Podcasts about Memorial Day

Hey Streetwalkers. This is a throwback episode with Medal of Honor recipient & United States Army Veteran Retired Master Sargent Leroy Petry.Leroy first appeared on the show on 5.27.18It was such a compelling & fun episode, l decided it needed to be re-visited!Enjoy this throwback episode, tell a friend, and thanks for listening!Leroy A. Petry - Master Sergeant (Ret)This episode is with Master Sergeant (Ret) Leroy A. Petry.This decorated Army Ranger is only the second living recipient of The Medal Of Honor since The Viet Nam War.Leroy was gracious enough to take some time out and talk with me about his life, and the events that led to his injuries.Happy Memorial Day. Find a Veteran and thank him or her.Follow Leroy on social media:Twitter: @LeroyPetryInstagram: LeroyPetryFB: Leroy PetryCharities: TroopsFirstFoundation.org

Ryan is a musician and founding member of the metalcore band Until I Wake. What began as a fan purchasing merchandise soon crossed a dangerous line. The fan became fixated on Ryan, flooding him with messages, changing their last name to match his, claiming they were married, and threatening to travel across the country to wait outside his home. Today, Ryan shares what happens when fandom turns into obsession, how stalking can impact musicians and public figures, and what it's like to continue performing and living his life while facing an active and ongoing stalking threat. Share Your Story on the Show: strictlystalkingpod@gmail.com Our Sponsors Delete Me Today get 20% off your DeleteMe plan when you go to JoinDeleteMe.com/STALKING and use promo code STALKING at checkout.  Boll and Branch Get twenty percent off your first order, plus free shipping during the Memorial Day sale at bollandbranch.com/strictly with code STRICTLY. Exclusions apply. Quince Go to https://www.quince.com/strictly for free shipping on your order and 365-day returns. Shopify shopify.com/strictlystalking for a one-dollar-per-month trial period! Solace You can start a free session in under a minute at solaceconcierge.ai/strictlystalking.  REMI shopremi.com/strictly to get 50% off your new night guard with code STRICTLY Whatnot Download the Whatnot app today and get free shipping on your first order. Just search W-H-A-T-N-O-T— Whatnot — in the app store and start scoring amazing deals. Progressive Insurance Press play on comparing auto rates. Get your auto quote at Progressive.com to join the over 28 million drivers who trust Progressive. Related Podcasts The Last Trip - Podcast - hosted by Jaimie Beebe Listen & Subscribe Here: The Last Trip lovelustfear | with Jake Deptula Listen & Subscribe Here: lovelustfear Instagram @strictlystalkingpod @feathergirl77 @jaked3000

488 - Did you know Disney offers THREE completely different ways to experience Alaska — and most travelers only know about one of them? Let us help YOU plan your Disney Alaska Adventures START HERE In this episode of Disney Travel Secrets, veteran Disney travel agents and bestselling authors Rob & Kerri Stuart break down every option for visiting "America's Last Frontier" with Disney, plus a major Disney World transportation change you need to know before your next trip. In this episode:

Send us Fan MailImagine being PIO for an incident that includes the evacuation of 50,000 local residents and and a real threat of major explosion or chemical release that could cause massive damage to homes and businesses. That' black swan scenario is what PIO Greg Barta was facing with his team at Orange County Fire Authority this past Memorial Day weekend when a runaway chemical reaction threatened their community. Greg serves as lead Public Information Officer (PIO) for the Orange County Fire Authority and gives us an inside look at how the team organized and managed communications to local residents and media around this incident. We walk through what it looks like to staff up communications on a holiday weekend when you only have a few full time shift PIOs who just completed their PIO training the day before the incident. Talk about being tossed into the deep end of the pool! Greg shares with us his strategy for relying on videos and social media to communicate critical incident updates to the evacuated communities. This proved an effective strategy, largely owing to the communications skills and empathy of the incident commanders and fire chief who appeared in the videos. We also dig into the mechanics that keep a unified message intact: media advisories, daily talking points as living documents, and a fast approval loop with unified command so information moves quickly without getting sloppy. Finally, we talk media relations when the story goes national, reporters are clustered at the command post, and a press conference expands to nine speakers, plus the pre briefing steps that kept the event controlled and on message.This is part one of a multi part deep dive. Subscribe, share this with a communicator who needs it, and leave a review.#OCFA #gknaerospace #crisis comms #crisiscommunications #PIO #orangecounty #gardengrove Support the showWe'd love to hear from you.  Email the show at Tom@leadinginacrisis.com.

