Podcasts about firms

In this episode of the Govcon Giants Podcast, Eric Coffie sits down with Sam Le, founder of GovCon Intelligence and former SBA procurement policy leader with 17 years in federal contracting. Together, they break down the latest turbulence surrounding the 8A Program — including SBA's massive data call, the suspension of 1,100 firms, and heightened scrutiny on sole source awards above $20M. But despite the headlines, Sam explains why this may actually be the strongest moment in 8A history: the program reached a record $26B in awards in 2025, competition is shrinking, and small businesses that stay compliant can emerge with more opportunity than ever. The conversation also challenges misconceptions around "DEI labeling," highlights the true purpose of sole source contracting, and calls for SBA to expand visibility into industries like advanced manufacturing beyond the usual IT and construction pipeline. Key Takeaways: 8A is at an all-time high ($26B in 2025) even as 1,100 firms were suspended, reducing competition for active participants. Sole source contracts make up only 2–3% of federal spending, while 96% of sole source awards go to non-8A giants like Boeing and Lockheed. The biggest advantage right now belongs to firms that stay compliant, resilient, and relationship-driven before opportunities hit the bid platforms. If you want to learn more about the community and to join the webinars go to: https://federalhelpcenter.com/  Website: https://govcongiants.org/  Connect with Encore Funding: http://govcongiants.org/funding Learn more about Sam Le: https://www.govconintelligence.com/  Website: https://www.samlelaw.com/  Linkedin: https://www.linkedin.com/in/samlelaw/  Sam's Podcast: https://www.govconintelligence.com/podcast 

Financial security is about more than just building wealth: it's about resilience, preparation, and having the tools to weather whatever comes your way. And right now, with rising costs, market volatility, and evolving fraud risks, investors need that security more than ever.On this episode, FINRA Investor Education Foundation and Senior Vice President of Investor Education Gerri Walsh discusses what financial security really means in 2026, and how firms can help protect and empower their customers. This conversation that sits right at the heart of FINRA Forward, our commitment to evolving alongside the rapidly changing securities industry in support of our mission of protecting investors and market integrity.Resources mentioned in this episode:BrokerCheckMarket Data CenterFund AnalyzerFixed Income DataFINRA Investor Education FoundationProtecting Consumers from FraudFINRA ForwardBlog Post: FINRA Forward's Rule Modernization—An UpdateBlog Post: Vendors, Intelligence Sharing and FINRA's MissionBlog Post: FINRA Forward Initiatives to Support Members, Markets and the Investors They ServeEp. 168: Investing Wisely in 2025: Avoiding Scams and Achieving Your Financial GoalsEp. 183: Investors in the United States: Key Trends and Insights from the National Financial Capability Study Find us: LinkedIn / X / YouTube / Facebook / Instagram / E-mailSubscribe to our show on Apple Podcasts, Google Play and by RSS.

Most RIAs continue to grow in assets, client demand, and professionalization, but structurally, the majority remain founder-focused organizations. While growth itself is no longer the primary challenge, leadership capacity increasingly is.In this episode, Ray Sclafani explains why leadership bench strength, not markets, not strategy, and not capital, is the real constraint on long-term RIA growth. Drawing from two real-world coaching engagements with multi-billion-dollar RIA CEOs, Ray contrasts two leadership postures: one focused on building optionality through distributed leadership, and another clinging to centralized control as time quietly narrows future choices.Ray makes the case that building a leadership bench is not about stepping down, it's about designing leadership intentionally, years before necessity forces decisions. Firms that develop leaders, establish decision rights, and transfer trust internally create options: to evolve as CEO, shift roles, bring in external leadership, or transition ownership on their terms.The episode concludes with reflection questions for founders and executive teams who want to build enduring firms.Key Takeaways Nearly 90% of RIAs operate as founder-focused firms, limiting future optionsPast success does not automatically qualify a leader for the firm's next stageLeadership benches take three to five years to build when done wellWithout distributed leadership, options narrow quickly due to time, health, or external pressureTeam-based firms outperform founder-led firms because leadership responsibility is sharedEnduring RIAs design leadership intentionally before they are forced toQuestions Financial Advisors Often AskQ: What is leadership bench strength in an RIA?A: Leadership bench strength refers to having multiple developed leaders within the firm who are trusted, empowered, and capable of carrying leadership responsibility beyond one or two individuals.Q: Why is leadership bench strength important for RIA growth?A: According to the episode, leadership capacity and internal bandwidth are primary constraints on RIA growth, even as assets and client demand continue to rise.Q: How long does it take to build a leadership bench in an advisory firm?A: When done well, building a leadership bench takes a minimum of three to five years and requires intentional role design, decision rights, and leadership development.Q: What happens if leadership remains concentrated with the founder?A: When leadership capability lives primarily in one or two people, options narrow over time, and decisions are often made by circumstance rather than intention.Q: What role does trust play in leadership development?A: Trust transfer internally is essential as leaders must be developed, trusted, and empowered ahead of necessity for options to expand.

Today's top stories, with context, in just 15 minutes.On today's podcast:1) The world’s largest tech firms show no signs of easing up on AI spending, a record wave that’s propelling hardware providers like Samsung Electronics Co. and SK Hynix Inc. That’s even as doubts persist about the staying power of artificial intelligence demand to justify all that capital. Meta Platforms Inc. alone revealed ambitions to spend as much as $135 billion this year — one of the biggest planned outlays of the business sphere. Meta, Microsoft and fellow hyperscalers such as Amazon.com Inc. and Alphabet Inc., are driving a wave of global spending on chips, servers and computers that’s firing up hardware suppliers around the world, particularly in Asia. A procession of industry linchpins’s results this week further underscored how voracious the appetite for AI hardware has grown — and how that’s likely to extend well into 2026.2) Tesla Inc. has planned $20 billion of spending this year to streamline its electric-vehicle lineup and shift resources toward robotics and AI, part of a sweeping set of changes pushing the company further from its roots as an automobile manufacturer. The capital expenditure plans laid out Wednesday – roughly twice as much as Wall Street was expecting – will support production expansion at multiple factories, scaling up the nascent robotaxi business and building out AI infrastructure. Tesla also revealed plans to discontinue the Model S and X vehicles and devote that plant capacity to building Optimus humanoid robots.3) Jerome Powell has two more opportunities to adjust interest rates before his term as Federal Reserve chair ends — and he may not need them. After the Fed kept borrowing costs on hold Wednesday, Powell talked up a “clear improvement” in the US outlook and said the job market shows signs of steadying. It signals a cautious optimism: Fed officials delivered three cuts last fall, and see nothing in the latest data to suggest more are needed to prop up the economy. Futures markets expect no shift in rates before June. By then, Powell’s term as chair will have ended and a new one should be in place — likely opening another phase of President Trump’s campaign for lower rates, which has upended the Fed over the past year. In a potential sign of what’s coming, the only two officials who voted for another cut this week were Governor Stephen Miran — on leave at the Fed from his post as a top Trump aide — and Governor Christopher Waller, one of four names on Trump’s shortlist of potential Powell successors.See omnystudio.com/listener for privacy information.

Welcome to The SaaS CFO Podcast! In today's episode, Ben Murray sits down with Tony Petrilli, CEO of ViewTrade, to uncover the journey behind building a global fintech platform that's redefining cross-border financial services. From writing code on early PCs to leading innovation at major institutions like Morgan Stanley and Citibank, Tony Petrilli shares how ViewTrade evolved from a brokerage into a full-stack SaaS provider serving 300 firms worldwide. You'll hear candid insights about bootstrapping a complex product, the realities of scaling and global expansion, and the reasoning behind a customer-led, composable solution instead of a rigid, product-led approach. Plus, he reveals how ViewTrade balances profitability, growth, and innovation—including the strategic use of AI—and what's next on the horizon as they target nine-digit growth. Whether you're a SaaS founder, finance exec, or just curious about how technology is transforming financial services, this episode is packed with valuable lessons, operational metrics, and entrepreneurial wisdom. Let's dive in! Show Notes: 00:00 "Turnkey Cross-Border Financial Solutions" 03:57 "Modernizing Investment with Embedded Solutions" 07:07 Revolutionizing Financial Firms' Efficiency 12:15 "Customer-Led Solutions Drive Inbound" 15:15 "Fintech Sustainability and Responsibility" 18:35 "Starting Small, Scaling Strategically" 19:47 "CEO's Profit Margin Focus" 22:33 "Building Leaders and Expanding Globally" 25:38 Global Expansion and Wealth Ventures Links: Tony Petrilli's LinkedIn: https://www.linkedin.com/in/anthony-tony-petrilli-a2b59825/ ViewTrade's LinkedIn: https://www.linkedin.com/company/viewtrade-holding/ ViewTrade's Website: https://www.viewtrade.com/ To learn more about Ben check out the links below: Subscribe to Ben's daily metrics newsletter: https://saasmetricsschool.beehiiv.com/subscribe Subscribe to Ben's SaaS newsletter: https://mailchi.mp/df1db6bf8bca/the-saas-cfo-sign-up-landing-page SaaS Metrics courses here: https://www.thesaasacademy.com/ Join Ben's SaaS community here: https://www.thesaasacademy.com/offers/ivNjwYDx/checkout Follow Ben on LinkedIn: https://www.linkedin.com/in/benrmurray

From Caribbean to MENA: four-firm consortium among six bidders for Argentina's citizenship program contract.View the full article here.Subscribe to the IMI Daily newsletter here. 

