don't want to see you until the next morning. And, but I noticed in there that when you ask about the questions of accountability and iron fist and different things, there was a moment that I hadn't realized until just two weeks ago. And I've even watched myself, we're 10 years into the company now. And I think that there's an evolution of leadership. And I think Dr. Sharon, you'd probably agree to this that.   I think there's the firefighter stage when you first start and you're like bros and gals with your team. And you're really in this like, I want to be best friends. And I actually think it blurs the lines of accountability really hard for these new owners, but they want to keep the team and they want to have good vibes. Like I was talking to a tennis the other day and she's like, I just love my practice. She's three months in Dr. Sharon. So we know she's still in like the honeymoon phase. And she's like, I just love my team and they're so great. And we just like all have the best thing and we hang out all the time. And it's just great vibes.   And I thought, honey, I'm so freaking pumped for you to experience. It's Sharon's laughing. She's like, you get it, you have it, you understand. I think that as you evolve, you start to recognize, and I said this quote the other day to a dentist, said, there will be points in your career that you are loved, there will be points in your career that you are hated, but I hope where you actually land is respected. And I think when you can have the filter of, how can I be a respected team leader? How can I be a respected CEO?   You start to make decisions of accountability that are firm, that are fair, that are consistent. And that is what teams ultimately are looking for. They're not looking for you to be best friends. Surprise, like spoiler, bosses aren't their best friends. Like that's not what we're here to do. Our job is to be that leader, to be that coach, to be that mentor, to be the person who sets the standards, to set the stage. And standards are what we tolerate, not what we say. And so when I look at accountability and I look at teams, I think that there is a progression.   And I think for leaders to realize like you don't just show up out of the box as a great leader. It is a progression and it's an overview of that. But I do think the consistency piece and also making decisions that are in the best interest of the business, not in the best interest for you or for your team, I think becomes a North Star that helps you have stronger accountability. And I will say like, you can't have accountability without consistency. So if you're not solid on the consistency, get someone paired with you.   that consistently drive those results forward for you, because those are gonna be some of the most key critical pieces that I've seen that really separate the successful easy practices versus those that are just scrapping by and trying to get to the next level, but feeling like they can't get out of their rut. And I'm like, you can't because we're not consistent, we're not accountable, and we're not holding the true North Star of what the practice ultimately needs, not what you want to do to be liked.   And I hope that landed with love, not sharpness. No, no. Like that's damn, that's like spot on. That's what Kyle's kind of saying. Kyle has three children. He is an entrepreneur. has multiple businesses and he's a big part of a TeamCare. But we talk all the time. He has three children under two. Three, three, three under three you recommend that Kyle? We're an IVF right now and we have three embryos. And people, I've been asking people like, so do I just go for like the shop approach? Like you just like.   three like one after another like I could have three surrogates at the same time like we have to realize I have like different atmosphere over here or would you like space it out so hearing like 303 would you recommend it? Just curious asking for a friend here. Okay so I have twin boys that are about two and a half years old and a nine month old baby girl and I think it's good to do it all at once because I have a friend who has a seven year old and a four year old and his wife's pregnant and the look on his face that's   It's devastating. I'm praying for David out there. Yeah, just go for it. Go for it, Kiera. Do triplets. Let's go. My first thing was, I was like, listen, guys, I'm a business person over here. Can I do like a three for one deal? Circuits are not cheap, nor should they be like they're donating their body for me. And I'm so grateful. But I was like, can I do a three for one deal? And they were like, well, your rates go down.   like your success rates. And I was like, all right, we'll do like three, but just get, okay, anyway, back to you're an entrepreneur, you're three. I do think Kyle's right, because like I always look at it like my kids, I had four in six years, you want to go to Disney World once. You don't want to go every three years. And you're to go once. But that aside, honestly, I feel exactly as you do. And that's why I kind of said to Kyle about treating everyone there. Absolutely the business is first, very open, very honest. Tell someone immediately when something's not going right, correct it and it's over.   And that's it. it's much, you know, what do they say raising kids? Seven words of praise for everyone. Negative. ⁓ Truth. It's truth in any part of your life. And, you know, I do love your name too. And I want to talk about that a little, like that you wrote Dental A Team, because one of the big things on all my ads say players want to play with A players. And once you drop that level, your whole team goes down. Once there's one person sitting at the front desk or in the back or anywhere who's not pulling their weight, everyone knows it.   So how, when you go into a practice, are you addressing that to the doctor, to the team? Like, where do you go when you're finding these? You're seeing it straight out where sometimes, docs sometimes live in fear of their staff. Yeah. No, ⁓ you're right, Sharon. And I say the best gift I think I can give an owner is to be unshackled from feeling like they have to keep team if they don't want to. I'm not here to, consultants get a bad rep because we go and we're like.   fire everybody and that's not my world. I don't believe in that being a team member myself, being a business owner, the greatest cost to a business is actually turnover. Like it's a huge, like the human capital expense is very large and for good reason. But when I look at that, you're not wrong. Someone was talking to me, they talked about like the NFL, like pick whatever sport analogy you enjoy, but they're like, they don't go pick when they're going through draft season, they're not picking the like BCDs for good costs. They're like, we're going for A because we want to win.   and every person on there is the top 1%. And if they even drop and they're not doing it their best, they get cut. And it's just cutthroat there. But that's how you get winning championship teams. And I think a lot of times in dental practices or in business, that's not as cutthroat, it's not as viewed in the world, like on the spotlight of the TV. I think we do sometimes settle because we're so afraid. And to me, I'm like, gosh, it goes back to marriage and family therapy. Let's go back there. I had a professor and they said in dating, and gosh, you guys are gonna love me or hate me.   I have found that this is true, so I hope it's a love. ⁓ Thanks, Kyle. He said, in dating, there's always someone just as good, if not better out there. And you might hate that because it could be a tender swinder. You could just keep swiping for the rest of your life, always thinking there's someone better out there. So use that with caution. But I do think that it's real. There is always someone better. At some point, you just accept, like, my husband, I freaking love him. I got a great last name from it, so that was a win for me.   I look at this and I just think there are always going to be better people out there. And I think sometimes you do need to elevate a team and you need to upgrade a team. And that is not wrong. And so when I go in and I work with teams, first and foremost, doctors, let's make sure that we got a clear vision. It is wild. If you do not have a clear vision that every single person is going towards. And people think that this is rah rah puff and I'm such a tactical girl, but if they don't know where they're even going, like we don't even know the lighthouse on the thing.   We've all got different rowing and you're just gonna feel like mayhem. People are like, my team is not bought in. And I'm like, cool, what's your vision? If I walked in, could every person tell me today, where are we headed in one year, three years, 10 years? If it is not so crystal clear that every person can do it, that's step one. Because that might even be half of the issue to get our A players up to A players. Like, they don't even know what the scoreboard is. Are we playing basketball, golf, football? Like there's different rules, depending upon where we're headed. And so getting your whole team aligned on that is number one.   Then number two, I love this litmus test and mine is if I had a chance to rehire all these people today, would I rehire them? And that is sometimes the zone that I don't want to go in and face, but I think that that's the core heart where we know and we often don't want to do that. Now, if you're like not into that and you're like going to sit here and justify that I've got another one for you to get even more tactical. Grab your core values and go through it and rank that person. Do not lie to me. Keep this paper hidden. You can burn it afterwards, but be honest with it.   put your core values out there and rate each person. And if they are not striking you at tens across the board, it's time to move on or it's time to elevate up. I think when people recognize, like I got a doctor, she's in Virginia Beach, she can't find a hygienist, but they had a hygienist who was just tearing them all down. They let them go and we're in like hygiene, like starvation right now. Like I understand that is a hard position to want to quit and like get rid of. They cut this person, it's been six months and the team is so much happier. And I think   When you live that and you see it, you stop tolerating. It's like, do not lower your standards for excellence to meet people's need for mediocrity. And I think if you can hold that line and realize that's what you are, you're here to win championships, you're not here to win friends, but by winning championships and being respected, you win friends along the way. It's this crazy piece. A players, you like to play with A players and the worst thing you can do to your A players is tolerate the behavior of your lower people. So I think when I am making a decision as a CEO,   I have to remember my A players are watching me to see what I'm doing. And that's the motivation for me to make the decisions that ultimately are best for the business, not the ones that are easy. Awesome. And you're right. And that's where the respect comes in. You know, if the leader is working from fear, know, no one's good. I think that a lot of times docs ⁓ are, you know, falling over dollars to pick up pennies. Like you pay a little more, you're getting that better person. We pay very well and I don't have a problem hiring at any position.   You know, but I got great people, they're rock stars. They put me to shame, the stuff that they can do from hygiene to anywhere, front desk, they're smart people. But Kiera, what you said actually, really, I'm going to do a screen share right now. You haven't done a screen share in a couple of episodes and I'm going to show, I'm going to show a dashboard on TeamCare that you are to love. And I think this will also be a nice segue into hearing how you're using.   technologies, specifically AI in managing, because it can be certainly a balance. But what I'm going to show you from an A-Team stamp is the leaderboards that we ⁓ intelligently produce these update in real time every day. We're looking at a practice here. I've anonymized the data, but we're looking at the high hygienist productivity so far for March. And we can see how many patients, and by the way, the beautiful thing about this,   is that not only can the practice owners and managers see this, but every single one of these team members, these hygienists can see what their patient per average day is, what their pre-appointment rate is, how much they're presenting for treatment, how many reactivation calls. We can see this for doctors. So Dr. Sharon is so good at going in and saying, hey, this guy, know, lot of production, but his production per exam is actually not as good as some of these other folks. So is there an opportunity to coach him   on his bedside manner or are these, you know, and this is actually noble dentistry. So this is our in-house and part of the reason they're so good is because everyone there, this is a depth chart. Everyone wants to be a starter. Everyone wants to make the pro goal. And so when you're able to show this type of visibility, some practices don't like this because, I don't want to hurt anyone's feelings. This is not youth soccer, not everyone getting a participation trophy. And so you can see where you stand. ⁓ So this is a   a part of TeamCare that it feels like really aligns with your values and how you lead. 1000 % Kyle. And I love that you brought this up because I am pro EOS traction, Gina Wickman, which this is very much in a line with that. ⁓ coach generally teams version of that. And the bottom line is numbers don't lie and numbers make these conversations easy. And when you look at this, as a team, we can't hide. There is zero hiding in there to see like.   All right, well, ⁓ you know, I just was busy. Everybody's busy. Like, where do we hide in this scenario? And it's either I'm gonna rise up or rise out and both are great options. And I think when you recognize that, because you're right, like even watching Dr. Sharon, if you look at her, if you guys didn't see the video, she's sitting back and there's a calm collected confidence about her that she knows that what she's put into place, these people want to be there. And the leaderboard shows that. And I think when you...   When you obsess about data and numbers, you can sit back like Dr. Sharon and have the confidence because you know that people can't hide. mean, guys, Kiera Dent is a human. Like I love people. I love to make people feel good. But at the end of the day, feelings only go so far and results will sustain. And I think when I look at it, I'm like, am I feeding my family or am I just fishing for a day? Like I've got to take care of.   Like it's one or the other. mean, they're going to make people happy, make my life miserable, or we're going to like look at the numbers and we're all going to win and we're all going to be happy. Like what is it going to be? And I think, I think when again, this is an evolution of maturity of CEOs and owners of businesses, you hit this, I feel like there's a threshold that you hit and it comes and everybody gets it at a different time, but you hit a level where it's like, data is a numbers matter more than people's feelings and us being on a winning team and me recognizing or like, shoot, you can take, I've had people take.   Second, mortgages out on their homes to keep paying people that don't want to be accountable. And I'm like, that is a choice that you're willing to make. There are multiple choices in life to make, but Dr. Sharon Sugarhead and for me, I don't lose money and that's my standard. I also don't tolerate people that don't want to be on my winning team, but I used to not be that way. 2020, I felt like I was Johnny Depp in the middle of the ocean. I was on a freaking burning boat, hoping and praying something else was coming. Like my team was rash. Like we were really struggling. And I think you have to go through that to...   to realize, or you listen to podcasts like this and you don't have to learn through it, use the numbers. You're exactly right. There is no hiding. Use the numbers, use the metrics. Numbers are your best friend. They're the vitals to your practice. And if you want to know if you're sick, you get your vitals. If you want to know if you're practice sick, look at the vitals of the practice and then make decisions accordingly. And it's like every once in a while, it's not often, but if things are going really bad with a group, with FDs or assistants or hygiene or whatever, sometimes you got to say to them, right? Get them all together and be like, you know, everyone's replaceable, even me. And you know, sometimes you just,   It really reminds everyone that you don't have this job forever. You're not working for the government. know, like this is nothing's going to keep you here. I'll tell you what I really, really want to hear about your systems about, think like that's the number one thing. And I think docs are horrible at it. We were just dentists and systems is what makes a real business run. And it's, I think it's the hardest thing to put in place. And Dr. Jaren, thank you for that. And shout out to you guys, the software. I just want to go back to that. didn't like.   if you don't have that, it. It will be game changing in your practice. I feel like it's like AI, right? Like you guys put Pearl overlay or whatever you want over Jet and it helps like diagnose. To me, your guys' software is how you diagnose the problems in your practice without having the emotional baggage that comes along with it. So just like wanted to do a plug there for you guys, because I really am impressed with what you've created. As far as systems, Dr. Sharon, I actually feel systems are easy and I know that that's like going to be contrary.   The reason I think number like systems are easy is because if you have the vision, I call it the yes model in our company. So we focus on you as a dentist. Your business should serve your life and not the other way around. And I'm very pro all of us on here are business owners and we know that I can either work my booty off for my business or I can get my business to work for myself and both are available. It just depends on which route you want to go. And so I'm very pro let's have the business work for you. So that stands for why for you you're number one. And if we don't take care of you first, the whole business will crumble. So like we've got to take care of you.   Second is E, it stands for earnings. So exactly like you talked about the leaderboard, the numbers, the metrics, and then S stands for systems and team development. And I put this together purposely in this order so you can say yes to more in your life, but I use systems third because I think so many people, Dr. Sharon, your point, they wanna go attack the systems, but they're missing the top two. And when I put the top two in place, the systems actually come after. Like what my numbers are telling me, tell me where my systems need to be implemented. No team wants to go through a whole systems overhaul. Like I've done this a lot.   No team's super thrilled. like, hey guys, I heard this great podcast. Let's implement these systems. Why are we implementing the systems and what result am I ultimately trying to get? I am big on outcomes over activity. What's the outcome we're looking for? And then let's put activity into place. And I don't disagree with you. Systems feel so daunting because there's a system upon a system upon a system upon a system. Like it never ends. It's like the Winchester mansion. Like they just go forever and you cannot escape it. And so when I think about it, I think that that's where it feels daunting. But I will say,   that there are core foundational systems that I put into place. And you're exactly right. Like we can't just be like, I've got a great vision and my numbers look good. Well, like the systems have got to be there. And so I don't disagree with you that systems are daunting. And so we actually created like 12 systems because I like cadences. I like it to be easy for people to memorize. Like what do need to focus on in January and February and March? So my practice can always be refining because systems are a refinement and an optimization, not a set like one and done. So I'm big on like operations, right? Like let's look to see where we're broken. Like what are easy core systems we can put into place?   Hygiene, hygiene needs to be producing. 30 % of our practice is a great baseline and they should be producing three times their pay. Everyone's like, what? They're so expensive right now. I get that. It's like, let's get innovative, let's get creative. We maybe can't quite get there, but let's at least set a good baseline and see what we're producing and how we can get there. So then we need to put our hygiene protocols into place. We need to make sure our hygienists are good to go. We need to make sure our hygiene exams are solid. Easy systems that are going to impact numbers. Then I'm gonna move to my front office. How do we schedule? Like doctors, if you're not getting out on time.   That's a fantastic system for us to go attack. If we're not producing enough, like let's go after block schedules, but I don't want you to just block schedule for the sake of block scheduling because you heard it on a podcast. Like what do you need to make? What did the numbers tell you? And then let's make sure we can actually build a productive schedule that will get you to that number. And I think when you put systems into place, that makes sense. Like when I go to Chick-fil-A, they've got like the salad thing up there. Like you put three things in and two things a lot of like, whatever it is, that makes sense because I'm going to make a whole salad at the end. But if they're just like,   Do some lettuce and some, teams need to understand why we're doing systems. And so I'm very core on what are the core systems that a practice needs to have. It usually falls under my hygiene department, making sure my doctors and our procedures are there, front office scheduling, our billing, please for the love of everything, holy collect the money. Like just collect the money. We are not back in the 1800s. You do not need to put it on a tab, collect the money. Like it is here. We need to collect money. Like what are the things that are gonna burn you? And then like our ordering needs a system.   things that are going to help and protect cashflow, things that are gonna help and protect patient experience. But like, I don't disagree with you, Dr. Sharon. I know I said like, I think systems are easy, but I think it just feels like there's so many things that we could do. But I feel like in systemization, less is more, more simple, one page documents rather than 20 page documents. And then we just realized we're refining based on what the numbers tell us, what our main pain point stressors are in the business that ultimately get us to the W on the scoreboard. That's how I'd implement systems. Amen. And if you...   are listening to this right now and you're saying, man, I need all of Kiera's systems. That sounds incredible. Well, lucky for you on April 24th, Kiera and the Dental A Team are holding a virtual summit. And even luckier for you is that you can use code Extraction50 for 50 % off your ticket. It's going to be about four and a half hours, three hours of which will be continuing ed where you can learn about these systems. It's an incredible value. And we will have a link in the show notes where you can join.   So Kiera, thank you so much for that generous code. If you're listening and look what I love about Kiera is Kiera you're spicy. There's people that are like, I don't want to, I don't like the way she talks and I don't believe in her, but there's going to be other people that are like, yes, I need a tiger mom like this in my life to help me move the needle. So I like it. I don't know. Dr. Sharon does it. See you guys are sisters from other misters.   Kyle, thank you for that. And I did realize, was like, golly, Kiera, you're coming in like, you're hot, you're on it. I've already been podcasting this morning, like I'm in the rhythm. Like was so pumped for this podcast. But I think it comes from a space of, I don't know, the analogy I give is I'm sitting on one side of the river and you're on the other side and you're trying to get across this river. And I'm sitting there as a guide knowing that your pain points and the frustrations that are keeping you up at night, that are causing you to cry, that are telling you that you, that are keeping you from your family. Sometimes I believe like,   Yes, I'm a consultant. That's what our title is. But I feel like I really sit in a realm of a coach. And I think about coaches of the best teams. They don't like I go to my gym and my gym trainer. She's not like yesterday. She freaking rocked me. I can't even walk like that's why I'm not standing. My calves hurt so bad. And I'm like, she was like, Kiera run harder. And I was like, I'm trying it's so hard right now. Like, but yet sometimes in practice and in business, and this is where I love what we do. Dental A Team is about fun. It's about ease. And it's about   giving you a hug of wherever you are with no judgment. And at the same time telling you what no one else will tell you because I don't, I'm not big on consultants that are series and fluff. I'm big on like, what's the tactical, what's the practical because I've hired plenty of coaches in my career that give me a lot of great ideas, but I'm like, yeah, but that idea is not getting me through this incredible moment and opportunity I'm living through that's like making me want to lose my hair. so   When you say and like the summit is fun, come and enjoy it. It's a really great time. It's for teens. I don't care. One person in the room, 20 people in room. I don't care. Our job is to positively impact the world of dentistry. And we are actually giving away our entire virtual academy. So all the systems, we've got operations manuals, we've got onboarding things, we've got CE, we've got every single course you could imagine, team training videos, like you name it. like, they told me someone, I was the Dr. Seuss of systems. So like it's there and it's free. Like just come and like say hello and you can win it. But it's.   I really hope that it comes from a space of not a lot of people tell you what needs to happen. A lot of people tell you what you want to hear. And I think as a business owner, I've just gotten tired of that mantra in the industry. And I'm not like, this isn't about any consultant. This is just truly who I am, what I believe. And I'm about results. And I want people to get results. If they're going to spend money, if they're going to spend their time, I want to make sure teams and doctors are getting the results they want. But at the same time, you talk to any team that works with us and they absolutely love us. We get texts every single time, like, we love you guys. We have so much fun when you come in.   because I think we get the seat. We understand the doctor's perspective and we understand the team's perspective. I'm going to talk to a team. I'm not going to be like spicing up. It's like, perfect. Let's talk about block scheduling. Had an office manager the other day. She did not want to be doing any like, my gosh, the doctors are out of town. They're not hitting goals. We were negative 20 last month. They were positive. So we talked to the office manager and I'm like, Hey, it's like, let's talk about this. And she's like, my team's doing so good. And I was like, that's amazing. I'm so proud of that.   let's talk about like what numbers we need to have. Like, did you know that like last month we were negative 20? And she's like, I had no idea. And I was like, okay, great. Like as an office manager, would this help you to be like in your role and to do really well in your role? And she was like, oh my gosh, it helped me so much. So we went through and it's a very gentle, like let's walk you through and how many patients do we have? Like they have 1900 patients that are active and we need 2,800 active patients. And I was like, all right. Well, like, and she's like, Kiera, what do I do?   And so that's when you open the door and it's not coming in with a harsh judgment, just like it's no harsh judgment on any office. It's more a, here's the problem. Like we have 1900 and we need 2800. If you don't want to ask me and you want to go figure that out, phenomenal, go do that. I have no problem. There is zero ego, but typically people want to know how do I get across this river? And you've been there, you've done it you've done it successfully many times over. What are the tips? And what was amazing is we've   She ran some reports, she found some reactivation, she found 800 patients and so she's freaking lit up. She's taken it to the team. They've got simple little steps that are not going to be hard. And she's driving that. We make her look like the million dollar rock star for her doctors, but she was able to reach out and have the help. So Kyle, yes, thank you for calling me on the spice. There's some directness, but I think it comes from a space of you hire a consultant for a reason, you expect results, and I believe that you should get those results. Kiera, as our episode comes to a close, I want to,   serve you some rapid fire questions. The challenge is to answer them in a sentence or less, even one word if you want. Okay. We're going to do four. first one, one He's like, listen, I actually have 10, but Kiera, you talk way too much. So we're dropping it to four. I got you, Kyle. I see you. I actually had 29. was just saying. Okay. So first one, one metric every owner should watch weekly. Oh gosh. Weekly, I would say.   My first one that comes to mind is I think you need to be watching your overhead. And I understand it's not weekly, so that's why I'm like, but I think if you are not in the habit of watching your money and your profit every single week, you get into hot water very quickly. So if you are tracking that, then I would say my next one is I would say your diagnosis. One system every office should fix this quarter. I would say, I think if you your hygiene perio protocols in place, I think that that's going to grow you in your hygiene department. That's going to grow you faster than any other system can.   One piece of technology that you can't live without now that you didn't even know existed a year ago. you talking about me or a dental practice? Either one. All right. Well, dental office, think, well, it's like shameless plug for you guys. Yours for sure. I think that that's an amazing one. The other one I do think like AI for like Pearl or Overjet for your x-rays and diagnosis. I think dental practices need that. For me or like revenue billing. I think those are great ones. For us and our company.   a year ago. mean, you're going to judge me. So I'm a little scared to say it, but like Slack has game changed me on so many different levels. And I think, yeah, so that'd be the one that I'd say. I knew it existed though, but it's a game changer. Okay, cool. But you didn't implement it. So that's awesome. All right. And last one, one mindset shift that instantly makes a leader more effective. I would say spicy Kiera.   I'm juicing my words cautiously, Kyle. ⁓ I think the mindset shift that people need to have is no one's coming to save you and it's time for you to take accountability and get the results you ultimately want rather than blaming, not taking ownership or accountability. And the second you do that, your life will change. Yeah. Thank you so much for joining us. Check out Kiera and her rockstar team at TheDentalATeam.com. We'll drop the special link.   for the virtual summit in the show notes. And I think we will be seeing Kiera back on the podcast at some point. It was a pleasure and an honor and we look forward to staying in touch. Kiera, thank you so much. Thank you guys. I appreciate it a ton. Thank you. Nice meeting you.   The Dental A Team (32:47) All right, Dental A Team listeners, that was the guest interview that I absolutely loved. And I hope that if there was one idea that stood out to you, don't just agree with it, but actually go implement it this week. And if you need help setting this up in your practice or you need help just navigating or need a friend, head on over to TheDentalATeam.com and I'll be able to help you guys out. Click on the book of call or any way that we can support and serve you. That's what we're here for. That's what we're obsessed with. And as always, thanks for listening and I'll catch you next time on the Dental A Team podcast.  