Chris Lawrence broadcasts an entire episode live from the deck of Ed Powell's bass boat on Lake Erie near Buffalo, New York, during a Memorial Day weekend pre-spawn smallmouth trip. After enduring miserable 48-degree, windy, rain-soaked conditions on day one, the pair land an extraordinary haul on day two, boating over 50 smallmouth with five fish topping four pounds, including a 4-pound, 11-ounce standout — what Lawrence calls the best day of fishing in his life. Powell, who is pre-fishing the stretch ahead of a Bassmaster Open in August, walks through his drop shot technique on vertical seawalls, braided line setup, and the role of forward-facing LiveScope sonar, discussing both its advantages and the ongoing debate over whether it makes competitive fishing too easy. The conversation also touches on Powell's season on the Bassmaster Opens circuit, including a top-10 finish at Lake Norman, and a season recap including the Tour de Coal float trip on the Coal River back home in West Virginia.

Michael Smith—Managing Partner and Founder, Emerald Advisors Michael Smith shares how a client-first philosophy, niche specialization, and independence helped Emerald Advisors grow from $385mm to more than $1B in assets. In Summary What happens when an advisor builds a business around client service rather than operational efficiency? Jason Diamond speaks with Michael Smith, Founder and Managing Partner of Emerald Advisors, about the path from a successful Merrill practice to an independent RIA that has grown from approximately $385mm to more than $1B in assets. Along the way, Michael shares the story of being told he was “overservicing” clients, why that moment became a catalyst for independence, and how a highly specialized service model fueled the firm's growth. Drawing on lessons from a 24-year Navy career, Michael offers a perspective on leadership, specialization, client care, and what it takes to build a durable business in today's wealth management landscape. The Storyline Growth is often viewed as the result of marketing, referrals, acquisitions, or scale. Michael Smith sees it differently. After building a successful practice at Merrill, Michael found himself at odds with the constraints of the traditional wirehouse model. What ultimately stood out wasn't compensation, technology, or platform capabilities. It was a philosophical difference around client service. When he was told he was spending too much time helping clients navigate tax planning, equity compensation, and other financial decisions outside the traditional scope of investment management, he began to question whether the model aligned with the way he wanted to serve families. That realization eventually led him to launch Emerald Advisors in late 2019. The firm started with roughly 85 clients and approximately $385mm in assets. Today, Emerald serves more than 225 families and oversees more than $1B in assets. Throughout the conversation, Michael reflects on the lessons learned from building an independent firm, developing a niche around concentrated stock positions and executive compensation, navigating custodial and technology decisions, and creating a culture rooted in accountability and service. Underlying it all is a simple belief: when firms become highly intentional about who they serve and how they serve them, growth often becomes the outcome rather than the objective. Topics Covered Merrill breakaways and independence Client service as a growth driver Building an RIA RIA growth and scalability Organic growth strategies Concentrated stock positions and equity compensation planning Ideal client personas and niche specialization Schwab and Fidelity custody relationships Advisor succession and enterprise value Navy leadership principles in wealth management The rise of mega RIAs Advisor technology and infrastructure > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did being accused of “overservicing” clients become a turning point? (08:15)Michael explains how a conversation with management revealed a deeper misalignment between his client-service philosophy and the wirehouse model. What does client service look like beyond portfolio management? (11:30)The discussion explores how tax planning, equity compensation guidance, and proactive coordination can deepen client relationships. Why can specialization accelerate growth? (15:45)Michael shares why serving a defined niche often creates stronger referrals, greater expertise, and clearer positioning. How has the RIA landscape evolved since 2019? (20:30)Michael reflects on the rise of mega RIAs, changing technology capabilities, and why he believes independent firms still have significant advantages. What role do custodians really play in an independent business? (23:15)Michael discusses his experience working with Schwab and Fidelity and why he views custodians as strategic partners rather than competitors. Is the wirehouse model still the right fit for some advisors? (26:45)The conversation challenges the assumption that independence is the best path for everyone and explores the realities of running a business. Does reaching $1 billion in assets actually change anything? (32:45)Michael offers a practical perspective on growth, success, and why asset milestones can be misleading. What can advisors learn from the “steamboat” philosophy? (37:15)Drawing on his Navy experience, Michael shares a leadership framework that continues to shape how he approaches business building and decision-making. Key Takeaways Exceptional client service can become a meaningful competitive advantage when it extends beyond investment management. Independence gave Michael the flexibility to build a service model that aligned with his philosophy rather than adapting his philosophy to fit the platform. Developing a niche around executive compensation and concentrated stock positions helped accelerate Emerald's growth. The ability to make technology, custodial, and operational decisions quickly remains a significant advantage for independent firms. Not every advisor should be independent. Running a business requires a different set of skills and responsibilities than serving clients alone. Growth milestones are useful, but they do not define success. Michael believes success existed long before Emerald reached $1 billion in assets. High-performing teams with a clear client focus often find that growth becomes a natural byproduct of execution. https://youtu.be/RjzsMcC2DnY Quotable Moments “I literally had to go back and Google the word overservicing.” “Servicing the client is the most important thing that we can do today.” “If you serve a niche and you're very good at that niche, that word gets around.” “Growth becomes the outcome.” FAQs Can an advisor really “over-service” clients? The