In this episode of Building the Billion Dollar Business, Ray Sclafani breaks down why advisor movement data should be treated as an early warning system and not industry gossip. While the number of advisors changing firms has remained steady, a more concerning trend is emerging: more advisors are leaving the profession entirely than entering it.Ray explains that this shift isn't driven by compensation alone. Instead, advisors are making intentional decisions based on leadership clarity, career path visibility, enterprise value, and control over their future. He outlines four critical decision points for firm leaders in 2026: rethinking retention beyond pay, recruiting for long-term fit, aligning custodian and broker-dealer relationships with strategic purpose, and putting leadership development front and center.The episode challenges RIA and wealth management leaders to confront strategic ambiguity, leadership bottlenecks, and platform misalignment before retention issues show up in the P&L. The message is clear: firms that provide a credible future will keep top talent and those that don't won't.Key TakeawaysAdvisor movement data is an early warning system that reveals where confidence in leadership and long-term value is eroding.More financial advisors are leaving the profession entirely than entering it, signaling a deeper industry challenge beyond firm-to-firm movement.The cost of replacing experienced advisors far exceeds the cost of retaining and developing existing talent.Firms overly dependent on a single founder or leader create bottlenecks that limit growth and retention.Clear leadership pathways and role clarity are essential to sustaining advisor confidence and long-term firm value.Questions Financial Advisors Often AskQ: What does advisor movement data reveal about the wealth management industry? A: Advisor movement data shows where advisors believe long-term value exists and serves as an early warning system for leadership, retention, and strategic alignment issues.Q: Why are financial advisors leaving firms if compensation remains competitive? A: Advisors leave when they lack leadership clarity, role clarity, and a credible long-term career path, not simply because of pay.Q: Are more advisors leaving the profession entirely? A: Yes. In 2025, more advisors exited the profession than entered it, indicating a growing talent decline in the industry.Q: What is the real cost of losing experienced financial advisors? A: Replacing senior advisors typically costs one-and-a-half to two times their total compensation when factoring in lost productivity, recruiting time, and client disruption.Q: What role does leadership play in advisor retention? A: Advisors closely evaluate leadership development, decision-making structure, and whether firms rely too heavily on a single founder or leader.Q: Why do advisors say they are “voting with their feet”? A: Advisors move firms to gain more control over their future, their clients, and their long-term career trajectory, not because they want more change.Find Ray and the ClientWise Team on the ClientWise website or LinkedIn | Twitter | Instagram | Facebook | YouTubeTo join one of the largest digital communities of financial advisors, visit exchange.clientwise.com.

Overtime deductions became one of the most misunderstood tax topics coming out of the last election cycle—and that confusion is heading straight into tax season.In this episode, Lee Reams II and Lee Reams Sr. break down what actually qualifies as deductible overtime, why state overtime rules don't automatically apply for federal tax purposes, and why the 2025 tax season will be far more labor-intensive for firms than most people expect.This isn't about complicated tax law.It's about time, communication, and preparation.What we cover:• Why not all overtime qualifies for the federal deduction• State overtime rules vs. FLSA rules—and why the difference matters• Why weekly overtime analysis creates major prep bottlenecks• A real-world example where “earned OT” still results in no deduction• The hidden trap with time-and-a-half vs. double-time pay• Why 2025 puts the burden on firms—not employers• How structured worksheets and standardized intake save hours per return• The curveball many firms miss: tipped occupations• The advisory opportunity hiding inside a compliance headacheThe big takeaway: Firms that educate clients early, collect cleaner data, and use smarter systems will avoid chaos—and have better advisory conversations with better outcomes.This episode is a must-listen for tax and accounting professionals who want fewer surprises, better client experiences, and stronger margins heading into the 2025 tax season.Download the overtime worksheets:PDF:https://images.client-sites.com/WS-OvertimeDeduction.pdfGoogle / Excel:https://images.client-sites.com/Overtime_Deduction_Worksheet.xlsxLearn more about tech-enabled firm growth at CountingWorks PRO: https://www.countingworkspro.com/Thanks for listening—and for doing the work to build a smarter, more proactive firm.

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 Chris Markowski, known as the Watchdog on Wall Street, discusses the importance of financial truth and the prevalence of scams in the financial industry. He emphasizes the need for consumer awareness and the responsibility of media outlets to vet the information they present. The discussion also touches on political commentary, historical context, and the impact of economic policies on society. Markowski critiques consulting firms and their influence on businesses, highlighting the importance of recognizing the unseen value in services. He concludes with a message of hope for future opportunities in the business landscape.