Quick question: Would you give someone your money for ten years if they promised you'd get back roughly what an FD would give you? And they'd also take 2% of your money every single year, no matter what happens, plus 20% of any profits at the end.You'd laugh them out of the room, right? Well, that's venture capital.Peak XV lost three of its partners. Ashish Agarwal who backed Groww, Ishan Mittal who invested in Razorpay and Tejasvi Sharma who bet on Cred. These guys crushed it and they still walked out over "disagreements on economics and payouts."That's when we realized: this isn't a Peak XV problem but a VC industry problem that nobody wants to admit. So we brought in Mayank Bansal, a hedge fund manager who pulled the actual numbers: Crisil data, Peak XV's fund performance, small cap index returns, FDs. All of it. Joining us is also Arundhati Ramanathan, deputy editor at The Ken, who's been tracking these partner exits closely.Mayank's take? "What is happening in the VC industry currently is they are charging the profit shares of that Medallion fund while returning less than index funds, which is blasphemous."Most Indian VC funds are charging 36% profit share to deliver 12% returns while a small cap index fund gave 13.35% over the same period which you can withdraw anytime. So why do the smartest investors in the world keep putting money into this? Why does two and twenty still exist?Fair warning, this episode is number-heavy. We've linked the reports in the show notes so you can follow along. But the punchline is simple: venture capital in India might just be an overpriced underperforming asset class nobody's willing to admit is broken.Listen to find out why the exits are just beginning.____Additional resources:1. Accel India's fund returns (Newcomer, paywalled)2. Crisil's AIF Benchmarks Report3. Indian VCs' boss wants them to take a pay cut by Arundhati Ramanathan4. India's VCs are getting disrupted… by India's tax-payers by Praveen Gopal Krishnan5. The invisible whale that capsized India's leaky options boats- Two by Two episode 51____This episode was produced by Uddantika Kashyap.If you liked this episode, share it with your friends, family and colleagues. And if you have thoughts on the discussion, write to us at twobytwo@the-ken.com.

Welcome to another fire fundamentals episode! Today we dig into how to place a fire in a model so results reflect real physics. From plume inputs to FDS burners, we show where HRRPUA, radiative fraction, and D* make or break smoke your calculations. Things considered in this episode:• why defining the design HRR is separate from placing the source• what a flame is and why we cannot resolve its chemistry• plume models compared by inputs: perimeter, Q, Qc• entrainment, virtual origin, and effective diameter• realistic HRRPUA ranges for building-scale fires• radiative vs convective fractions and why they matter• zone model linkage to plumes for smoke control• volumetric smoke and heat sources for CFD: volume, placement, and limits• fuel-based fires in CFD and oxygen constraints• growth modeling via area expansion vs flux ramping• soot yields, heat of combustion, and visibility• D* and meshing guidance for credible resolution• why predictive fire spread modelling for design use does not really exist...Resources, resources!G. Vigne et al. "Review and Validation of the current Smoke Plume Entrainment Models for Large-Volume Buildings"W. Węgrzyński & M. Konecki "Influence of the fire location and the size of a compartment on the heat and smoke flow out of the compartment" - (this is a paper from my PhD where I explain the concept of volumetric heat source)M. Bonner et al. "Visual Fire Power: An Algorithm for Measuring Heat Release Rate of Visible Flames in Camera Footage, with Applications in Facade Fire Experiments"Episode 100 - Smoke plumes! That was a fun one.G. Heskestad "Fire Plumes, Flame Height, and Air Entrainment" from SFPE Handbook  (also the source of the overlayed image on the cover showing range at which fires exist)----The Fire Science Show is produced by the Fire Science Media in collaboration with OFR Consultants. Thank you to the podcast sponsor for their continuous support towards our mission.

L'accord conclu début février 2026 en Syrie entre le gouvernement et les FDS, Forces Démocratiques Syriennes, a été scruté de près par la communauté kurde turque, alors qu'un processus de paix a débuté en 2024 entre le gouvernement d'Ankara et le PKK, Parti des travailleurs du Kurdistan. En Turquie, la communauté kurde partagée entre espoir, doute et désillusion Elle a suivi de très près l'accord conclu début février 2026 entre les Forces démocratiques syriennes (FDS) et les autorités de Damas, ainsi que les trois semaines d'offensive de l'armée syrienne qui l'ont précédé. Un décret octroie désormais des droits nationaux aux Kurdes de Syrie, le kurde sera langue officielle comme l'arabe, mais ces derniers voient s'envoler la perspective d'un territoire autonome. De l'autre coté de la frontière, ces événements ont ravivé les inquiétudes chez les Kurdes de Turquie alors que le gouvernement d'Erdogan est engagé dans un processus de paix avec le PKK, Parti des travailleurs du Kurdistan, depuis 2024. Reportage à Ankara Anne Andlauer.   Terres rares et industrie européenne  L'Estonie accueille la première usine d'Europe de fabrication d'aimants permanents. Ces aimants faits d'un alliage de métaux rares ou de terres rares décuple les capacités des moteurs électriques. Une branche industrielle stratégique, dont la production dépend encore de la Chine à 90%. Même si la société Néo est canadienne, rapatrier cette production sur le territoire de l'UE participe à l'autonomie stratégique, mais aussi, grâce au soutien de la Commission européenne, au développement d'un territoire en difficulté économique. Reportage de notre correspondante dans la région, Marielle Vitureau.   La chronique musique de Vincent Théval :  Antartica de Marta del Grandi (Italie)   Au salon professionnel Wine Paris, les producteurs européens saluent l'accord UE-Mercosur L'édition 2026 de ce salon de référence, qui a accueilli pendant trois jours 6 500 exposants représentant 60 pays, a été assombrie par la chute vertigineuse du marché et le recul des exportations. Il a donc été beaucoup question des récents accords de libre-échange et notamment de celui conclu avec le Mercosur. Jordi Lafon-Lacaze s'y est rendu au Parc des Expositions.

L'accord conclu début février 2026 en Syrie entre le gouvernement et les FDS, Forces Démocratiques Syriennes, a été scruté de près par la communauté kurde turque, alors qu'un processus de paix a débuté en 2024 entre le gouvernement d'Ankara et le PKK, Parti des travailleurs du Kurdistan. En Turquie, la communauté kurde partagée entre espoir, doute et désillusion Elle a suivi de très près l'accord conclu début février 2026 entre les Forces démocratiques syriennes (FDS) et les autorités de Damas, ainsi que les trois semaines d'offensive de l'armée syrienne qui l'ont précédé. Un décret octroie désormais des droits nationaux aux Kurdes de Syrie, le kurde sera langue officielle comme l'arabe, mais ces derniers voient s'envoler la perspective d'un territoire autonome. De l'autre coté de la frontière, ces événements ont ravivé les inquiétudes chez les Kurdes de Turquie alors que le gouvernement d'Erdogan est engagé dans un processus de paix avec le PKK, Parti des travailleurs du Kurdistan, depuis 2024. Reportage à Ankara Anne Andlauer.   Terres rares et industrie européenne  L'Estonie accueille la première usine d'Europe de fabrication d'aimants permanents. Ces aimants faits d'un alliage de métaux rares ou de terres rares décuple les capacités des moteurs électriques. Une branche industrielle stratégique, dont la production dépend encore de la Chine à 90%. Même si la société Néo est canadienne, rapatrier cette production sur le territoire de l'UE participe à l'autonomie stratégique, mais aussi, grâce au soutien de la Commission européenne, au développement d'un territoire en difficulté économique. Reportage de notre correspondante dans la région, Marielle Vitureau.   La chronique musique de Vincent Théval :  Antartica de Marta del Grandi (Italie)   Au salon professionnel Wine Paris, les producteurs européens saluent l'accord UE-Mercosur L'édition 2026 de ce salon de référence, qui a accueilli pendant trois jours 6 500 exposants représentant 60 pays, a été assombrie par la chute vertigineuse du marché et le recul des exportations. Il a donc été beaucoup question des récents accords de libre-échange et notamment de celui conclu avec le Mercosur. Jordi Lafon-Lacaze s'y est rendu au Parc des Expositions.

