Podcasts about Financial Times

My guest this week is Steve Silberman, an award-winning science writer who authored the 2015 book NeuroTribes: The Legacy of Autism and the Future of Neurodiversity, a brilliant book that upends conventional thinking about autism and suggests a broader model for acceptance, understanding, and full participation in society for people who think differently. Steve's articles have appeared in Wired, the New York Times, the New Yorker, the Financial Times, the Boston Globe, the MIT Technology Review, and more. In our conversation, Steve and I talk about neurodivergence, autism, acceptance, tolerance, changing cultures, systemic change, and so much more. As a science writer who researched the history of autism in writing his book for more than five years, Steve brings an incredible breadth of knowledge, as well as passion for the neurodiversity movement, to the show. By the end of this interview I was inspired and motivated for the changes to come, and grateful there are thought leaders like Steve doing this important work in the world. I hope you enjoy our conversation!   Things you'll learn from this episode The impetus for Steve's book NeuroTribes How and why the anti-vaccine movement has negatively affected the autistic community The real impact of language like “epidemic” in relation to neurodifferences like autism How Steve's book NeuroTribes has been received by members of the autistic community Steve's thoughts on how parents raising neurodiverse kids can best support the neurodiversity movement The importance of autistic peer mentoring   Learn more about your ad choices. Visit podcastchoices.com/adchoices

 Subscribe and Watch Interviews LIVE : On YOUTUBE.com/StandUpWithPete ON SubstackStandUpWithPete Stand Up is a daily podcast. I book,host,edit, post and promote new episodes with brilliant guests every day. This show is Ad free and fully supported by listeners like you! Please subscribe now for as little as 5$ and gain access to a community of over 750 awesome, curious, kind, funny, brilliant, generous souls David Rothkopf is the CEO of TRG Media, host of the Deep State Radio podcast, and the author, most recently of Traitor: A History of Betraying America from Benedict Arnold to Donald Trump. The Rothkopf Group produces podcasts including Deep State Radio, National Security Magazine, custom programming for clients and it organizes live interactive web-based and live forums. Rothkopf is a contributing columnist to The Daily Beast and a member of the Board of Contributors of USA Today.  He is the author of hundreds of articles on international, national security and political themes for publications that include the New York Times, Washington Post, USA Today, the Financial Times, the Daily Beast, Foreign Policy and Foreign Affairs. He is also a regular commentator on broadcast media worldwide. His previous books include Great Questions of Tomorrow, National Insecurity: American Leadership in an Age of Fear, Power, Inc.: The Epic Rivalry Between Big Business and Government—and the Reckoning That Lies Ahead, Superclass: The Global Power Elite and the World They Are Making, and Running the World: The Inside Story of the National Security Council and the Architects of American Power. His most recent book is The Great Questions of Tomorrow. Rothkopf has taught international affairs at Columbia University, Georgetown University and Johns Hopkins University. He has served as a member of several boards and advisory boards including those associated with the U.S. Institute of Peace, IREX, the Bloomberg School of Public Health at Johns Hopkins University, the Progressive Policy Institute, and the Center for the Study of the Presidency. Previously, Rothkopf served as CEO and Editor of the FP Group, publishers of Foreign Policy Magazine, CEO of Garten Rothkopf and was the founder and CEO of Intellibridge Corporation, an open-source intelligence provider to government and private sector organizations. Prior to that he served as managing director of Kissinger Associates. Rothkopf served as deputy undersecretary of commerce for international trade policy in the Clinton administration and played a central role in developing the administration's groundbreaking Big Emerging Markets Initiative. Before government, Rothkopf was founder and CEO of International Media Partners and editor and publisher of the CEO Magazine and Emerging Markets newspaper. He also served as chairman of the CEO Institute. He is a graduate of Columbia College of Columbia University and attended the Columbia Graduate School of Journalism. Listen rate and review on Apple Podcasts Listen rate and review on Spotify Pete On Instagram Pete on Blue Sky Pete on Threads Pete on Tik Tok Pete on Twitter Pete Personal FB page Stand Up with Pete FB page All things Jon Carroll  Gift a Subscription https://www.patreon.com/PeteDominick/gift Send Pete $ Directly on Venmo  

 Subscribe and Watch Interviews LIVE : On YOUTUBE.com/StandUpWithPete ON SubstackStandUpWithPete Stand Up is a daily podcast. I book,host,edit, post and promote new episodes with brilliant guests every day. This show is Ad free and fully supported by listeners like you! Please subscribe now for as little as 5$ and gain access to a community of over 750 awesome, curious, kind, funny, brilliant, generous souls David Rothkopf is the CEO of TRG Media, host of the Deep State Radio podcast, and the author, most recently of Traitor: A History of Betraying America from Benedict Arnold to Donald Trump. The Rothkopf Group produces podcasts including Deep State Radio, National Security Magazine, custom programming for clients and it organizes live interactive web-based and live forums. Rothkopf is a contributing columnist to The Daily Beast and a member of the Board of Contributors of USA Today.  He is the author of hundreds of articles on international, national security and political themes for publications that include the New York Times, Washington Post, USA Today, the Financial Times, the Daily Beast, Foreign Policy and Foreign Affairs. He is also a regular commentator on broadcast media worldwide. His previous books include Great Questions of Tomorrow, National Insecurity: American Leadership in an Age of Fear, Power, Inc.: The Epic Rivalry Between Big Business and Government—and the Reckoning That Lies Ahead, Superclass: The Global Power Elite and the World They Are Making, and Running the World: The Inside Story of the National Security Council and the Architects of American Power. His most recent book is The Great Questions of Tomorrow. Rothkopf has taught international affairs at Columbia University, Georgetown University and Johns Hopkins University. He has served as a member of several boards and advisory boards including those associated with the U.S. Institute of Peace, IREX, the Bloomberg School of Public Health at Johns Hopkins University, the Progressive Policy Institute, and the Center for the Study of the Presidency. Previously, Rothkopf served as CEO and Editor of the FP Group, publishers of Foreign Policy Magazine, CEO of Garten Rothkopf and was the founder and CEO of Intellibridge Corporation, an open-source intelligence provider to government and private sector organizations. Prior to that he served as managing director of Kissinger Associates. Rothkopf served as deputy undersecretary of commerce for international trade policy in the Clinton administration and played a central role in developing the administration's groundbreaking Big Emerging Markets Initiative. Before government, Rothkopf was founder and CEO of International Media Partners and editor and publisher of the CEO Magazine and Emerging Markets newspaper. He also served as chairman of the CEO Institute. He is a graduate of Columbia College of Columbia University and attended the Columbia Graduate School of Journalism. Listen rate and review on Apple Podcasts Listen rate and review on Spotify Pete On Instagram Pete on Blue Sky Pete on Threads Pete on Tik Tok Pete on Twitter Pete Personal FB page Stand Up with Pete FB page All things Jon Carroll  Gift a Subscription https://www.patreon.com/PeteDominick/gift Send Pete $ Directly on Venmo  

While the podcast team is taking a Radical Sabbatical, Kim is interviewing authors whose books have had a big impact on her over the past two years.  In this episode, Kim Scott speaks with Ron Friedman, PhD.  Ron has written extensively about the sciences of building high-performing teams.  Ron's latest book is Superteams: The Science and Secrets of High-Performing Teams.  They discuss the importance of the creative process, the role of restoration in productivity, and the key strengths that distinguish super teams from average teams. The conversation delves into effective meeting strategies, communication norms, and the significance of laughter in fostering team cohesion. Ultimately, they emphasize the need for customized approaches to team dynamics and the value of building supportive relationships within teams.  They also explore the dynamics of effective teamwork, the importance of maintaining focus in a distracted world, and the role of hobbies in enhancing productivity. They discuss the attributes of great teammates, the significance of productive disagreement, and the necessity of effective feedback for continuous improvement. The dialogue emphasizes that super teams thrive on collaboration, shared goals, and a culture of open communication. Guest Background: Ron Friedman, PhD, is an award-winning psychologist who helps leaders build high-performing teams. He is the bestselling author of The Best Place to Work and Decoding Greatness, and the founder of Superteams, Inc., where he delivers keynotes, workshops, and executive advisory to senior leaders around the world. An expert on human motivation, Friedman has served on the faculties of the University of Rochester, Nazareth College, and Hobart and William Smith Colleges. He contributes regularly to Harvard Business Review, and his work has been featured in The New York Times, Financial Times, Bloomberg, NPR, CBS, FOX, NBC, Fast Company, The Washington Post, Forbes, and Inc. To learn more about his work, visit SuperteamsInc.com. CHAPTERS (00:41) Introduction to Super Teams (01:45) The Creative Process and Incubation (04:12) Restoration and Productivity (06:27) Research Behind Super Teams (07:50) Key Strengths of Super Teams (09:00) Meetings: The Double-Edged Sword (11:24) Effective Meeting Strategies (12:51) Customizing Team Dynamics (15:06) Communication Norms and Email Management (18:05) The Role of Laughter in Teams (20:57) Building Relationships Through Support (23:00) Navigating Humor and Inclusivity (26:52) Time Affluence and Productivity Strategies (30:08) Staying Focused in a Distracted World (32:51) The Power of Hobbies and Side Hustles (36:10) Attributes of Great Teammates (39:10) Building Effective Teams (41:40) The Importance of Productive Disagreement (45:02) Mastering Feedback for Improvement Connect with the Radical Candor team: ⁠⁠⁠⁠⁠⁠Website⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠ Keywords Super Teams, productivity, creative process, meetings, team dynamics, communication, laughter, leadership, time management, workplace culture focus, hobbies, teamwork, feedback, productivity, super teams, attributes, disagreement, communication, leadership Learn more about your ad choices. Visit megaphone.fm/adchoices

Today we talk with the editor of the Financial Times' Alphaville blog, Robin Wigglesworth. Robin is the author of A Fabulous Debt - the Epic Story of How Bonds Built the Modern World. He tells the story of the bond market's beginnings in Venice and how the ability to issue and trade bonds was an essential aspect of its rise to power. Robin explains why historically bond markets and democracy have gone hand-in-hand. Innovations in how bonds are structured and traded also have the ability alter market fundamentals and he explains how this happened with the US junk bond market pioneered by Michael Milken. We talk about likely future innovations and finish with a discussion of current bond market turmoil and the implications for both the Fed and Treasury.-----50 YEARS OF TREND FOLLOWING BOOK AND BEHIND-THE-SCENES VIDEO FOR ACCREDITED INVESTORS - CLICK HERE-----Follow Niels on Twitter, LinkedIn, YouTube or via the TTU website.IT's TRUE ? – most CIO's read 50+ books each year – get your FREE copy of the Ultimate Guide to the Best Investment Books ever written here.And you can get a free copy of my latest book “Ten Reasons to Add Trend Following to Your Portfolio” here.Learn more about the Trend Barometer here.Send your questions to info@toptradersunplugged.comAnd please share this episode with a like-minded friend and leave an honest Rating & Review on iTunes or Spotify so more people can discover the podcast.Follow Kevin on SubStack & read his Book.Follow Robin on X and Read his Book.Episode TimeStamps: 00:00 - How junk bonds changed the market00:56 - Introducing Robin Wigglesworth and A Fabulous Debt03:39 - Why ignorance can actually help you understand history07:50 - How Venice accidentally invented the bond market12:55 - How bonds helped strengthen democracy and accountability17:31 - How Britain turned bonds into a global reserve asset24:43 - Why strong bond markets often create stronger countries28:56 - Could Europe ever create a true Eurobond market?32:19 - How the modern international bond market was born39:39 - Michael Milken and the rise of junk bonds44:21 - How Milken changed the market he was studying48:51 - Tokenization and the next evolution of fixed income49:28 - Why bond ETFs may have actually improved liquidity55:24 - What Treasury buybacks are really trying to achieve57:33 - Why Robin thinks the buybacks won't solve the problemCopyright © 2025 – CMC AG – All Rights Reserved----PLUS: Whenever you're ready... here are 3 ways I can help you in your investment Journey:1. eBooks that cover key topics that you need to know about In my eBooks, I put together some key discoveries and things I have learnt during the more than 3 decades I have worked in the Trend Following industry, which I hope you will find useful. Click Here2. Daily Trend Barometer and Market Score One of the things I'm really proud of, is the fact that I have managed to published the Trend Barometer and Market Score each day for more than a decade...as these tools are really good at describing the environment for trend following managers as well as giving insights into the general positioning of a trend following strategy! Click Here3. Other Resources that can help youAnd if you are hungry for more useful resources from the trend following world...check out some precious resources that I have found over the years to be really valuable. Click HerePrivacy PolicyDisclaimer

Interview recorded - 14th of September, 2026On this episode of the WTFinance podcast I had the pleasure of welcoming back Shaun Rein. Shaun is the Founder and Managing Director of the China Market Research Group (CMR), the world's leading strategic market intelligence firm focused on China.0:00 - Introduction1:43 - Overview of markets and the economy4:13 - Chinese property9:06 - Manufacturing12:10 - Chinese subsidies14:08 - Surplus problem18:29 - Geopolitical shifts22:03 - Reconciliation possible?26:53 - Underrated countries?29:47 - Chinese Growth Sustainable?31:23 - Safety nets?35:48 - Asset overview40:21 - One message to takeaway?Shaun Rein is the Founder and Managing Director of the China Market Research Group (CMR), the world's leading strategic market intelligence firm focused on China. He works with Boards, billionaires, Heads of States, CEOs and senior executives of Fortune 500 & leading Chinese companies, private equity firms, SMEs and long/ hedge funds to develop their China growth, political and investment strategies. Rein authored the international best-sellers "The War for China's Wallet: Profiting from the New World Order," "The End of Cheap China"​ & "The End of Copycat China."​ Publishers Weekly named "Cheap"​ a "Top 10 business book for 2012." The Financial Times called "Copycat"​ "Intriguing" and said of Wallet: “Mr. Rein's insider tales of what it takes to work in contemporary China are insightful...a toolbox for those who want to work with Chinese companies make it a worthwhile read.”Rein is regularly featured in the Wall Street Journal and The Financial Times. His op-eds have appeared in the New York Times. He frequently appears on CNN, BBC, MarketPlace, CNBC, Bloomberg, PBS and MSNBC. Rein formerly taught executive education classes for London Business School and was a weekly columnist for CNBC and Forbes. He also wrote a column for Bloomberg BusinessWeek. Rein is one of the most sought out keynote speakers focused on innovation, consumer trends and the economy in China.Shaun Rein - Website - http://www.cmrconsulting.com.cn/xsyX - https://x.com/shaunreinYouTube - @shaunrein4708 WTFinance -Instagram - https://www.instagram.com/wtfinancee/Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes - https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4X - https://twitter.com/AnthonyFatseas

Nieuw onderzoek naar de hack van AI-platform Hugging Face door de AI agents van OpenAI laat zien dat de aanval een veel langere aanlooptijd had dan gedacht. Volgens een Duitse onderzoeker probeerden de agents al in mei accounts over te nemen, twee maanden voordat de daadwerkelijke hack in juli plaatsvond. Verder blijkt uit onderzoek van de Financial Times dat de recente oproep tot een pauze in AI-ontwikkeling door de topmannen van Anthropic en OpenAI voor onrust zorgt onder hun eigen medewerkers. Joe van Burik vertelt erover in deze Tech Update. De Duitse onderzoeker meldt dit aan persbureau Reuters. Twee andere onafhankelijke cyberonderzoekers bevestigen de bevindingen. Eerder onderzoek naar het incident was gebaseerd op beperktere data. Volgens de onderzoeker had OpenAI de hack veel eerder kunnen opmerken. OpenAI erkent in een reactie dat het eerder had moeten ingrijpen. Interne onrust over oproep tot pauze in AI-ontwikkeling Volgens bronnen die de Financial Times sprak, zorgt de recente oproep tot een pauze in AI-ontwikkeling voor onrust onder medewerkers van Anthropic en OpenAI. Beide bedrijven hadden hun personeel vooraf niet over de oproep geïnformeerd, al is er wel enig draagvlak voor een langzamer tempo. Een voorgestelde oplossing is een groep die bij meerdere rivaliserende AI-labs toezicht houdt, maar daarover bestaat nog geen consensus tussen de bedrijven. OpenAI zegt de ontwikkeling van zijn nieuwste modellen al te hebben vertraagd, Anthropic nog niet. Het toelaten van buitenstaanders in de beveiligde ontwikkelomgevingen stuit bij beide bedrijven op weerstand, mede omdat OpenAI de beveiliging al aanscherpte uit angst voor het aftappen van data. Ook de regering Trump wil geen vertraging, uit vrees dat China de voorsprong overneemt. Trump en de Chinese president Xi Jinping bespreken het onderwerp naar verwachting volgende week tijdens een AI-topoverleg. OpenAI had dagenlang niet door dat eigen AI-agent op hackmissie was OpenAI's rogue agents probeerden Hugging Face al in mei te hacken Anthropic en OpenAI roepen op tot vertraging van AI-ontwikkeling Waarom een snelle AI-pauze onwaarschijnlijk is door wantrouwen tussen bedrijven Over de maker:Joe van Burik volgt en duidt de belangrijkste ontwikkelingen in tech, met scherpte, vlotheid en de nodige humor. Je hoort hem dagelijks op BNR Nieuwsradio over het belangrijkste technieuws, van AI tot cybersecurity en social media tot quantumcomputers. Ook interviewt hij in De Grote Tech Show samen met Ben van der Burg leiders in digitale innovatie. In het bijzonder volgt Joe al twee decennia de wereld van videogames, nu voor zijn podcast All in the Game.See omnystudio.com/listener for privacy information.