Our Global Chief Economist Seth Carpenter joins our chief regional economists to discuss the outlook for interest rates in the U.S., Japan and Europe.Read more insights from Morgan Stanley.----- Transcript -----Seth Carpenter: Welcome to Thoughts on the Market. I'm Seth Carpenter, Morgan Stanley's Global Chief Economist and Head of Macro Research. And today we're kicking off our quarterly economic roundtable for the year. We're going to try to think about everything that matters in economics around the world. And today we're going to focus a little bit more on central banking. And when we get to tomorrow, we'll focus on the nuts and bolts of the real side of the economy. I'm joined by our chief regional economists. Michael Gapen: Hi, Seth. I'm Mike Gapen, Chief U.S. Economist at Morgan Stanley. Chetan Ahya: I'm Chetan Ahya, Chief Asia economist. Jens Eisenschmidt: And I'm Jens Eisenschmidt, Chief Europe economist. Seth Carpenter: It's Thursday, January 22nd at 10 am in New York. Jens Eisenschmidt: And 4 pm in Frankfurt. Chetan Ahya: And 9 pm in Hong Kong. Seth Carpenter: So, Mike Gapen, let me start with you as we head into 2026, what are we thinking about? Are we going into a more stable expansion? Is this just a different phase with the same amount of volatility? What do you think is going to be happening in the U.S. as a baseline outlook? And then if we're going to be wrong, which direction would we be wrong? Michael Gapen: Yeah, Seth, we took the view that we would have more policy certainty. Recent weeks have maybe suggested we're incorrect on that front. But I still believe that when it comes to deregulation, immigration policy and fiscal policy, we have much more clarity there than we did a year ago. So, I think it's another year of modest growth, above trend growth. We're forecasting something around 2.4 percent for 2026. That's about where we finished 2025. I think what's key for markets and the outlook overall will be whether inflation comes down. Firms are still passing through tariffs to the consumer. We think that'll happen at least through the end of the first quarter. It's our view that after that, inflation pressures will start to diminish. If that's the case, then we think the Fed can execute one or two more rate cuts. But we have those coming [in] the second half of the year. So, it looks like growth is strong enough. The labor market has stabilized enough for the Fed to wait and see, to look around, see the effects of their prior rate cuts, and then push policy closer to neutral if inflation comes down. Seth Carpenter: And if we go back to last year to 2025, I will give you the credit first. Morgan Stanley did not shift its forecast for recession in the U.S. the way some of our main competitors did. On the other hand, and this is where I maybe tweak you just a little bit. We underestimated how much growth there would be in the United States. CapEx spending from AI firms was strong. Consumer spending, especially from the top half of the income distribution in the U.S. was strong. Growth overall for the year was over 2 percent, close to 2.5 percent. So, if that's what we just came off of, why isn't it the case that we'd see even stronger growth? Maybe even a re-acceleration of growth in 2026? Michael Gapen: Well, some of that, say, improvement vis-à-vis our forecast, the outperformance. Some of that I think comes mechanically from trade and inventory variability. So, . I'm not sure that that says a lot about an improving trend rate of growth. Where there was other outperformance was, as you noted, from the consumer. Now our models, and I don't mean to get too technical here, but our model suggests that consumption is overshooting its fundamentals. Which I think makes it harder for the economy to accelerate further. And then AI; it's harder for AI spending to say get incrementally stronger than where it is. So, we're getting a little extra boost from fiscal. We've got that coming through. And I just think what it is, is more of the same rather than further acceleration from here. Seth Carpenter: Do you think there's a chance that the Fed in fact does not cut rates like you have in your forecast? Michael Gapen: Yes, I do think... Where we could be wrong is we've made assumptions around the One Big Beautiful Bill and what it will contribute to the economy. But as you know, there's a lot of variability around those estimates. If the bill is more catalytic to animal spirits and business spending than we've assumed, you could get, say, a demand driven animal spirits upside to the economy, which may mean inflation doesn't decelerate all that much. But I do think that that's, say, the main upside risk that we're considering. Markets have been gradually taking out probabilities of Fed cuts as growth has come in stronger. So far, the inflation data has been positive in terms of signaling about disinflation, but I would say the jury's still out on how much that continues. Seth Carpenter: Chetan, When I think about Japan, we know that it's been the developed market central bank that's been going in the opposite direction. They've been hiking when other central banks have been cutting. We got some news recently that probably put some risk into our baseline outlook that we published in our year ahead view about both growth and inflation in Japan. And with it what the Bank of Japan is going to do in terms of its normalization. Can you just walk us through a little bit about our outlook for Japan? Because right now I think that the yen, Japanese rates, they're all part of the ongoing market narrative around the world. Chetan Ahya: Yeah, Seth. So, look, I mean, on a big picture basis, we are constructive on the Japan macro-outlook. We think normal GDP growth remains strong. We are expecting to see the transition for the consumers from them seeing, you know, supply side inflation. Keeping their real wage growth low to a dynamic where we transition to real wage growth accelerating. That supports real consumption growth, and we move away from that supply side driven inflation to demand side driven inflation. So broadly we are constructive, but I think in the backdrop, what we are seeing on currency depreciation is making things a bit more challenging for the BOJ. While we are expecting that demand side pressure to build up and drive inflation, in the trailing data, it is still pretty much currency depreciation and supply side factors like food inflation driving inflation. And so, BOJ has been hesitant. So, while we had the expectation that BOJ will hike in January of 2027, we do see the risk that they may have to take up rate hike earlier to manage the currency not getting out of hand and adding on to the inflation pressures. Seth Carpenter Would I be right in saying that up until now, the yen has swung pretty widely in both directions. But the weakening of the yen until now hasn't been really the key driver of the Bank of Japan's policy reaction. It's been growth picking up, inflation picking up, wanting to get out of negative interest rates first, wanting to get away from the zero lower bounds. Second, the weaker yen in some sense could have actually been seen as a positive up until now because Japan did go through 25 years of essentially stagnant nominal growth. Is this actually that much of a fundamental change in the Bank of Japan's thinking – needing to react to the weakness of the yen? Chetan Ahya: Broadly what you're saying is right, Seth, but there is also a threshold of where the currency can be. And beyond a point, it begins to hurt the households in form of imported inflation pressures. And remember that inflation has been somewhat high, even if it is driven by currency depreciation and supply side factors for some time. And so, BOJ has to be watchful of potential lift in inflation expectations for the households. And at the same time, they are also watching the underlying inflation impact of this currency depreciation – because what we have seen is that over period workers have been demanding for higher wages. And that is also influenced by what happens to headline inflation, which is driven by currency depreciation. So, I would say that, yes, it's been true up until now. But, when currency reaches these very high levels of range, you are going to see BOJ having to act. Seth Carpenter: Jens, let's shift then to Europe. The ECB had been on a cutting cycle. They came to the end of that. President Lagarde said that she thought the disinflationary process had ended. In your year ahead forecast and a bunch of your writing recently, you've said maybe not so fast. There could still be some more disinflationary, at least risk, in the pipeline for Europe. Can you talk a little bit about what's going on in terms of European inflation and what it could mean for the European Central Bank? Because clearly that's going to be first order important for markets.Jens Eisenschmidt: I think that is right. I think we have a crucial inflation print ahead of us that comes out on the 4th of February. So, early February we get some signal, whether our anticipated fall of headline inflation here below the ECB's target is actually materializing. We think the chances for this are pretty good. There's a mix why this is happening. One is energy. Energy disinflation and base effects. But the other thing is services inflation resets always at the beginning of the year. January and February are the crucial month here. We had significant services upward pressure on prices the last years. And so just from base effects, we think we will see less of that. Another picture or another element of that picture is that wage disinflation is proceeding nicely. We have notably a significant weakness in the export-oriented manufacturing sector in Germany, which is a key sector of setting wages for the country. The country is around 30 percent of the euro area GDP. And here we had seen significant wage gains over the last year. So, the disinflationary trend coming from lower wage gains from this country, that will be very important. And an important signal to watch. Again, that's something we don't know. I think soon we have to watch simply monthly prints here. But a significant print for the first quarter comes out in May, and all of that together makes us believe that the ECB will be in a position to see enough data or have seen enough data that confirms the thesis of inflation staying below target for some time to come. So that they can cut in June and September to a terminal rate of 1.5 percent. Seth Carpenter: That is, I would say, out of consensus relative where the market is. When you talk to investors, whether they're in Europe or around the world, what's the big pushback that you get from them when you are explaining your view on how the ECB is going to act? Jens Eisenschmidt: There are two essential pushbacks. So, one is on substance. So, 'No, actually wages will not come down, and the economy will actually start overheating soon because of the big fiscal stimulus.' That, in a nutshell is the pushback on substance. I would say here, as you would say before, not so fast. Because the fiscal stimulus is only in one country. It's 30 percent. But only 30 percent of the euro area.Plus, there is another pushback, which is on the reaction function of the ECB. Here we tend to agree. So far, we have heard from policy makers that they feel rather comfortable with the 2 percent rate level that they're at. But we think that discussion will change. The moment you are below target in an actual inflation print; the burden of proof is the opposite. Now you have to prove: Is the economy really on a track that inflation will get back up to target without further monetary stimulus? We believe that will be the key debate. And again, happy to, sort of, concede that there is for now not a lot of signaling out of the ECB that further rate cuts are coming. But we believe the first inflation print of the year will change that debate significantly. Seth Carpenter: Alright, so that makes a lot of sense. However, looking at the clock, we are probably out of time for today. So, for now, Michael, Chetan, Jens, thank you so much for joining today. And to the listener, thanks for listening. And be sure to tune in tomorrow for part two of our conversation. And I have to say, if you enjoy this show, please leave us a review wherever you listen and share Thoughts on the Market with a friend or a colleague today.

I first got to know Soraya Chabarek the way many relationships now begin: entirely on screen. Meeting in person was different. As Soraya notes in this episode, technology accelerates access, but it can't replace human connection — a belief that has shaped how she invests, leads, and builds organizations. That philosophy sits at the heart of her work as president and CEO of Manulife CQS Investment Management, and it frames one of the hardest problems in asset management: succession. Hedge funds, in particular, tend to live and die by star portfolio managers. Soraya explains why she never believed you could truly “succession-plan” a single person — and instead thought about how teams could be designed to outlast any one individual.She traces that thinking back to the earliest chapters of her career, where mentors emphasized education over selling, long-term relationships over transactions, and a deep respect for risk. We talk about her path through the hedge fund world, what she learned from some of the legends in the industry, and why there are still too few women in the ranks and leadership. “A village needs to come together” to changes things, she says. From there, the conversation turns more technical. Soraya breaks down how CQS institutionalized itself over time and built scale across multi-asset credit, structured credit, and regulatory capital strategies. She explains why European credit has quietly delivered stronger risk-adjusted returns, and how complexity — when properly understood — can create durable return premiums.As the industry continues to consolidate, Soraya talks about what she looked for in a partner in the 18 months leading up to CQS's acquisition by Manulife. With the industry littered with failed asset management acquisitions, Soraya addresses the importance of culture, and how to identify a good one. The result, Soraya argues, is a rare balance: remaining a boutique credit specialist while gaining the stability, distribution, and patient capital of a global insurer. This is a wide-ranging conversation about how judgment actually shows up — in people, in markets, and in building institutions.

Amid a global context of eroding multilateralism and rising US trade wars, Mercosur and the European Union are trying to create a shared market for more than 700 million people. The proposed free trade zone for goods and services encompasses 27 European countries, plus Brazil, Argentina, Paraguay and Uruguay on the other side of the Atlantic, with Bolivia in the process of joining as well. Combined, the economies involved in the deal make up for approximately 20% of global GDP.The deal was finally signed on January 17, after more than 26 years of back-and-forth negotiations. But yet again, European farming countries are doing whatever they can to stall its implementation. On January 21, European lawmakers backed a resolution to seek an opinion from the EU's Court of Justice on whether the free-trade deal complies with existing EU treaties.That could stall the deal by up to two years — although the agreement's backers, such as Germany, are trying to go ahead and implement it on a provisional basis until the court says its piece. Send us your feedbackSupport the show

Beyond the Sketchbook: Mastering the Business of Design with Industry Leaders. Esteemed practitioners Keith Granet, Grant Kirkpatrick, Tom Stringer, and Louis Taylor share candid insights into the origin stories, critical business skills, and forward-looking strategies necessary to build and sustain a successful design practice. Moderated by Cheryl Durst (EVP and CEO of IIDA), the panel focused on the transition from being a talented designer to running a thriving, resilient business, covering genesis, operations, talent management, branding, and future-proofing. Origin Stories and Industry Appreciation: The panelists shared diverse paths into design. Some were drawn in early (Grant and Tom), while others arrived via finance and business consulting (Keith and Louis). Louis Taylor (Finance, SchappacherWhite) noted that, coming from auditing various industries, design is “absolutely the best industry to work in by far.” The 80/20 Rule of Entrepreneurship: A critical takeaway for design professionals is understanding that running a firm is primarily a business function. Keith Granet and Grant Kirkpatrick stressed that the time split is often 70–80% focused on business (HR, finance, marketing, systems) and only 20–30% on actual design work. Keith Granet (Granet and Associates, Leaders of Design) emphasized that good systems and data tracking (like a monthly “executive summary” of financials) are “freeing” and allow for greater creativity by alleviating stress over payroll and rent. Infrastructure and Skill Development: Hire Your Weaknesses: The consensus was to surround yourself with great consultants (finance, PR, marketing) and “hire your weaknesses” to empower the principal designer to focus on their “highest and best use.” Future Talent Gap: Louis Taylor noted that junior staff coming out of school often require significant training in “soft skills” (people skills, professional email etiquette, presentation, listening) to bridge the gap between conceptual learning and the real-world practice. Branding and Storytelling: Effective messaging must be authentic and focus on an idea bigger than the work itself. Grant Kirkpatrick (KAA Design Group) detailed their use of “The Five Whys” to articulate a vision, which for his firm is the belief that “design elevates the human spirit.” Tom Stringer (Tom Stringer Design Partners) built his brand around his personal value of adventure, which attracts clients who are “kindred spirits.” He emphasized that design is predicated on building trust over multiple generations. Future Proofing and Resilience: AI and Technology: The panelists recognized AI as a powerful, unavoidable tool that will alleviate mundane tasks and enhance existing work, though it also presents a significant challenge (“scares the shit out of us,” noted Keith). Firms must embrace it. * **Talent Retention:** **Institutional knowledge** is key to longevity. Firms are focusing on creating exceptional workspaces, competitive benefits (like sabbatical programs), and internal culture to recruit and **retain the best talent.** * **Mentorship:** Mentoring should be a fundamental part of a firm’s **culture**, not a forced, rigid program. It is essential at all career stages, providing wisdom and long-term connections that help owners stay agile and resourceful.