En este consultorio analizamos la reciente corrección en las tecnológicas y el mensaje que están enviando los mercados: el precio vuelve a importar. Repasamos valoración, expectativas y cómo posicionarse en un entorno donde el mercado empieza a discriminar, respondiendo además a preguntas de los suscriptores sobre empresas concretas. Además en directo responderemos a tus dudas sobre inversiones, acciones y estrategias de mercado. ¡Participa en el chat en vivo! Analiza compañías, usa la IA de Investing Pro y mucho más con estos descuentos: 45% de descuento en planes de 1 año de Pro y Pro+ 50% de descuento en planes de 2 años de Pro y Pro @emeritoquintana y con un 15% de descuento adicional con nuestro enlace: https://www.investing-referral.com/lws Código: lws Dos cosas que debes saber: 1 - Cada día mandamos un email con una idea, estrategia o reflexión privada para que avances más rápido en tu camino como inversor. El de hoy ya te lo has perdido, si quieres recibir el de mañana, te apuntas en: https://locosdewallstreet.com/7-errores/ 2 - Al apuntarte recibes un video titulado «7 errores fatales (muy habituales) en la selección de oportunidades en bolsa». Me da igual en lo que inviertas, tus años de experiencia o el tamaño de tu cartera. Si inviertes deberías verlo (antes de tomar una decisión de la que poder arrepentirte). Lo recibes al apuntarte en nuestra newsletter aquí: https://locosdewallstreet.com/7-errores/ ÍNDICE 00:00 Inicio · Bienvenida y caída del mercado 02:45 IA, capex y cambio de narrativa 07:00 SaaS en riesgo · Valor terminal y disrupción por IA 12:45 Microsoft · Capex vs free cash flow 15:25 ¿Oportunidades en tecnológicas? · Precio vs calidad 17:10 Adobe y software · ¿trampa de valor? 22:05 District Metals (DMX) · Caída, veto y tesis 27:30 Kraft Heinz / Molson Coors / NewPrinces · Comparativa value 30:15 AST SpaceMobile (ASTS) · Sector espacial y momentum 31:20 Bitcoin · Caída, DCA y MicroStrategy 33:00 MicroStrategy (MSTR) · Deuda convertible y riesgo 35:05 Palantir (PLTR) · Resultados, IA y valoración 36:45 Duolingo / Adobe · Disrupción educativa y creativa 39:35 Glencore / Rio Tinto · M&A cancelado 40:20 Ondas Holdings (ONDS) · Drones y defensa 42:05 Pluxee (PLX) · Tesis comunidad 43:45 ASP Isotopes (ASPI) · Riesgos operativos 44:25 Sector salud · Regulación y visibilidad 46:15 Ascensores (Otis, Kone) · Negocio defensivo 47:10 Cacao · Beneficiadas por caída de precios 49:15 HP (HPQ) · Ciclicidad y valoración 51:30 Empresas de datos (FDS, LSEG) · Amenaza IA 55:00 Novo Nordisk / HIMS · GLP-1 y guerra de precios 57:25 Copart · Calidad vs precio 59:50 Plata (SLV) · Gestión de opciones 1:02:10 ¿Dónde hay oportunidades ahora? · Consumo y value 1:04:00 Cierre · Patrocinador y Financial Research 2.0 ══════════════ DISCLAIMER El contenido de este canal de YouTube tiene exclusivamente fines educativos y no constituye asesoramiento financiero ni recomendaciones de inversión. Todos los temas tratados están diseñados para ayudar a los espectadores a entender mejor el mundo de las finanzas, pero las decisiones de inversión deben tomarse de forma personal y bajo la responsabilidad de cada individuo. Invertir en mercados financieros conlleva riesgos significativos debido a su complejidad y volatilidad. Es posible perder parte o la totalidad del capital invertido. Por ello, es fundamental que realices tu propio análisis antes de tomar cualquier decisión y, si lo consideras necesario, consultes con un profesional financiero acreditado. Recomendamos: - Contar con un fondo de emergencia equivalente a al menos tres meses de tus gastos básicos antes de invertir. - Analizar muy detenidamente y con precisión cualquier inversión. - En caso de duda consultes con un asesor financiero certificado por CNMV - Mantenerte alejado de promesas de rentabilidades astronómicas, dinero rápido u otros esquemas engañosos. En Locos de Wall Street, nuestra misión es fomentar una educación financiera sólida, ética y accesible para todos, ayudando a nuestros seguidores a tomar decisiones informadas y responsables. ══════════════ #consultoriobursatil #inversion #bolsahoy #michaelburry #Caidatecnologicas #wallstreet #locosdewallstreet #consultoriolws

Le nord-est de la Syrie entre dans une phase de transition politique et sécuritaire. Un accord a été conclu entre le gouvernement syrien et les Forces démocratiques syriennes. Cet accord concerne les territoires contrôlés par les FDS depuis plusieurs années, notamment le gouvernorat de Hassaké.

En Syrie, après l'annonce du cessez-le-feu entre les Forces démocratiques syriennes (FDS) et les autorités de Damas, des centres de réconciliation ont été ouverts pour les anciens membres des FDS qui souhaitent se rendre. En creux, s'y raconte le système de conscription obligatoire des populations arabes et kurdes sur le territoire. La défection rapide d'une partie d'entre eux a précipité la chute des FDS. De notre correspondante à Raqqa, Sourire timide, Suleyman, 26 ans, s'avance au milieu d'une rangée d'hommes en armes. Il est kurde et est un ancien membre des Forces démocratiques syriennes. Il est venu aujourd'hui se rendre et participer au processus de réconciliation en Syrie : « Au début, quand l'armée gouvernementale est arrivée, nous avons eu peur. Nous ne savions pas ce qui allait arriver. Mais jusqu'à présent, nous n'avons pas eu de problème. Je voulais surtout participer au processus de réconciliation pour apaiser la situation avec mes voisins arabes. Ils m'accusent d'être toujours affilié aux FDS. »  « J'étais soldat de garde » pour les Forces démocratiques syriennes Dans les rangs de ceux venus se rendre, figurent d'anciens membres de la sécurité intérieure, d'anciens combattants. « J'étais soldat de garde pour les FDS, dans la 17ème base, au nord de Raqqa », explique Yazan, 19 ans. Lui est arabe. Et il raconte, comme beaucoup d'autres, avoir été obligé de s'enrôler au sein des forces à dominante kurdes. « Il y avait le service obligatoire à partir de 18 ans. Si tu n'y allais pas, ils t'arrêtaient sur les points de contrôle. Ils avaient des listes de personnes recherchées », développe-t-il. Ses amis, qui avaient fait le choix de déserter, « restaient cachés à l'intérieur de chez eux, ils ne sortaient plus ». Au micro, Yazan raconte la différence de traitement, au sein des FDS. « Ils disaient ''moi je suis Kurde, donc je suis supérieur à toi, parce que tu es arabe''. Les valeurs de fraternité dont ils faisaient la promotion n'étaient pas appliquées. Le pouvoir était entre les mains des Kurdes. » Un chef l'obligeait chaque matin à faire des pompes pour obtenir un café. « Je n'étais vraiment pas à l'aise, je n'aime pas être humilié », poursuit-il. Puis, sa désertion, qui lui a valu deux mois de prison : « Il y avait beaucoup de corruption au sein des FDS. Cela marchait aussi quand tu étais en prison. Il suffisait de connaître un Kurde bien placé pour se faire libérer. Moi, j'ai payé un pot-de-vin, et j'ai été réintégré au centre de commandement militaire des FDS. » À lire aussiSyrie: «Nous étions 33 dans 20 mètres carrés», un jeune ex-détenu de la prison d'Al-Aqtan témoigne Un document en guise de « réconciliation » Escorté, Yazan déambule patiemment dans les différentes salles du bâtiment. Il passe un entretien, se fait prendre en photo, avant de récupérer un document. « Voilà, ça c'est une garantie quand tu passeras sur les points de contrôle, comme quoi tu as été "réconcilié". C'est un retour à la vie normale, une nouvelle page qui s'ouvre, où tous les liens avec les FDS ont été coupés », lui explique un soldat. La procédure est la même que celle qui avait été imposée aux anciens membres de l'armée de Bachar el-Assad, explique le responsable du centre de réconciliation à Raqqa, qui a souhaité rester anonyme. « Nous avons un fichier complet avec les informations de tous les combattants FDS. Le service de renseignement de l'État syrien a pu se les procurer et les rassembler dans une base de données. Ceux qui se rendent seront "réconciliés" avec l'État. Ils pourront encore être jugés s'il y a une plainte personnelle contre eux. » « Nous laisserons ces portes ouvertes le temps qu'il faut, ajoute-t-il. Nous attendons l'ensemble des FDS jusqu'au dernier. » À lire aussiSyrie: le gouvernement et les Kurdes parviennent à un accord, sur fond de tensions

En Syrie, après l'annonce du cessez-le-feu entre les Forces démocratiques syriennes (FDS) et les autorités de Damas, des centres de réconciliation ont été ouverts pour les anciens membres des FDS qui souhaitent se rendre. En creux, s'y raconte le système de conscription obligatoire des populations arabes et kurdes sur le territoire. La défection rapide d'une partie d'entre eux a précipité la chute des FDS. De notre correspondante à Raqqa, Sourire timide, Suleyman, 26 ans, s'avance au milieu d'une rangée d'hommes en armes. Il est kurde et est un ancien membre des Forces démocratiques syriennes. Il est venu aujourd'hui se rendre et participer au processus de réconciliation en Syrie : « Au début, quand l'armée gouvernementale est arrivée, nous avons eu peur. Nous ne savions pas ce qui allait arriver. Mais jusqu'à présent, nous n'avons pas eu de problème. Je voulais surtout participer au processus de réconciliation pour apaiser la situation avec mes voisins arabes. Ils m'accusent d'être toujours affilié aux FDS. »  « J'étais soldat de garde » pour les Forces démocratiques syriennes Dans les rangs de ceux venus se rendre, figurent d'anciens membres de la sécurité intérieure, d'anciens combattants. « J'étais soldat de garde pour les FDS, dans la 17ème base, au nord de Raqqa », explique Yazan, 19 ans. Lui est arabe. Et il raconte, comme beaucoup d'autres, avoir été obligé de s'enrôler au sein des forces à dominante kurdes. « Il y avait le service obligatoire à partir de 18 ans. Si tu n'y allais pas, ils t'arrêtaient sur les points de contrôle. Ils avaient des listes de personnes recherchées », développe-t-il. Ses amis, qui avaient fait le choix de déserter, « restaient cachés à l'intérieur de chez eux, ils ne sortaient plus ». Au micro, Yazan raconte la différence de traitement, au sein des FDS. « Ils disaient ''moi je suis Kurde, donc je suis supérieur à toi, parce que tu es arabe''. Les valeurs de fraternité dont ils faisaient la promotion n'étaient pas appliquées. Le pouvoir était entre les mains des Kurdes. » Un chef l'obligeait chaque matin à faire des pompes pour obtenir un café. « Je n'étais vraiment pas à l'aise, je n'aime pas être humilié », poursuit-il. Puis, sa désertion, qui lui a valu deux mois de prison : « Il y avait beaucoup de corruption au sein des FDS. Cela marchait aussi quand tu étais en prison. Il suffisait de connaître un Kurde bien placé pour se faire libérer. Moi, j'ai payé un pot-de-vin, et j'ai été réintégré au centre de commandement militaire des FDS. » À lire aussiSyrie: «Nous étions 33 dans 20 mètres carrés», un jeune ex-détenu de la prison d'Al-Aqtan témoigne Un document en guise de « réconciliation » Escorté, Yazan déambule patiemment dans les différentes salles du bâtiment. Il passe un entretien, se fait prendre en photo, avant de récupérer un document. « Voilà, ça c'est une garantie quand tu passeras sur les points de contrôle, comme quoi tu as été "réconcilié". C'est un retour à la vie normale, une nouvelle page qui s'ouvre, où tous les liens avec les FDS ont été coupés », lui explique un soldat. La procédure est la même que celle qui avait été imposée aux anciens membres de l'armée de Bachar el-Assad, explique le responsable du centre de réconciliation à Raqqa, qui a souhaité rester anonyme. « Nous avons un fichier complet avec les informations de tous les combattants FDS. Le service de renseignement de l'État syrien a pu se les procurer et les rassembler dans une base de données. Ceux qui se rendent seront "réconciliés" avec l'État. Ils pourront encore être jugés s'il y a une plainte personnelle contre eux. » « Nous laisserons ces portes ouvertes le temps qu'il faut, ajoute-t-il. Nous attendons l'ensemble des FDS jusqu'au dernier. » À lire aussiSyrie: le gouvernement et les Kurdes parviennent à un accord, sur fond de tensions

En Syrie, les forces gouvernementales mènent depuis début janvier une vaste offensive dans le nord-est du pays. Le président Ahmed al-Charaa cherche à reprendre le contrôle des territoires dirigés par l'Administration autonome du nord et de l'est de la Syrie. Alors qu'un cessez-le-feu entre Damas et les Forces démocratiques syriennes (FDS), à majorité kurde, a été prolongé, la désinformation gagne du terrain. La dernière infox en date cible les FDS et la Croix-Rouge. Tout repose sur une vidéo mensongère diffusée sur les réseaux sociaux en début de semaine. Durant quarante-neuf secondes, on y voit des dizaines de caisses métalliques, remplies d'argent liquide, entassées dans un hangar. Ces boîtes portent le logo du Comité international de la Croix-Rouge (CICR). Les commentaires affirment, à tort, que « les services de renseignement turc et syrien viendraient ainsi de saisir une importante cargaison d'argent liquide en provenance des Émirats arabes unis, à destination des Forces démocratiques syriennes ». En réalité, ces images n'ont rien à voir avec la situation en cours en Syrie. Grâce à une recherche par image inversée, on sait que cette vidéo est ancienne. Elle circule en ligne depuis maintenant plus de huit ans. Nous nous sommes également intéressés à ce texte en arabe visible sur l'une des caisses métalliques. Il y est écrit « Grande Jamahiriya arabe libyenne populaire et socialiste - Tripoli - 15 juillet 2011 ». Il s'agit du nom utilisé par l'État libyen sous le régime de Mouammar Kadhafi. Le CICR dément Cette vidéo est similaire à deux photos publiées dans un rapport de l'ONU en juin 2017. Il y est question de la transition politique en Libye, et de potentiels transferts d'argent dissimulés en Afrique de l'Ouest après la chute du dictateur. On y apprend que ces caisses étaient entreposées dans un hangar à Accra, au Ghana. Sur ces clichés, on retrouve le même sol, les mêmes caisses métalliques, et surtout la même inscription en arabe, que sur cette vidéo. Cette vidéo mensongère avait poussé le Comité international de la Croix-Rouge à réagir. Début 2018, le CICR déclarait, dans un communiqué, qu'il n'avait « absolument rien à voir avec le stockage ou le transport d'argent liquide mentionné dans cette vidéo ». L'organisme dénonçait une « utilisation abusive de son logo » et « une vidéo alimentant de fausses théories du complot ». Une infox à la mode Depuis son apparition en 2018, ce clip refait régulièrement surface dans différents contextes. De l'argent envoyé par l'Union européenne à des combattants ukrainiens, des millions de dollars détournés au Brésil, des billets envoyés par les Américains à Haïti pour encourager la corruption : les narratifs mensongers collés à cette vidéo se comptent par dizaines. Avec très peu d'éléments de contexte, ces images sont faciles à détourner, au gré de l'actualité. Une chose est sûre, elle ne documente pas un transfert d'argent des Émirats arabes unis, à destination des Forces démocratiques syriennes.