Kulisy spotkań na jachtach, pośrednicy i zablokowane miliony dolarów – po głośnym materiale „Financial Times” były prezes Orlenu odpiera oskarżenia o niegospodarność. Obajtek przekonuje, że międzynarodowe transakcje przerwano z powodów politycznych dopiero po zmianie władzy w spółce.

The Supreme Court blocked President Trump's efforts to restrict mail-in ballots less than two months before the November mid-term elections. It's a ruling that has potentially saved a third of American voters from being disenfranchised. Staff writer for the Atlantic Toluse Olorunnipa and President of the Brennan Center Michael Waldman join the program to discuss the SCOTUS ruling.  Also on today's show: Naomi Klein & Astra Taylor, co-authors, "End Times Fascism"; Rana Foroohar, Associate Editor, Financial Times  Learn more about your ad choices. Visit podcastchoices.com/adchoices

How can leaders handle conflict more effectively, give feedback that actually helps people grow, and build stronger trust with their teams? In this episode of the Live Greatly podcast, Kristel Bauer sits down with Caroline Webb, leadership coach, economist, former McKinsey partner, and author of Leadership Intelligence: Science-Backed Strategies for Mastering 21 Everyday Management Challenges. Caroline shares science-backed strategies for navigating some of the most common—and challenging—situations leaders face. She introduces her Common Ground Model for working through disagreements, shares tips for giving and receiving feedback more effectively, and explains why simply telling people what to do often isn't the best way to help them learn and develop. Kristel and Caroline also discuss what it takes to build trust, strengthen relationships, and become more effective at handling the everyday challenges of leadership. Tune in to learn: How to approach conflict and find common ground during disagreements Tips for giving and receiving feedback more effectively Why telling people what to do can get in the way of development How to better support people in learning and growing Strategies for building trust within your team Science-backed insights from Leadership Intelligence that can help you become a more effective leader Whether you're leading a team, managing others, or looking to strengthen your own leadership skills, this conversation offers actionable strategies to help you lead more effectively through the challenges that come with working with and leading others. ABOUT CAROLINE WEBB: Caroline is a leadership coach, economist, and author of How to Have a Good Day and the forthcoming Leadership Intelligence. She has been named one of the top fifty executive coaches in the world by Thinkers50, and one of the top fifty leadership and management thinkers by Inc. magazine. She is a senior advisor to McKinsey & Company, where she was previously a partner. Her work has been featured in The Wall Street Journal, The New York Times, Harvard Business Review, Financial Times, The Economist, The Guardian, and Fortune. She lives in New York. Connect with Caroline Webb:  Order her book LEADERSHIP INTELLIGENCE: Science-Backed Strategies for Mastering 21 Everyday Management Challenges:  Website: https://carolinewebb.co/  SOCIAL MEDIA • LinkedIn      • Instagram About the Host of the Live Greatly podcast, Kristel Bauer: Kristel Bauer is a corporate wellness and performance expert, keynote speaker and TEDx speaker supporting organizations and individuals on their journeys for more happiness and success. She is the award-winning author of Work-Life Tango: Finding Happiness, Harmony, and Peak Performance Wherever You Work (John Murray Business November 19, 2024). With Kristel's healthcare background, she provides data driven actionable strategies to leverage happiness and high-power habits to drive growth mindsets, peak performance, profitability, well-being and a culture of excellence. Kristel's keynotes provide insights to "Live Greatly" while promoting leadership development and team building. Kristel is the creator and host of her global top self-improvement podcast, Live Greatly. She is a contributing writer for Entrepreneur, and she is an influencer in the business and wellness space having been recognized as a Top 10 Social Media Influencer of 2021 in Forbes. As an Integrative Medicine Fellow & Physician Assistant having practiced clinically in Integrative Psychiatry, Kristel has a unique perspective into attaining a mindset for more happiness and success. Kristel has presented to groups from the American Gas Association, Bank of America, bp, Commercial Metals Company, General Mills, Northwestern University, Santander Bank and many more. Kristel's work has been featured in Forbes and she has had multiple TV appearances including NBC News Daily, ABC News Live, FOX Weather, ABC 7 Chicago, WGN Daytime Chicago and more. Kristel lives in the Chicago, IL area and she can be booked for speaking engagements worldwide. To Book Kristel as a speaker for your next event, click here. Website: www.livegreatly.co  Follow Kristel Bauer on: Instagram: @livegreatly_co  LinkedIn: Kristel Bauer Twitter: @livegreatly_co Facebook: @livegreatly.co Youtube: Live Greatly, Kristel Bauer To Watch Kristel Bauer's TEDx talk of Redefining Work/Life Balance in a COVID-19 World click here. Click HERE to check out Kristel's corporate wellness and leadership blog Click HERE to check out Kristel's Travel and Wellness Blog Disclaimer: The contents of this podcast are intended for informational and educational purposes only. Always seek the guidance of your physician for any recommendations specific to you or for any questions regarding your specific health, your sleep patterns changes to diet and exercise, or any medical conditions.  Always consult your physician before starting any supplements or new lifestyle programs. All information, views and statements shared on the Live Greatly podcast are purely the opinions of the authors, and are not medical advice or treatment recommendations.  They have not been evaluated by the food and drug administration.  Opinions of guests are their own and Kristel Bauer & this podcast does not endorse or accept responsibility for statements made by guests.  Neither Kristel Bauer nor this podcast takes responsibility for possible health consequences of a person or persons following the information in this educational content.  Always consult your physician for recommendations specific to you.

Orlen miał stracić co najmniej kilkaset milionów dolarów na transakcjach związanych z zakupem ropy, która ostatecznie nie została dostarczona – mówi Piotr Naimski, powołując się na ustalenia „Financial Times”. Były pełnomocnik rządu ds. strategicznej infrastruktury energetycznej podkreśla, że handel surowcami wymaga szczególnej kontroli kontrahentów i zaangażowania służb odpowiedzialnych za bezpieczeństwo państwa. 

The leaders of Scotland, Wales and Northern Ireland are meeting today in Cardiff. This meeting is to sign a deal designed to kick-start the break-up of the United Kingdom. Speaking to Anton with more on this was Lucy Fisher, Whitehall Editor, Financial Times.

The leaders of Scotland, Wales and Northern Ireland are meeting today in Cardiff. This meeting is to sign a deal designed to kick-start the break-up of the United Kingdom. Speaking to Anton with more on this was Lucy Fisher, Whitehall Editor, Financial Times.

Germany just freed up half a trillion euros to rebuild itself — and eighteen months later, the money has barely moved. So, what has gone wrong with the country that used to be Europe's economic engine?Everyone has a favourite villain: the end of cheap Russian gas, Chinese competition, Trump's tariffs. But none of them explains why a town outside Berlin can't spend two million euros to resurface a road, even after the cash has been handed over. In this video I look at the real problem underneath Germany's economic stall — a system so built around caution and consensus that it can't move, even when it desperately needs to.We get into the suspended debt brake and the €500 billion that won't spend, the phantom construction sites, Germany's shift from mechanical engineering to a software-driven economy it wasn't built for, the "Export World Champion" trap, and why the American alternative — pouring billions into moonshots and space-based power grids — might be the opposite pathology rather than the answer. Featuring the work and ideas of Wolfgang Münchau (Kaput), Michael Pettis, Adam Tooze, and reporting from the Financial Times, the Wall Street Journal, and Bloomberg.Is Germany's decline permanent, or is the recovery already quietly underway? That's the open question — and it's not really a German question. It's just that Germany got there first.Wolfgang Münchau Hidden Forces Interview Link: https://www.youtube.com/watch?v=Zka6xysCYZYPatrick's Books:Statistics For The Trading Floor: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://amzn.to/3eerLA0⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Derivatives For The Trading Floor: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ https://amzn.to/3cjsyPF⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Corporate Finance: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://amzn.to/3fn3rvC ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ways To Support The Channel:Patreon: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.patreon.com/PatrickBoyleOnFinance⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Buy Me a Coffee: https://www.buymeacoffee.com/patrickboyle

Francis Fukuyama is one of the most influential political thinkers of our time. His famous 1989 essay, The End of History? – written as the Berlin Wall fell and communism collapsed – posed a provocative idea: that Western liberal democracy had triumphed over ideology, and that it might be the “final form of human government”. Over three decades later in 2026, the world looks almost unrecognisable. Russia's war in Ukraine accelerated a fracturing of the liberal rules-based order. The President of the United States has attacked Venezuela and Iran without seeking Congressional approval, UN Security Council backing or even building a coalition. And throughout the world polarisation, populism and authoritarianism have become potent threats to social order.  In September 2026 Fukuyama came to Intelligence Squared to reflect on the seismic political events that are shaping our world. He discussed the themes of his new political memoir, In The Realm of the Last Man, which presents an urgent study of contemporary politics and explores how the West can revitalise its democracies. Fukuyama was in conversation with Martin Wolf,  Chief Economics Commentator at the Financial Times and author The Crisis of Democratic Capitalism. --- If you'd like to become a Member and get access to all our full ad free conversations, plus all of our Members-only content, just visit intelligencesquared.com/membership to find out more. For £4.99 per month you'll also receive: - Full-length and ad-free Intelligence Squared episodes, wherever you get your podcasts - Bonus Intelligence Squared podcasts, curated feeds and members exclusive series - 15% discount on livestreams and in-person tickets for all Intelligence Squared events  ...  Or Subscribe on Apple for £4.99: - Full-length and ad-free Intelligence Squared podcasts - Bonus Intelligence Squared podcasts, curated feeds and members exclusive series … Already a subscriber? Thank you for supporting our mission to foster honest debate and compelling conversations! Visit intelligencesquared.com to explore all your benefits including ad-free podcasts, exclusive bonus content and early access. … Subscribe to our newsletter here to hear about our latest events, discounts and much more. https://www.intelligencesquared.com/newsletter-signup/ Learn more about your ad choices. Visit podcastchoices.com/adchoices

Colin Shaw and Professor Ryan Hamilton tackle the two processes that decide everything in customer experience: how memories get in, and how they get out. If you haven't heard Parts 1 and 2, start there — Colin and Ryan build on the "memories are structured like fishing nets" idea throughout. Here's the uncomfortable truth at the center of this episode: a customer's memory of your experience isn't a recording you can trust. It's reconstructed, emotional, and easy to distort — and most organizations are accidentally reinforcing the worst version of it. In this episode, Colin and Ryan cover: Storing memories — why memories live in network structures Retrieval — the Zeigarnik effect (why an active goal sharpens memory, and why it vanishes once the goal is met), Forgetting — storage decay, the biology of chemical traces The danger zone: misinformation — Elizabeth Loftus's famous "smashed vs. hit" car-crash study The "So What" — why making customers repeat their complaint makes worse memories,  Key quote: "We don't choose between experiences. We choose between the memory of an experience." — Professor Daniel Kahneman Resources mentioned: Elizabeth Loftus on the misinformation effect: SimplyPsychology Learn about Memory Maker Training and customer science: email contact@beyondphilosophy.com Explore all episodes, free tools, and resources: beyondphilosophy.com/podcast About the Hosts: Colin Shaw is a LinkedIn 'Top Voice' with a massive 286,000 followers and 87,000 subscribers to his 'Why Customers Buy' newsletter. Shaw is named one of the world's 'Top 150 Business Influencers' by LinkedIn. His company, Beyond Philosophy LLC, has been selected four times by the Financial Times as a top management consultancy. Shaw is co-host of the top 1.5% podcast 'The Intuitive Customer'—with over 700,000 downloads—and author of eight best-sellers on customer experience. Shaw is a sought-after keynote speaker. Follow Colin on LinkedIn. Ryan Hamilton is a Professor of Marketing at Emory University's Goizueta Business School and co-author of 'The Intuitive Customer' book. An award-winning teacher and researcher in consumer psychology, he has been named one of Poets & Quants' "World's Best 40 B-School Profs Under 40." His research focuses on how brands, prices, and choice architecture influence shopper decision-making, and his findings have been published in top academic journals and covered by major media outlets like The New York Times and CNN. His work highlights how psychology can help firms better understand and serve their customers. Ryan has a new book launch in June 2025 called "The Growth Dilemma: Managing Your Brand When Different Customers Want Different Things" Harvard Business Press Follow Ryan on LinkedIn. Subscribe & Follow Apple Podcasts Spotify  

Today's guest is Robin Wigglesworth, editor of FT Alphaville at the Financial Times and the author of A Fabulous Debt: The Epic Story of How Bonds Built the Modern World. In today's episode, Robin makes the case that bonds, not stocks, are the bedrock of finance and quietly built the modern world. He explores the hidden plumbing beneath it, from the $12 trillion repo market to the leverage lurking in Treasuries, and why fixed income ETFs are rewiring how bonds trade. (0:00) Starts (2:39) Robin Wigglesworth on the strength of bonds (3:57) Political influence and origins of the bond market (8:09) Evolution, creditworthiness, and historical impacts of bonds (16:34) Memorable defaults, financial crises, and scams (20:04) Bond market innovations and securitization (23:52) Sovereign debt concerns (28:03) Stories, misconceptions, and recent bond market events (38:43) Innovations, future trends, and misunderstandings in income investments (43:33) The rise of private credit and liquidity risks ----- Sponsors: ⁠⁠ Upwork⁠⁠ is the world's largest human and AI-powered freelance marketplace to hire top talent—trusted by businesses and professionals worldwide. ----- Follow Meb on X, LinkedIn and YouTube For detailed show notes, click here To learn more about our funds and follow us, subscribe to our mailing list or visit us at cambriainvestments.com ----- Follow The Idea Farm: X | LinkedIn | Instagram | TikTok ----- Interested in sponsoring the show? Email us at Feedback@TheMebFaberShow.com ----- Past guests include Ed Thorp, Richard Thaler, Jeremy Grantham, Joel Greenblatt, Campbell Harvey, Ivy Zelman, Kathryn Kaminski, Jason Calacanis, Whitney Baker, Aswath Damodaran, Howard Marks, Tom Barton, and many more.  ----- Meb's invested in some awesome startups that have passed along discounts to our listeners. Check them out here!  ----- Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com).

Eric Newman and Medaya Ocher are joined by writer Izabella Scott. Scott is the author of the new book The Bed Trick: Sex and Deception on Trial. Her work has appeared in the Financial Times, Granta, London Review of Books, and on BBC Radio 4's Free Thinking. She was formerly co-editor of The White Review. The Bed Trick recounts the true story of a 2015 trial in the UK, in which a woman accused her best friend of tricking her into a long-term romantic and sexual relationship. Scott talks about the astonishing trial, the laws around "rape by deception," and how to navigate writing nonfiction from dueling points of view. 

Eric Newman and Medaya Ocher are joined by writer Izabella Scott. Scott is the author of the new book The Bed Trick: Sex and Deception on Trial. Her work has appeared in the Financial Times, Granta, London Review of Books, and on BBC Radio 4's Free Thinking. She was formerly co-editor of The White Review. The Bed Trick recounts the true story of a 2015 trial in the UK, in which a woman accused her best friend of tricking her into a long-term romantic and sexual relationship. Scott talks about the astonishing trial, the laws around "rape by deception," and how to navigate writing nonfiction from dueling points of view. 