Un especialista explicó a RFI por qué los incendios forestales en el sur de Chile se han propagado con tanta rapidez, en una emergencia que ha dejado al menos una veintena de muertos y ha devastado casi 50.000 hectáreas de bosque. Entrevista a Jorge Félez-Bernal, geógrafo del Centro de Ciencias Ambientales EULA-Chile de la Universidad de Concepción. Damnificados claman en Chile por ayuda entre las ruinas que dejan los voraces incendios forestales en el sur del país, que han causado hasta ahora 20 muertos, mientras el gobierno considera que algunos podrían tener origen intencional. Las altas temperaturas cedieron el martes y dieron un respiro a los bomberos que luchan por sofocar las llamas. Los incendios forestales se iniciaron la tarde del sábado en las regiones de Ñuble y Biobío, a unos 500 kilómetros al sur de Santiago. En particular, en la Región del Biobío vuelve a ponerse el foco sobre la vulnerabilidad de este territorio. ¿Por qué el fuego se ha propagado con tal ferocidad? Varios analistas advierten que no se trata solo del clima, sino también de un tipo de paisaje que se ha convertido en una trampa. Jorge Félez-Bernal, geógrafo del Centro de Ciencias Ambientales EULA-Chile de la Universidad de Concepción, explicó a Pauline Gleize, periodista de RFI, que casi la mitad de la región del Biobío está cubierta por plantaciones industriales. Esta situación, sumada a otras condiciones como la megasequía que afecta desde hace más de una década al centro y sur de Chile, facilita la propagación del fuego. "En nuestra región del Biobío tenemos aproximadamente el 40% de la superficie total cubierta por monocultivo forestal, es decir, pino radiata y eucaliptus globulus. Son vastas extensiones de territorio donde existe una continuidad del combustible, el cual se encuentra estresado por condiciones asociadas a la crisis climática. También hay un trasfondo ligado a la megasequía y al descenso de la humedad, lo que hace que el combustible esté más estresado y que, cuando se produce una ignición, el incendio se propague de forma vertiginosa", señala. El mayor problema es el monocultivo forestal  El geógrafo indicó que el problema de base en la región es el dominio abrumador del monocultivo forestal. "En condiciones de continuidad horizontal y vertical, y sin un manejo adecuado de las plantaciones de monocultivo forestal, la ignición pasa rápidamente desde el suelo a las copas de los árboles y, desde ahí, se extiende de manera horizontal a lo largo de cientos de miles de hectáreas", subraya. Félez-Bernal explica que las masas de bosque nativo también se queman, pero lo hacen de una manera diferente, ya que no arden con una intensidad tan elevada. "Tenemos muchos tipos y subtipos de bosque nativo. Existen formaciones forestales esclerófilas que están, en cierta forma, más adaptadas a sufrir estas condiciones de estrés en verano y, por lo tanto, son proclives a frenar en cierta medida el avance de los incendios, porque en esa estación están más latentes. También está el caso de las formaciones asociadas a la Araucaria araucana, la especie más emblemática de esta parte del país, que ha sido capaz de evolucionar con el fuego para tratar de frenar el avance de las llamas". Según cálculos iniciales basados en FIRMS —el Sistema de Información sobre Incendios para la Gestión de Recursos, un sitio web gratuito de cartografía de incendios ofrecido por la NASA y citado por Jorge Félez-Bernal—, el 80% de la superficie quemada corresponde a monocultivo forestal y cerca del 8% a bosque nativo. El propio geógrafo advirtió, no obstante, que no se trata de cifras exactas.

Join us LIVE on Mondays, 4:30pm EST.A weekly Podcast with BHIS and Friends. We discuss notable Infosec, and infosec-adjacent news stories gathered by our community news team.https://www.youtube.com/@BlackHillsInformationSecurityChat with us on Discord! - https://discord.gg/bhis

Most high-performing advisors can point to someone who helped shape their success. Yet many firms still leave learning to chance, assuming experience alone will do the work. In this episode, Ray Sclafani makes the case that training is not a nice-to-have but a growth imperative for advisory firms that want to scale, retain top talent, and deliver a consistent client experience.Drawing on industry data and real-world examples from ClientWise, Ray breaks down six practical steps firm leaders can use to build a learning-driven culture. He explores how professional development plans, career planning guides, and intentional training budgets create clarity and momentum for individuals and teams. Ray also shares how firmwide training, visibility around learning milestones, and gamification can reinforce accountability and engagement across the organization.The episode closes with a discussion on balancing internal and external training, preparing the next generation of leaders, and using learning as a strategic advantage. If you want your firm to grow faster, retain great people, and multiply its impact, this episode offers a clear roadmap for making training a core part of how your business operates.Key TakeawaysFirms that prioritize training consistently outperform those that treat learning as optionalTraining must be budgeted intentionally, just like hiring, marketing, and technology investmentsFirmwide training builds culture, alignment, and shared language across teamsMaking learning visible through recognition and communication reinforces its importance internally and with clientsTraining is growth insurance that drives scalability, retention, and long-term firm valueQuestions Financial Advisors Often AskQ: Why is training essential for advisory firm growth? A: Training is a growth imperative. Firms with strong learning cultures are more productive, more innovative, more profitable, and better at retaining employees than firms that undervalue training.Q: How does training impact employee retention in advisory firms? A: According to LinkedIn's Learning Report cited in the episode, 94 percent of employees say they would stay with a company longer if it invested in helping them learn.Q: What are Professional Development Plans (PDPs)? A: PDPs are co-created plans between team members and their leaders that outline skills, competencies, and experiences needed for future roles. They are reviewed regularly and tied to measurable goals rather than treated as static HR documents.Q: Why should advisory firms budget intentionally for training? A: Research from the Association for Talent Development shows that top-performing companies spend more per employee on training and are more profitable than their peers. Training should be budgeted with the same discipline as hiring, marketing, and technology.Q: How does training support future leadership and succession planning? A: Training prepares team members to step into new roles, reduces key-person risk, and builds a pipeline of future leaders who are ready to support the firm's long-term growth.For more information click here to visit the Best in the Business Blog. Find Ray and the ClientWise Team on the ClientWise website or LinkedIn | Twitter | Instagram | Facebook | YouTubeTo join one of the largest digital communities of financial advisors, visit exchange.clientwise.com.

Adam Coons weighs in on market volatility and investment opportunities, predicting a shift away from U.S. stocks toward international equities, particularly in Asia. That view comes even as Adam foresees potential quantitative easing from the Fed. He also discusses the stabilization of energy prices and the potential for deregulation to boost financial institutions.======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

Ben Orthlieb of Blue Moon joins Nick to discuss AI Native VC, Achieving 50%+ Graduation from Seed to Series A, Why Access Is the Key to Success, and Why Network Driven Firms Can No Longer Compete. In this episode we cover: Challenges of the Traditional Venture Model Blue Moon's AI-Assisted Human Judgment Evaluating Exceptional Founders Access vs. Picking in Venture Capital Blue Moon's Sourcing and Screening Process Non-Obvious Data Sources and Market Dynamics Winning Deals and Founder Relationships Future of Blue Moon and AI in Venture Capital Importance of Price and Pre-Commitments Guest Links: Ben's LinkedIn Blue Moon's LinkedIn Blue Moon's Website The host of The Full Ratchet is Nick Moran of New Stack Ventures, a venture capital firm committed to investing in founders outside of the Bay Area. We're proud to partner with Ramp, the modern finance automation platform. Book a demo and get $150—no strings attached.   Want to keep up to date with The Full Ratchet? Follow us on social. You can learn more about New Stack Ventures by visiting our LinkedIn and Twitter.