Un accord « global » a été annoncé, vendredi 30 janvier, entre les autorités syriennes et les forces à majorité kurdes des FDS. Le texte porte, une fois encore, sur leur intégration au sein de l'armée syrienne. Mais il ne s'agit pas du premier, et jusqu'à présent, aucun des accords précédents n'a été mis en œuvre. Cet accord intervient après que les puissantes Forces démocratiques syriennes (FDS) ont subi un important revers face à l'armée syrienne, les contraignant à céder de larges pans du nord et du nord-est de la Syrie sous la pression militaire. Décryptage de cet accord avec Cédric Labrousse, doctorant à l'EHESS, spécialiste des dynamiques des groupes armés et des oppositions civiles en Syrie.

Il 17 gennaio il presidente degli Stati Uniti Donald Trump ha annunciato nuovi dazi sulle importazioni provenienti da otto paesi europei che hanno mandato personale militare in Groenlandia. Con Francesco Saraceno, economista, da Washington.Il governo siriano ha annunciato un accordo di cessate il fuoco con le Forze democratiche siriane curde (Fds) in base al base al quale le Fds saranno integrate nei ministeri della difesa e dell'interno. Con Marta Bellingreri, giornalista e arabista.Oggi parliamo anche di:Mali • “L'arte che cambia la vita di donne e bambini” di Aminata Fadiala Konaté https://www.internazionale.it/magazine/aminata-fadiala-konate/2026/01/15/l-arte-che-cambia-la-vita-di-donne-e-bambiniLibro • Agatha Christie, Un delitto avrà luogo (Mondadori)Ci piacerebbe sapere cosa pensi di questo episodio. Scrivici a podcast@internazionale.it Se ascolti questo podcast e ti piace, abbonati a Internazionale. È un modo concreto per sostenerci e per aiutarci a garantire ogni giorno un'informazione di qualità. Vai su internazionale.it/abbonatiConsulenza editoriale di Chiara NielsenProduzione di Claudio Balboni e Vincenzo De SimoneMusiche di Tommaso Colliva e Raffaele ScognaDirezione creativa di Jonathan ZentiCi piacerebbe sapere cosa pensi di questo episodio. Scrivici a podcast@internazionale.it Se ascolti questo podcast e ti piace, abbonati a Internazionale. È un modo concreto per sostenerci e per aiutarci a garantire ogni giorno un'informazione di qualità. Vai su internazionale.it/abbonatiConsulenza editoriale di Chiara NielsenProduzione di Claudio Balboni e Vincenzo De SimoneMusiche di Tommaso Colliva e Raffaele ScognaDirezione creativa di Jonathan Zenti

Le commandement général des Forces démocratiques syriennes a annoncé une mobilisation générale. Il a appelé les jeunes du Rojava, des régions kurdes voisines et d'Europe à rejoindre la résistance. Cette déclaration est intervenue après l'annonce de l'échec de la réunion tenue à Damas entre le président syrien Ahmed al-Sharaa et le commandant des FDS, Mazloum Abdi.

Le gouvernement syrien et les Forces démocratiques syriennes (FDS) ont annoncé un accord de cessez-le-feu global et immédiat sur l'ensemble des lignes de contact. L'accord prévoit l'arrêt des combats et le retrait de toutes les formations militaires affiliées aux FDS vers l'est de l'Euphrate, en vue de leur redéploiement et de leur intégration progressive dans les structures de l'État syrien.

In this episode, the FDS hosts announce some exciting - and bittersweet - changes for 2026. The State of the Pod lets the Queens say goodbye to Savannah, re-arrange podcast hosting duties, and announce what is to come in the New Year!

We will debate whether the S&P 500's historically high Shiller P/E (P/E10) ratio is justified by today's economic environment, or if the current market valuation—nearly matching the 2000 peak—signals an unsustainable bubble.Today's Stocks & Topics: Axon Enterprise, Inc. (AXON), Market Wrap, Invesco NASDAQ 100 ETF (QQQM), “Warning Signs: Is the Market P/E Ratio Justified?”, FactSet Research Systems Inc. (FDS), Abrdn Physical Silver Shares ETF (SIVR), iShares Silver Trust (SLV), Copper Supply and Demand, Grupo Aeroportuario del Centro Norte, S.A.B. de C.V. (OMAB), Brookfield Asset Management Ltd. (BAM), Rockwell Automation, Inc. (ROK), Cameco Corporation (CCJ), Modine Manufacturing Company (MOD), Vanguard and 401k.Our Sponsors:* Check out Incogni: https://incogni.com/investtalk* Check out Invest529: https://www.invest529.com* Check out NordProtect: https://nordprotect.com/investalk* Check out Progressive: https://www.progressive.com* Check out Quince: https://quince.com/INVEST* Check out TruDiagnostic and use my code INVEST for a great deal: https://www.trudiagnostic.comAdvertising Inquiries: https://redcircle.com/brands

In this Telugu podcast episode, we sit down for an eye-opening conversation about sales psychology, insurance fraud, consumer behavior, and financial literacy, uncovering the truths behind how insurance is sold, why people fall for mis-selling, and how trust can be rebuilt in a world driven by short-term gains.Sales. Insurance. Trust. Three words that shape how we earn, spend, and protect our money, yet remain some of the most misunderstood in India. We begin with the negative reputation of sales, including pushy mall offers, credit card traps, and the “forceful persuasion” mindset, and explore how Ditto trains its advisors to sell with empathy rather than pressure. From insurance frauds and hospital scams to the patterns in how Indians buy insurance, this episode breaks down why our money mindset is tuned toward instant gratification, the “Marshmallow Test” of finance, and why most people insure everything except their own lives.You'll hear stories about how IRDAI's complaint system works, how unethical agents mis-sell policies, and why understanding your policy coverage, claim ratio, and nominee details can make or break your family's future. We discuss why trust in India's financial ecosystem is fragile, why even educated buyers fall for Ponzi schemes, and what habits can build true financial discipline.From term vs health insurance, to inflation impact, anchoring bias, and dependency factors, we decode the full roadmap for making smarter financial choices. You'll learn when to buy a term plan, how to calculate ideal coverage, and why being honest during your insurance declaration is the single biggest favor you can do for your loved ones.The episode also goes behind the scenes of Finshots and Ditto's journey from rejecting crypto ads and avoiding greed-based marketing to raising ₹4 crore from Nikhil Kamath without ever running paid ads. We explore what it's like working alongside him, the philosophy of saying no to unethical money, and the next 18-month vision for making insurance simpler and more transparent.Packed with real-life examples, from family disputes over unclaimed FDs to shocking claim investigation stories, this episode bridges financial awareness, psychology, and ethics. Whether you're a young earner, a new parent, or just someone trying to understand how money, trust, and insurance really work, this conversation will change how you look at financial protection.Listen now to decode the world of sales, insurance, and financial truth, because in a society built on mistrust, clarity is the best policy.

In this episode we try to demonstrate another step in integrating fire engineering into WUI risk management, and vice versa. These two areas together form some sort of fire engineering method, which I strongly believe will be an important part of our profession in the future. Today I got to sit down with Dr. Pascale Vacca from UPC to unpack a practical, end-to-end framework for wildland–urban interface risk that engineers can use today, which she has shared in her keynote at the ESFSS Conference in Ljubljana earlier this year. From mapping hazard, exposure, and vulnerability across scales to chaining wildfire spread outputs into building-focused simulations, we show how careful modeling turns uncertainty into a plan communities can fund and maintain.We begin with risk assessment that respects terrain, fuels, and construction typologies, then translate FARSITE's rate of spread and fireline intensity into FDS boundary conditions to test real weaknesses—like heat flux and breakage in large glazed facades. The case study in Barcelona grounds it all: what happens when wind pushes a fast front toward a community center, and which retrofits move the needle? Noncombustible shutters, smarter venting, and defensible spacing emerge as high-ROI fixes, while fuel breaks and fuel treatments reduce intensity so crews can act. Along the way, we tackle data resolution, moisture, and weather selection—how to choose between worst case and representative scenarios and why that choice matters for policy and budgets.Preparedness and recovery complete the cycle. Annual maintenance keeps gains from eroding as vegetation regrows; community preparedness days build habits and trust; and a homeowner app scores parcel risk to make decisions concrete. On the response side, precomputed scenarios and quick wildfire modeling inform shelter-in-place versus evacuation, aligning engineering insight with operational realities. We also confront limits: validation gaps, ember exposure, and the fact that risk is never zero. But the path forward is clear—interdisciplinary planning, better data sharing after fires, and education to bring more engineers into WUI work.----The Fire Science Show is produced by the Fire Science Media in collaboration with OFR Consultants. Thank you to the podcast sponsor for their continuous support towards our mission.

When you refinance your mortgage in 2025, there are both tax implications and opportunities for deductions that can boost your savings. Today's Stocks & Topics: Salesforce Inc. (CRM), Market Wrap, Market Wrap, FactSet Research Systems Inc. (FDS), iShares MSCI Agriculture Producers ETF (VEGI), Mortgage Refinance in 2025? These Tax Breaks Can Boost Your Savings, KPP Newsletter, ProShares Ultra Bloomberg Natural Gas (BOIL), Key Benchmark Numbers: Treasury Yields, Gold, Silver, Oil and Gasoline, Mortgage Rates, Commodities, Berkshire Hathaway Inc. (BRK-B), NVIDIA Corporation (NVDA), Newmont Corporation (NEM).Our Sponsors:* Check out Anthropic: https://claude.ai/INVEST* Check out Gusto: https://gusto.com/investtalk* Check out TruDiagnostic and use my code INVEST for a great deal: https://www.trudiagnostic.comAdvertising Inquiries: https://redcircle.com/brands

S&P Futures are higher after the Fed's “risk management” rate cut. Powell signaled caution, but the Dot Plot hints at two more cuts in 2025. In corporate headlines: DIS halts its late-night show under FCC pressure, META debuts next-gen smart glasses, and NVO rises on Ozempic data showing lower heart-attack risk. Looking ahead—Trump and Xi's Friday call could finalize a TikTok deal, plus cover trade on soybeans and Boeing jets. Key data: jobless claims this morning. Earnings: CBRL underwhelms despite a beat, FDS misses, with DRI, LEN, and FDX still to report.

Guest Suggestion Form: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://forms.gle/bnaeY3FpoFU9ZjA47⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Disclaimer: This video is intended solely for educational purposes and opinions shared by the guest are his personal views. We do not intent to defame or harm any person/ brand/ product/ country/ profession mentioned in the video. Our goal is to provide information to help audience make informed choices. The media used in this video are solely for informational purposes and belongs to their respective owners.Order 'Build, Don't Talk' (in English) here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://amzn.eu/d/eCfijRu⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Order 'Build Don't Talk' (in Hindi) here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://amzn.eu/d/4wZISO0⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow Our Whatsapp Channel: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.whatsapp.com/channel/0029VaokF5x0bIdi3Qn9ef2J⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe To Our Other YouTube Channels:-⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/@rajshamaniclips⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/@RajShamani.Shorts⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Investigação sobre mortes na sequência dos protestos em Angola não avança, o que está a gerar críticas à PGR. RADAR DW: Presidente Daniel Chapo não tem dado a devida atenção à situação em Cabo Delgado. Na Guiné-Bissau, coligação PAI-Terra Ranka denuncia "manobras" do Governo para adulterar resultados das próximas eleições.

This week, Monika highlights how Indian banks are aggressively mis-selling financial products, especially to the elderly and vulnerable. A recent experience with her father at a bank shows just how predatory these practices have become. New moves by the Ministry of Finance and RBI signal growing concern—banks have now been told to stop staff incentives for insurance sales, and the RBI is exploring stricter guidelines. A revealing fintech report shows banks earned over ₹21,000 crore in FY24 from commissions, often from unsuitable product sales. Nearly half of all life insurance policies are discontinued within five years, and poor product design combined with a commission-first mindset has created a system stacked against customers. Monika calls on listeners to share their own experiences and push for change using the hashtag #StopMisselling.She also breaks down what "mis-selling" really means. It's not just bad advice—it involves deliberately hiding product risks, recommending financial instruments based on commissions instead of customer need, and bundling high-cost products with simple banking services like FDs or loans. Victims are often the least protected: senior citizens, low-income families, and those unfamiliar with financial jargon. Monika walks through key red flags to watch out for at the bank and shares tips on how to avoid being manipulated into buying harmful financial products.In listener questions, a young Chartered Accountant, Hardik Solanki, asks for guidance on switching careers from accounting to financial advising. Another listener, Anjana, 24, seeks advice on buying term insurance and whether riders or limited pay options make sense. A third listener, Ujjawal, wants to know how to withdraw funds efficiently in retirement after 25 years of investing.Chapters:(00:30 – 08:41) Shark-infested banks: How mis-selling became a national crisis and what's finally changing(08:42 – 09:57) Decoding mis-selling: What it means, what it looks like, who it targets(10:00 – 14:00) Switching to financial advisory: Qualifications, risks, and the long game(14:01 – 16:00) Term insurance at 24: Do you even need it and what riders to look at(16:01 – 19:06) Retirement withdrawals: Rebalancing equity, debt, and staying the coursehttps://1financemagazine.com/surveys/mis-selling-menacehttps://x.com/BahlKanan/status/1932379980237095209https://www.nism.ac.in/investment-adviser-level-1/https://www.sebi.gov.in/legal/regulations/aug-2023/securities-and-exchange-board-of-india-investment-advisers-regulations-2013-last-amended-on-august-18-2023-_76357.htmlhttps://aria.org.in/If you have financial questions that you'd like answers for, please email us at ⁠mailme@monikahalan.com⁠Monika's book on basic money management⁠⁠https://www.monikahalan.com/lets-talk-money-english/⁠⁠Monika's book on mutual funds⁠https://www.monikahalan.com/lets-talk-mutual-funds/⁠Monika's workbook on recording your financial life⁠⁠https://www.monikahalan.com/lets-talk-legacy/⁠⁠Calculators⁠⁠https://investor.sebi.gov.in/calculators/index.html⁠⁠You can find Monika on her social media @monikahalan. Twitter ⁠⁠@MonikaHalan⁠⁠Instagram ⁠⁠@MonikaHalan⁠⁠Facebook ⁠⁠@MonikaHalan⁠⁠LinkedIn ⁠@MonikaHalan⁠Production House: ⁠www.inoutcreatives.com⁠Production Assistant:⁠ Anshika Gogoi

Dr Randy McDermott takes us behind the scenes of fire science's most critical software tool in this conversation about the Fire Dynamic Simulator (FDS) developed at NIST. As one of the developers, Randy offers valuable insights into how this essential modelling tool is maintained, improved, and adapted to meet the evolving challenges of the fire safety community.The conversation begins with a look at the development process itself, based on a greater picture roadmap and also addressing practical issues reported by users. This balance between vision and responsiveness has helped FDS maintain its position as the gold standard in fire modelling. Randy unpacks the massive validation guide (over 1,200 pages) and explains how users should approach it to understand model capabilities and uncertainties. The guide, along with all the validation cases, is available at Github repository here: https://github.com/firemodels/fdsRather than blindly applying FDS to any problem, he emphasises the importance of identifying similar validated cases and understanding the limitations of the software for specific applications. The discussion tackles emerging challenges like battery fires and mass timber construction – areas where traditional fire modelling approaches face significant hurdles. Randy addresses the limitations of current models while outlining pathways for future development, including potential integration with external specialised models and improvements in chemistry modelling.Finally, we also get to talk about computational costs and efficiency. As Randy explains the implementation of GPU acceleration and the challenges of incorporating detailed chemistry, listeners gain a deeper appreciation of the tradeoffs involved in advanced fire modelling.Whether you're an FDS user, fire safety engineer, or simply curious about computational modelling, this episode offers valuable perspectives on the past, present and future of the tool that underpins modern fire safety science. Oh, and Randy is not just an FDS developer - he is also a prolific researcher. You can find more about his scientific works here: https://www.nist.gov/people/randall-j-mcdermottAs always, MASSIVE THANKS TO THE NIST GROUP AND THEIR COLLABORATORS FOR BUILDING AND MAINTAINING THE SINGLE MOST IMPORTANT PIECE OF SOFTWARE WE HAVE!!! You guys are not thanked enough!----The Fire Science Show is produced by the Fire Science Media in collaboration with OFR Consultants. Thank you to the podcast sponsor for their continuous support towards our mission.