Day 1,656.Today, there are reports President Zelensky's plane taking him to Norway yesterday may have been the target of the Russian drone that crashed in Moldova. Then, Ukraine is ensuring the war is brought home to previously untouched parts of Russia, as its latest long range drone strike hit Siberia, 3000km inside the country. Kyiv claims it was the longest drone strike in history. Meanwhile, Putin's folly means his country has now passed the grim milestone of killing or wounding one percent of its entire population and there are question marks over the future diplomatic role for Steve Witkoff and Jared Kushner. And later, Dom and Alex dive into the postbag to answer your questions.Contributors:Dominic Nicholls (Host on Ukraine: The Latest). @DomNicholls on X.Alex Nichol (Telegraph Journalist).Producer: Rachel PorterSenior Producer: Lilian FawcettVideo Producer: Tom SteedSocial Producer: Anita BlayStudio Director: Meghan SearleExecutive Editor: Francis DearnleyCreated by David KnowlesNOW IN FULL VIDEO WITH MAPS & BATTLEFIELD FOOTAGE:Every episode is now available on our YouTube channel shortly after the release of the audio version. You will find it here: https://www.youtube.com/@UkraineTheLatest CONTENT REFERENCED:If you're interested in sponsoring Dom's upcoming defence event, email our colleagues at events@telegraph.co.ukUS spy chief prepares for greater role in Russia-Ukraine talks (Financial Times)https://www.ft.com/content/d0557d25-78b5-45d8-bb33-d655e859d803?syn-25a6b1a6=1Rethinking Ukraine's Manpower Challenge (Carnegie Endowment)https://carnegieendowment.org/research/2026/03/ukraine-military-russia-war-manpower-recruitmentThe Orient Express: North Korea's Clandestine Supply Route to Russia (Royal United Services Institute)https://www.rusi.org/explore-our-research/publ–ications/commentary/report-orient-express-north-koreas-clandestine-supply-route-russiaEMAIL US:Contact the team on ukrainepod@telegraph.co.uk. We continue to read every message, and seek to respond to as many as possible.Thumbnail image credit: NOEL ReportsHIGHLIGHTS:Record-breaking Ukrainian drone strike hits gas facility 3000km from frontlineRussia exceeds 1.5 million casualties in Ukraine Hosted on Acast. See acast.com/privacy for more information.

Francis Fukuyama is one of the most influential political thinkers of our time. His famous 1989 essay, The End of History? – written as the Berlin Wall fell and communism collapsed – posed a provocative idea: that Western liberal democracy had triumphed over ideology, and that it might be the “final form of human government”. Over three decades later in 2026, the world looks almost unrecognisable. Russia's war in Ukraine accelerated a fracturing of the liberal rules-based order. The President of the United States has attacked Venezuela and Iran without seeking Congressional approval, UN Security Council backing or even building a coalition. And throughout the world polarisation, populism and authoritarianism have become potent threats to social order.  In September 2026 Fukuyama came to Intelligence Squared to reflect on the seismic political events that are shaping our world. He discussed the themes of his new political memoir, In The Realm of the Last Man, which presents an urgent study of contemporary politics and explores how the West can revitalise its democracies. Fukuyama was in conversation with Martin Wolf,  Chief Economics Commentator at the Financial Times and author The Crisis of Democratic Capitalism. --- This is the first instalment of a two-part episode. If you'd like to become a Member and get access to all our full ad free conversations, plus all of our Members-only content, just visit intelligencesquared.com/membership to find out more. For £4.99 per month you'll also receive: - Full-length and ad-free Intelligence Squared episodes, wherever you get your podcasts - Bonus Intelligence Squared podcasts, curated feeds and members exclusive series - 15% discount on livestreams and in-person tickets for all Intelligence Squared events  ...  Or Subscribe on Apple for £4.99: - Full-length and ad-free Intelligence Squared podcasts - Bonus Intelligence Squared podcasts, curated feeds and members exclusive series … Already a subscriber? Thank you for supporting our mission to foster honest debate and compelling conversations! Visit intelligencesquared.com to explore all your benefits including ad-free podcasts, exclusive bonus content and early access. … Subscribe to our newsletter here to hear about our latest events, discounts and much more. https://www.intelligencesquared.com/newsletter-signup/ Learn more about your ad choices. Visit podcastchoices.com/adchoices

The number of high earning parents turning down pay rises in order to keep free childcare is on the rise. Research from the University of Warwick and the London School of Economics estimates that by 2030, 12,000 parents will tactically keep their income below £100,000 in order to avoid the 'tax trap.' Kylie Pentelow speaks to Claer Barrett, Consumer Editor at the Financial Times. Emily McBride's debut novel Queen Mab follows new mother Madeleine as she becomes concerned that her newborn is in fact a changeling. As real life continues around her, Madeleine slips into disturbing visions as she suspects her daughter was swapped by fairies. Kylie is joined by Emily to talk about her fictional exploration of postpartum psychosis and by Dr Jessica Heron, Chief Executive of the national charity Action on Postpartum Psychosis.Lucy Robinson was told she couldn't go on a work trip abroad to deliver the keynote speech of her career because, despite being disabled, she wasn't allowed to take her support workers with her. Kylie talks to Lucy about how she fought back and also to her lawyer, Anne-Marie Irwin from Rook Irwin Sweeney and the BBC's Carolyn Atkinson.Callie Khouri won an Oscar for her first screenplay for the film Thelma & Louise. Now she has rewritten the script for a new musical version that has just premiered in London, 35 years after the original film aired. Callie joins Kylie to talk about adapting the original and how the story is still painfully relevant.Presenter: Kylie Pentelow Producer: Rebecca Myatt

September 9, 2026: 7 am — Financial Times: Trump's approval rating falls to 33% To listen to this show and other MS podcasts without ads, sign up for MS NOW Premium on Apple Podcasts. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Interview recorded - 9th of September, 2026On this episode of the WTFinance podcast I had the pleasure of welcoming back Professor Vali Nasr. Vali Nasr is a Professor at the Johns Hopkins School of Advanced International Studies, a senior adviser at the Center for Strategic and International Studies, and one of the most authoritative voices on Iran, having advised American policymakers and diplomats on the country for decades. He is also the author of Iran's Grand Strategy: A political history.During our conversation we spoke about the current situation in the Middle East, the reshaping of the continent, why the US is the real loser in this conflict, whether it'll be a forever war and more. I hope you enjoy!0:00 - Introduction2:37 - Current phase of Iran war5:58 - Challenges of agreement8:51 - Sanction pressure12:34 - Lack of trust14:58 - Forever war?17:31 - Iranian shift post war23:21 - Opposition parties?28:40 - Reshaping the Middle East34:33 - Winner of the conflict?38:53 - One message to takeaway?Vali Nasr is the Majid Khadduri Professor of International Affairs and Middle East Studies at the Johns Hopkins University School of Advanced International Studies (SAIS), and Non-Resident Senior Advisor in the Middle East Program at CSIS. He served as the eighth Dean of Johns Hopkins SAIS between 2012 and 2019 and served as Senior Advisor to U.S. Special Representative for Afghanistan and Pakistan, Ambassador Richard Holbrooke between 2009 and 2011.Professor Nasr is the author of Iran's Grand Strategy: A Political History, The Dispensable Nation: American Foreign Policy in Retreat; Forces of Fortune: The Rise of a New Middle Class and How it Will Change Our World; The Shia Revival: How Conflicts within Islam will Shape the Future; Democracy in Iran: History and the Quest for Liberty; Islamic Leviathan, Islam and the Making of State Power; Mawdudi and the Making of Islamic Revivalism; Vanguard of Islamic Revolution: Jama'at-i Islami of Pakistan, and co-author of How Sanctions Work: Iran and the Impact of Economic Warfare; as well as numerous articles in scholarly journals and commentary in Financial Times, Foreign Affairs, Foreign Policy, New York Times, Washington Post, and Wall Street Journal. He has advised senior American policymakers, world leaders, and businesses, including the President, Secretary of State, senior members of the Congress, and presidential campaigns. He has written for New York Times, Foreign Affairs, Financial Times, Wall Street Journal, and The Washington Post, among others.Vali Nasr - X - https://x.com/vali_nasrBook - https://www.amazon.co.uk/Irans-Grand-Strategy-Political-History/dp/0691268924/WTFinance -Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes -https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4LinkedIn - https://www.linkedin.com/in/anthony-fatseas-761066103/Twitter - https://twitter.com/AnthonyFatseas

The hiring system has changed, but most job-search advice hasn't caught up. From ghost jobs and AI screening to algorithms that can repeat bias across employers, there's more happening between your application and a human than you may realize. In this episode, Jill Griffin breaks down what's happening behind the scenes and why your strategy needs to go beyond applying for posted jobs.• What the LinkedIn investigation, Workday lawsuit, and new AI hiring research reveal about the systems screening candidates• Why applying to ten different companies may not mean you're getting ten independent chances to be considered• How to shift your strategy toward positioning, relationships, visibility, and opportunities that exist beyond the application processSources:Lauren Weber & Leslie Kwoh, The Wall Street Journal, "Beware the Phantom Job Listing" (2013)Te-Ping Chen, The Wall Street Journal, "Job Listings Abound, but Many Are Fake" (2023)Isabel Berwick & Sophia Smith, Financial Times, "Beware of Ghost Job Listings" (2022)Reuters Breakingviews, "Fake Jobs Hide Cooler Reality for US Workforce" (2023)Reuters, Derek Mobley v. Workday lawsuit. Stanford University, Chapman University & Northeastern University, Algorithmic Monocultures in HiringMichael Sinkewicz, Fox Business, Linkedin InvestigationSupport the showJill Griffin, is a leadership and career strategist, executive coach, and host of The Career Refresh podcast. She works with high achievers to strengthen their leadership, navigate career transitions, build effective teams, and create what's next.With 20+ years of experience at companies like Coca-Cola, Microsoft, Hilton, and Martha Stewart, Jill brings a practical, real-world lens to leadership, decision-making, and career strategy. Visit GriffinMethod.com to learn more about working together:The Next Era Leader An 12-week cohort for women leaders ready to expand their capacity and lead through complexity with clarity and intentionExecutive Coaching & Leadership Advisory 1:1 strategic partnership for leaders navigating growth, transition, and what's nextConnect with Jill for Leadership Development for Organizations and Speaking & WorkshopsInstagram: @JillGriffinOffical

Recording from his in laws house on Labor Day, Ghost breaks down the biggest diplomatic weekend in months. Kushner and Witkoff spent three hours with Putin in Moscow, then flew straight to Kyiv to meet Zelensky, and Ghost walks through what a former Austrian foreign minister and a former Bush and Clinton trade advisor both made of it. He also unpacks Scott Bessent's awkward sideline meeting with Russia's finance minister at the G20, connects rising gas prices to what he calls software warfare, and pulls apart a leaked Financial Times map showing Ukraine potentially carved up between Poland, Hungary and Romania. From there it is Germany closing Russian consulates in a tit for tat spat, and Germany quietly signing on for Israel's Iron Dome, built at, of all places, a Volkswagen factory. Ghost has thoughts about the historical irony there. A dense, fast moving catch up.

Caroline Webb is an economist, executive coach, and bestselling author of How to Have a Good Day, which has been published in more than 60 countries. Her new book is Leadership Intelligence: Science-Based Strategies for Mastering Twenty-One Everyday Management Challenges. Caroline has been named one of the top 50 executive coaches in the world by Thinkers50 and one of the top 50 leadership and management thinkers by Inc. magazine. She is a Senior Advisor on leadership to McKinsey & Company, where she previously served as a Partner. For more than two decades, Caroline has worked with leaders across business, government, startups, and the social sector, drawing on behavioral science, economics, and neuroscience to help people perform at their best. Her work has been featured in Harvard Business Review, The Wall Street Journal, The New York Times, The Economist, Financial Times, Fortune, Fast Company, TIME, and WIRED. In this episode we discuss the following: One of my favorite ideas from Caroline is simple: if you want to get the best out of people, it helps to understand how their brains work. When Caroline was working with the military general, it was only when she explained what was happening in the brain that she finally got through to him. Shouting might make someone more vigilant, but it's not going to improve their problem-solving ability. When people feel threatened, their ability to reason, solve problems, and be creative can actually decline. Leadership isn't so much about our personality traits as it is about our behaviors. And when people know we have their best interests at heart, they're more likely to reach their potential. When someone responds to us in an unpleasant way, our instinct is to focus on what they need to change. But sometimes the best way to change how someone behaves toward us is to change how we behave toward them first.

Listen in to these highlights from four of our best recent conversations on things likely on your mind in planning for retirement: purpose, identity, curiosity – and experimenting your way into a fulfilling next chapter. They can spark ideas for what’s next for you. Want to go deeper? Listen to any of the full conversations: What If Retirement Is the Wrong Goal? – John Coleman Change Your Questions, Change Your Life…in Retirement – Marilee Adams, PhD Letting Go to Become Who You Truly Are – Deborah Santana How to Flourish…in Retirement – Daniel Coyle _________________________ Guest Bios John Coleman is the author of Good Money: Six Steps to Building a Financial Life with Purpose. He is the author of five books, and he or his work have been highlighted in the New York Times, the Washington Post, the Financial Times, the LA Times, Christianity Today, Forbes, and the Harvard Business Review, among other publications. Marilee Adams, PhD is the Founder and CEO of the Inquiry Institute, and author of Change Your Questions, Change Your Life, now in it’s 5th edition and it has been translated into 26 languages.. She is an award-winning author, executive coach, and leadership consultant whose work has shaped how leaders think, communicate, and make decisions for more than four decades. Deborah Santana is the author of Loving the Fire: Choosing Me, Finding Freedom. Her work has been featured by Vogue, Oprah, and NPR, among other national and literary outlets. She is the founder of the Do A Little Foundation, which supports women and girls in the areas of health, education, and happiness. Her work explores identity, social justice, spirituality, and the power of collective voice. Daniel Coyle is the New York Times best-selling author of nine books, including Flourish: The Art of Building Meaning, Joy, and Fulfillment, The Culture Code and The Talent Code, Winner (with Tyler Hamilton) of the 2012 William Hill Sports Book of the Year Prize, he is a contributing editor for Outside magazine, he also works a special advisor to the Cleveland Guardians. Coyle lives in Cleveland, Ohio during the school year and in Homer, Alaska, during the summer with his wife Jen, and their four daughters. _________________________ Other Retirement Podcast Episodes You May Like Best of 2026 – Part One Best of 2025 – Part Two What If I? Best of 2025 – Part 1 The Very Best of 2024 __________________________ Time to take stock of what needs your attention planning for the non-financial side of retirement? Take this free 5-minute assessment. It’s not a report card. It’s a tool to help pinpoint what matters most to you in the years ahead. _________________________  