Historically, many PE-backed firms don't take marketing & branding seriously. They think building a brand is irrelevant and takes too long, especially for the aggressive timelines often found in private equity. What if we told you building a brand and then marketing that brand can actually work as a shortcut to the results you want AND increase your valuation? We wanted you to learn from an expert with a ton of experience here, so we welcomed on Marc Rust. He's the Managing Director of Consequently Creative (CQC), who helps private equity increase portfolio company valuations & navigate change with brand momentum. For more about ForthRight Business by ForthRight People or for 1:1 consultation, check us out at ForthRight-Business.com And as always, if you need Strategic Counsel, don't hesitate to reach out to us at: ForthRight-People.com FACEBOOK https://www.facebook.com/forthrightpeople.marketingagency INSTAGRAM https://www.instagram.com/forthrightpeople/ LINKEDIN https://www.linkedin.com/company/forthright-people/ RESOURCES https://www.forthright-people.com/resources VIRTUAL CONSULTANCY https://www.forthright-people.com/shop

The White House looking to strike a deal to curb the impact of AI demand on power prices. The CEO of EQT, the largest nat gas producer in the U.S. joins to explain the increase in demand. Then AI is still eating software. A top wall street analyst with a warning about further downside pressure. He lays out the names to avoid.  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Most PI firms don't lose control because they stop caring or stop trying, they lose control because their systems can't handle scale. As case volume, headcount, and exposure increase, weak infrastructure shows up fast. In this episode, Brett Schreiber explains how Singleton Schreiber scaled from 40 people to 475+ across seven states without sacrificing intake discipline, trial quality, or the client experience. You'll learn: Why scaling exposes operational cracks faster than legal mistakes The real risk of adding headcount before systems are ready When C-suite leadership becomes necessary, and why fractional roles matter early How to support elite trial lawyers at scale without turning cases into inventory If you like what you hear, hit subscribe. We do this every week. Buy tickets for PIMCON 2026: pimcon.org Get Social! Personal Injury Mastermind (PIM) powered by Rankings.io is on Instagram | YouTube | TikTok

Long gone were the days when engineering was only about the technical work! Today, you can take your technical skills, flip it, and use it in a way that's never been possible before — and this episode is proof of that.

Today's guest is Debjit Saha, VP of Engineering & Product for Risk & Compliance at MoneyGram. Debjit focuses on building data- and AI-driven controls for fraud, compliance, and payments decisioning. Debjit joins Emerj Editorial Director Matthew DeMello to explore how payments teams can modernize risk and compliance as fraud grows more sophisticated, customer tolerance for friction shrinks, and regulators demand stronger explainability. Debjit also highlights pragmatic steps leaders can take to build credibility quickly—starting with high-impact use cases, designing for auditability, and placing human oversight where it matters most. Want to share your AI adoption story with executive peers? Click emerj.com/e2 for more information and to be a potential future guest on Emerj's flagship 'AI in Business' podcast! If you're interested in unlocking our AI best practice guides, frameworks for AI ROI, and specific resources for AI consultants, visit emerj.com/p1.

(0:00) Intro(2:00) About the podcast sponsor: The American College of Governance Counsel.(2:45) Start of interview. *Reference to prior episodes with Joe (E1 from '20, E35 from '21, E84 from '23, E123 from '24 and E161 from '25)(4:43) IPO Environment. Reference to paper by Mark Roe: Half the Firms, Double the Profits(11:58) Elon Musk's $1 Trillion Pay Plan "We will pay you an outrageous amount if you achieve preposterous results."(14:40) Delaware's Supreme Court Decision Reversing the Chancery's Rescission of Elon's $56B (now $139B) Tesla comp (20:08) The AI Bubble "We're either in a bubble or a bubble is inevitable."(25:24) OpenAI's Restructuring *more about the restructuring in this article(28:18) Predictions on Elon Musk vs OpenAI trial(32:47) Delaware Exodus "I describe Delaware now as the prostate of corporate law" "it's too soon to make a move from Delaware"(36:16) Evolution of the Caremark Doctrine "the big enchilada"(38:09) Delaware Attorney Fee Awards. *Reference to Joe Grundfest's paper on this topic.(40:34) SEC enforcement focus (41:20) Biggest winner in business in 2025(42:42) Biggest loser in business in 2025(44:11) Biggest business surprise in 2025(44:46) Best corporate governance trend from 2025(46:00) Worst corporate governance trend from 2025(48:28) What's the biggest corporate governance trend to watch out for in 2026(50:00) Thoughts on SEC (and other agencies) having Commissioners from a single party(54:34) The Chicken!Joe Grundfest is W.A. Franke Professor of Law and Business Emeritus at Stanford Law School, and Senior Faculty of the Arthur and Toni Rembe Rock Center for Corporate Governance You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

In this feed drop from Uncapped, Jack Altman sits down with a16z co-founder Ben Horowitz to unpack the founding bet behind Andreessen Horowitz. VC should be a better product for entrepreneurs, built on real operating experience, real networks, and real support.Ben shares how he and Marc Andreessen have worked together for 30 years, how they make decisions, and what it takes to scale a venture firm without losing the edge that actually helps founders. They also dig into why boards matter, how platform teams can change what partners do day-to-day, and the difference between “heat-seeking” investing and conviction-driven company building, especially in sectors like AI and crypto.Timecodes:00:00 Introduction 01:05 Ben Horowitz & Marc Andreessen's Partnership  04:05 Building & Leading a16z  07:16 Managing High-Powered VCs  11:01 Boards, Governance & Founder Support  15:36 Platform Services & Recruiting  17:43 Scale vs. Concentration in Venture  20:57 Why Venture Can Scale  24:27 Platform Services: What Works and What Doesn't  27:50 The Real Value of Board Membership  35:38 Media, Brand & Marketing Evolution  41:32 The Future of Media & Journalism  45:30 Limits on Venture Firm Size  49:13 Winning vs. Picking Deals  53:16 The Case Against Venture Scale  55:49 Hiring Operators & Rethinking the VC ProductResources:Follow Ben on X: https://twitter.com/bhorowitzFollow Jack on X: https://twitter.com/jaltmaWatch more from Uncapped: https://www.altcap.com/ Stay Updated:If you enjoyed this episode, be sure to like, subscribe, and share with your friends!Find a16z on X: https://twitter.com/a16zFind a16z on LinkedIn: https://www.linkedin.com/company/a16zListen to the a16z Podcast on Spotify: https://open.spotify.com/show/5bC65RDvs3oxnLyqqvkUYXListen to the a16z Podcast on Apple Podcasts: https://podcasts.apple.com/us/podcast/a16z-podcast/id842818711Please note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures. Stay Updated:Find a16z on XFind a16z on LinkedInListen to the a16z Show on SpotifyListen to the a16z Show on Apple PodcastsFollow our host: https://twitter.com/eriktorenberg Please note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Introduction In this Deep Dive episode, we dive into PwC's latest AI Business Predictions — a roadmap offering insight into how companies can harness artificial intelligence not just for efficiency, but as a strategic lever to reshape operations, workforce, and long-term growth. We explore why “AI adoption” is now about more than technology: it's about vision, leadership, and rethinking what work and human potential look like in a rapidly shifting landscape. Key Insights from PwC AI success is as much about vision as about adoption According to PwC, what separates companies that succeed with AI from those that merely dabble is leadership clarity and strategic alignment. Firms that view AI as central to their business model — rather than as an add-on — are more likely to reap measurable gains.  AI agents can meaningfully expand capacity — even double workforce impact One bold prediction: with AI agents and automation, a smaller human team can produce work at a scale that might resemble having a much larger workforce — without proportionally increasing staff size. For private firms especially, this means you can “leapfrog” traditional growth limitations.  From pilots to scale: real ROI is emerging — but requires discipline While many organizations experimented with AI in 2023–2024, PwC argues that 2025 and 2026 are about turning experiments into engines of growth. The companies that succeed are those that pick strategic high-impact areas, double down, and avoid spreading efforts too thin.  Workforce composition will shift — rise of the “AI-generalist” As AI agents take over more routine, data-heavy or repetitive tasks, human roles will trend toward design, oversight, strategy, and creative judgment. The “AI-generalist” — someone who can bridge human judgment, organizational culture, and AI tools — will become increasingly valuable.  Responsible AI, governance, and sustainability are non-negotiables PwC insists that success with AI isn't just about technology rollout; it's also about embedding ethical governance, sustainability, and data integrity. Organizations that treat AI as a core piece of long-term strategy — not a flashy add-on — will be the ones that unlock lasting value.  What This Means for Leaders, Culture & Burnout (Especially for Humans, Not Just AI) Opportunity to reimagine roles — more meaning, less drudgery As AI takes over repetitive, transactional work, human roles can shift toward creativity, strategy, mentorship, emotional intelligence, and leadership. That aligns with your mission around workplace culture and “Burnout-Proof” leadership: this could reduce burnout if implemented thoughtfully. Culture becomes the strategic differentiator As more companies adopt similar AI tools, organizational vision, values, psychological safety, and human connection may become the real competitive edge. Leaders who “get culture right” will be ahead — not because of tech, but because of people. Upskilling, transparency and trust are essential With AI in the mix, employees need clarity, training, and trust. Mismanaged adoption could lead to fear, resistance, or misalignment. Leaders must shepherd not just technology, but human transition. AI-driven efficiency must be balanced with empathy and human-centered leadership The automation and “workforce multiplier” potential is seductive — but if leaders lose sight of human needs, purpose, and wellbeing, there's a risk of burnout, disengagement, or erosion of cultural integrity. For small & private companies: a chance to leapfrog giants — but only with clarity and discipline Smaller firms often lack the resources of large enterprises, but according to PwC, those constraints may shrink when AI is used strategically. For mission-driven companies (like yours), this creates an opportunity to scale impact — provided leadership stays grounded in purpose and values. Why This Topic Matters for the Breakfast Leadership Network & Our Audience Given your work in leadership development, burnout prevention, workplace culture, and coaching — PwC's predictions offer a crucial lens. It's no longer optional for organizations to ignore AI. The question isn't “Will we use AI?” but “How will we use AI — and who do we become in the process?” For founders, people-leaders, HR strategists: this is a call to be intentional. To lead with vision, grounded in human values. To design workplaces that thrive in the AI era — not suffer. Questions for Reflection  What parts of your organization's workflow could be transformed by AI — and what human strengths should those tools free up rather than replace? How might embracing AI shift your organizational culture and the expectations for leaders? What ethical, psychological, or human-impact considerations must you address before “going all in” on AI? As a leader, how will you ensure the “AI-generalists” — employees blending tech fluency with empathy, creativity, and human judgment — are cultivated and supported? How do you prevent burnout and disconnection while dramatically increasing capacity and output via AI? Learn more at https://BreakfastLeadership.com/blog Research:  https://www.pwc.com/us/en/tech-effect/ai-analytics/ai-predictions.html    