This week, Monika returns from a whirlwind trip to Berlin and Hamburg with reflections on unpredictable European weather and a newfound appreciation for the Delhi heat. Back at her desk, she dives straight into the world of bonds—those unassuming financial instruments that actually run the show when it comes to signaling the health of an economy. Monika explains why the bond market is far more closely watched than the stock market and what it's been saying about India's growth story in a global economy full of mixed signals.She breaks down the mechanics of bonds and bond yields in her trademark relatable style, comparing them to FDs and detailing how they reflect changing interest rates, inflation, and creditworthiness. With examples from the US bond market's reactions to policy shifts and deficits, Monika shows how yields offer a real-time assessment of trust in a country's economic direction. For India, the recent fall in bond yields alongside strong macroeconomic numbers signals growing confidence among investors and hints at a positive future.The listener questions begin with anonymous from Pune, who is balancing a ₹60 lakh home loan and wants to know whether to prepay the loan or start a ₹50,000 monthly SIP for retirement, while also asking about the need for term insurance for a non-earning spouse. Vaibhav Verma is considering withdrawing from his stock and PF portfolio to buy a ₹20 lakh plot and seeks advice on whether property is a wise investment in the long term. And Naman Nihalani, a 22-year-old MBA student preparing for a financially responsible future, wants help building a budget, handling an education loan, and planning long-term investments to manage life's many responsibilities.Chapters:(00:30 - 07:20) Why Bonds Are the Real Boss of the Economy(07:21 - 09:10) How Bond Yields Move and What They Signal(09:39 - 16:50) Should I Prepay My Home Loan or Start Retirement SIPs?(16:51 - 19:34) Is Buying a Plot Better Than Mutual Funds for Long-Term Investing?(19:35 - 21:42) How Can a 22-Year-Old Plan Finances for the Future?If you have financial questions that you'd like answers for, please email us at ⁠mailme@monikahalan.com⁠ Monika's book on basic money management⁠⁠https://www.monikahalan.com/lets-talk-money-english/⁠⁠Monika's book on mutual funds⁠https://www.monikahalan.com/lets-talk-mutual-funds/⁠Monika's workbook on recording your financial life⁠⁠https://www.monikahalan.com/lets-talk-legacy/⁠⁠Calculators⁠⁠https://investor.sebi.gov.in/calculators/index.html⁠⁠You can find Monika on her social media @monikahalan. Twitter ⁠⁠@MonikaHalan⁠⁠Instagram ⁠⁠@MonikaHalan⁠⁠Facebook ⁠⁠@MonikaHalan⁠⁠LinkedIn ⁠@MonikaHalan⁠Production House: ⁠www.inoutcreatives.com⁠Production Assistant:⁠ Anshika Gogoi⁠

Liz is joined by Nada Hanafi to talk all things clinical trials. They start by defining the clinical trial pathways and all the acronyms used. Then, they discuss how training can be used as a mitigation measure for avoiding risk, exploring the benefits and drawbacks for this approach and how the strategy can be modified along the process. Learn more about the process and how the answer is often "it depends."In 2025, we're embarking on a MedDevice Training Journey: From clinical trials to standard of care. Join us all year long as we explore training at each stage of the product life cycle.Related Resources:Nada Hanafi is a thought leader within the Life Sciences and MedTech industry with over 22 years of experience across the public and private sectors. She is a Founder of MedTech Strategy Advisors, LLC where she advises life science companies on regulatory strategy, product development, and clinical research to accomplish regulatory, compliance, and business goals.Nada spent over 12.5 years working for the FDA, serving in increasing roles of responsibility and ultimately as a Senior Science Health Advisor in the Center for Devices and Radiological Health (CDRH), where she led cross - Center and Agency programs for the advancement of FDA's mission to promote and protect public health, including as Co-Founder of the Health of Women (HoW) program, the Network of Experts program and the Patient Preference Initiative. She served as CDRH Liaison and Subject Matter Expert to FDs's Office of Women's Health (OWH) and the Office of Minority Health and Health Equity (OMHHE). She collaborated with the Center for Tobacco (CTP) and the National Institutes of Health (NIH) where she served as Senior Management Advisor to the Director at the Office of Research on Women's Health (ORWH), to improve regulatory efficiency and to strengthen data collection. Nada's drive and passion to address health inequities with a focus on women and minorities led her to Co-Found MedTech Color, a non-profit focused on advancing the representation of people of color within MedTech. Nada also serves on the Steering Committee and as Co-Lead on the Regulatory and Science Policy subcommittee for the Innovation Equity Forum (IEF) led by the NIH's ORWH and the Bill and Melinda Gates Foundation.Nada holds an MSc in Biomaterials and a BEng in Biomedical Materials Science & Engineering from Queen Mary College, University of London. She earned her MPH from Johns Hopkins Bloomberg School of Public Health. Nada is a Certified Quality Improvement Associate (CQIA) and a Certified Quality Auditor (CQA) from the American Society for Quality (ASQ).Subscribe to our newsletter to hear more about the journey from clinical trials to standard of care! Click here to subscribe!Connect with us on LinkedIn:   ⁠⁠⁠⁠⁠⁠⁠⁠⁠Nada Hanafi⁠⁠⁠⁠⁠⁠⁠⁠Cumby Consulting⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Rachel Medeiros⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Liz Cumby⁠⁠⁠⁠⁠About Cumby Consulting:   Cumby Consulting's team of professionals deliver innovative MedTech training services for physicians, sales representatives, teaching faculty, key opinion leaders and clinical development teams. Whether you need a complete training system developed to deliver revenue sooner or a discrete training program for a specific meeting, Cumby Consulting will deliver highly strategic, efficient programs with uncompromising standards of quality.

Difficile de faire son métier de journaliste au « pays des Hommes intègres ». « Les atteintes à la liberté d'expression se multiplient » dans le pays, constate le Monde Afrique. Et les enlèvements sont devenus monnaie courante. Deux journalistes ont été enlevés lundi 24 mars au matin à Ouagadougou. « Guezouma Sanogo et Boukary Ouoba, respectivement président et vice-président de l'Association des journalistes du Burkina, ont été emmenés vers une destination inconnue par des agents se présentant comme des policiers des services de renseignements. »C'est ce que rapporte LeFaso.net qui précise que Guezouma Sanogo avait récemment affirmé, lors du congrès de l'association, que « la Radio télévision du Burkina et l'Agence d'information du Burkina étaient devenus des outils de propagande du pouvoir actuel. Largement relayé sur les réseaux sociaux, ce point de vue avait fait l'objet de nombreux commentaires, pointe encore le site burkinabè. Certains estimant qu'en tant que journaliste de la maison, il ne devait pas tenir de tels propos. D'autres soulignant qu'il avait fait fi du contexte et que son discours était mal à propos, tout en appelant les autorités à sanctionner le journaliste. »« Insécurité et la dégradation de la liberté d'expression »Autre journaliste appréhendé lundi, relève WakatSéra, autre site d'information burkinabé : « Luc Pagbelguem a été emmené par des agents du Conseil national de Sécurité. Journaliste à la chaîne de télévision publique BF1, il venait de faire un reportage sur la clôture du congrès de l'Association des journalistes du Burkina. »Lors de ce congrès, rapporte Le Faso.net, le nouveau bureau de l'association avait promis « de poursuivre sa mission qui est de défendre les droits des journalistes vis-à-vis de leurs employeurs et des autorités, et de les former afin qu'ils diffusent des informations de qualité au profit des populations, dans un contexte marqué par l'insécurité et la dégradation de la liberté d'expression. »Compagne pour « exacerber les tensions intercommunautaires » ?Pour leur part, les autorités militaires sont vent debout contre ce qu'elles appellent une campagne de désinformation. C'est ce que souligne Afrik.com. Une campagne « qui viserait, d'après elles, à ternir l'image de l'armée et à semer la division au sein de la population. Samedi, un communiqué officiel dénonçait la diffusion de vidéos truquées présentant de supposés massacres de civils attribués aux supplétifs des FDS, les Forces de défense et de sécurité. »Toujours, selon les autorités militaires, « la propagation de ces fausses informations répond à une stratégie bien rodée. Le but est de créer un climat de suspicion et d'exacerber les tensions intercommunautaires. » Ces mêmes autorités, poursuit Afrik.com, « exhortent la population à ne pas relayer des contenus non vérifiés et à faire preuve de discernement. La sécurité du pays reste fragile. Dans ce contexte, toujours d'après le pouvoir militaire, la lutte contre la désinformation devient essentielle pour préserver cohésion sociale et souveraineté. »Pour Sidwaya, autre site d'information burkinabé, certes « le terrorisme peut se déployer sous la forme d'une désinformation et d'une manipulation, pour opposer les Burkinabè aux Burkinabè. » Toutefois, déplore Sidwaya, « dans cette guerre transposée sur les réseaux sociaux et méthodiquement menée dans certains médias, les voix du peuple burkinabè que sont les médias de service public sont prises à partie au point d'être taxées de propagandistes. »Et Sidwaya de s'interroger : « en quoi respecter sa ligne éditoriale de média public, mettre sa plume au service de la Nation pourrait être un crime ou une erreur professionnelle. Le professionnalisme du journalisme lui interdit-il de défendre sa patrie quand elle est menacée de disparition ? »Les politiques également ciblésEnfin, il n'y a pas que les journalistes à être ciblés. « L'opposition à la junte continue d'être durement réprimée au Burkina Faso, pointe Le Monde Afrique. Quatre membres du mouvement politique SENS (Servir et non se servir), qui avait récemment dénoncé des massacres de civils attribués à l'armée burkinabé et à ses supplétifs, ont été enlevés samedi dernier, comme un autre militant hier. (…) Ces enlèvements, affirme le mouvement “visent d'abord à briser notre détermination puis à museler notre voix et enfin à installer la peur et le renoncement dans toute la société“. SENS “dénonce fermement cette nouvelle vague de répression politique et appelle le gouvernement à plutôt empêcher les tueries d'innocentes populations au lieu de s'en prendre à ceux qui les dénoncent“. Le mouvement, rapporte toujours Le Monde Afrique, appelle également à “faire barrage à la dérive dictatoriale du MPSR2“, le Mouvement patriotique pour la sauvegarde et la restauration, organe dirigeant de la junte ».

S&P Futures are trending higher this morning as the market prepares for this afternoon announcement on monetary policy from the Fed. No changes in rates or Dot Plot expectations are likely. President Trump's pending tariff action remains a key pending factor for the economy which Fed Chairman Powell will likely avoid commenting on during his press conference. President Trump is scheduled to meet with top U.S. oil executives today to discuss boosting domestic energy production. ADSK is higher as Starboard Value is expected to launch a proxy fight. Fitch Ratings lowered its outlook on global growth & raised its inflation expectations for the U.S. SIG is higher after its earnings release this morning. After the bell today, FIVE will report and tomorrow morning ACN, DRI, FDS & JBL are scheduled to report.

Cette semaine nous vous proposons une série de reportages au Soudan. Le pays est en guerre depuis le 15 avril 2023 : l'armée y affronte les Forces de soutien rapide (FDS), une milice paramilitaire qui contrôle une grande partie du territoire. Nos envoyés spéciaux, Bastien Renouil et Mohamed Farhat, ont traversé le pays. Leur premier reportage nous emmène à Port-Soudan, à la rencontre des civils. 

Speaker: Gerry Eurich Original Broadcast Date: February 22, 2025 Bulletin | Sermon Transcript YouTube video: https://youtu.be/7aBhg-n_fDs

Chuck and Chris discuss several listener submitted questions and comments on the CMC joint as well as a case of TFCC pathology.  Our focus is FPL rupture and reconstruction- we discuss interpositional tendon graft and FDS transfer.Flexor Pollicis Longus Reconstruction After Rupture Following Distal Radius Fixation With Volar Locking Plate: A Technique Guide.Welbeck A, Goldfarb CA, Calfee RP, Dy CJ.Tech Hand Up Extrem Surg. 2024 Sep 1;28(3):124-128.  PMID: 38516925Our surgical follow- up article will be published in JHS Go but is not yet available.Please complete our survey:  https://bit.ly/3iHGFpDSee www.practicelink.com/theupperhand for more information from our partner on job search and career opportunities.Check out this link for the lecture series from Checkpoint Surgical.  https://checkpointsurgical.com/education/decision-point.   Subscribe to our newsletter: bit.ly/3X0Gq89As always, thanks to @iampetermartin for the amazing introduction and concluding music.Complete podcast catalog at theupperhandpodcast.wustl.edu.  

Dans le nord de la Syrie, les combats continuent entre les forces armées kurdes et les factions pro-turques de l'Armée nationale syrienne. L'objectif : récupérer la totalité de la poche kurde, contrôlée par les forces démocratiques syriennes. En début de semaine, Ankara, qui accuse les forces démocratiques syriennes d'avoir des liens avec les séparatistes armés kurdes sur son sol, a menacé de lancer une opération militaire. De notre envoyée spéciale à Manbij,Des soldats s'entassent à l'arrière d'une Toyota transformée en canon anti-aérien. La carrosserie est recouverte de poussière, les visages sont concentrés, les fusils AK-47 chargés. Ces combattants de l'Armée nationale syrienne quittent Manbij, dans le nord de la Syrie, pour lancer l'assaut quelques kilomètres plus à l'est, en direction du barrage de Tichrine. C'est là que les milices kurdes des Forces démocratiques syriennes tiennent leurs positions. Abou Jumaa, chef de faction, lance les dernières instructions à ses hommes : « Nous ne sommes pas d'ici, nous sommes d'Azaz, mais il est de notre devoir de libérer chaque centimètre carré de la Syrie ! Hier, nous avons libéré environ cinq villages, et y avons établi des positions. D'ici à quelques jours, nous parviendrons à traverser l'Euphrate et à pénétrer dans la zone kurde ! »Dans le ciel, des avions de reconnaissance font des allers-retours. Un soldat lève les yeux, s'amuse à compter les traces blanches. À qui appartiennent-ils ? « Certainement pas aux Turcs », avance Khalil Al-Wakaf, un chef de faction. Le dos tourné, des soldats moins gradés affirmeront l'inverse. À Manbij, l'intervention de la Turquie est visible dès l'arrivée. Des drapeaux turcs sont peints sur le béton des check-points.« Ça ne veut rien dire. C'est parce que nous avons dans nos rangs des combattants syriens d'origine turkmènes. Ils brandissent des drapeaux turcs, car ils aiment la Turquie. Mais c'est tout, cela ne veut rien dire de plus », appuie-t-il.À lire aussiSyrie: combats mortels entre forces kurdes et milices pro-turques, un accord trouvé entre les FDS et DamasDes tunnels sous-marins jusqu'au barrage de TishrineKhalil Al-Wakaf insiste surtout pour nous faire visiter les kilomètres de tunnels creusés par les combattants kurdes ces dernières années : « Il y a une ville entière sous la ville. Venez, regardez ! » Dans un hall d'entrée, le soldat ouvre une trappe, nous fait descendre à l'intérieur. Un trou béant, et à perte de vue, des dédales de sous-terrain.« La ville entière est truffée de tunnels. Nous n'avons pas eu le temps de tous les fouiller. Nous avons placé des gardes à chaque sortie, car vous savez, ces tunnels vont jusqu'au barrage de Tishreen, où se déroulent les combats. Les ennemis pourraient y entrer et venir jusqu'ici », précise Khalil Al-Wakaf.Sur des pierres, en kurde, ont été gravés les noms des rues où débouchent ces tunnels. Dans les murs creusés des cavités, des kilos de TNT y avaient été dissimulés. « Montre-lui la vidéo ! », clame un homme. Sur son téléphone, Khalil Al-Wakaf nous montre : des sacs entiers d'explosifs, fabriqués à la main.À lire aussiSyrie: à Abu Qilqil, les civils fuient les combats entre factions pro-turques et forces kurdesLes civils rêvent d'une paix À la sortie du tunnel, des habitants sont regroupés. Inquiets, ils craignent que les combats qui se tiennent sur le barrage de Tishreen ne reviennent jusqu'à Manbij. Mohammad, un berger du village, confie : « La situation est très instable, il y a encore des batailles et des affrontements partout. Nous avons peur. »Sur la route du village, quelques ambulances reviennent du front. Elles roulent à toute vitesse en direction de l'hôpital de Dar al Shift. « Il y a aussi eu des victimes civiles. Manbij est déjà une zone de front, une zone de guerre. Ces victimes sont arrivées jusqu'à cet hôpital et nous avons pu les prendre en charge. Ils ont été blessés car il y a eu deux attentats à la voiture piégée. Deux attentats... », lâche Taïsir Ahmed, le directeur.Depuis l'hôpital, on entend le son des bombes et des tirs. Ici, les civils ne rêvent que d'une chose : que cessent ces bruits sourd. Et que s'installe enfin la paix.À lire aussiLes Kurdes du nord-ouest syrien, perpétuels déplacés, presque oubliés