“When people trade, even before fees and commissions, the average trade loses money.” — Alex Edmans Isaac Newton might be able to foresee the movement of the stars, but he couldn't foretell the madness of men. It was a lesson that cost the great physicist £4 million (in today's money) when he threw his fortune into the South Sea Bubble. This priceless parable in Newtonian psychology opens The Madness of Markets, the new book by Alex Edmans — London Business School finance prof, old friend of the show, and author of the bestselling May Contain Lies. Dr Edmans's prognosis is bracingly unflattering to guys like Isaac Newton and Mark Twain who splurge their fortunes on speculative ventures. Intelligence, he reminds us, is domain-specific, but many smart people simply aren't intelligent enough to realize this. So, in the age of Robinhood — when we can all trade anything from stocks, options, crypto to NFTs — the supposed wisdom of crowds is sometimes driven over the cliff by the irrational exuberance of dumb individuals. Speaking of driving off the cliff, ninety percent of us think we're above-average drivers, Edmans jokes, and this same delusion applies to markets. Unfortunately, such stupidity can be expensive for big brain types like Newton or Twain. “When people trade, even before fees and commissions, the average trade loses money,” he warns. So close your Robinhood account and stick your cash in the bank? No, not quite. Know your edge, Edmans reminds us. And when it comes to making sense of the current AI boom, Edmans offers some particularly wise words. The AI sector trades at 25 to 30 times earnings rather than Cisco's bubble-era 190, he notes, so it's unlikely anyone will lose their life's savings on Anthropic or OpenAI. That said, the good doctor Edmans advises, don't confuse your self-worth with your net worth. That's a rookie conceit that only somebody as smart as Isaac Newton would fall for. Five Takeaways •       Newton's £4 Million. The book leads with the smartest victim on record: Isaac Newton rode the South Sea Bubble, banked a tidy profit, dove back in at the very top, and lost £20,000 — £4 million today — lamenting that he could predict the movement of the stars but not the madness of men. (Andrew's companion case, via last month's Citizen Twain episode with Jeff Jarvis: Mark Twain, genius writer, ruinous investor.) The lesson is that smartness is domain-specific: beating the market requires knowing the company, the industry, and — crucially — what's already priced in. A great secretary of state evaluating Theranos is the Dunning-Kruger effect in a suit: expertise misapplied, one piece of the mosaic mistaken for the whole. Even Warren Buffett's edge, Edmans notes, is partly restraint — don't watch the market too closely, or you'll mistake noise for signal.•       Know Your Edge. Edmans's framework: play the market only if you can name your edge — knowledge (unique insight into a sector) or endurance (capital that can't be withdrawn by flighty clients). His endurance exemplar is Clare College, Cambridge, which borrowed £10 million in the depths of 2008 and put it all into equities via its “2048 Fund”: a decade later the portfolio had tripled while the loan had merely doubled. No edge? Then “be humble” and hold a low-cost, globally diversified index fund — because the alternative is expensive. In the age of Robinhood, the market for everything has been democratized; the zero-commission promise is a myth (retail options bid-ask spreads run 20 to 25 percent); and the brokerage data is brutal: the average retail trade loses money before fees. “I'm generally a libertarian,” Edmans concedes — but decisions that jeopardize your financial future deserve a warning label.•       Why the Ox Doesn't Apply. The week's second Surowiecki appearance (after the Brunton episode): Edmans explains why the wisdom of crowds — the county-fair ox whose weight the crowd guesses perfectly — fails in markets. Two reasons: nobody is emotionally attached to the weight of an ox, and the guesses are secret. Stocks invert both — in a bubble everyone bids high together, and trading is public: Reddit threads, boasting friends, influencers, and the survivorship bias of gamblers who only mention their wins. Hence Andrew's cocktail-party indicator, confirmed: when smart, successful people start telling you how much AI they're buying, the trade is crowded and richly priced. The contrarian lineage — Graham, Buffett, Greenblatt — exists precisely to take the other side of mimicry. Or, per Andrew's accepted inversion of the subtitle: why crazy investors make smart decisions — Ford's faster horses, Moneyball's walks, Jobs's refusal to ask customers what they want.•       Is AI a Bubble? Maybe Not. The hour's most contrarian calm. There are moments, Edmans says, when reasonable people could call a bubble in real time — Cisco in 2000 traded at a price-earnings ratio of 190, triple Microsoft's. AI today trades at roughly 25 to 30 times earnings; the bear case is that those earnings rest on capex (Meta's own investors say it's spending too much) that may not be sustainable. His verdict: fairly priced, or modestly overvalued — “something about which reasonable people have different views.” On using AI to invest, the rule is anti-confirmation: don't ask it why you're right or to advocate for your pitch; ask it why you're wrong, and let it gather mosaic pieces (Glassdoor culture scrapes) while humans still walk shop floors and read management's eyes. Andrew's gloss: it's unlikely anyone will lose their life's savings on Anthropic or OpenAI. The teaser: FT journalist Robin Wigglesworth — who blurbs this book “a maddeningly good read” and warns in the Times of the AI debt binge — visits this show soon.•       Cutting Our Flowers, Watering Our Weeds. Andrew's Claudeception question — what happens when Anthropic feeds The Madness of Markets into its AI and everyone turns contrarian? — got a data answer: when a trading strategy is published in the Journal of Finance, its returns fall by only about a third. Money stays on the table because psychology is stubborn: momentum (buy six-month winners) has worked since 1993, yet it fights the disposition effect — our temptation to bank winners and cling to losers, chasing casino losses, “cutting our flowers and watering our weeds.” Timing cuts both ways: six-month winners keep winning, three-year winners revert — the foundation of contrarianism — but calling the market's top or bottom is near-impossible, which is why Edmans bought heavily in late 2008 content to be “80 percent right.” And the closing wisdom, after Joe Kennedy's 1928 exit and Trump's well-timed memecoin: your self-worth should have nothing to do with your net worth — a rookie conceit, as Andrew's intro has it, that only somebody as smart as Isaac Newton would fall for. About the Guest Alex Edmans is Professor of Finance at London Business School and a leading expert on market psychology. His research has featured in the Financial Times, The Wall Street Journal, and on the BBC, and he has advised sovereign wealth funds, pension funds, and asset managers worldwide. He is the author of May Contain Lies, an Amazon number-one bestseller disc...

Wie in 2020 een aandeel LVMH kocht, is vandaag de dag per saldo geen centimeter opgeschoten. Een wetenswaardigheid dat de Financial Times oppikte. Het aandeel achter de prijzige handtasjes, sjaaltjes en champagne beleefde een behoorlijke achtbaanrit de afgelopen zes jaar. In 2023 was luxemerk LVMH nog het eerste Europese bedrijf dat een beurswaarde van 500 miljard aantikte, maar sindsdien is de koers gehalveerd. Het kan verkeren. Wat er misging, proberen we deze aflevering te ontdekken. Misschien niet het beste voorbeeld om Europeanen aan het beleggen te krijgen. Terwijl dat wel hard nodig is, ziet ING. Ze liet het spaar- en beleggingsgedrag van Europeanen onderzoeken en ontdekte: we durven het nog steeds niet. Nederlanders spannen bovendien de kroon, die zwemmen in het spaargeld maar laten beleggingswinsten links liggen. Waarom dat een probleem is, óók voor de Europese economie, bespreken we deze aflevering. Hoor je ook over: Een tegenvaller in Duitsland (en het is niet de AfD) Machtsmisbruik bij een dochter van heineken Waarom je beter in suiker kunt beleggen dan in aandelen De terugkeer van Twitter Te gast: Han Dieperink van Auréus BNR Beurs is een journalistiek onafhankelijke productie, mede mogelijk gemaakt door Saxo. Over de makers: Jelle Maasbach is presentator van BNR Beurs en freelance financieel journalist. Zijn favoriete aandeel om over te praten is Disney, maar daar lijkt hij de enige in te zijn. Sinds de eerste uitzending van BNR Beurs is 'ie er bij. Maxim van Mil is presentator van BNR Beurs en journalist bij BNR, waar hij zich focust op de financiële markten en ontwikkelingen in de tech-wereld. Je krijgt hem het meest enthousiast als hij kan praten over ASML, of oer-Hollandse bedrijven zoals Ahold of ABN Amro. Jorik Simonides is presentator van BNR Beurs, economieredacteur en verslaggever bij BNR. Hij wordt er vooral blij van als het een keer níet over AI gaat. Je hoort hem ook in de BNR-podcast Moerdijk: dorp van de rekening. Milou Brand is presentator van BNR Beurs, freelance podcastmaker en columnist bij het Financieele Dagblad. Jochem Visser is presentator van BNR Beurs, maakt Beursnerd XL en is redacteur bij de podcast Onder Curatoren. Vraag hem naar obscure zaken op financiële markten en hij vertelt je waarom het eigenlijk nóg leuker is dan je al dacht. Over de podcast: Met BNR Beurs ga je altijd voorbereid de nieuwe beursdag in. We praten je in een kleine 25 minuten bij over alle laatste ontwikkelingen op de handelsvloer. We blijven niet alleen bij de AEX of Wall Street, maar vertellen je ook waar nog meer kansen liggen. En we houden het niet bij de cijfers, maar zoeken ook iedere dag voor je naar duiding van scherpe gasten en experts. Of je nu een ervaren belegger bent of net begint met je eerste stappen op de beurs, de podcast biedt waardevolle inzichten voor je beleggingsstrategie. Door de focus op zowel de korte termijn als de lange termijn, helpt BNR Beurs luisteraars om de ruis van de markt te scheiden van de essentie.See omnystudio.com/listener for privacy information.

This week on Autonomy Markets, Grayson Brulte and Walter Piecyk discuss Tesla's Cybercab commercial launch in Austin, Uber's continued regulatory capture campaign and Waymo's first ever debt raise.Tesla officially opened Cybercab to the public in Austin on September 3rd, with paid rides across the full operational design domain (ODD) in a vehicle with no steering wheel and no pedals. Grayson and Walt call it a major milestone for the Autonomy Economy, despite a coordinated effort to make the launch look unimportant.The bigger story surrounding the launch, in Grayson's view, is Tesla's new form inviting individuals and companies to purchase Cybercab fleets and build and own robotaxi infrastructure. Grayson sees this as a potential franchise model with Tesla's ability to finance the fleet as a structural advantage.The Financial Times is reporting on Uber's continued regulatory capture strategy, requiring human drivers to handle the majority of rides as part of a hybrid network strategy. Grayson concludes Uber is under siege from autonomy and reaching for regulatory capture, while Walt notes it also kneecaps Uber's own autonomy partners.Waymo opened public rides in Denver, San Diego and Tampa, reaching 14 U.S. cities, and is in the final stage of raising roughly $3 billion in debt, its first borrowing.Zoox earns its first clappy hat for curbside pickup and drop-off at Harry Reid International Airport and announced expanded testing to Houston and San Diego. Wayve and Uber launched supervised robotaxi service in London, with Wayve stating plainly that a safety driver is on board while Uber framed it as the first autonomous rides in the UK.On the foreign autonomy desk, Applied Intuition partnered with Humain to build an autonomous freight corridor in Saudi Arabia, DiDi began fully driverless trials of its purpose-built R2 robotaxi with the UAE next, Waymo will deploy in Munich next year against Momenta and Uber, and WeRide's robobus is operating in Singapore.Episode Chapters0:00 Tesla's Cybercab Launch in Austin08:38 NHTSA's Probe into Tesla's Self-Certification15:49 LiDAR Debate21:42 Tesla's Fleet Ownership Model Questions26:21 Tempering Expectations on Cybercab Rollout27:54 Uber's Regulatory Capture Campaign34:44 Waymo Expands to Denver, San Diego and Tampa36:33 Waymo's $3 Billion Debt Raise38:45 Robotaxi Depot Infrastructure41:08 Zoox Launches Service at Harry Reid International Airport (LAS)48:40 Wayve and Uber Launch Supervised Rides in London52:32 Autonomous Trucking55:22 Foreign Autonomy Desk1:00:33 Next WeekFollow The Road to Autonomy Indices--------About The Road to AutonomyThe Road to Autonomy is the leading applied intelligence platform covering the convergence of automation, autonomy, and the Autonomy Economy.™.Through our podcasts, newsletter, and proprietary applied intelligence, we set the narrative for institutional investors, industry executives, and policymakers navigating the convergence of automation, autonomy, and economic growth.Join institutional investors and industry leaders who read This Week in The Autonomy Economy every Sunday. Each edition delivers exclusive insight and commentary on the autonomy economy, helping you stay ahead of what's next.Sign up for This Week in The Autonomy Economy newsletterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Jay Rayner has eaten some of the best meals in the world - and written some of Britain's most memorable restaurant reviews. But the story behind the critic is even richer.In this candid conversation, Jay joins James O'Brien to talk about the unlikely path from a famously unconventional childhood to becoming one of Britain's most recognisable writers and broadcasters. There are school expulsions, tabloid diary columns, high-stakes investigations, celebrity encounters and the restaurant review that became an international news story.Jay reflects on growing up with his mother, agony aunt Claire Rayner; discovering oysters at ten; and learning that food is a doorway into memory, class, politics and pleasure. He also reveals why he walked away from a fast-moving newspaper career, how he accidentally became The Observer's restaurant critic, and why he still believes every great restaurant has a story to tell.Along the way, Jay talks about his move to the Financial Times, his love of broadcasting and jazz, and why - after decades in journalism - he still cannot retire from the inside of his own head.Find out more about Nights Out in the Kitchen by Jay Rayner here Full Disclosure is a Global ProductionListen or watch every Friday on Global Player, YouTube or wherever you get your podcasts.

What happens when the machines we build begin to reshape the way we think about ourselves? For centuries, every major technological revolution has forced humanity to confront the same fundamental question: As our tools become more powerful, what remains uniquely human? Financial Times journalist, Sarah O'Connor has spent years exploring that question. In her remarkable book, We Are Not Machines, she examines how technology has transformed the world of work—from the agricultural revolution to the Industrial Revolution, the rise of computing, and now the rapid emergence of artificial intelligence. Through reporting from factories, workplaces, warehouses, and organizations on the front lines of technological change, she explores not only what technology can do, but what it means for the people who use it. Her central argument is both timely and profound: The greatest danger may not be that machines become more like humans, but that humans begin to see themselves through the lens of machines. In an era where organizations can measure more, automate more, and optimize more than ever before, leaders face a critical choice. Will technology be used to make work more human—or will it reduce people to data points, productivity metrics, and interchangeable parts? This conversation explores the lessons Sarah learned while researching the future of work, including what she discovered inside one of Amazon's most advanced fulfillment centers, where humans and sophisticated robotics work side by side. It also examines the growing debate about artificial intelligence and whether predictions that AI will replace vast numbers of white-collar jobs reflect reality—or misunderstand the complexity of human contribution. As AI becomes increasingly capable, Sarah challenges leaders to consider a deeper question: What qualities make human beings valuable when machines can perform more tasks than ever before? Creativity, judgment, empathy, relationships, curiosity, and purpose may become not less important, but more essential. The conversation also explores who should decide how AI is introduced into organizations and what responsibility leaders have to ensure technology strengthens rather than undermines employee well-being. The future of work will not be determined by technology alone. It will be shaped by the choices leaders make about the kind of workplaces they want to create. The post Sarah O'Connor: Keeping Work Human in the Age of AI appeared first on Mark C. Crowley.

This week on Taking Stock the Financial Times' Amy Kazmin joins us to discuss the remarkable staying power of Italy's Giorgia Meloni. Finance expert and co-host of ‘The Most Important Thing' podcast Alan O'Sullivan debunks seven investing myths that can trip up even experienced investors. And Ian Barnett of BDO makes the case that Ireland's business culture is too quick to pull the plug on companies that might still be saved.

This week's show begins with a look at Meta after the social media giant had to fork out $18bn following accusations that its products are deliberately addictive for younger people. Valeria Martinez is in the studio to discuss whether big tech and other sectors are now the new ‘sin stocks' and whether the companies which are so irresistible to consumers are toxic for investors. We then discuss our annual Top 50 ETFs best-buy list, released earlier this summer. Val Cipriani talks us through how it was compiled, some of the changes, and what investors should consider when buying tracker funds.Finally, we look at building materials supplier Grafton, which released half-year results on Thursday morning. Mark Robinson weighs up whether its UK struggles are being offset by better business in the rest of Europe and its home market of Ireland, and what this means for the investment case.Timestamps:00:00 Intro01:09 Top 50 ETFs12:34 A new age of 'Sin stocks'27:10 Grafton's resultsListen to more podcasts from Investors' Chronicle on Apple, Spotify and YouTubeInvestors' Chronicle has supported private investors in the UK for over 160 years by highlighting rewarding investment opportunities. Investors' Chronicle is a service by the Financial Times. Hosted on Acast. See acast.com/privacy for more information.

Join Ian Croll and Chris Beesley on the Royal Blue podcast as they dissect the chaotic fallout from Everton's transfer deadline day. After the club failed to back up promises of a strong recruitment window, the panel assesses what many fans have called a shambolic saga. The lads break down the exit of star player Iliman Ndiaye and examine how an 11th-hour deal for Monaco forward Folarin Balogun collapsed at the death—leaving Everton with just one fit senior striker after sanctioning Beto's departure to Fiorentina only hours prior. Plus, attention turns back to the pitch as Ian and Chris look ahead to Sunday afternoon's home fixture against Manchester United. Can the Blues channel their off-pitch frustrations into a massive performance against United? Away from the pitch, Ian and Chris analyze reports from the Financial Times indicating that The Friedkin Group are exploring bringing new investors into Everton less than two years after completing their takeover. With advisers working on a potential stake sale process, the timing will certainly raise eyebrows among supporters—though this is not a report that TFG have decided to sell the club, and there is currently nothing to suggest an imminent change of control.