End chaos in your firm—300+ peers use this framework. Free video here: https://www.businessofarchitecture.com/framework In this episode of Business of Architecture, Rion Willard sits down with Camila Brugger, founder of WorldTeams—the company quietly transforming how architecture firms grow. Camila shares her personal journey from witnessing the chaos of her parents' small practice to building a 650-person global team that serves over 200 firms. Her story is raw, energizing, and full of practical insight for any architect tired of doing it all alone. You'll hear how remote talent can unlock growth, freedom, and surprising loyalty—even if you've tried outsourcing before and failed. Camila reveals the mindset shifts and systems that make remote work actually work. And she doesn't hold back on the tough lessons that helped her scale without burning out. In this episode, you'll discover… The silent hiring mistake most architects are still making—and how it's costing them thousands. What one architecture firm owner did to 3X their team without opening a single job ad. Why your dream lifestyle might be just one mindset shift away. To learn more about Camila, visit her website: https://worldteams.com/

 THE RETREAT FROM WOKE CAPITALISM AND RETURN TO THE BOTTOM LINE Colleague Charles Gasparino. Gasparino describes a current retreat from "woke capitalism" as firms like BlackRock and Goldman Sachsface financial losses and consumer pushback. Citing Home Depot co-founder Bernie Marcus, he concludes that prioritizing political activism over shareholder returns is counterproductive, asserting that businesses are now pivoting back to the bottom line. NUMBER 4

 Chris Markowski, the Watchdog on Wall Street, discusses the pervasive issues within the financial industry, including the lack of media coverage on Wall Street fraud, the influence of advertising on public perception, and the challenges faced by smaller firms in a landscape dominated by 'too big to fail' institutions. He emphasizes the importance of integrity in financial advising and the need for a shift towards genuine client care and wealth building.

00:00 Intro01:20 U.S Sanctions 4 Chinese Firms With Ties to Venezuela02:50 Fleming: Facebook User Data Guaranteed to Go to Beijing With Meta's Recent Deal06:38 China Unveils Latin America Policy Paper and Challenges U.S. Influence08:16 Lockheed Wins $328m Pentagon Deal for Taiwan Arms09:01 Next Phase Unveiled in $12b Aid Package for Farmers09:52 China Imposes Additional 55% Tariffs: Beef Imports10:24 TSMC Granted U.S. Chipmaking Tool License11:36 Sweeping Mexican Tariffs on Asian Goods Now in Effect12:26 Campaign Group Seeks to Reform or Replace the W.H.O.16:01 U.S. Pressure Campaign to Oust Venezuela's Leader

Chris Markowski, known as the Watchdog on Wall Street, discusses the realities of the financial world, emphasizing the conflicts of interest inherent in publicly traded investment firms and the impact of private equity on financial advisory services. He critiques the regulatory environment and the evolution of corporate accountability, drawing parallels between historical corporate raiders and modern financial practices. Markowski advocates for consumer awareness and personal responsibility in investing, warning against the dangers of greed and the illusion of financial security.

U.S. President Donald Trump claimed Venezuela's military has been rendered ineffective and said President Nicolás Maduro and his wife are being held aboard a vessel bound for New York to face U.S. justice.

This is an Impact Pricing Blog published on October 27, 2025, turned into an audio podcast so you can listen on the go. Read Full Article Here: https://impactpricing.com/blog/what-pe-firms-miss-in-pricing-due-diligence/ If you have any feedback, definitely send it. You can reach us at mark@impactpricing.com.  Now, go make an impact.   Connect with Mark Stiving: Email: mark@impactpricing.com LinkedIn: https://www.linkedin.com/in/stiving/  

In this episode, Steve Fretzin and Wes Lungwitz discuss:Adapting to change in legal marketingStrengthening the website as the foundationOptimizing for AI-driven discoveryEvaluating partners and acting proactively Key Takeaways:Law firm growth now depends on adapting to AI, new search behavior, and shifting marketing dynamics. Firms that remain static risk losing visibility as discovery moves beyond traditional SEO.A law firm website must be fast, technically clean, accessible, and well-structured. Personalized practice-area content and visible social proof reinforce trust and conversion.Search is shifting toward AI assistants and answer engines that reward clarity and structure. Conversational content, deep practice pages, and schema markup increase AI visibility.Agencies must actively address AI visibility, schema strategy, and changing discovery behavior. Google Business Profiles remain essential for legitimacy and intent capture. "You have to adapt in life and change and keep up with the times, and it's just so important in our industry and just life in general." —  Wes Lungwitz Check out my new show, Be That Lawyer Coaches Corner, and get the strategies I use with my clients to win more business and love your career again. Ready to go from good to GOAT in your legal marketing game? Don't miss PIMCON—where the brightest minds in professional services gather to share what really works. Lock in your spot now: https://www.pimcon.org/ Thank you to our Sponsor!Rankings.io: https://rankings.io/ Ready to grow your law practice without selling or chasing? Book your free 30-minute strategy session now—let's make this your breakout year: https://fretzin.com/ About Wes Lungwitz: Wes Lungwitz is the co-founder and managing partner of Civille, a digital marketing and technology company focused exclusively on helping law firms grow. With a background in highly competitive, data-driven digital marketing, he brings modern website, SEO, and analytics strategies to an industry that has traditionally lagged behind other verticals. Wes regularly speaks and writes on the future of legal marketing, including AI-driven search and evolving discovery behavior. Connect with Wes Lungwitz:  Website: https://getciville.com/  LinkedIn: https://www.linkedin.com/in/wes-lungwitz-1b532432/ Connect with Steve Fretzin:LinkedIn: Steve FretzinTwitter: @stevefretzinInstagram: @fretzinsteveFacebook: Fretzin, Inc.Website: Fretzin.comEmail: Steve@Fretzin.comBook: Legal Business Development Isn't Rocket Science and more!YouTube: Steve FretzinCall Steve directly at 847-602-6911 Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

How will wealth management change in 2026? In this episode of Bank on Wipfli, join Wipfli's Robert Zondag for a conversation with Diamond Consultants CEO Louis Diamond and Wipfli partner Ron Niemasyk about the evolving dynamics of the industry in areas like recruitment, tech and private equity partnerships — plus how wealth management advisory firms are adapting to keep up.Listen for a rundown on key trends that will shape wealth management over the next 12 months, including:Firms moving towards advisory-focused business models, including why tax and estate planning have become expected service offerings.Wealth advisors leaning heavily on technology to drive growth, including AI, CRM integration and a focus on operational efficiency.Private equity's growing interest in the registered investment advisor (RIA) sector, what's driving record 10-12x EBITDA valuations, and why long-term success can depend on capital decisions.Key recruiting and retention strategies, including a holistic approach that embraces flexibility, culture, technology and succession planning.Major recruiting red flags, like compensation changes, limited growth support and a lack of integration into the team.