The World's #1 Personal Development Book Podcast!  In today's episode we have the pleasure to interview Dr. Robert Melillo author of "Disconnected Kids” The Groundbreaking Brain Balance Program for Children with Autism, ADHD, Dyslexia, and Other Neurological Disorder Dr. Robert Melillo is a leading expert in childhood neurological disorders, a university professor, best-selling author, and brain researcher. With over 30 years of clinical experience, he's helped thousands of children overcome challenges like autism, ADHD, and dyslexia. He pioneered the concept of functional disconnection, now a key theory worldwide, and founded Brain Balance Achievement Centers to address these conditions. In this episode, Dr. Melillo talks about his journey into understanding neurological disorders such as autism, ADHD, and dyslexia, influenced by personal experiences and his wife's advocacy. We talk about the concept of Functional Disconnection Syndrome or FDS, the importance of early intervention, and the brain's remarkable neuroplasticity. We also talk about the importance of proactive parenting and understanding the root causes of these disorders, challenging the traditional views on genetics and environment. He shares impactful stories, including his work with Kevin James, and offers practical advice for parents to help their children thrive. We hope enjoy this incredible conversation with Dr. Melillo   To learn more about Dr. Melillo and buy his  book follow the links below: The Book: https://a.co/d/0WkYQBN Website: https://www.drrobertmelillo.com/https://www.instagram.com/DrRobertMelillo https://twitter.com/DrRobMelillo https://www.facebook.com/DrRobertMelillo/ https://www.youtube.com/@drrobertmelillo ________________________________________________ Join the world's largest non-fiction Book community! https://www.instagram.com/bookthinkers/ The purpose of this podcast is to connect you, the listener, with new books, new mentors, and new resources that will help you achieve more and live better. Each and every episode will feature one of the world's top authors so that you know each and every time you tune-in, there is something valuable to learn. If you have any recommendations for guests, please DM them to us on Instagram. (www.instagram.com/bookthinkers) If you enjoyed this show, please consider leaving a review. It takes less than 60-seconds of your time, and really makes a difference when I am trying to land new guests. For more BookThinkers content, check out our Instagram or our website. Thank you for your time!

Often when scheduling appointments, it's all about the patient. But what about the doctor or team members? Britt and Tiff give tips for scheduling while keeping efficiency and quality in mind (for both parties). Episode resources: Reach out to Tiff and Britt Tune Into DAT's Monthly Webinar Practice Momentum Group Consulting Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast Transcript: The Dental A Team (00:01.057) Hello everyone out there listening. I am so excited to be here today. I have snagged the one and only Britt Stone again today to do some podcasting with me. Britt, how are you today?   Britt (00:13.087) doing great. I mean, we're cooling off a little here in Arizona and it's a great time of year. Fall's beautiful.   The Dental A Team (00:19.89) I agree. I loved the weekend weather. I know you weren't here for all of it. You had an awesome vacation, but it was really truly beautiful. And then I saw, well, Sunday got a little bit warmer. We went for a hike and we were like, well, this is a little bit warmer. And then I saw, gosh, by Thursday we're supposed to be like 95 again. So it's only here for, I think the heat's only here for a moment again. And then we'll drop back down, but it has been a wild.   summer, like it's still summer here. I don't know how we're still experiencing summer. And I know, Brett, you and I both grew up here and I think people always ask us like, how do you do it? And we're like, I don't know, it's like three months of heat. And I think this year they challenged us and they were like, the universe was like, I'm gonna give you six months. And then their nature said, no, we're gonna like see if you can handle this. I feel as though I've never experienced anything like this in my life of living here.   Britt (01:10.389) I mean, we broke some records. Sometimes that's an exciting thing and sometimes that's not an exciting thing to say.   The Dental A Team (01:16.857) Totally agree. Not the records I wanted to break, but that's okay. We're still alive. You guys were still surviving. and I think we both probably, yeah. And I think we both probably can still say that we love where we live. So I love it. Love it. Love it. Thank you for being here. today I really wanted to pick your brain on some efficient appointment, scheduling, tips and tricks for the doctors out there. I really want to speak to, we always speak to both doctors and teams, but I really wanted to speak to doctors today and I wanted to   Britt (01:23.351) I'm not trying any place.   The Dental A Team (01:46.223) pick your brain a little extra because I you've really, really hard on some efficiency tips within the, you know, cost world as well. So we'll dive more into that. But Britt, from hygiene perspective as well, dental assistant perspective, we've got all of those different spaces. I'm really, really looking at efficient appointment scheduling. And for me, I'm constantly reminding teams, team members and   doctors because I think doctors will stick their foot in their mouth sometimes too, to really, really look at what's working well for your practices flow. Like what's going to work best for you. And as the doctor of the practice, like when do you want to do these appointments? Do you want to do a root canal at 8 a.m.? Maybe possibly like do the root canal at 8 a.m. Right? Do you want to do a root canal at 2 p.m.? Would you rather do it, you know, after lunch, before lunch? Like where do you feel the most yourself?   and the happiest to do these procedures because if we're just constantly looking at where the patient wants to come in, what's convenient for the patient, that's not always going to give them the best experience. So in that moment of scheduling.   The patient might be excited and happy because they got the appointment that they wanted, but when they get there for the appointment, are they getting the best experience that they possibly can based on the flow and energy of the practice? Or did we just schedule you something super late in the day when you're exhausted and tired and you've been working so hard or you had pizza for lunch and you're like, I don't want to do this freaking root canal. Like, I don't know. know my doctor that I worked with side by side for years, hated nothing more than coming back from lunch and having   fillings, like interproximal fillings and crown seats for three hours. He was like, this is going to be the worst three hours of the day because it was so much movement. It's like, just want one crowd, like, or one long appointment, right? Like I just needed one patient with three crowns. Like I just want one something long that we can just sit down, dig in, be done. All of that like crazy running around and like sporadic energy.   The Dental A Team (03:48.869) for him needed to be earlier in the day when he was more like spry, right? He's just like ready to run. And I could appreciate that too because I felt the very same. And so when we figured that out for this doctor specifically, we were able to really switch the way the day works. It was better for me as his assistant.   It was easier for me when I was doing scheduling and the patients actually had a better experience. So when I think of effective and efficient appointment scheduling, it's one of the first places that my brain goes is really what does the doctor want? I think we tend to look at what do our patients want? What does our team want? Our team wants easy and it's easy to let the patient dictate the schedule. But we forget to say the doctors, what do you want your day to look like? And I think   Today, focusing super hard on that doctor aspect and really leveling up how much the doctors take into consideration and take that control on within that is what I'm here for today. Britt, what are your thoughts on that efficient appointment scheduling and from a doctor's side, like a doctor's angle, what could that look like for them?   Britt (05:00.515) with you and everyone's different right some doctors want the big things in the morning and the smaller things in the afternoon some function the opposite and the reason why ultimately we want to know what doctor wants and how they're gonna work best is because one when doctors always are limiting factor right so like when we can have them functioning at their best everything's gonna run a little bit smoother and so like you said when it comes to guiding patients in the schedule think of   What's going to help everything over all run smoother? Because that's going to give the patient a better experience. The team's going to be functioning a little bit better. The day's just going to run smoother when our limiting factor, which is doctor, is able to function at their best. And when they're functioning at their best, they're also going to be the most efficient. So I love that when it comes to taking that into account.   And we'll talk about some things today that are even some like good like numbers or metrics to know of and be aware of to see like, it working? Is it not? Where are we? What can we improve upon? Right? Because at the end of the day, I know all my doctors, right? We want to be able to also like produce as much as we can in the time we're there, right? You're spending time away from your family, you're working. So how can we do the most with the time that you are spending at the office? And it does come down to scheduling and there's some ways to track it to know exactly how we're doing.   with this, whenever I start to talk numbers, I'll always say, we always want patient experience to be fantastic. And of course, quality of work to be fantastic, which we know you guys do as well. And there is a point where you can like push that line a little too far. So when we're talking about these things, even when it comes to scheduling, quality of work and quality of patient experience are always top of mind. we make sure we remember those. But some good numbers to look at to see how we're doing when it comes to scheduling will be like your doctor   production per hour. So do you know how it's averaging out so you can take your whole entire month? How many hours did you work in that month, are patient hours? We know you guys work a lot more hours, but how many patient hours did you work? And what's your production per hour? Because that's when it comes to efficiency or how is our block schedule working. That's kind of what we're playing with is how much can you do within the time that you have? And if that number is low or not where we need it to be, then   Britt (07:17.377) How can we be more efficient, schedule more appropriately with the correct production, or tighten up the schedule if we can and still giving that a great experience and the quality that we need to have there. What can we do to get that production per hour up? So it's a good number for doctors to track. If you don't know your number, figure it out, super easy. What did you produce last month? How many patient hours did you have available on the schedule?   divide it and it'll give you your production per hour and then you know where you're starting and then you know where you can go.   The Dental A Team (07:51.121) I love to do that formula as well in looking for open hours on the schedule because it really, really shows us how efficient or effective we could have been or what we could have produced as well. So efficient appointment scheduling, think with the block scheduling, you guys, we talk about block scheduling all the time. So we're not gonna dive into block scheduling a ton today. There are a million podcasts on it. Like reach out to us, Hello@TheDentalATeam.com if you need more information on that.   So we're not going to do that right now, but when you do have that set, which is what Britt and I were alluding to, like where do you want to do these procedures? Where do you want them scheduled? How do you want your day to flow? When you have those things set, meaning you have to know how long it takes you and your assistant to complete certain appointments, you need to know.   how many of each appointment you need in a day to get to your production projections, right? Like what's my goal for production per day? I'm gonna build that out and do a perfect day schedule and then I'm gonna go back through and like Britt said, really count my hours. And you can do this for hygiene, you can do this for a doctor, count how many hours were available to be scheduled and divide your production by that to get your dollar per hour, to get your hygienist dollar per hour.   If you've got assistants who are operating as producers because they're FDs or whatever you've got in your state, you can do it for all of those different spaces and really see how well you or your associate or your high-dense or dental assistants are really paying for yourselves and what that could look like. Now on the flip side of that, I like to go in then and say, okay, well, this is my dollar per hour goal. Owner doctors, Britt.   Tell me if I'm completely off base here. I'm typically gonna have my owner doctors 850 plus per hour. My associates, I'm like 550 to 750. I would love to see an associate at 850. Totally possible. Owner doctors, I would love to see you closer to like 1050, 1200. Like those are the numbers I would love. PPOs, like they're gonna drastically change that for you. But we can work around it and it's the time of year to ask for being pieces, all those pieces. So we don't need to get into that today, but those are like.   The Dental A Team (10:04.485) good goals to mull around. So then what I do on that note of the schedule, right, is look at these were my available hours. Well, as I'm doing my available hours, I'm also going to count my open hours. I just did this actually. I was in Utah a couple weeks ago with a prized practice and I just did this for him because he's like, tiff, like, we just tanked. I don't know what happened. And so I went through the whole year and I did available hours.   Britt (10:22.58) Thank   The Dental A Team (10:33.214) And then at the same time, I had one screen was available hours. The screen over here was open hours and it was how many for each provider I did the doctor, I did all of his hygienists and I did it for each one. And I said, okay, so we're about 40 to 50,000 off from the goal we've set this year. Let me show you where it's at. And we could literally pinpoint the month that had enough open hours just for him alone, not even including hygiene that was that gap.   the month, like not even just production for sure. You can say like, we were down a little bit here, but there was a month that he should have far exceeded the production, the monthly production goal that they had set that he was still under. But you could easily see because we had that perfect day scheduling in, we had the blocks in there. We were able to easily see how much he should have been doing and then calculate it backwards and forward. So we could do the lab measures to see   Why didn't we hit those goals and where was it and how could we have been more efficient with our appointments? And then the lead measures to see, okay, well, if that's the case, what do we have to do moving forward? So I love that you said to do that. And I think, too, what you're alluding to and what you're getting to with that is really looking at what are you doing now? Because then you can see, am I using this time efficiently and effectively? Like perhaps you've got the perfect day schedule in there.   and you've got your blocks, but maybe you did it two years ago or even six months ago and you're like, I'm still not where I thought I would be. So now go back through and see one, what were your open hours? And then two, is it actually working? Cause Brett, think I'm, you know, I've experienced this and tell me if you have where I've gone in and doctors are like either scheduled, not enough time.   for certain things and they're going late and now patients are like, but we're using blocks. And I'm like, but these patients are like waiting, like there's such an issue here. Or they're scheduled too long and then they've been done for an hour before the patient gets back. But on the schedule, they're not changing it. And so there's no reality set in. Have you seen that as well where doctors are like, well, I'm full and practices, right? Our teams are like filling the white space, it's full, but it's still not reaching goals.   