Andy Schwartz CEO, OnePoint BFG Wealth Partners  |  Kevin Spahn Founder, Spahn Financial (now OnePoint BFG) Two former Northwestern Mutual advisors, two very different paths. Andy Schwartz and Kevin Spahn share what it takes to build, grow, merge, and create lasting enterprise value. In Summary What separates a successful advisory practice from an enterprise with the ability to grow well beyond its founders? Andy Schwartz and Kevin Spahn offer two different perspectives on that question. Both spent decades at Northwestern Mutual, but their paths eventually diverged. Andy left to help build what is now OnePoint BFG Wealth Partners, an $18B+ firm expected to surpass $20B by year-end. Kevin built one of Northwestern Mutual's top practices before deciding to merge his business into OnePoint and become an equity partner. Louis talks with Andy and Kevin about the decisions behind both journeys: creating a true firm rather than an aggregation of practices, transitioning advisors from 1099 to W-2, using outside capital without relinquishing control, rethinking succession, and determining when equity in a larger enterprise can offer greater opportunity than continuing to build alone. Underlying it all is a factor that's much harder to quantify: trust. The Storyline Andy Schwartz and Kevin Spahn have known each other for roughly 30 years. They met while both were building careers at Northwestern Mutual, where Andy became an important mentor to Kevin as Kevin transitioned from practicing law and estate planning into wealth management. After roughly 30 years at Northwestern Mutual, Andy and his partners left in 2015 with approximately $3B in assets to launch independently. What began as Bleakley Financial eventually became OnePoint BFG Wealth Partners, an $18B+ enterprise that Andy expects will surpass $20B by the end of 2026. That kind of growth required more than attracting assets. Andy describes the evolution from a predominantly 1099 structure into a firm where more than 85% of advisors and AUM are now W-2. The shift created a more cohesive enterprise, gave advisors access to equity, and ultimately positioned OnePoint to bring in minority capital from Joe Duran's Rise Growth Partners. Andy makes an important distinction about that relationship: OnePoint is “private equity invested,” not “private equity owned.” The structure gave the firm capital and expertise while allowing its partners to retain control. Kevin faced a different decision. After more than 30 years at Northwestern Mutual, his practice had grown to 18 people and approximately $2B in assets. He was happy at the firm, but his clients had evolved, his business had become increasingly complex, and the internal succession plan he once envisioned carried risks he could no longer ignore. He could have built an independent firm himself. Instead, he chose to merge with OnePoint. The decision wasn't driven by the largest possible check. Kevin saw the opportunity to become an equity partner in a larger enterprise, give his team and clients a more durable future, and leverage infrastructure he didn't want to recreate himself. For both men, the story ultimately comes back to the same principle: The right economics matter, but sustainable partnerships require trust, shared philosophy, and the belief that everyone involved can create more value together than separately. Topics Covered Building an enterprise versus building a practice Northwestern Mutual and the path to independence OnePoint BFG Wealth Partners' growth from ~$3B to $18B+ Organic growth versus M&A Creating a growth-oriented advisor culture Moving from a 1099 model to a predominantly W-2 structure Equity ownership and advisor alignment Minority private equity investment Rise Growth Partners and Joe Duran Internal succession versus an external merger Selling versus merging an advisory business Merging versus teaming versus going it alone Evaluating equity versus cash in a transaction The economics of leaving a captive firm Centralization versus advisor autonomy Trust as a factor in partnerships and transactions > Download a transcript of this episode… Listen and Learn Highlights for Advisors How did Andy and Kevin's 30-year relationship ultimately lead to a transaction? (04:11)Kevin explains how Andy helped him transition from attorney and estate planner into wealth management, beginning a professional relationship that would eventually make their partnership possible decades later. Why did Andy leave Northwestern Mutual after roughly 30 years? (08:45)Andy describes wanting greater flexibility, a multi-custodial platform, and more optionality for clients and the business—a decision that ultimately led to the creation of OnePoint BFG. Why did Kevin decide his longtime Northwestern Mutual practice needed something different? (15:49)Kevin explains how his clients, service needs, and business evolved over time, while concerns about his original internal succession plan led him to consider a different path. What has driven OnePoint's growth from approximately $3B to $18B+? (21:41)Andy outlines the firm's emphasis on client experience, advisor experience, organic growth, and carefully selected inorganic growth—and why helping advisors grow is fundamental to the model. Why does Andy say OnePoint is a firm rather than an aggregator? (23:54)The distinction comes down to alignment, shared responsibility, centralized resources, equity, and a partnership structure in which advisors are accountable to one another. How did OnePoint convert a predominantly 1099 advisor base into a W-2 enterprise? (29:26)Andy explains why capital and equity became necessary to build the next stage of the business and why trust was essential to bringing advisors into a more integrated structure. Why did OnePoint choose minority private equity investment? (33:13)Andy shares why Rise Growth Partners offered something previous potential buyers had not: a structure designed to benefit the broader advisor partnership while preserving control. Why did Kevin merge with OnePoint rather than shop his practice broadly? (36:43)For Kevin, maximizing price wasn't the objective. His decision centered on trust in Andy, confidence in OnePoint's infrastructure, and creating a strong future for clients and employees. Why did Kevin choose equity in the larger firm instead of simply cashing out? (40:57)Kevin explains why he believes participating in the future growth of a larger enterprise offers a compelling alternative to relying solely on the future growth of his own practice. How should advisors evaluate the “golden handcuffs” that can make leaving difficult? (46:42)Andy argues that the analysis needs to compare what an advisor gives up with the potential growth, economics, equity, and leverage available on the other side. How much conformity does a true enterprise require? (49:06)Andy explains why OnePoint sits somewhere between complete advisor autonomy and complete centralization, seeking enough consistency to create enterprise value without eliminating entrepreneurial flexibility. What would Andy and Kevin tell their younger selves? (52:06)Kevin emphasizes surrounding yourself with the best people possible, while Andy reflects on having the courage to make a difficult change after a successful 30-year run. Key Takeaways Building enterprise value requires more than asset growth. OnePoint's evolution included changing its ownership structure, integrating advisor practices, creating equity opportunities, and investing in centralized capabilities. Organic growth remains central even in an M&A-driven market. OnePoint targets approximately 10% organic growth and evaluates prospective partners partly on whether they are growth-oriented and whether the firm can meaningfully help them grow. A collection of successful advisors does not automatically make a firm. Andy sees shared ownership, alignment, accountability, infrastructure, and centralized services as critical distinctions between an enterprise and an aggregator. Outside capital does not have to mean giving up control. OnePoint chose a minority investment from Rise Growth Partners that provided capital and strategic support while leaving control with its operating partners. Succession can expose risks that growth may obscure. Kevin began reconsidering his internal succession strategy when he recognized its dependence on his continued production, key employees, and the future economics of an aging client base. The highest purchase price isn't always the most valuable transaction. Kevin prioritized equity participation, infrastructure, continuity for his employees and clients, and confidence in his future partners over broadly shopping his business for the highest bid. Trust can determine whether structural change is possible. From OnePoint's 1099-to-W-2 conversion to Kevin's decision to merge, both guests repeatedly point to established trust as the foundation that allowed significant business decisions to happen. https://youtu.be/jkIoynpZj6Y Quotable Moments “The biggest mistake advisors make is they buy their own bullshit.”— Andy Schwartz “We're not an aggregator, we're a firm.”— Andy Schwartz “The biggest issue is trust. Either they trust you or they don't.”— Andy Schwartz “I wasn't looking to sell my business. I was looking to merge it.”— Kevin Spahn “You have to trust them. You have to see that they provide value. And you need to be on the same page philosophically.”— Kevin Spahn “Associate yourselves with the best people you can… It accelerates your trajectory in ways that you can't do on your own.”— Kevin Spahn FAQs Why did Andy Schwartz leave Northwestern Mutual? After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. How large is OnePoint BFG Wealth Partners? At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. What has driven OnePoint's growth? Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. Why did OnePoint move advisors from 1099 to W-2? The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. What does “private equity invested, not private equity owned” mean? Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Why did Kevin Spahn leave Northwestern Mutual? Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. Why did Kevin merge with OnePoint rather than launch his own independent RIA? OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Why didn't Kevin shop his practice to multiple buyers? Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. How do Andy and Kevin suggest advisors evaluate a potential partner? Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. Related Resources Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class Firms From Insurance Sales to $8B RIA: A Northwestern Mutual Breakaway Story The 4th Annual Advisor Transition Report Andy SchwartzCo-Founder, Managing Partner, and Chief Executive Officer Andy Schwartz is the Co-Founder, Managing Partner, and Chief Executive Officer of OnePoint BFG Wealth Partners, where he also serves as a Wealth Management Advisor. A CERTIFIED FINANCIAL PLANNER® with more than 40 years of experience, Andy has built his career around helping clients make confident, well-informed financial decisions at every stage of life. He works extensively with physicians and business owners on wealth building, retirement planning, and tax-efficient asset transfer across generations. A 2026 finalist for Wealth Management Awards CEO of the Year (under $25B AUM), Andy brings the same discipline to leading the firm that he brings to client relationships: comprehensive planning, long-term thinking, and an unwavering commitment to independence and integrity. Beyond his client work, Andy is deeply invested in the advisory profession itself. He co-hosts The Advisor’s Compass podcast, offering candid, practical guidance on the business and responsibilities of being an advisor. His mentorship philosophy is straightforward: pass the ladder back down. His industry recognition spans more than a decade, including Top 1,200 Advisor by Barron’s (2018–2024), Top 250 Wealth Advisor and Best-In-State Wealth Advisor by Forbes (2018–2024), Top 400 Financial Advisor by the Financial Times (2018–2020), and Top 100 Independent Advisor (2020–2023). He was named Executive of the Year by NJBIZ in 2019 and was a finalist for the Invest in Others Lifetime Achievement Award for more than 20 years of service with NJ SEEDS. Andy holds a B.S. in Finance and Marketing from Rowan University and is actively involved with Nourish NJ, the Navy SEAL Foundation, the Jewish Federation of Greater MetroWest NJ, and JSDD. Outside the office, he enjoys golf, reading, and time with his family at the beach.   Kevin SpahnPartner and Wealth Advisor Kevin Spahn is a Partner and Wealth Advisor at OnePoint BFG Wealth Partners, bringing more than three decades of experience in comprehensive financial planning to his clients and the firm. Kevin’s path to wealth management is rooted in the law. After earning degrees from the University of Notre Dame and the University of Wisconsin, he began his career as a practicing attorney before making a deliberate pivot toward financial planning in 1993. He joined Northwestern Mutual, then founded Spahn Financial, building a practice centered on thoughtful, holistic planning for families and business owners. That practice joined OnePoint BFG Wealth Partners in 2025. His approach has remained consistent throughout: help clients build and protect wealth not just for themselves, but for the generations that follow. Kevin works with clients on comprehensive financial plans that account for the full picture, understanding that the impact of good planning extends well beyond an individual portfolio to families, businesses, employees, and the broader community. Kevin is based in the greater Chicago area.   NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise A conversation between Louis Diamond, Andy Schwartz, CEO of OnePoint BFG Wealth Partners and Kevin Spahn, Founder of Spahn Financial (now OnePoint BFG). Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise. It’s a conversation with Andy Schwartz, CEO of OnePoint BFG Wealth Partners, and Kevin Spahn, founder of Spahn Financial, now OnePoint BFG. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. Each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions, and more, inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: There’s a big difference between building a successful practice and building an enterprise. I think Andy Schwartz and Kevin Spahn offer a unique perspective on that distinction from two very different sides. Both spent decades in the Northwestern Mutual system. Andy ultimately left to build what became OnePoint BFG Wealth Partners, taking the firm from roughly three billion to nearly 20 billion and transforming just about every aspect of the business along the way. Kevin built one of Northwestern Mutual’s top practices before reaching a different inflection point, deciding what he wanted the next phase of his career and business to look like. Rather than go independent on his own or simply monetize what he had built, he chose to become part of Andy’s growing enterprise. That makes their story particularly relevant for our Build, Grow, and Transact series. Andy can speak to what it takes to build a firm capable of becoming an acquirer, from converting advisors from 1099s to W-2s, to creating equity opportunities, to bringing in outside capital while remaining very deliberate about being private equity-invested rather than private equity-owned. And Kevin brings the seller’s perspective, how you evaluate the economics, the trade-offs, and ultimately the people you’re trusting with the business you spent more than 30 years building. Because whether you’re building, buying, or considering a transaction of any kind, the numbers are only part of the equation. As you hear from both Andy and Kevin, trust may be the most important currency of all. So let’s get to it. Andy and Kevin, thank you so much for both joining us today. Andy Schwartz: Great to see you again, Lewis. Thank you for having us. Louis Diamond: I’ve been excited about this interview for a bunch of reasons. One, our Build, Grow, Transact series has become a real staple of our show and we got lots to talk about there. But also, the friendship, the relationship that you two have had for over 30 years really stood out to me. So before we get into the nuts and bolts, talk about your relationship. How’d you guys meet, and how did your career stay so intertwined together when you’re in different geographies and at different firms, and have each been very successful in your own rights? Andy Schwartz: Sure. Kevin, do you want to start with that? Kevin Spahn: Sure. I started in this career in 1994 and met Andy sometime after that. He was a more advanced financial planner. I was an attorney, and then I transitioned into this business. So when I first joined Northwestern Mutual, which is my first broker dealer, I didn’t really have a background in investments. At the time, a lot of Northwestern Mutual reps were learning the investment business because they maybe originally started with Northwestern Mutual focusing more on insurance planning. My background was more estate planning. At the time, if you think early ’90s, if you did estate planning, insurance often went hand in hand with that. The estate exemption in early 1990s was about $600,000. So if you pass more than $600,000 to your children, there was a 55% tax. One way around it was to put insurance in an irrevocable trust, help cover the tax that way. So it really was a popular common strategy back then, and it’s really what got me into the business. But I quickly realized that I didn’t want my future to be insurance and estate planning. And there was a conflict if you acted as someone’s attorney and sold insurance. So I had to pick one way or the other. I decided long-term it would be better for me to move into the wealth management space. But with that little background in that, I had a lot of work to do. So took a lot of tests, became a certified financial planner. But the person that helped me the most along the way was Andy. We became friends, we sat on committees together. That’s really how we met, I would say. So we worked side by side interacting with our home office and representing the field, bringing issues to the home office that we thought were beneficial to the field. As we did that together, I got to know Andy. And then separately, I learned from him how he built his business and how they would review clients’ portfolios and come up with solutions. So I really credit Andy with helping me more than anyone else to transition from attorney, financial planner doing more estate planning insurance to wealth management. Louis Diamond: Very cool. Hey, I would say, maybe I’m a little biased, that, Kevin, you picked the right path in hanging up the law shingle and coming into wealth management. Kevin Spahn: I tell a lot of people I’m a reformed attorney. Andy Schwartz: Great. Louis Diamond: Exactly. My dad would say the exact same thing. Very common at dinner tables in the Diamond households. Andy Schwartz: I was always grateful that I wasn’t smart enough to be an attorney. Louis Diamond: There we go. Andy Schwartz: That’s where my gratitude lies. Yeah. Louis Diamond: There we go. Andy Schwartz: Some would say he’s too smart. Louis Diamond: There we go. Andy, question for you. I mean, anyone who is at or was at Northwestern Mutual, I mean, you’re like Elvis to them. It’s absolutely crazy the amount of fanfare and brand recognition that you and your brother Scott have. But for those who maybe missed your first podcast appearance with us a number of years ago, or aren’t or weren’t within the Northwestern Mutual system, or haven’t been familiar with Bleakley and now OnePoint BFG, just give us the cliff notes, the origin story, how you got into the business, and how’d you get from here to there? Andy Schwartz: Yeah. So the origin is probably pretty common, probably by accident. Going into my senior year in college, I was working in a restaurant, had a falling out with my boss. I happened to be dating a woman who was living with a general agent with Fidelity Union Life. No one will have ever heard of Fidelity Union Life, but their secret sauce was they sold life insurance to college seniors on a note. So if you can get a $10 money order, because where I went to school, nobody had a checking account, then you could basically get a note signed and they would buy insurance. And then when they graduate, hopefully they’d pay for it. I started selling life insurance my senior year in college. And then my twin brother Scott, who is my partner, and has been for over 40 years, he took an interview with what was the nucleus of our present firm actually. I just went up to Northern New Jersey in May of 1984 because I was an expert. I had been selling life insurance to college kids for six months, so I knew everything you had to know. We met with these guys, and we both ended up joining them. So that was a Northwestern Mutual district agency, and that was 1984. We got licensed right away. I got my CFP in ’86. We always knew that it was going to be about planning. So I think we had the right idea. We were a little ahead of the curve because there weren’t a lot of CFPs in ’86. We got securities license immediately. So before Northwestern had securities license, we got securities license with US Life actually. And then it was really a volume business, a client-building business. We always tried to act as a firm and share resources. We were small, but like a lot of people, we started out selling A shares and B shares and C shares, doing financial planning, selling insurance, and then we made a lot of really good hires along the way. And then after 30 years at Northwestern Mutual, which was a great experience for me, and I have nothing but respect for the institution and certainly the advisors that are there, Kevin certainly was one of them, and I know he feels the same way, but we just wanted to have a little more flexibility. We went independent about 11, almost 12 years ago. We wanted to be able to be multi-custodial. We wanted to have a little bit more optionality for our clients and for ourselves. We left Northwestern at three billion or so in assets, and that was in 2015. It’s in March of 2024, I get introduced to this guy with a crazy accent named Joe Duran. Funny, probably the only person in the industry that had no idea who Joe Duran was me. I’d never heard of Joe Duran. I don’t pay attention. I worry about our firm. I don’t worry about what’s going on outside. So I get introduced to Joe by a mutual friend, and we had an interesting conversation, and it took us probably about four or five months to figure out what we wanted to do. And then in August of ’24, myself and my three partners, we rolled in. And then in ’85, the rest of the firm rolled in. And we can talk a little bit more about that. Today we’re 18-plus billion, growing quite a bit. We’ve been very lucky that we’ve made some very good decisions along the way. We’ve made some bad ones too. But most of the decisions had to do with the people that we hired, the people that we brought on to help us, because I think it’s really important. I always say that the biggest mistake advisors make is they buy their own bullshit, and I try not to, and I realize that I’m smart enough, but I’m certainly not the smartest guy. I’m rarely the smartest guy in the room. So what we try to do is hire lots and lots of really smart people. And we’ve done that. They’ve been loyal to us, we’ve been loyal to them. Yeah, so we’re blessed to have a really great team and lots of good partners. Yeah. Louis Diamond: Yeah, we’ll definitely get into more of the nuts and bolts of the decision to take on capital, partner with Joe Duran’s Rise, but that’s an amazing background. Andy, I have to give you credit because your style, and I think I’m sure there’s business benefits, but it comes from a good place, I’m sure. But the coaching and consulting and just assistance that I’ve heard you provide to so many past and current Northwestern Mutual advisors through sports camps is absolutely incredible. It’s very near and dear to my heart because we always try to lead with education and helping people. So I just wanted to call that out, that your reputation for just providing amazing guidance and coaching to advisors is unparalleled. Andy Schwartz: And it’s been the best part of our journey. We’ve been able to help so many people. We get way too much credit by the way. So everybody gives us way too much credit. But the way I look at it is, I’ve been able to leverage my life because I’ve been able to build a great life for myself and my family, but we’ve been able to leverage that, and that’s where the real gift is. So yeah, it’s been a joyful journey for us. Louis Diamond: Amazing. Kevin, question for you. You walked through your little bit unorthodox background to get into Northwestern. Can you talk about where your personal practice is today? And then I want to ask you about the decision to leave Northwestern and sell and team up with Andy and team. Kevin Spahn: Well, I have to go back to the beginning. What was attractive to me about this business is I went from a career which was confrontational adversarial. I was a trial attorney for six years, and every day I would fight with people over things I didn’t necessarily have a personal interest in and I didn’t really believe in always. But the adversarial confrontational nature wasn’t really my personality, and I would take it too personally. So sometimes I’d go home in a bad mood because I was fighting with somebody taking a deposition. At night, after so many years as a trial attorney, I started going to people’s houses and doing wills and trusts. And that’s where the dynamic of working with a client or a potential client, feeling that you helped them and walking out of the meeting where they would appreciate what you did for them, and you build a relationship and actually all of a sudden have a friend, that dynamic was attractive to me. That’s really what got me to transition into the business. So I think it was really helpful to me at the beginning of this career. As Andy said, we all grew our businesses one client at a time. There’s a lot of doors closed, phones hung up on. There’s many people that don’t want to talk to you. There’s many people that don’t call you back. There’s many people that you think you’re getting somewhere with and you don’t. And that’s difficult for people because people often, young reps take that as personal rejection. I had the benefit of comparing what I was dealing with as a young financial planner to what I had dealt with as an attorney in litigation. I think it just was perspective that I knew I didn’t want to do that anymore. So the negatives to this business didn’t seem that bad to me. I loved the independence. I loved all the relationships that I was building. And that part of it is to this day my favorite part of the business. When you ask about the present, what basically happens is you start out taking anybody and everybody as a potential client or as someone that you would be willing to work with. And then over time you work with more successful people. So where I’m at today is working with pretty successful people, but they’re all the same, meaning we like working with nice people. If people are nice, we work with them. I feel we can help anybody. Over the years, one client at a time. The thing that I probably, if I could go back, would change is I think Andy and I are both good at meeting people and building trust and providing value, so that’s why they work with us. So I think that’s just something we’ve both been able to do. He’s much better than I am at building an organization. So I built an organization basically hiring people, that whenever we got too busy, I hired another person. Drawback in terms of that is, anybody that I interview I think is great, and I think they’d be great to join the organization. I like them all. In spite of that, I’ve also brought in many good people that I love. At this point, my firm has 18 people. We’re a little subset of Andy’s larger firm. I think one of the most attractive things to me about joining Andy’s firm is what Andy mentioned before: the people. As opposed to me having to build this all out myself, going independent, Andy already did