Show Notes: Remco Visser talks about Saga, an AI product used by 150 law firms. Remco explains that Saga is a legal AI innovation company helping law firms and legal departments implement AI into their practice and daily workflows.  AI Training and Integration The platform includes AI training and adoption sessions to help firms integrate AI into their daily practices. However, Remco highlights the importance of understanding the viability space where AI can be effectively used if the firm is not yet ready for full AI implementation. Saga helps firms understand  when AI integration is the best option and offers training on using AI in the workflow.  He talks about LLMs and more standard software options Demonstrating Saga Remco demonstrates the AI platform's ability to draft legal documents, using an NDA as an example. The platform automatically recognizes when a user wants to draft a document and opens a window for AI-generated documents, and he shows the platform's ability to ask follow-up questions for customization, such as what country state law should govern it? What's the main purpose? How long do you want it to last? Remco explains the platform's new updates require more context to draft accurate documents.    The Saga Prompt Improver Remco introduces the concept of a prompt improver that automatically improves prompts for users. The platform can suggest variables for users to fill in, making it easier to draft accurate documents. To highlight the program's efficiency, he gives an example of a prompt improved by the platform. Remco emphasizes the importance of providing context, such as jurisdiction and language, to improve the accuracy of AI-generated documents. He explains how the prompts can be stored in the Prompt Library  improver and how the Saga lab tests and shares prompts for customers to access. Saga Use Cases Remco discusses various use cases, including drafting letters of intent and reviewing agreements, and mentions that people with no legal experience can use it. The platform can use templates and attach documents to draft comprehensive legal documents. Remco demonstrates the ability to redline documents and suggest changes based on templates. The platform can also assist with litigation by drafting arguments, memos, and letters, and providing detailed timelines. Saga's Assistance Roles Remco explains the concept of assistance roles, such as devil's advocate, contract assistant, and legal research assistant. These roles help users challenge their arguments and improve their legal strategies.  Data Accuracy and AI Hallucinations Remco addresses the issue of hallucinations in AI-generated documents, explaining how Saga mitigates this risk. The platform uses citations and reasoning models to ensure the accuracy of generated documents. He demonstrates the various assistant models available from proofreader and tax authority to Judge and goes into detail on how to check citations and ensure data is accurate.  Saga's Implementation Process Remco outlines the implementation process for firms, recommending starting with a smaller group for training. The training program includes sessions on AI basics, prompting, workflows, and legal databases. Firms can also bring practice groups together to brainstorm AI use cases and share information. Remco emphasizes the importance of hands-on exercises during training to ensure users understand how to use the platform effectively.   Time-saving Features and Pricing Remco explains that Saga charges per seat per month, with a price of 125 euros per user. Firms save an average of four to five hours a week and see an improvement in work quality, especially for juniors. The platform is designed to be a no-brainer for firms looking to improve efficiency and quality in legal work. He acknowledges the challenges of implementing new software but believes the value proposition is clear. Grid Review Feature Remco demonstrates the grid review feature, which extracts information from documents and provides detailed insights. The platform can handle various types of documents, such as lease agreements, Chamber of Commerce extractions, and shareholders agreements. The grid review feature highlights the context around extracted information, providing a comprehensive understanding. In conclusion, Remco emphasizes the platform's ability to save time and improve the accuracy of legal reviews.   Timestamps:  01:34: Demonstration of AI Platform Features  03:05: Improving Prompts and Context  05:25: Use Cases and Advanced Features  10:34: Assistance Roles and Safeguards  14:07: Implementation and Training  17:02: Pricing and Value Proposition  20:47: Advanced Features and Customization  Links: Website: https://www.sagalegal.io/ LinkedIn: https://www.linkedin.com/in/remco-visser-1645a39b/ This episode on Umbrex: https://umbrex.com/?post_type=unleashed&p=224463&preview=true Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com. *AI generated show notes and transcript  

Let the record show, records were meant to be corrected. In this episode, we revisit something we mentioned that might not have been the full story, the role of the remote attorney and the freelance attorneys provided by LAWCLERK.  Guest Kristin Tyler is a lawyer and co-founder and chief brand officer at LAWCLERK, which supplies contract attorneys for growing, busy law firms under an arrangement where freelance attorneys work under the supervision of a client's in-house attorneys.  From discovery to document review to deposition management, contract attorneys can manage routine tasks at rates designed to be affordable for growing firms. Why hire a part-time paralegal when you can hire an actual attorney at a comparable rate?  Whether you're a growing firm or an attorney looking for part-time work, hear why this could be the solution you've been looking for.  Questions or ideas about solo and small practices? Drop us a line at NewSolo@legaltalknetwork.com.  Topics: Contract and part-time remote attorneys can help busy, growing firms find affordable legal assistance when things get hectic. Why hire a remote paralegal when you can hire an actual, licensed attorney at a comparable cost? Do your best and outsource the rest! Special for our listeners, for your first hire from LAWCLERK, use the promo code NewSolo25 for a $100 rebate. Hear how the arrangement works, including ethical and licensing policies, confidentiality, state-specific availability, and even hiring attorneys who are experts in the exact area of law you need. Resources: Previous appearance on Legal Talk Network, “Clio Cloud 2022: Hire for Success – Best Practices for Growing Your Team” Previously on New Solo, “Checking In! Four Years Later, Solo Practice Aloha Divorce Is Thriving”  Clio ABA Techshow 2026 Clio Cloud Conference 2026 

Let the record show, records were meant to be corrected. In this episode, we revisit something we mentioned that might not have been the full story, the role of the remote attorney and the freelance attorneys provided by LAWCLERK.  Guest Kristin Tyler is a lawyer and co-founder and chief brand officer at LAWCLERK, which supplies contract attorneys for growing, busy law firms under an arrangement where freelance attorneys work under the supervision of a client's in-house attorneys.  From discovery to document review to deposition management, contract attorneys can manage routine tasks at rates designed to be affordable for growing firms. Why hire a part-time paralegal when you can hire an actual attorney at a comparable rate?  Whether you're a growing firm or an attorney looking for part-time work, hear why this could be the solution you've been looking for.  Questions or ideas about solo and small practices? Drop us a line at NewSolo@legaltalknetwork.com.  Topics: Contract and part-time remote attorneys can help busy, growing firms find affordable legal assistance when things get hectic. Why hire a remote paralegal when you can hire an actual, licensed attorney at a comparable cost? Do your best and outsource the rest! Special for our listeners, for your first hire from LAWCLERK, use the promo code NewSolo25 for a $100 rebate. Hear how the arrangement works, including ethical and licensing policies, confidentiality, state-specific availability, and even hiring attorneys who are experts in the exact area of law you need. Resources: Previous appearance on Legal Talk Network, “Clio Cloud 2022: Hire for Success – Best Practices for Growing Your Team” Previously on New Solo, “Checking In! Four Years Later, Solo Practice Aloha Divorce Is Thriving”  Clio ABA Techshow 2026 Clio Cloud Conference 2026  Learn more about your ad choices. Visit megaphone.fm/adchoices

China has announced sweeping sanctions against 20 U.S. defense companies and 10 of their senior executives over recent arms sales to the Taiwan region.

What happens when candidate submissions disappear—and no one can explain why? In this FDE Express episode, host Kortney Harmon breaks down how undefined submission processes quietly drain revenue and momentum.Drawing on real-world audits, Kortney reframes failed submissions as an operational issue, not a recruiter problem. She outlines how inconsistent formats, missing follow-up, and lack of visibility create a costly “figure it out” tax—and what a revenue-protecting submission framework actually looks like.Key Takeaways• Why submissions are as revenue-critical as invoicing• The hidden cost of letting recruiters “figure it out”• What a standardized, flexible submission process includes• How visibility and tracking protect placements and momentumListen in for practical strategies you can implement immediately to bring consistency and control back to your submission process.___________________Follow Crelate on LinkedIn: CrelateWant to learn more about Crelate? Book a demo hereSubscribe to our newsletter: https://www.crelate.com/blog/full-desk-experience

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Plus: BioMarin Pharmaceutical to acquire biotech Amicus Therapeutics for about $4.8 billion. And high-speed trading firm Jump Trading is accused of contributing to the collapse of Terraform Labs. Julie Chang hosts. Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us a textAI is everywhere in TMT — but in late 2025, the hype is fading and the real question is simple: what's the ROI?Rick Wilmot (ex-McKinsey) sits down with leaders from Bain (Ron Kermisch), Capgemini Invent (Karl Bjurstrom), Strategy& (Dan Hays), and Altman Solon (Gregor Eichler) to unpack what TMT clients want now — and what it takes to win offers in this space.You'll hear what's changing across tech and telecom: the post-hype AI reality check, shifting talent strategy, telco capex monetization pressure, and the growing role of regulation in growth strategy.The panel also gets practical on recruiting: what makes candidates stand out, how to show real depth in TMT, and how to start strong once you land the role.Each firm is hiring now. Click here to see open roles and prep resources to help you land your next offer.Additional Resources:Explore open roles at Altman Solon, Bain, Capgemini Invent, and Strategy&Join Black Belt for personalized coaching, digital assessment practice, and targeted prep to break into education consultingPartner Links:Learn more about NordStellar's Threat Exposure Management Program; unlock 10% off with code SIMPLIFIED-10Listen to the Market Outsiders podcast, the new daily show with the Management Consulted teamConnect With Management Consulted Schedule free 15min consultation with the MC Team. Watch the video version of the podcast on YouTube! Follow us on LinkedIn, Instagram, and TikTok for the latest updates and industry insights! Join an upcoming live event - case interviews demos, expert panels, and more. Email us (team@managementconsulted.com) with questions or feedback.