Britt (12:57.111) Yeah, and though agreed and you're right on your numbers. I'm like 500 minimum That's my low end for anyone per hour that you should be hitting so if you're not there Hey, that's an opportunity for you to get there and know where a benchmark is and agreed in a PPO office 500 to 850 like it's it's attainable fee for service and   Just to kind of clarify one thing when you say owner doctor right getting that 850 or plus Even easily some doctors into like thousand pretty easily or more Owner doctors usually when you start to bring on associates you get to do the more complex things that you like Usually to do and so you're getting those higher dollar procedures while associates are taking care of some of the lower dollar one Which is why we say that so just to give a little context behind some of those numbers   and agreed when we look at open space or how we're scheduling, then it's like, right, if I'm able to produce $850 an hour and I've just got like 30 minutes of slush time in there that we're not using, that's like opportunity costs. That's like 400 bucks easy that we're losing that if we scheduled better.   We could have added another $400 in that day just with that 30 minutes when it comes to scheduling. So starting to see the schedule in that way, it's not just full or not. It's what's the quality of the things that you fill it with and looking at those open space, like what's the opportunity cost? it is, it'll take your production per hour real quick when you've got that open space, because it's a big zero in there. So filling the schedule.   which I know everyone wants a full schedule, but it's like, all right, what are we doing and what do we need to work on and are we filling it in the right way? So just viewing the schedule in that way and helping your team to see it, right? Sometimes team members don't see it that way, but you see it that way now and helping them to understand what we could put in there. And with timing, when it comes to efficiency in the schedule, right? If doctors...   Britt (14:57.449) always give time for your assistants. So I'm not saying like tighten up your schedule so much and forget about your assistants and the time they need to turn around a room or do what they need to do. But it might be a good time if you're not hitting the production per hour that you want to, to start kind of seeing how long does it actually take you to do procedures and do a time study and say, all right, how long does it take? Can we schedule smarter or more efficiently with reality of how long it takes instead of kind of adding in some buffer time?   The Dental A Team (15:25.663) Totally, totally makes sense. And something you said there was really that cost per hour that you just lost with that slush time. So there's that happy medium, you guys, that Britt is mentioning where it's like patient experience, right? Patient experience trumps everything. And so you need that slush for the patient experience, fine, but really evaluate, did you actually need it? So there's a lot of practices we work with that the doctors are like, I need to build relationship.   100 % we are relationship driven people and we are a relationship driven company. So we are never going to discredit that or take that away from you. But what tools are we using to help build that relationship? Is your support team supporting you in that? Are they passing off information? Are they having conversations with you, with the patient? You know, are they just standing there stoic and quiet like, I'm waiting for you to initiate, right? Like your dental assistant needs to be like,   engaged and having conversations because if that's all on you, it's going to take you extra time and you're in there for a very short amount of time in comparison to your support team, whether it's hygiene or dental assistance. So ensuring that they're giving you that proper information and those handoffs and really involving you in conversations that they are or have had with the patient far outweighs and exponentially increases that relationship with the patient. And so it.   decreases the amount of time and effort you're having to put in to create that relationship and to add that extra value. You're actually adding more value because they feel a relationship with two or three or how many ever of you there are, they're feeling that relationship with multiple people and they feel an attachment to the practice. so take some of the stress off yourselves, ask the support team to really support you, right? Call them your support team. That's what they are there.   to do, especially your dental assistants, they're there to support you and support the patient and see how can I increase the efficiency, the timing, right? The experience without making things longer. Because now that 30 minute slash time, that potentially $400, right? You can slide something else in there and know your patient got a better experience potentially.   The Dental A Team (17:44.809) than what they may have with that slush time, right? Patients wanna be in and out as well. You've just gotta do it in a way that doesn't feel rushed. And number one, your treatment has to be good. Your work needs to be good. You've gotta take the time that you need to accomplish great dentistry and then make everything else really, really efficient and effective. People appreciate that. People appreciate when you value their time as well.   and you're not just kind of dilly-dallying. You're like, yeah, let's get this done. It's gonna be freaking amazing. And as long as you keep that high energy there, they're gonna trust it they're gonna come back. Britt, you have this incredible sheet that you showed us recently for consultants. You've been working your tail off on. We don't even talk about the whole sheet, but kind of talk for a second about how you're doing the cost analysis by procedure, maybe even just like a crown, like to really   not only look at your doctor per hour, dollar per hour doctors, but also to look at how effective is the cost management per hour or per procedure. So walk us through that just real quick and they can get a little smidgen of an idea.   Britt (18:58.399) Yeah, some of the things that we'll work through with our clients when we know, all right, let's look at how efficient we're running and what the cost is for things is looking at what does it actually cost us for a procedure? like breaking it down by the amount of time, how much is like the facility costs? How much does it cost me for my assistant? How much am I paying the doctor associate for this procedure? And then what's my lab fee? What's the cost of all the supplies that are used for that procedure?   So I can truly see what is that overhead for that procedure. And especially for some of our lab procedures, especially when you get to like your all on X cases or sleep appliances even, places where depending on where you've got your fee or what insurance fees that you're contracted with.   The Dental A Team (19:39.098) for sure.   Britt (19:47.209) Sometimes that profitability is not so great or sometimes even in the negative on some of these procedures Which just allows you that information allows you one. It's a reality check a gut check a little bit Allows us to straddle up strategize a little bit better to see all right What procedures are worth us doing right? I'll say if you love doing it then let's figure out a way to do it to where it's also Profitable so it makes business sense along with the things that you love to do If you don't love to do it and it's not super profitable for you   maybe you refer those things out because it's just not necessarily like completely worth the time. But until you start to kind of look at those things and know what the cost is, you don't have the information to make some of these decisions. And also it'll help you to guide you on insurance plans we are in network with.   When we get to the point of being able to go out of network, what ones do we want to go out of network with because our profitability on those procedures are just so low. So it's just good information to have to dig in to see, all right, where are we?   and you can play around with time, right? And efficiency. If you can go from 90 minutes to 60 minutes for something, that's gonna impact your profitability on that procedure. And it might just be that little switch if we can do it a little more efficiently that allows us to be like, okay, that makes business sense for us to do that procedure. We just need to ensure that we're not taking a ridiculous amount of time on it.   The Dental A Team (21:11.642) Yeah, I totally agree. I love that. And it made me think of a client that I have near and dear to my heart that was doing all on X cases in his practice. he liked them. He thought he loved them. And he got real tired of them real quickly. And we did a little cost analysis and really saw that, well, he realized for one that he brought them in because he thought they were going to be game changer for the practice. And it was going to be this   Britt (21:24.599) you   The Dental A Team (21:41.62) lucrative situation where he could take a step back and he could do a couple all-in-x's a month and be done. Like he didn't have to do all of these other little pieces. And so he thought, that's going to bump production collections. My overhead is going to be fantastic. I'm going to be profitable and I'm going to do less. And so he brought all-in-x in-house and come to find out, right? It's a lot of freaking work. And he was not, he wasn't bad at them. He was fantastic at them, but the follow-up.   And the denture work like who loves like if you love dentures, like you better shout it to the world because there are doctors out there that need to know you're there. We need to know where you are because we need to send you all of our dentures. Okay. If you love them, shout it to the world, right? Shout it from the rooftops. And he just was like, this is a pain in the butt to follow up and how many post-op appointments there are and adjustments and the dentures are this denture broke and I've got to remake it and I've got another lab cost and I've got   Britt (22:26.187) Thank you.   The Dental A Team (22:39.102) So when we did that kind of cost and time analysis, he realized real quickly, because when he came to us, he's like, I am, he has like 72 % overhead. He's like, where's my profitability? Right? He's like, I'm doing all my nexes. I'm like, well, let's figure that out. And so we realized real quickly that something that he semi liked that he thought he would love, that he thought was going to be a game changer for his practice was actually costing him money and losing profitability for the practice because of   just all of the pieces that were involved. And he was like, you know, I don't like it that much. Like I'm really not like, I'm really trying to get my feet wet with it. And it's a lot to deal with. It's a lot to handle. And Tiff, don't think I actually want to do this. I was like, fantastic, start referring them out. That's, it's okay. That's why oral surgeons are here. That's why, you know, there are other people who do love to do it. And for my oral surgery practices, like they are incredibly lucrative. They are a really great.   tool for those practices because they're not doing fillings and crowns and crown seats and limited exams and re care exams and new patients with it. So for this specific doctor, we did exactly that where we did this cost analysis, we did this appointment efficiency analysis, really looked at his dollar per hour, his hygiene dollar per hour, his open hour, like we did all of these things that we're talking about you guys and came down to what is it that you want to do in your practice?   And what are you doing that you're trying to save your practice with or create something that you don't actually love that could be costing you money and time. So we had to really take that analysis. Like he also, you know, hates doing fillings. So we're trying to figure that out, but most doctors are like, get these fillings off my schedule. So, you know, we try to figure that efficiency piece out too, but I think when it comes down to it, these steps that you're saying to take.   really are the make or break to really figuring out what your practice looks like and what it could look like. So inventory wise, right, I would say go through and make sure that your appointments are the way that you want them and the length of time that you want them. And encourage your team, you guys, when you go long or when you go short on an appointment, change it on the appointment book so you can see the reality because then I'm gonna tell you, like Britt said, I want you to go back.   The Dental A Team (24:57.214) through and do an analysis of your actual dollar per hour. So in comparison to your production, what was your actual dollar per hour? And also look at your open hour time. So what could you have produced if we had scheduled more effectively? And then also I would go through on your procedures and do this cost analysis because I do think hand in hand with the appointment efficiency goes this. You want an efficient and excelled patient experience.   and you want an efficient appointment and to know your dollar per hour that you're supposed to be getting in conjunction to what the cost is per procedure based on the time you're taking, I think is just like the magic sauce of really figuring out what you can do with your practice.   I would do those things. And if you need help with them, if you need ideas, if you're like, I don't understand this cost analysis thing, because you guys, it was over my head for a split second too. And I was like, wait, say that again. Just reach out, Hello@TheDentalATeam.com re-listen to this podcast, obviously, but always reach out. You guys were here for that. So Britt, is there anything that I missed in those action items or last minute thoughts you want to give to these incredible doctors who are listening today?   Britt (26:13.717) Yeah, I think those are great action items to take and I think.   This is for our doctors that you're banging your head against the wall like how am I not as profitable as I want to be, right? What are the issues? Or you're like, I don't think we can fit anything else into our schedule, but I'm not as profitable as I want to be. These are the things that are going to give you the information to bring some reality to it. And sometimes it can be those conversations of like, hey, we've got those doctors, we've got those people we love them who are a little chatty and you can still have a great place to experience and not talk so long.   So like sometimes that's the reality of like, hey   We make a choice, right? Either let's adjust that, still chat, but like, it doesn't have to be as long and we can fit a little bit more into your schedule. Or like, you get a little bit more time for talking and we're as profitable as we can be or as efficient as we can be with our schedule if that's the ultimate patient experience you want to have. And so I'll just allow you to make smarter decisions. I mean, I've had some doctors that are in rural areas when it comes to certain types of procedures that maybe aren't the most profitable, but they're like, hey, I want to be able to provide that to my community.   Awesome. I love that. Let's just be aware of it, see if there's anything we can do to manage the overhead and make it efficient. And then we may just manage how many of them that we do out in one day or one week or one month to ensure your space to kind of make up the difference with other procedures.   The Dental A Team (27:38.389) Yeah, okay, awesome. You guys, this was incredible. Britt, thank you so much for always being open to diving into more numbers with me than we do on a lot of the podcasts. This one or one is super dedicated to our amazing doctors who are out there really just trying to make sure that you're giving the best to your patients and that you're getting the best for yourselves because we at the Don't Ateam truly believe if you are giving exactly what people.   deserve if you're giving that experience that people deserve when they come to a dental practice, you will reap the rewards. And those rewards should be insane profitability. In our opinion, you should be insanely profitable. You should be living your dream life because you're giving an incredible thing to patients that they can't get anywhere else. So with that said, go do these things, go figure it out. If you need help, if you are a current client, reach out to your consultant, or to our consulting team because we're here to help you with that.   If you're not yet a client and you're a future client or you're someone who's just listening because you love listening to our voices, reach out. Hello at thedoubleAteam.com. You guys, we're here to help you and we will give you whatever information that we possibly can because we just want everyone to experience the best lives you truly possibly can. So Britt, thank you so much for being here. I cannot wait to hear how everyone loves this podcast, so drop a five star review below.   We wanna hear how much you love this. We wanna know how much you love diving into the numbers side and really, really effective doctor style items. Like I'm so excited for this one. So Britt, thank you everyone. Have a great rest of your day.  