that. And he has the infrastructure that would allow me to just merge right into that and not have to go through the pain of figuring all that out, which I don’t even think I’m capable of, to be honest with you. Louis Diamond: You’re probably selling yourself short because the way I understood it, you had one of the top practices within the entire Northwestern Mutual systems, and it’s a firm filled with very successful advisors. For you, Kevin, what was the driving force to leaving NM after all these years? What was bothering you or frustrating you that indicated to you that it was time to do something different? Kevin Spahn: To be honest with you, I was pretty happy at Northwestern Mutual. I love the company and the people. I still have many good friends there that I truly miss. The big thing for me, I don’t know if it was any one thing, to be honest with you, is Andy said there’s optionality, especially on the investment side. I think one of the things that happened to me is, when I first started, I was 31 years old, and most of the potential clients that I would meet and work with, they weren’t what I would call today great investment clients. They didn’t have a lot of money. They had great futures. They might’ve been earning significant income or on the way to earning significant income. So what did they need at that point in their life? They needed planning. They needed protection. They didn’t really need investment management because most of their investments were going into their 401(k). But a lot of those clients that we would take on, and I think that’s the big advantage of Northwestern Mutual, you take on clients that a lot of the investor firms don’t want because they don’t have large investment portfolios. But at some point down the road, all of a sudden you wake up and they do have large investment portfolios. So you bring them in as clients that might buy life insurance from you or disability insurance or something like that. And then you help them, and you give them advice, and you build a relationship with them. Down the road, they make more and more money. They leave jobs, they roll 401(k)s, they have the ability to invest money, stock options, things like that. Next thing you’re doing more comprehensive planning that incorporates investments. As that progresses even further, you work with larger and larger clients, much more significant net worth, more complexity, bigger tax issues. Some of the strategies and opportunities that we now have at this independent RIA are very attractive for these high-net-worth clients. Along the same lines, less of what I do at this point in my career is insurance, mostly because a lot of the people that I meet are older, they already bought insurance, they’re looking more for investment advice as opposed to insurance. So one of the things that most attracted me to Northwest Mutual was their strong insurance products, which helped me for many years. As time went on, I was doing less of that. Louis Diamond: Makes complete sense. So it was a changing of what clients wanted and just the circumstances of your clients where you said, “What got me here when I was 31 was insurance planning, and that’s what my clients needed. But as my practice has evolved, I’ve aged, my clients are older, have more money, the focus shifted from insurance to investments.” And then the distinction was, am I at the best place to run investments in addition to insurance planning, et cetera? It’s a very interesting dynamic. Just the shift in basically your legacy clients was what drove you to consider change. Kevin Spahn: That was a big factor. I think the second big factor was I had my own firm with 18 people. My succession plan was that at some point I would shift ownership of the firm to people that worked with me. So as they owned more of the firm, they would have revenue that was currently at the time being paid to me. In my mind, as it shifted to them, they would buy me out using revenue from the clients that we already had. And I realized that there were some issues with that. In our business, as you get older, in your client’s age, they start taking money out of their portfolios. So everyone understands that in our business, the younger average age client you have makes your book more valuable. I was the biggest driver of new business at my firm, and I started to see that there were some problems with my succession plan. They included, if something happened to me during this succession, that would be a real problem for the people that were buying my business from me if I went that way. If something happened to some of my key people, that would’ve been a problem as well. So it was really attractive to me to… I wasn’t looking to sell my business, I was looking to merge it. So I merged it with Andy’s business. I believe that Andy and what he’s put together and the actual idea of having partners. So I never really had partners, but now I do. Having partners that we’re all on the same page, we all have similar backgrounds, we all bring something different to the table, and we can learn and benefit from working with each other. But also, owning a little piece of a much larger firm was, number one, it put me in a better position in terms of the potential risk of something happening to me or one of my key people. But secondly, I just think it’s more likely to grow at a greater pace than my firm would’ve as I aged from my 60s to my 70s. Louis Diamond: Very interesting. It’s a great realization. I think it’s one that probably every firm owner grapples with at some point, is the romanticism or the ease, some would say, of an internal succession plan. Rewarding those who have helped you build the firm is something I think everyone is interested in. But once that’s put into practice, whether it’s because of capital or sky-high valuations or right people on the bus or risk, et cetera, nowadays oftentimes leads to a firm owner looking at a transaction, whether it’s a merger, a sale, a private equity, capital infusion as a means to solve for succession. So it’s a very interesting way you framed it. Andy, I want to turn it over to you for a little bit. So you mentioned when you launched Bleakley Financial, which was the old name of your firm, out of Northwestern, you’re about three billion. I think I read that you’re about 10 billion or so when Joe Duran and Rise invested you in 2024. You just said you’re at 18 billion now in the middle of 2026. That is absolutely incredible and amazing. Andy Schwartz: We’ll be well over 20 by the end of the year without any additional organic growth. Louis Diamond: That’s absolutely incredible. Andy Schwartz: We’ve got a lot going on right now. Louis Diamond: What’s actually driven that? What’s been the playbook? Andy Schwartz: The three areas that are most important for us, and we had our town hall this morning, and we always talk about the things we focus on as a group, the first and most important is the client experience. I always say to people, if you are their advisor, then that means someone else isn’t. These people, they all deserve to be really well taken care of. They deserve the best service, they deserve the best advice. So that’s something we take really personally. So client experience first. Then we also understand that we don’t just work for clients, we work for our advisors. So I have two jobs. I have, I don’t know, 500 clients I service with my team, and I work for Kevin and 36 other partners and all of our employees. Because again, I recognize that the decision Kevin made… We’re in the middle of a transition out with another advisor, and we pretty much talk to her every day, and I know how hard this is. A transition is so difficult. When you come from a good place, because any of the Northwestern advisor who joins, they’re coming from a good place, it’s not like they have to go anywhere, it’s difficult. So we have the massive responsibility that three or four or five or 10 years from now, that there better be hugs around that this was the best decision ever made or otherwise. That’s the kind of thing that keeps me up at night. So we’ve got to take care of our client experience, we’ve got to take care of our advisor experience. And then obviously, we’ve got to grow the firm so the firm grows organically. So part of this whole idea of serving our advisors is we have to help our advisors grow. I talk to a lot of people on the acquisition side, and if I’m talking to an advisor, it doesn’t matter how big they are, we kind of think of it as a OnePoint way. There’s flexibility in the OnePoint way. But if I can’t help them grow, I don’t want them, because I say it all the time, I’m not the mafia. I’m not here to get a taste. Louis, if you weren’t interested in joining us, if I thought that we could help you grow by doing that, then I want you bad. If I don’t think I can help you grow because we’re so different, or because you’re not going to adapt what we do, or there’s no leverage in it, or you’re already better than we are, I don’t want it. So for us, organic growth, number one, and I think you know the industries well enough, that’s got to be the key. We shoot for 10% organic growth. We’re at a little over 5% so far halfway through the year. So assuming we have the similar second half of the year, we’ll hit our 10. Last year we’re at 7.5%. The second is the inorganic growth. If you truly build a platform, if you truly build a firm that advisors know that they’ll be supported, that they’ll be loved, and you’ll help them grow their businesses, it does make it easier for us. We’re not the highest bidder typically. We can’t. We respect our client’s capital, we respect their equity, so therefore we’re not going to go out there. We’re not an aggregator, we’re a firm. But I think that if we can get that message across, and I think we have, then advisors join us. So that’s been a big part of the growth. And then the market’s helped. Obviously, over the last two years, the market’s been helpful. So that’s how we’ve gone from 10 to 18 and on our way to 22 by year-end. Louis Diamond: This is absolutely incredible. Any advisor or firm owner would say organic growth is important, but just saying it’s important doesn’t mean it’s going to happen. So what are the ways in which you help your advisors or your own practice grow organically? What is it that OnePoint is doing for your advisors? Andy Schwartz: Starting with bringing on growth-oriented advisors. I mean, look, Kevin Spahn and I come from the same place. We learned how to sell. The great thing about coming out of whether they’re broker dealers or out of the different insurance BDs is, these are people that know how to sell. These are people that don’t think that selling is a bad word. A lot of times you go to the wirehouses and they’re not necessarily sales guys. They’re really smart. They think that they’re investment mavens and investment geniuses. I’m not interested in investment geniuses. I’m interested in people that want to take care of their clients, provide everything they can, clients first, do the proper planning, be good advisors, but they’re growth-oriented. So as long as we’re talking with the right advisors. Again, if I’m talking to advisor and they might have a big practice, if they’re not growers, we’re not interested. There’s a sense of responsibility for all the partners because we are a true partnership. It’s not an aggregation. This is a firm. I’m responsible for Kevin. Kevin’s responsible to me. All of our partners are responsible to each other, because if we’re going to do a 10% organic growth target, and if some partner is negative 3%, we don’t put them through the spanking machine, but everybody is very aware of where everybody is and nobody wants to let their partners down. I think either you’re a growth-oriented advisor or you’re a zoo-fed bear. There’s another expression that I got from another Rise Growth Partner or Rise Growth firm. We all kind of communicate and talk to each other. And I was talking about zoo-fed bears, and he said, we call them house cats that think they fight. So they’re house cats, but they have no claws. But I think if you’re careful about who you bring on as partners, and if they are workers, growers, they understand that their job in life is to serve the people. We talk about referrals, we do lots of training to help on referrals. We work on organic growth strategies from the firm, but a lot of it comes from the advisors themselves. Louis Diamond: Makes sense. So it sounds like, to boil it down, it’s being really selective and having a really clear sense of who’s the right fit for your firm. Not that there’s not amazing advisors out there, but just because you’re an amazing advisor, doesn’t mean you’re the right fit to join OnePoint. Andy Schwartz: I think the one big distinction and difference is other than the fact that we are minority-owned with private equity. So we own our business. I mean, I’m the CEO of the firm. I also have the biggest book in the firm. At least for right now, I mean, Kevin was transitioning, so I’m sure next year he’ll be the leading advisor. But I lead the firm, because as far as I’m concerned, you have to lead by example. We are completely aligned. I know exactly what Kevin does every day because I do the same thing. I’m not some attorney or accountant or private equity boss that’s saying, “Oh, I’ve got an idea for growth. We’ll just raise our fees by 5%.” Brilliant. Yeah, we are completely aligned, all of us. I think that makes us a little bit unique, and it really helps us, I think, in our growth trajectory. Louis Diamond: I would agree. The challenge that a lot of advisors-turned-firm-owners or turned-enterprise-builders have is the tug of war between the client work, which either is their ultimate passion and driving force, or it’s something they’re really good at minimum, versus being the owner, the operator, et cetera. I resonate very much, Andy, with the way you handle it. I do the same thing running a company, but also working with advisors. To me, I need to do both in order to do my job well. But that tug of war is tough. So I’m curious, your firm is very large now, you’re a steward of external capital, and you have a $3 billion book yourself. How do you do it? How do you balance the two? Andy Schwartz: Well, fortunately, my kids are grown, so I’m not coaching sports anymore. So I do have a little more time than most. Look, we have a great team. So the idea that I run the firm… I mean, I lead the firm, I don’t run the firm. We have great partners. We have great… Our manager team is fantastic. So I mean, they really run the firm. But this is where my passion is for now. So I don’t mind. Days are typically pretty long. I don’t play golf during the week. Mara and I don’t travel probably as much as we should. Vacations are always a little bit mixed. There’s always room for calls and meetings and whatever. But to me, I mean, I’m grateful to be in this situation. I’m enjoying it. This is such a privilege to be the person that people recognize as the leader of this bunch, of this group. I mean, it is the honor of my life. So I don’t think of it so much as work. It’s my advocation. It does get busy. There are some times where I have to remind myself, “Just enjoy the ride.” I get a little overwhelmed, but I get lots of help and that makes it possible. Louis Diamond: Yep. If you’re not doing the job of the folks that you’re encouraging and leading to do, how do you have fodder to train them, to teach them, to empathize with that? Andy Schwartz: Exactly, you don’t have the credibility. I can ask them to do almost anything because they know I do it myself, and I think that helps. Louis Diamond: Yep. So moving more into the decision to bring on private equity capital, what I thought was probably the most interesting component of your announcement that you took on PE investment was that you completely restructured or reoriented your firm prior to Joe Duran coming in 2024. Correct me if I’m wrong, but Bleakley Financial Group was almost all 1099 contractors. So everyone owned their own books of business, paid Bleakley a fee or an override for certain services. But now, today, over 85% of your advisors and your AUM are W-2 employees, meaning you converted them from 1099 to acquiring them or merging with them. To me, that’s the dream. It’s had to have been very, very, very hard and challenging because there’s so many aggregator firms or platforms that support independent advisors, but the value that they’ve created is fairly minimal relative to one cohesive firm. So can you just talk about that decision, a very big and brave decision to go down the path of acquiring or merging with the practices rather than letting them continue to operate independently? Andy Schwartz: Well, look, we had to… It’s funny because we had been having conversations for years with consultants, and they kept telling us what we had to do. Again, we’re not that smart, so we just kept thinking, “No, we don’t have to do that.” But we were told 10 years earlier that the only way that this thing has any value to the world is you’ve got to have EBITDA for the firm. We talked to all the smart people, we ignored all of them. But what happened was we needed capital and we needed equity in order to bring people on, because people aren’t just joining us just because we can help them grow a bigger business. So the reason we went in the direction we went initially was we just needed capital. We wanted to grow the firm, and the only way we were going to get to is… What’s the old saying? What got us here is not going to get us there. So we needed capital. But we also realized that I had to have something I could sell in the marketplace. And people want equity. So they want cash, but they also want equity, because we’re talking to entrepreneurs. Kevin owned his own firm. He has $2 billion of assets. He wasn’t interested in being someone’s employee, but he was interested in being able to get leverage and be a partner and share equity in a larger firm that had the chance to grow even more. So what the gift that Joe Duran, the Rise folks gave us was that gift of structure and understanding. So that was really helpful, and that’s been a big part of our success. Louis Diamond: Yeah, it’s an amazing journey. Again, I think you could probably write a book or a case study on how that happened. I’m sure there were some downfalls, some people that weren’t all that excited about it, but the results speak for itself. Andy Schwartz: I think people ask all the time because I do get phone calls. People are trying to do this, and they’re struggling. It took us 90 days to basically do it. People say, “I’ve been at this for two years.” And the biggest issue is trust. Either they trust you or they don’t. At the end of the day, I always went to the advisor here, we were a firm for 30-plus years prior, and these guys knew that we always did what we said we were going to do, and we always did. If your people trust you, then you can do it. If your people don’t trust you, it isn’t going to work. Louis Diamond: In other words, your firm added immense value to the advisors as well. Aside from trust, if you weren’t providing a service or services that they found a value that they couldn’t access on their own, it would’ve been 85/15 going the other way for sure. Andy Schwartz: Yeah, 100%. I know it’s not easy, but it wasn’t that hard for us. Louis Diamond: Good. It’s well-earned. So I believe you were Rise Growth Partners’ first investment. Andy Schwartz: We were. Louis Diamond: That’s cool. It’s exciting. You get to be someone’s first, but did it make you uncomfortable that you were the first investment or did you see that as a positive? Andy Schwartz: I actually saw it as a positive. Well, one, because I recognized immediately that Joe Duran and his team were way smarter than we were certainly, and certainly with what we were trying to do. And I figured that it’s almost like the first child. They were so excited to have somebody, and there was so much time and energy, so they just really doted on us. They were really able to help us. Now they’ve got four or five groups that they work with, and obviously we’ve been launched. So the younger babies are getting more time and attention, although we get everything that we need from them. But yeah, that never concerned me. I always thought that would be our advantage. It actually turned out that way. Louis Diamond: Interesting. In thinking through a sale or a minority sale, did you entertain other types of capital, whether it was a family office or a multitude of other private equity sponsors or selling the firm outright? Andy Schwartz: Yeah, we probably had four or five very, very serious conversations. Actually, some got pretty close to the end where we basically just made the decision not to do it. One was a much larger firm, good people. But the problem always was… I was always going to get rich out of the deal because it was going to be 100% sale, but there was really no lift or leverage from the advisors. So the principals, they were willing to pay me a big multiple and my partners a big multiple, and pay these guys basically an average multiple. So we had always told our guys, “Let’s stay together, and someday, this thing, whatever it’s going to turn into be, will benefit everyone.” So with the Duran situation and the deal with Rise did, it gave everybody a chance to benefit from what we were doing. But what was good about all of those false starts was, it taught me a lot because I had… I know you’re involved in this, so you know better than I do, but we’d start conversations, somebody would reach out to me, I would be very specific about what I needed. They would say, “Yep, we can do that.” And then you get to the finish line, and it’s almost like, I started out, I wanted a tomahawk steak and a baked potato, and I ended up getting a two-day-old hamburger with some cold French fries. It’s like, I know I’m not that smart and I know you’re the PE guys, but for God’s sakes, we’re not stupid. So it was funny because in January of ’24, I told my partners, “I don’t want to have any more of these conversations. It was a waste of time and energy. I’m sick of talking to these people. Let’s just put our heads down, and then let’s grow the firm a little bit more, and then we’ll see what the world looks like.” And then I get introduced to Duran. Louis Diamond: Perfect. Makes sense. Yeah, so you were well-educated on the market, the types of buyers, and I always say it’s almost more important to understand what you don’t want more than what you do want. The only way oftentimes to understand what you don’t want is to experience it and touch and feel it and really get into the weeds on it. I like too, Andy, I saw in an article, you said that “we’re private equity invested, we’re not private equity owned,” which is a very cool dynamic. I could imagine why that was important to you to retain majority control. Kevin, I want to bring you back into the conversation. Thank you for being patient here. But I mean, I would imagine you had some real choices. I mean, you could have stayed at Northwestern and been very successful, gone through with your internal succession plan. You could have gone to an independent BD, monetized, figured out succession later. You could have sold the business to a strategic acquirer. You were big enough to take on an investor in some capacity on your own. So options wasn’t your problem. Maybe just walk us through. Did you consider any other pathways? And what were the pros and cons in your mind that led you to doing a transaction with Andy? Kevin Spahn: I’m a little different, I think, than most people in this industry. Even as you grow your business at a certain percentage, none of that stuff has ever really meant anything to me. All I know is I like what I do. So when I came into the business, because I like it, I enjoy it, I spend time doing it, I’ve tried to get better at it. But it comes naturally because it’s something that I don’t look at Monday mornings as, “Oh, no, it’s Monday morning.” I’m excited to go to work. My entire career, once I left law, my business has just grown over the years naturally. But you said something before, Louis, and I think this applies to me. I love to work with the clients. I don’t like what I have to do in terms of running the firm. I never have. It’s never been my cup of tea, but you have to do it if you run a firm. So number one, the thought of all the due diligence that I would have to do to research all the firms out there, I wasn’t really all that interested in doing that. At the end of the day, it comes down to this word trust. I trust Andy. I trust the other partners here too, because I’ve known not just Andy, but I’ve known Scott and many of the other partners for years. So I knew what I was getting myself into. At the end of the day, I knew what they built. I was very comfortable with it, and I was either going to stay at Northwestern Mutual or I was going to come here, but I wasn’t going to go anywhere else. I will say, since I’ve gone, it’s been exactly like I thought. I thought I trusted Andy. And if something happened along the way with the transition, everything that he said has been true, thing that he promised is real. As you deal with more complexities with a bigger book and more and more employees, I knew that I was almost at the breaking point in terms of my own organization and to merge into this organization that, as I said before, he’s already built out. I don’t have to do it. And to benefit from these great people that he has as part of his organization, that’s all been a real blessing for me and my team. So I didn’t shop the marketplace really, but I knew what I was getting into, and it’s worked out clear as I thought it would. Louis Diamond: That’s amazing. I think that’s what most people would covet. But it is a decision in and of itself to not shop the marketplace. I mean, from representing buyers or prospective buyers, I know the pricing leverage or the negotiation leverage and the valuation lift that comes from having an open market, having multiple bids, et cetera. It sounds like that wasn’t the… Obviously you wanted to get fair value for your firm, but for you, it was more, it’s trust, “I’m either going to just stay at Northwestern, which is the devil I know or it’s what I’ve known where I’ve been successful, or I’m going to go to the individual that I trust and forget about all the other noise.” Kevin Spahn: Well, Andy says things, but I know they’re true because I’ve seen him at work. I’ve seen how he’s acted. I’ve seen how he interacts with people. But here’s an example. He cares about the people that are at his firm. He says that, but I know it’s true because I see it. I’m the same. I really care about the people in my firm. So as I think about, well, what about the future of two groups, my clients, but also the people that work in my firm? They’re going to be around long after I am. Well, I don’t want myself to retire someday, get a big check, because there’s all sorts of options to get a check. If I get a check and then my client’s scatter to the wind, and my employees don’t really have a future and they just have to go and find their own way, that wasn’t attractive at all to me. So one of the things that I really appreciate about this opportunity is that there is a plan for both my clients and my employees or the younger team members at formerly Spahn Financial, where I feel very good about the fact that they have a solid, secure future in an industry that they’ve all grown to love without them having to go out and make their own way. Louis Diamond: Makes sense to me. We noted a couple of times in this interview, you talked about equity, partnership, both of you have. So Kevin, for you, what did it mean differently for you to become a partner and get equity in a larger firm rather than, we’ll say, the less risky move of just taking everything in cash? Why was that an important distinction for you? Kevin Spahn: For many years, when I left law and came into this business, I didn’t have any money at the time. I was just starting to make money as a lawyer. It takes a while. I started low. I got trial experience working for the government, so they didn’t pay much. That was three years. Then I was at a firm, and I was just starting to make more money. Then I made this big shift into a career tha