Our Global Head of Macro Strategy Matthew Hornbach and Chief U.S. Economist Michael Gapen discuss the Fed's path as inflation remains above its target and the labor market continues cooling.Read more insights from Morgan Stanley.----- Transcript -----Matthew Hornbach: Welcome to Thoughts on the Market. I'm Matthew Hornbach, Global Head of Macro Strategy. Michael Gapen: And I'm Michael Gapen, Morgan Stanley's Chief U.S. Economist. Matthew Hornbach: Yesterday, the FOMC meeting delivered another quarter percentage point rate cut. Today we're here to discuss what happens next.It's Thursday, December 11th at 8:30 AM in New York. So, Mike, once again, the Fed cut rates by 25 basis points. That outcome was not a surprise, and the markets reacted positively. But there were some surprises. A bit of a divided FOMC, if you will. How did things play out during the meeting and what are some important takeaways to keep in mind? Michael Gapen: Yeah, well certainly Matt, it is a divided committee. I think that's clear. I think one key takeaway for me is the idea that the Fed is done with risk management rate cuts, and now we're back to data dependent. So, what does that mean? I mean, a risk management rate cut isn't necessarily about the data you have in hand and the data you see; it's your view about the distribution of risks around that. So, in some ways, you're not data dependent when you're making those cuts. Now, I think the challenge at this press conference for Powell was to say, ‘Well, now things are different.' And it was a nuance in the sense that cuts from here, if and when they come, will be data dependent. But I think at the same time he did not want to communicate that the bar for those rate cuts were exceptionally high. But I think he threaded the needle quite well in transitioning from risk management cuts, which aren't data dependent to an outlook, which is now more data dependent. And I thought he did that artfully well. So, for me, that's the big key. Secondarily I'd add a takeaway for me was he seems fairly confident that inflation will be coming down, and I think he still believes the labor market is cooling. The blend of that came across as a bit dovish to me. And then the third thing I would add is he fairly explicitly ruled out the risk of rate hikes. So, I think the combination of those three things: data dependence, still concerns about cooling in the labor market, and chopping off the upper half of the rate path distribution – those were kind of the key takeaways from my point. Matthew Hornbach: So, Mike, with respect to the labor market, Chair Powell did address it in a couple of different ways. But one of the ways that stood out to my ears was how he described some technical factors that people are well aware of – that could mean the economy is actually shedding jobs to the tune of about 20,000 per month. I was wondering if you could just briefly address what those factors – that are supposedly so well known – might be. Michael Gapen: Sure. So, obviously the data that gets released, there are the initial releases and then there are revisions. And in the labor market, there are what are called annual benchmark revisions. So, the BLS released a preliminary estimate of that benchmark revision several months ago, and if you apply that initial estimate, it would suggest that job growth in 2025 could be about 60,000 jobs per month, less than has already been reported. But at the same time, we know immigration controls are slowing growth in the labor force. So, this is what Powell is calling the really curious balance. How can you have employment growth basically zero, maybe even negative, after these revisions come in – and the unemployment rate relatively stable. Yes, it's gone up a few tenths, but not like you would normally expect that rise would be if we were shedding jobs. So that to me is why he… You know; the technical factors about revisions and things that lead them to be, I think, very unsure about where the labor market is; and lean in the direction of thinking lower rates are better to manage those risks than where they were six months ago. Matthew Hornbach: One of the points that you raised in your opening explanation of the meeting was about inflation. And Chair Powell mentioned an expectation that the inflation related to tariffs would be peaking in the first quarter of the year. That sounded very familiar to me because I believe that's your expectation as well. I'm curious. How are you looking at tariffs and the inflation related to tariffs today? And do you agree with Chair Powell still? Michael Gapen: We do. Our modeling of the tariff pass through and our conversations with clients and firms and what we hear on corporate earnings calls suggests that this is a long process. Meaning tariffs go in place, prices don't go up the next month. Firms make pricing decisions that take time to implement. So, we agree that the tariff pass through story will extend into 2026 and likely through the end of the first quarter. And if that's true, then goods prices should continue to move higher. The year-on-year rate of inflation should move higher, peaking at 3 percent or a little above in the first quarter of the year. And then tat effect should we think be over, which would open the door for overall inflation to start coming back down. So, I will use the dreaded T-word. We think ultimately inflation from tariffs will be transitory. And I agree with the Chair's timeline; inflation should peak in the first quarter of the year and then start to trend down. That said, we think inflation will be above the Fed's 2 percent target into 2027, and this is the cost of providing insurance to the labor market. Matthew Hornbach: So finally, all things considered, what is your outlook for Fed policy in 2026? Michael Gapen: Yeah, and the key here, Matt, is that exactly what you just implied about tariffs and inflation still going on into 2026, right? Because what we know is while firms are gauging exactly where they should be pricing, they've been offsetting tariffs through lower demand for labor. So, we think the Fed will be cutting again in January. We have three months of employment data that come across two employment reports between now and the January meeting. We think they will show continued cooling in the labor market. And then we have a second cut next year in in April. So, while tariffs are getting passed through, we think the labor market will continue to cool. And this Fed will be biased to cutting rates to provide support to the labor market in the process. That would mean the federal funds rate gets to 3 – 3.25 percent in the second quarter of 2026, where we think it'll stay.So Matt, I'd like to ask you a question. What I noticed was the rate market backed up going into the meeting, despite the fact that market participants were projecting a cut. And then the rate market rallied, in my view, significantly during the meeting and right after. What do you think was happening there? Matthew Hornbach: So, there's a phenomenon that happens in all markets where investors often speculate on a potential outcome. And if the outcome is then delivered, the follow-on price action is underwhelming. That is colloquially known as buying the rumor and selling the fact. So, I think going into this meeting kind of in line with your expectations, investors were forming very similar expectations about how the FOMC statement itself would change and the implications that that might have for the future of Fed policy. When that hawkish cut was delivered almost exactly as you had expected, Mike, I think, investors started thinking about the future in a slightly different way. Now that their expectations were met with the meeting outcome, they started to consider, the data that is forthcoming. And whenever, officials at the Fed talk about data in the way that Chair Powell spoke about the data – and by which I mean labeled the labor market as potentially losing jobs at the moment, and labeling inflation as transitory, that we'd be past the peak of tariff related inflation after the first quarter of the year. Investors can kind of look at those factors and extrapolate going forward, what that may mean for Fed policy in the first half of 2026. So, I think similar to your expectations for policy after this meeting, investors probably became a bit more confident in your outlook for Fed policy that we would see additional rate cuts in the first half of next year. And then, of course, after the April meeting, the baton will be passed to the next Fed chair, and I think investors are considering what policy might look like under that new regime at the Fed. And on the margin, the view is that the next Fed chair would be more likely than not to continue the process of lowering policy rates. So, I think all of those factors played into the post press conference, and even during the press conference reaction. Michael Gapen: Okay Matt, one last question, if I may. How did the events of the FOMC this week and the market reaction, how does that dovetail with how you're thinking about longer term rates, in particular where you see 10-year yields going? And the dollar? Matthew Hornbach: So, 10-year yields are relatively close to 4 percent at this juncture, and we expect them to drift modestly lower in the first half of 2026, as the Fed continues this process of lowering the policy rate. One point that's very important to make here is that the longer-term Treasury yields today are now sitting well above the Fed's policy rate, and that hasn't been the case for many, many years now. A lot of investors with whom we speak think that longer term yields can head a lot higher from here. But we're skeptical – because the higher that those yields go relative to the Fed's policy rate, the more attractive those bonds become for other investors to buy. So, we don't expect a big increase in longer term interest rates. Unlike some investors, we are expecting interest rates in the long end to remain relatively stable with a downward bias.On the dollar, similarly, we have the dollar continuing its depreciation trend, which it began in January of 2025, earlier this year. We expect that depreciation trend to continue in the first half of 2026 before – similar to the interest rate path – we see a little bit of dollar strength in the second half of the year. And so, you know this being the last FOMC meeting of the year, Mike, I guess we're going to have to take a wait and see approach until the FOMC reconvenes in the new year. Thanks a lot for taking the time to talk about the Fed with me this year. Michael Gapen: Great speaking with you Matt. See you in 2026. Matthew Hornbach: And thanks for listening. If you enjoy Thoughts on the Market, please leave us a review wherever you listen and share the podcast with a friend or colleague today.

The Revolving Door: Democratic Insiders and Foreign Influence: Colleague Ken Vogel explains how Democratic operatives like Anita Dunn and Antony Blinken leveraged government experience for lucrative consulting roles at firms like SKDK and WestExec, also discussing Hunter Biden's pardon regarding Chinese business dealings and Robert Stryk's representation of sanctioned Russian defense executives. 1959 OCTOBER

Ever wondered what it really takes to break into investment banking, private equity, or consulting — especially if you didn't come from a target school or finance major? Meet Mohit Shrivastav, one of our featured mentors at WSO Academy, who shares how students can build the right skills, find mentorship, and position themselves for top-tier finance roles — no matter their background. From practical recruiting advice to insights from his own experience guiding students through interviews and technical prep, this episode will help you understand the mindset, structure, and support that actually get results. ⏱️ Chapters 00:00 – Introduction: Who Is Mohit Shrivastav? 01:20 – How Mohit Got Started in Finance 03:00 – Early Struggles & Lessons From Breaking In 05:10 – What Inspired Him to Mentor Students 07:25 – The Role of Mentorship in High-Finance Recruiting 09:30 – Common Mistakes Students Make During Recruiting 12:00 – How to Build a Strong Resume Without Experience 14:45 – How to Prepare for Technical Interviews 17:20 – Why Networking Matters More Than You Think 20:10 – How WSO Academy's Structure Keeps Students Accountable 23:00 – Real Stories: Students Landing Investment Banking Offers 25:40 – The Transformation: From Uncertainty to Confidence 28:15 – Key Skills Every Student Should Build Before Recruiting 30:00 – Mohit's Advice for International and Non-Target Students 32:00 – The Mindset Behind Long-Term Career Growth 34:00 – Final Thoughts & Message to Future Students

PREVIEW: Singapore's Strategic Entry into Quantum Computing: Colleague Brandon Weichert discusses Singapore's competitive edge in the quantum race through the startup Horizon Quantum Computing, noting that unlike American firms focused on software, this initiative integrates hardware and software to create a commercially viable "test bed" aimed at securing communications while potentially decrypting enemy data.