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Is there a service in the dentistry field you're interested in learning more about — perhaps enough to add it to your practice? Tiff and Britt dive deep into how to go about expanding services. They give examples, how to tap into your creative side, hurdles that might come up and how to pivot, and more. Episode resources: Reach out to Tiff and Dana Tune Into DAT's Monthly Webinar Practice Momentum Group Consulting Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast Transcript: The Dental A Team (00:01.134) Hello Dental A Team listeners, we're back today. You've got Tiff and Britt and I'm using your Britt nickname today. Always, I said Brittany Stone last time and like you mentioned, like it's always a little weird. It's so weird to me when people say, this is Tiffanie. And I'm like, it's Tiff. Tiffanie is like so formal. It makes me sound, it either makes me feel like a child or old. Like there's no in -between. It's not my age right now. Whatever, whatever this in -between stages is Tiff. So Britt.   Welcome back. I'm excited to be here with you today. I think we have a fun topic that is right up your alley. You love the clinical stuff and this one's diving into clinical. How are you this beautiful afternoon? Yeah.   Britt (00:44.197) different crowds. don't know about you, Brittany or like Brett or if you're Tiffanie or Tiff for me, like it just it depends on what crowds and like kind of like what phase of life did I go by my full name or my short name. So but I'm doing great today. I'm excited to be here. Agreed. I love chatting a variety of things, right? So it's always fun. We love it with clients because you never know what they're gonna throw at us, which just makes our life super fun, which I think we love about it. And I think we've got a fun one for everybody today.   The Dental A Team (00:54.293) Yes! I agree!   The Dental A Team (01:07.628) So true.   The Dental A Team (01:13.036) I agree. I agree. I do love I like have a love hate for it. I should say, right? Like I love being thrown curveballs. But then sometimes I'm like, Whoa, my brain. Like this is a big one or dang, I had 15 curveballs but five with five clients this just today like and sometimes it's exhausting but I do love it. I had a client yesterday. We were talking about   Britt (01:22.03) That's nice.   The Dental A Team (01:38.528) something I can't even I told the last podcast I told you I can't remember all that far. But we're talking about something and I was like, gosh, this is actually it was it's a different type of marketing. And it was two days ago. That's why I can't remember. But they're in a space they're in a they're in Texas. And they're in a community in Texas that is it's just oil fields like they're just it's the oil field industry. And   Initially, they're like, how do we stop cancellations? I'm like, fantastic. Like, here's some pieces, here's some things. And then we're like digging through and we're realizing, I'm like, listen, guys, like, let's put these pieces into play for sure. But sometimes you're just in a place that's like, you're going to experience cancellations. These people are getting sent out at midnight for three months to go work in a different oil field. Like they don't have the flexibility. And so it was really cool. And the conversation, the point I say this is like,   I had to really think outside the box and I said, you guys, your marketing, your systems, while I have systems that are tied and true and I know that they work, this is why doing it here is different. I may say this is why Dental A Team is different, because calling further in advance on your confirmations or telling them you're going to charge them or coming up with all of these solutions that work for many practices, let's implement those for sure, but you've got a different   type of community. I think changing your marketing to we're here when you need us, because that's what you're hearing. And more of that like same day, let's get patients in, hey, call us, switching the marketing efforts is going to work in your area. And the reason that was so cool was because it was so drastically different than majority of other clients. And it was really fun to   get that outside the box thinking and like, gosh, okay, let's put our hats on and we brainstorm together and the hygienist in that call was just like, she stood up at the end and she was like, I am so excited for this because at the end of every visit, when I walk them up and I do my NDTR, I tell them, if you need anything else between your appointments, we're here for you, please call. She's like, so this is expanding on that and I was like, you've already been priming your patients for it.   The Dental A Team (03:48.199) This is exactly what we need to do. But it was so cool, Britt, because that just highlights like the differences and really getting thrown those curve balls and having fun with it and really diving in and figuring out where are you and how can we expand on that. And that's something I think clinically that we want to talk about today even is really how to expand your range of services. And Britt, I know I didn't prep for this piece and I do this to you guys all the time.   I realized that but my brain just is like ping, ping, ping, ping, and I just go for it. So before we even get into like the super doctor clinical stuff, I know that you as a practicing hygienist before you were all into the state you guys, if I need any information on what the dental industry is doing and what's progressing, I know Britt's my girl. So she I know that you have always been so invested in that and I would love to pick your brain right now on.   Britt (04:34.747) Thank   The Dental A Team (04:44.87) Before we talk about doctor clinical, hygiene clinical, and how did you as a clinician or as being over the clinicians as a manager, how did you help hygiene to expand their services?   Britt (04:59.291) Yeah, so I mean, it's always fun. Doctor can do a lot more than the rest of the team, right? So when we get there, there's a lot more options. And for hygienist and even assistants, right? It's gonna be a little bit of like, what can you do within your state, right? That you're under your license, under your scope of practice that you can do. I'd say number one, be aware of that. And even if you want to be able to do more in your state, even I would say encourage you to like.   be involved if you want to, you know, you can give anesthesia now and that's something that hygienists want, you want to be able to do one day, be involved with your local associations and things and help move those things forward. Cause it'll help to expand and just make you a, like a more advanced clinician in the end of it. So that's my like one plug is like, cause I know every state's going to be a little bit different and then know what you can or can't do and explore it. And at the end of the day, hygienists and doctors, right? Whatever   and assistance, whatever we see that's gonna be a benefit to our patients, kind of like to what you were talking about, custom fit it, but what are the advancements? What are the new things? What can we do that would be beneficial to our patients and in line with our standard of care or something we might wanna evaluate and adding to our standard of care? What is there number one and just get familiar with it.   and then see if it's something that you want to be able to add to your practice. know I'm a big laser fan from like back in the beginning when I first got out of school, because it's something we could do in Arizona. I'm a big believer in it for those who can do it. If you're not doing it, it might be something worth considering and starting to look into to see if it'll benefit your patients. I love it. I know these days a lot of hygienists like Airway, Myofunctional are big things that are coming out now that can be super beneficial. And a lot of people are learning that.   Even things like for assistance, right? Being able to learn to do things that like maybe your doctor is doing now, but you could do. Those are also things that are expanding. Maybe it's not a new procedure for our practice, but you, it's expanding you and what procedures you can do, which is gonna help the practice overall. So I think just look, be aware of what's out there. Read your articles, be a part of groups, go to your CEs and just be aware of what.   Britt (07:14.477) exists so then you can determine what might be good. And I think for doctors, doctors are they've got a lot on their shoulders and they're they learn a lot and they're exposed to a lot. But team members bring stuff up to doctors all the time that they haven't heard about or they didn't know their team would be interested in doing and you can help to kind of have the practice progress and expand things.   The Dental A Team (07:36.275) I totally agree. I love all of that. I may you're gonna say laser, I think laser is huge. I think it's a giant benefit. And I think that got really hyped when it you know, first started and then people are like, I don't know. And I think it's something that kind of has fallen off. So I, I surely encourage hygienists to go do that. But something else that you mentioned was the like my functional space, the airway, the sleep apnea, those spaces, and I actually worked with a client over the summer.   who had a really fantastic, thriving sleep department. And she did it, it's taken years to get there and she's done it. They've got the systems and processes, everything's written down, write it down. But the interesting piece to me about it was that the doctor barely touched that department. She had a hygienist that loved it, that just saw the need. She, from a personal level, she connected with it.   Britt (08:09.317) Thank   Britt (08:26.171) Thank you.   The Dental A Team (08:34.826) She loved it, she wanted it to do well, and the doctor handed it over to her. So she had a hygienist that went and learned all of this stuff down to the medical billing. Like she's processing the claims for that department. So one of her top hygienists in her practice actually is now running her sleep department. And so expanding her range of services, and I'm not saying go pull a hygienist to start a sleep department. I'm saying look for the things that interest you guys and see how can you expand on that, even if it's something   you're already doing, how can you do more of that? I think is what Britt's saying, but watching them thrive in that personally, like she was so happy and she loves hygiene. She still does like a day or two of hygiene a month because she loves hygiene, but she was genuinely lit up talking to me about the sleep department. And so it expanded the services of the practice, but it expanded the services for her and the impact she can potentially make.   personally on on the community. So I love that you said that. That highlights a piece that I want to make sure we talked about was what interests you. So hygienists, RDAs, FDs, dental assistants, doctors, associates, all of you guys. What interests you? Like what do you look at and you're like, gosh, that would be cool. But maybe you're afraid to step your foot into and dip that toe in and kind of test the waters or you're like, gosh, it just seems so hard or whatever.   reason why aren't you doing it? What interests you? I've had a lot of practices this year that I that were like, gosh, I need to expand services. One PPL reimbursements suck you guys we know that and when you can expand services, you can do higher value things like obviously it makes the production the collections easier. So I had a lot of practices this year that were like, I can't and don't want to drop insurances, but how do I make more? So one space I had them evaluate   was to because most people don't put it in their system. I hope you are track, truly track what you're referring out and how many of those things you're referring out. So root canals, perio procedures, implants, oral surgery procedures. I love all of my specialists. I love you. But really if there's something in there for my dentists and FDs and RDAs and all of you guys, like, is there something   The Dental A Team (11:00.851) that you enjoy and you want to learn more about, look at what you're referring out. Kavya, I had an office Brit, she was like, I refer out a ton of root canals. I wanna do root canals in office. And I said, okay, we can do that. We can pull root canals back in office. There's courses all over the place that you can go get refreshers on. There's an hour -end course I know of that's fantastic. You can do this. She's like, okay.   I said, let's sit on this. Like, let's think about the work it's going to take and let's evaluate how many root canals you're going to do. I talked to her on our next two week call two weeks later. She was like, Tiff, I hate root canals. I was like, yeah, I didn't think you liked them, but I needed to go. We needed to go with it for a second. She's like, I don't want to do root canals. I send them out because I hate them. Cool. Then let's not do root canals. Let's look at the other pieces. So caveat is don't pull things in just to expand services, just to offer more, just to make more money. If you hate doing something, don't do it.   Do more of what you love. So we're evaluating here to look at what interests you and how can we do more of it? Are there things, Britt, you mentioned, you mentioned, right, you talked about, right, getting the things that the hygienist can do and within your state it's different, especially when it comes to FDAS, RDAs, dental assistants. It's all over the place, you guys. In Arizona, like, we don't get any special acknowledgement, we just.   do everything and you either know or you don't know and you learn it. So, Wild Wild West out here, California, Colorado, like they're Colorado's placing fillings, right? Like that's cool, Tennessee, they're placing fillings, they're like a provider. Here, I actually don't know anymore what that is. I mean, I know what is fine.   Britt (12:44.057) It depends. There's some places where it's rural and even hygienists can place fillings if they get certification for it. So sometimes there's some if it's an area in need. that's where it's like, know what's going on in your state.   The Dental A Team (12:50.182) Yeah.   The Dental A Team (13:00.246) Exactly, exactly. And to speak to that point, like once you do know, Britt, like you said, for those spaces, hygienists, for sure. But then you guys, my RDAs, my FDs, my dental assistants that are listening, I know what it's like to feel like such a big important piece of that appointment and feel like, gosh, I really helped this patient or I really helped my doctor. Go figure out what you can do. And where can you expand so that your   expanding your range of services because that adds value in. Britt, I'm sure you've seen it too. You've got practices too, or have worked with practices too, who have these expanded functions that they're able to do in hygiene and or assisting side. And what has that done when they take on those pieces and the support team will call them, right? The support team is like, no, like I can do this. Let me do it. What does that do for the doctors? What have you seen for the doctors? Like what are they available to do them?   Britt (13:57.371) Yeah, I want to say first, even for my assistant, I'm a big believer in anyone within a dental office. This is your profession. Like you are a professional. So by expanding your skills, you are just expanding yourself as a professional and what you can do. like, I want to throw that in. Number one is like, I hope you all view yourselves that way. That's how I view all of you because it's true. You have amazing skills. You do amazing things every day. And by working to like the highest level of your ability,   taking on those things, learning them from your doctor, getting the trust from your doctor where you're able to go and do it on your own, frees the doctor up to be able to do more of the things that only they can do. I always say doctors are our ultimate limiting factor, right? How many doctors do we have in the practice? How many of the rest of the team do we have? It's usually at least two to one, if not three to one when it comes to doctrine, we're pulling them in a million different directions. So the more we can do,   I'll tell you for hygiene, I'm like great when my assistants can do a lot, that means my exams are going to be more on time. So it helps a lot. We can fit in more patients for treatment because we can utilize our assistants and be able to take care of more patients throughout the day. And you guys know, like doctors do a great job of knowing our patients and building that relationship.   The Dental A Team (14:59.439) Yes.   Britt (15:13.603) hygiene assistant front desk, like you guys know those patients. So you also help to give them a great experience that you're there with them through most of that appointment. You're taking care of a good part of that appointment. Doctor gets to come in and do the part that they need to do. And then you take care of the rest of it. And I have seen for assistance, right? It's performing to the extent that you can on a lot of those things I talked about.   But I also have assistants who are helping to like manage team, manage supplies, find, you know, better prices for things. They're learning to design crowns or learning to mill crowns. is so much that you can learn to do. But like I said, just builds you up as a professional and makes it so we can take care of more patients within our office.   The Dental A Team (15:59.5) I love that. I love all of that. think one thing I didn't even think about that you mentioned was like learning how to do the crowns or learning how to do the 3D machines or the impressions or the scans that you need to send things out. Like that's, that's a space I didn't even think of. And I love that you said that.   Britt (16:10.055) Thank   Britt (16:17.5) 3D printers, right? Some of them, like, they're printing out, you know?   The Dental A Team (16:18.982) Yes.   Britt (16:22.511) retainers, or they're printing out dentures and all that stuff. And there's some cool, there's a lot of cool stuff that are advances if your office has it that like, if they do, or if you're looking into it, those are the things that the team helps drive the doctor so much because the doctor can't do everything right again, they're one person, even if we've got multiple doctors compared to how many team members we have. But if a doctor has a team member that's like, I'm here with you, I'm here to learn it with you, let's do it.   doctor is going to be a lot more confident to say all right let's do it and it helps everybody.   The Dental A Team (16:58.052) I totally agree. I did a podcast not long ago with the dentist on here. Dave Mogadam you guys can search for it somewhere and they might put them in notes, whatever. But he spoke on that about some advanced courses that he's taken this year, that he actually took some of his dental assisting team with him so that they could learn that stuff because he doesn't. He loves it. He gosh, this man is creative. Like he would sit all day. he has a 3d printer at home.   that he plays with that he makes toys with. He brought me a toy like the next day at the office, he brought me a little toy and made me this little octopus thing. But I was like, my gosh, he loves the creative side. But he sees the value in allowing his team to have a part to play in that and allowing his team to learn it. And I don't think you always have to go to the courses. A lot of those places will send somebody out to your practice too. But the value in that is huge. And now he's been able actually, I just talked to him today and he   Britt (17:25.435) Yeah.   The Dental A Team (17:53.894) had his first sedation day. And so he's been able to like implement other bigger, broader things into his practice to add value to expanding his range of services because his dental assisting team has been able to take things on like that. So I love that you said that. Now within the doctor space, I think it's super important, you guys, I'm gonna go back to the beginning on what interests you. What are you sending out that maybe you could keep in house if it interests you?   And why aren't you doing it? That's my biggest question. If it interests you, why aren't you doing it? Overcome that fear, overcome that hurdle, and go for it. I think right now is the perfect time, maybe even a little bit late, to choose your CE for 2025. Like, choose your CE whatever year you're listening to this in. Make sure next year your CE is already chosen by...   October. Know what you want next year to look like. And if you don't know, that's okay, like it'll it'll come. That's fine. But plan that out. Because one of the biggest hurdles that I hear from doctors, and the reason they're not expanding services, or they're not doing the thing they truly want to do is time, time, and money. And I have a doctor, we're working on next for next year, reducing the number of days it should take to hit his minimum goal, because he wants to do so much CE and his issue is time.   and being able to provide financially for his team. So taking off time at the office and seeing the impact that that has on his team, we've got to like, finagle some workarounds and some goals so that we can still pay the team, whatever, right? But that hurdle, we're working through it. So if you know what your hurdles are, what's holding you back from doing the thing that you truly want to do, now you can plan a workaround. Okay, great. If that's the hurdle,   How do we get you more time? And you get into this space, think, Britt, I know I get in this space and you help pull me out where it's just like, I can't see outside of the problem because I'm so in the problem. it is just like, sometimes I'm just like, no, it just sucks. And you're like, okay, it sucks today. We'll come back tomorrow. It's fine. And you navigate that really well with me. So kudos and thank you.   The Dental A Team (20:08.871) But sometimes that's the space I think that we get into with expanding services too. Like, gosh, yeah, that would be cool Tiff, but like, how am I supposed to do that? Brett, I have no time. And so, Brett, think something that we do really well is taking our doctors from that space. Like, where is it that you want to go? And this is, want to go, I want to do the service. And then we work backwards and say, cool, this is the path that's going to get you there. What are the hurdles that are going to come up that we can anticipate?   not all of them are anticipated, right? But what can we anticipate within this path? What hurdles may come that we can have a pivot ready for so we can work around it. And if it's the time or the money, fan -freaking -tastic, it's October and we're planning for next year. Guess what, guys? We can do anything with your goals. We just add it into your goals and we make the magic happen. that's the easy space of it. But what interests you? Why aren't you doing it? What are you sending out?   What are things that your support team can help with and do they want to? And then choose your CE for next year. Those are my biggest points. And Brit, for someone that's just like on the edge of their seat, gosh, this Brit and Tiff, are freaking amazing. And you've got me pumped up and ready to go. But they're like, ha. And then two weeks later, they forgot about this. What do you suggest for them? Like, how do they stay motivated in this space of potential busy and chaos? And I'm not ready to look at that. What would you say to your client?   today to keep that motivation.   Britt (21:39.163) Yeah, I think that right thoughts not written down or put into motion get lost, right? And so we've got to do something to where either   It's maybe going on a whiteboard in your office. So you see it there regularly and you know that that's something you want to work towards. Maybe it's like looking up the course and when's the next date and putting that up somewhere so that you know that that's what you're working towards or having some sort of accountability buddy. I think if you're normal, we all get to those spots where it's like, I can't see past my nose right now and I need someone to help me see past my nose and we've got to step away or get someone from an outside perspective to pull us out of it.   thing with treatment and so it's like make it something that's gonna put into motion. Don't make it just a thought, write it down somewhere, schedule the event, pick what you want to go to, something to move forward and you know what doctors? Go into a course about it.   It still doesn't tie you to anything right now. Like, so if you're like, hey, I'm interested in it, but like, my gosh, it seems like such a big thing to tackle. Start with one thing. Start with one thing and see if you're as interested as you are. And I say the same thing to...   I'll just add one last thing to sometimes it's the market we're in that's also going to drive you right. I've got some docs who are in areas where we may not have a lot of specialty around. And so they're like, my gosh, I feel for my patients. I want to be able to do more for them, but I don't know.   Britt (23:09.231) This is where Tiff and I are coaching you. Take the push, go take a course on it and just start to explore it and you get exposed to people who have done it. You can do whatever you want. Like at the end of the day, if you really want to do it, you can. And sometimes it's just explore it first, take the first step and that's all you need to do right now. And then take the next step.   The Dental A Team (23:28.787) Yeah, one step at a time. I love that. I love the whiteboard idea. Alright guys, I hope you feel motivated. I hope you feel powerful. I hope you feel excited to go find something. It doesn't have to be grandiose. It doesn't have to be something big. But go find something that excites you that you can learn or you can add and you can expand what you're offering in the next year. Go do it.   Drop us a review below five stars are always appreciated. Let us know what you decide I want to know what you guys are doing too because Britt I don't know about you but that's where a lot of our Knowledge base comes from is picking the brains of the people we work with so share that breadth of knowledge Leave us a review Reach out. Hello@TheDentalATeam.com we want to hear from you guys And if you need help working that backwards like if you're like gosh, I just can't see through it you guys We have coaches too. I have a coach that helps me   work through things in my life that helps me work through my health and fitness and mindful journey like all of those pieces. We all have coaches and we are here for you for those types of things. That's what we love. That's where our passion lies. And I want you guys to understand if you need it or if you just need a little smidgen of direction, reach out. Hello@TheDentalATeam.com. are here to help you guys. And I hope you have a fantastic rest of your day.  

 In the second installment of “Behind Your Back”, Karl & Marty explore the amazing space-themed FDS album “Super Star Squadron” by their brother Will! Enjoy!