Max sits down with Otto Svendsen, associate fellow with the CSIS Europe, Russia, and Eurasia program, to discuss the week's biggest transatlantic stories: Iceland's vote on reopening EU accession talks, the fallout from Pentagon policy chief Elbridge Colby's visit to NATO headquarters (including a reported loyalty questionnaire for allies), and European reactions to CIA Director John Ratcliffe's surprise trip to Moscow. Plus, a conversation with Henry Foy, Brussels Bureau Chief at the Financial Times, to map out the EU's packed fall agenda. Mentioned: Europe Express | Newsletter by Mujtaba Rahman, Financial Times Feedback? Suggestions? Ideas to help us improve? Email us at erep@csis.org. If you love The Eurofile, let us know by subscribing and leaving a review wherever you get your podcasts. Check out our sister podcast, Russian Roulette.

This is Thinking in Public, a program dedicated to intelligent conversation about frontline theological and cultural issues with the people who are shaping them.Dr. Nigel Biggar is the Emeritus Regius Professor of Moral Theology at the University of Oxford and Distinguished Scholar in Residence at Pusey House, Oxford. He received his Ph.D in Christian Theology & Ethics from the University of Chicago and his baccalaureate degree in Modern History from Oxford University. Professor Biggar was also appointed a Commander of the Most Excellent Order of the British Empire for services to Higher Education, in the 2021 Queen's Birthday Honours list. He's the author of more than 5 books and numerous articles which have appeared in publications such as The Financial Times, The Times of London, The Daily Telegraph, and The Spectator. It is his most recent book, The New Dark Age: Why Liberals Must Win the Culture Wars, that is the topic of this new episode of Thinking in Public.You can purchase The New Dark Age here.Sign up to receive every new Thinking in Public release in your inbox.Follow Dr. Mohler:X | Instagram | Facebook | YouTubeFor more information on The Southern Baptist Theological Seminary, go to sbts.edu.For more information on Boyce College, just go to BoyceCollege.com.

If you've been following the financial news lately, you may have noticed something unusual: the bond market is getting a lot of attention.After a year of tariff shocks, interest-rate whiplash, tax policy changes and persistent questions about inflation and the national debt, bonds have moved from the financial pages into the broader economic conversation. And whenever markets get nervous about where the economy, inflation or government borrowing may be headed, attention tends to turn pretty quickly to the bond market.Because this isn't just Wall Street inside baseball.The bond market influences the interest rate on your mortgage. It influences how much the federal government pays to borrow money. It affects companies trying to finance everything from infrastructure to AI data centers. And it can offer some important clues about how investors are feeling about inflation, growth, recession risk and even the creditworthiness of the United States.So perhaps it's time we understood bonds a little better.And I have to admit, after more than a decade of hosting So Money, I don't think we've ever dedicated an entire episode to them.Today, we are fixing that.My guest is Robin Wigglesworth, one of the financial journalists who has been covering these markets up close for years. Robin is an editor at the Financial Times, where he leads FT Alphaville, its influential markets and finance blog. He's also the author of Trillions, his acclaimed history of the index-fund revolution and the rise of passive investing and ETFs.His new book is called A Fabulous Debt: The Epic Story of How Bonds Built the Modern World, and it comes out September 22.And I should emphasize: this is not a book about how to build a bond portfolio.Robin has written essentially a people's history of the bond market — and somehow made bonds genuinely entertaining. The story begins in Venice in 1171, takes us through Amsterdam and the development of modern finance, and brings us to America and Alexander Hamilton, whose decisions about government debt helped establish the creditworthiness of the young United States.Robin's larger argument is that we tend to think the stock market is the star of the financial system, when really the bond market is the foundation underneath it. In fact, as he tells me in our conversation, bonds are the “bedrock that the entire house rests upon.”We talk about what the 10-year Treasury yield can tell you about the economy — and why it matters more to mortgage rates than many people realize. We talk about America's nearly $40 trillion national debt and the big question: At what point does all of this borrowing actually become a problem?We also get into something I found fascinating: bonds have quietly financed some of the biggest transformations in modern history. Railroads. Canals. Telecommunications. The internet. And now, potentially, the enormous buildout of artificial intelligence.There are also fraudsters, scoundrels and some truly wild financial schemes along the way — including one man who essentially invented an entire country so he could sell its bondsLearn more about Farnoosh's upcoming literary workshop Book to Brand. Early bird registration is now open! Hosted on Acast. See acast.com/privacy for more information.

In Episode 495 of Hidden Forces, Demetri Kofinas speaks with political scientist Henry Farrell, co-author of Underground Empire, about how the United States built its empire, why the hidden infrastructure underwriting American hegemony is now buckling under a compounding series of domestic and foreign policy errors, and what the collapse of the liberal, rules-based order means for the global economy and international security. The first hour examines two recent and consequential events—Canadian Prime Minister Mark Carney's speech announcing the breakdown of trade negotiations with the United States, in which he claimed his country was under attack by Washington, and US Treasury Secretary Scott Bessent's Financial Times op-ed declaring an "Economic D-Day," which reads more like a veiled threat to America's allies than a defense of the world Washington sought to liberate in 1944. They then explore the implications of both announcements, how they fit a pattern of behavior by an administration intent on converting the once liberal, rules-based international order into a more overt and darker form of American imperial power, why that process is failing, and what its failure means for the global economy, international security, and the lives of billions of people. The second hour explores the hidden infrastructure that underwrites US hegemony—the financial messaging systems, dollar-clearing networks, and internet surveillance architecture that quietly became instruments of American coercion. They trace how this "underground empire" was slowly built and eventually adopted by much of the world, when it began to be weaponized first against America's enemies and then against its own allies and partners, how that weaponization has corroded American power, and where the evidence of its decline is now unmistakable. They also examine how a world once held together by an establishment of lies and hypocrisies is giving way to one organized around clans, cartels, and naked self-interest, the role technologies like AI and social media play in breaking down and refashioning traditional political coalitions, the deeper sources of Western insecurity—including the risk of a new kind of world war that may arrive embedded in our systems of communication and control—and where Henry still finds grounds for optimism in an otherwise frightening new world. Subscribe to our premium content—including our premium feed, episode transcripts, and Intelligence Reports—by visiting HiddenForces.io/subscribe. If you'd like to join the conversation and become a member of the Hidden Forces Genius community—with benefits like Q&A calls with guests, exclusive research and analysis, in-person events, and dinners—you can also sign up on our subscriber page at HiddenForces.io/subscribe. If you enjoyed today's episode of Hidden Forces, please support the show by: Subscribing on Apple Podcasts, YouTube, Spotify, Stitcher, SoundCloud, CastBox, or via our RSS Feed Writing us a review on Apple Podcasts & Spotify Join our mailing list at https://hiddenforces.io/newsletter/ Producer & Host: Demetri Kofinas Editor & Engineer: Stylianos Nicolaou Subscribe and support the podcast at https://hiddenforces.io. Join the conversation on Facebook, Instagram, and Twitter at @hiddenforcespod Follow Demetri on Twitter at @Kofinas Episode Recorded on 08/26/2026

C dans l'air l'invitée du 29 août 2026 avec Sylvie Kauffmann, éditorialiste au Monde, spécialiste des affaires internationales. Sylvie Kauffmann signe dans le Financial Times le papier "Pourquoi chaque politicien français est aujourd'hui gaulliste". Elle reviendra sur l'héritage du général de Gaulle dans la société française, à l'occasion du succès du diptyque d'Antonin Baudry, "La Bataille de Gaulle", qui enregistre déjà plus de 5 millions d'entrées en France.

Spencer Greenberg is an entrepreneur and mathematician with a PhD in applied math from NYU. He's the founder and CEO of ClearerThinking.org, a psychology education and research organization that designs and conducts novel studies in psychology and offers more than 80 interactive educational tools to the general public, used by hundreds of thousands of people. His work has been featured by numerous major media outlets, such as Forbes, The New York Times, Wall Street Journal, The Independent, Lifehacker, Gizmodo, Fast Company, and Financial Times. Today on the show we discuss: why most self-help advice gets recycled, how to spot grifters and too-good-to-be-true promises, why smart people still get manipulated, the dangerous side of manifestation and toxic positivity, the evidence-backed psychological tools that actually improve your life, how to stop overthinking and turn better decisions into action and much more. Learn more about your ad choices. Visit megaphone.fm/adchoices

Silos are the silent killer of customer experience — but for years we've only argued that from one side of the coin: the customer's. This episode flips it over. Colin and Ryan are joined by Dan O'Connell, CEO of Front, to look at silos from the side that actually moves a boardroom — the cost. Front's new research, the Coordination Tax, surveyed B2B customer service, operations, and account management leaders and uncovered a startling baseline: the typical company spends nearly three hours coordinating work for every one hour it spends actually solving a customer's problem. Worse, 42% of companies don't track coordination time at all. It's the single largest cost in most customer operations, and almost nobody is measuring it. Dan, Colin, and Ryan dig into why sophisticated software and AI have so far made the problem worse rather than better, why bolting AI onto broken processes just delivers "a bad job done faster," what the top 14% of companies do differently, and the practical steps any leader can take to start quantifying — and shrinking — their own coordination tax. What You'll Learn Why silos cost you twice: once in customer experience, and once in raw internal inefficiency you're probably not measuring The three-to-one coordination-to-solving ratio, and why "normal" is far more expensive than leaders assume Why more advanced platforms and AI have inherited the coordination gap and scaled it The human cost: how coordination burnout quietly drives your best people out the door What separates the top 14% of companies from everyone else Practical first moves — measuring coordination, aligning cross-functional incentives, documenting the real process, and starting small with AI Memorable Quote "Teams are working around broken systems. AI won't fix that. Until companies address the coordination gap, the problem won't go away." — Dan O'Connell, CEO, Front Resources Mentioned The Coordination Tax report is free to download at Front - Coordination Tax About the Guest Dan O'Connell is the CEO of Front, the customer operations platform built for B2B complexity. Before Front, Dan was the Chief Strategy & AI Officer at Dialpad, where he delivered the first set of generative AI features powered by Dialpad's proprietary large language model. Since joining as CEO in March 2024, Dan has repositioned Front from a shared inbox tool to a category-leading platform for complex customer operations, leading the company past $100M in ARR in September 2025. More than 9,300 businesses rely on Front, which has raised $204M in venture funding from Sequoia Capital, Salesforce Ventures, Battery Ventures, Threshold Ventures, and Uncork Capital, as well as executives from Atlassian, Okta, PagerDuty, Qualtrics, and Zoom. Prior to that, Dan was the CEO of TalkIQ, a real-time speech recognition and natural language processing start-up acquired by Dialpad. Dan has also held various sales leadership positions at AdRoll and Google. He holds an MBA from the University of California, Berkeley, Haas School of Business.Follow Dan on LinkedIn About the Hosts Colin Shaw is a LinkedIn 'Top Voice' with a massive 286,000 followers and 89,000 subscribers to his 'Why Customers Buy' newsletter. Shaw is named one of the world's 'Top 150 Business Influencers' by LinkedIn. His company, Beyond Philosophy LLC, has been selected four times by the Financial Times as a top management consultancy. Shaw is co-host of the top 1.5% podcast 'The Intuitive Customer'—with over 750,000 downloads—and author of seven best-sellers on customer experience. Shaw is a sought-after keynote speaker. Follow Colin on LinkedIn. Ryan Hamilton is a Professor of Marketing at Emory University's Goizueta Business School and co-author of the book ' The Intuitive Customer '. An award-winning teacher and researcher in consumer psychology, he has been named one of Poets & Quants' "World's Best 40 B-School Profs Under 40." His research focuses on how brands, prices, and choice architecture influence shopper decision-making, and his findings have been published in top academic journals and covered by major media outlets like The New York Times and CNN. His work highlights how psychology can help firms better understand and serve their customers. Ryan's new book was launched in June 2025 called "The Growth Dilemma: Managing Your Brand When Different Customers Want Different Things" Harvard Business Press Follow Ryan on LinkedIn. Subscribe & Follow Never miss an episode. Apple Podcasts Spotify  

A lot of things are on track to get more expensive. The U.S. Treasury market is the bedrock of the global economy. When yields on those Treasuries go up, mortgages, car loans and credit cards get more expensive, and it can hit the stock market, too. And yields have been going up – to levels we haven't seen consistently since before the Great Recession – inspiring some erratic and futile efforts from the Trump administration to push them back down. So why are yields creeping higher? What is the administration trying to do about it? And if this continues, what's in store for the economy? Robin Wigglesworth is the editor of the Financial Times blog Alphaville, a host of the podcast “The Story of Money” and the author of the forthcoming book “A Fabulous Debt: The Epic Story of How Bonds Built the Modern World.” This conversation was recorded on August 24, 2026. Mentioned: “An Economic D-Day Is Coming for Iran” by Scott Bessent Book Recommendations: Barbarians at the Gate by Bryan Burrough and John HelyarThe Prize by Daniel YerginLords of Finance by Liaquat Ahamed Thoughts? Guest suggestions? Email us at ezrakleinshow@nytimes.com. You can find the transcript and more episodes of “The Ezra Klein Show” at nytimes.com/ezra-klein-podcast. Book recommendations from all our guests are listed at https://www.nytimes.com/article/ezra-klein-show-book-recs.html This episode of “The Ezra Klein Show” was produced by Rollin Hu. Fact-checking by Michelle Harris, with Kate Sinclair and Mary Marge Locker. Our senior engineer is Jeff Geld, with additional mixing by Aman Sahota. Our recording engineer is Aman Sahota. Cinematography by Marina King. Video editing by Kristen Williamson, Brandon Belk-Yee and Dani Dillon. Our executive producer is Claire Gordon. The show's production team also includes Marie Cascione, Annie Galvin, Kristin Lin, Emma Kehlbeck, Jack McCordick and Jan Kobal. Original music by Pat McCusker. Audience strategy by Shannon Busta. The director of New York Times Opinion Shows is Annie-Rose Strasser. Subscribe today at nytimes.com/podcasts or on Apple Podcasts and Spotify. You can also subscribe via your favorite podcast app here https://www.nytimes.com/activate-access/audio?source=podcatcher. For more podcasts and narrated articles, download The New York Times app at nytimes.com/app. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Chaque jour, en moins de 10 minutes, un résumé de l'actualité du jour. Rapide, facile, accessible.

My conversation with David starts at 27 mins Subscribe and Watch Interviews LIVE : On YOUTUBE.com/StandUpWithPete ON SubstackStandUpWithPete Stand Up is a daily podcast. I book,host,edit, post and promote new episodes with brilliant guests every day. This show is Ad free and fully supported by listeners like you! Please subscribe now for as little as 5$ and gain access to a community of over 750 awesome, curious, kind, funny, brilliant, generous souls David Rothkopf is the CEO of TRG Media, host of the Deep State Radio podcast, and the author, most recently of Traitor: A History of Betraying America from Benedict Arnold to Donald Trump. The Rothkopf Group produces podcasts including Deep State Radio, National Security Magazine, custom programming for clients and it organizes live interactive web-based and live forums. Rothkopf is a contributing columnist to The Daily Beast and a member of the Board of Contributors of USA Today.  He is the author of hundreds of articles on international, national security and political themes for publications that include the New York Times, Washington Post, USA Today, the Financial Times, the Daily Beast, Foreign Policy and Foreign Affairs. He is also a regular commentator on broadcast media worldwide. His previous books include Great Questions of Tomorrow, National Insecurity: American Leadership in an Age of Fear, Power, Inc.: The Epic Rivalry Between Big Business and Government—and the Reckoning That Lies Ahead, Superclass: The Global Power Elite and the World They Are Making, and Running the World: The Inside Story of the National Security Council and the Architects of American Power. His most recent book is The Great Questions of Tomorrow. Rothkopf has taught international affairs at Columbia University, Georgetown University and Johns Hopkins University. He has served as a member of several boards and advisory boards including those associated with the U.S. Institute of Peace, IREX, the Bloomberg School of Public Health at Johns Hopkins University, the Progressive Policy Institute, and the Center for the Study of the Presidency. Previously, Rothkopf served as CEO and Editor of the FP Group, publishers of Foreign Policy Magazine, CEO of Garten Rothkopf and was the founder and CEO of Intellibridge Corporation, an open-source intelligence provider to government and private sector organizations. Prior to that he served as managing director of Kissinger Associates. Rothkopf served as deputy undersecretary of commerce for international trade policy in the Clinton administration and played a central role in developing the administration's groundbreaking Big Emerging Markets Initiative. Before government, Rothkopf was founder and CEO of International Media Partners and editor and publisher of the CEO Magazine and Emerging Markets newspaper. He also served as chairman of the CEO Institute. He is a graduate of Columbia College of Columbia University and attended the Columbia Graduate School of Journalism. Listen rate and review on Apple Podcasts Listen rate and review on Spotify Pete On Instagram Pete on Blue Sky Pete on Threads Pete on Tik Tok Pete on Twitter Pete Personal FB page Stand Up with Pete FB page All things Jon Carroll  Gift a Subscription https://www.patreon.com/PeteDominick/gift Send Pete $ Directly on Venmo

Treasury Secretary Scott Bessent takes to the Financial Times to declare an “economic D-Day” against Iran, promising secondary sanctions on every nation, bank, and shadow fleet propping up Tehran—with China the name he pointedly never mentions. Erick Erickson explains why none of it is possible without the dollar as the world's reserve currency, and why […]

August 24, 2026 – 6am: The Economist/YouGov: Trump's net approval rating is negative in 47 out of 50 states The Art of the Self-Deal: WSJ Opinion by Peggy Noonan U.S. – Canada trade talks collapse  The Dumbest trade war revisited: WSJ Editorial Board Who Counts in Trump's America?: Financial Times by Gillian Tett Treasury Secretary Bessent to announce new economic sanctions against Iran ‘The Time Tax': New book by Annie Lowrey To listen to this show and other MS podcasts without ads, sign up for MS NOW Premium on Apple Podcasts. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Day 1,638.Today, as Russia is accused of yet another incursion into Nato airspace, there are reports of a major Ukrainian drone attack on occupied Crimea. Kyiv is apparently seeking approval – again – from Elon Musk, this time to use Starlink in strikes on Russian missile launchers. Meanwhile, Russia is defenseless in the Mediterranean for the first time in a decade. We speak to the Telegraph journalist who got the scoop. Plus, a bizarre twist in the story of the suspected Nord Stream saboteur - and which American music artist is set to perform in St Petersburg in October? Finally, we catch up with occupied territories expert Dr Jade McGlynn on her recent trip to eastern Ukraine.Contributors:Adelie Pojzman-Pontay (Host on Ukraine: The Latest). @Adeliepjz on X.Sophie O'Sullivan (Telegraph journalist). Tom Cotterill (Telegraph defence editor). @TomCotterillX on X.Jade McGlynn (Research fellow, King's College London). @DrJadeMcGlynn on X.Producer: Rachel PorterSenior Producer: Lilian FawcettVideo Producer: Sophie O'SullivanSocial Producer: Anita BlayStudio Director: James EnglandExecutive Editor: Francis DearnleyCreated by David KnowlesNOW IN FULL VIDEO WITH MAPS & BATTLEFIELD FOOTAGE:Every episode is now available on our YouTube channel shortly after the release of the audio version. You will find it here: https://www.youtube.com/@UkraineTheLatest CONTENT REFERENCED:If you're interested in sponsoring Dom's upcoming defence event, email our colleagues at events@telegraph.co.ukUkraine's Logistics Targeting Raises Questions for Russia's Rear Defences (RUSI)https://www.rusi.org/explore-our-research/publications/commentary/ukraines-logistics-targeting-raises-questions-russias-rear-defences ‘Highway of death': the Ukrainian drone campaign menacing Russian logistics (The Guardian)https://www.theguardian.com/world/2026/jun/11/highway-of-death-the-ukrainian-drone-campaign-menacing-russian-logisticsUkraine seeks Elon Musk's help to hit Russian missile launchers (Financial Times)https://www.ft.com/content/ff536e6e-dc56-45e3-b5e0-2dfb28148cb6?syn-25a6b1a6=1Ukraine Planned to Swarm Moscow Airports With AI-Guided Drones (Simon Shuster for The Atlantic)https://www.theatlantic.com/national-security/2026/08/ukraine-moscow-airports-ai-drones/688337/ Coalition of the Willing to hold Independence Day meeting in Kyiv (Kyiv Independent)https://kyivindependent.com/coalition-of-the-willing-to-hold-independence-day-meeting-in-kyiv/Russian publishers reportedly cut print runs after Ukrainian strikes on Wildberries warehouses, where their books are stored (Meduza) https://meduza.io/en/news/2026/08/21/russian-publishers-reportedly-cut-print-runs-after-ukrainian-strikes-on-wildberries-warehouses-where-their-books-are-storedThe cheap submarine-detection kits set to expose Putin's invisible force (Tom Cotterill for The Telegraph)https://www.telegraph.co.uk/news/2026/08/21/cheap-submarine-detection-kits-expose-russia-navy-ships-war/ Russian widows hire clairvoyants to contact husbands killed in war (The Telegraph)https://www.telegraph.co.uk/world-news/2026/08/17/russian-widows-hire-clairvoyants-to-contact-husbands-killed/To hear Francis answer the question about Russian missile launchers in our last Q&A, on August 13th: https://www.youtube.com/watch?v=zbf1PD2Xjhs&t=1890sEMAIL US:Contact the team on ukrainepod@telegraph.co.uk. We continue to read every message, and seek to respond to as many as possible.HIGHLIGHTS:Russia 'defenceless' in the Mediterranean for first time in warUkraine hits Moscow's supply lines to Crimea Hosted on Acast. See acast.com/privacy for more information.