discussion explores the tension between efficiency and depth of service. While some business models prioritize scale and consistency, others are built around solving a broader range of client problems. The right answer often depends on the advisor's philosophy and business model. Does specialization still matter in a relationship business? Michael argues that developing expertise in a specific area can accelerate growth by making referrals easier and helping advisors become known for solving a particular set of problems. What actually changes when an advisor becomes independent? Beyond economics, independence often creates more flexibility around client service, technology, processes, and business decisions. At the same time, advisors assume responsibility for running the business itself. Is full independence the right path for every advisor? No. Michael acknowledges that many advisors benefit from the structure, support, and resources available within traditional firms. Independence offers flexibility, but it also introduces complexity and responsibility. How should advisors think about the $1 billion milestone? Michael views asset milestones as useful benchmarks but not measures of success. In his view, business quality, client outcomes, and sustainability matter more than any specific asset number. What role does an ideal client persona play in growth? Rather than trying to serve everyone, Emerald built its business around a clearly defined client profile. Michael believes that focus improves service, creates operational consistency, and supports organic growth. How can advisors balance growth with client service? One of the central themes of the episode is that growth and service are not necessarily competing objectives. In some cases, a differentiated service model becomes the reason a business grows. The discussion explores the tension between efficiency and depth of service. While some business models prioritize scale and consistency, others are built around solving a broader range of client problems. The right answer often depends on the advisor's philosophy and business model. Michael argues that developing expertise in a specific area can accelerate growth by making referrals easier and helping advisors become known for solving a particular set of problems. Beyond economics, independence often creates more flexibility around client service, technology, processes, and business decisions. At the same time, advisors assume responsibility for running the business itself. No. Michael acknowledges that many advisors benefit from the structure, support, and resources available within traditional firms. Independence offers flexibility, but it also introduces complexity and responsibility. Michael views asset milestones as useful benchmarks but not measures of success. In his view, business quality, client outcomes, and sustainability matter more than any specific asset number. Rather than trying to serve everyone, Emerald built its business around a clearly defined client profile. Michael believes that focus improves service, creates operational consistency, and supports organic growth. One of the central themes of the episode is that growth and service are not necessarily competing objectives. In some cases, a differentiated service model becomes the reason a business grows. Related Resources The Transitioning Advisor's Lament: Things I Wish I Knew Before Freedom vs. Familiarity: Is it Worth Disrupting Comfort for Something That Might Be Better? IBD vs. RIA Revisited: Two Independent Pathways for Advisors to Consider Advisor Transition Report 2026 Guest Bio Michael Smith, CPWA® is the Founder and Managing Partner of Emerald Advisors, an independent wealth management firm overseeing more than $1 billion in assets for affluent families, executives, and business owners with complex planning needs. Mike entered the wealth management industry in 2005 after a distinguished 24-year career in the United States Navy, where he served both as an enlisted sailor in the Submarine Force and later as a Limited Duty Officer aboard USS Abraham Lincoln and on major staffs around the world. He earned a Bachelor of Science in Management and an MBA with dual emphases in Finance & Accounting and International Business. Throughout his career, Mike has been known for his commitment to comprehensive planning, helping clients navigate complex issues involving concentrated stock positions, executive compensation, tax strategy, estate planning, philanthropy, and multi-generational wealth transfer. His client-first approach and passion for education have helped Emerald Advisors grow from a startup firm in 2019 to a nationally recognized RIA serving more than 225 families. Outside of the office, Mike is an avid ultrarunner, golfer, lifelong learner, and dedicated advocate for children’s health initiatives. He is a current member of the Legacy Council at Seattle Children’s Hospital and has served in leadership and board roles supporting the Juvenile Diabetes Research Foundation, the Barbara Davis Center for Diabetes, the ALS Association, and the Alyssa Burnett Adult Life Center. He is also the proud father of Kat Smith. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story A conversation with Jason Diamond and Michael Smith, Managing Partner and Founder of Emerald Advisors.      Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story. It’s a conversation with Michael Smith, managing partner and founder of Emerald Advisors. I’m Jason Diamond and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive whether that’s at a wirehouse, boutique or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned and, each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Growth is often viewed as the result of better marketing, stronger referrals, a larger team and even acquisition and that’s all true yet growth can be the byproduct of something else entirely. For example, Michael Smith built a successful practice at Merrill then, one day, he was told he was spending too much time with his clients, or his management put it over-servicing clients. For Michael, that wasn’t a warning sign about his approach, it was a signal that he might have outgrown the firm and the model. Today, Michael is the founder and managing partner of Emerald Advisors, the independent RIA he launched in late 2019 with roughly 385 million in assets and 85 client relationships. Less than seven years later, the firm has grown to more than a billion in assets while remaining deeply focused on a highly-specialized client base and an unusually hands-on service model. What makes this story particularly interesting isn’t just the growth, it’s the thinking behind it. Michael’s perspective was shaped long before he entered wealth management. After serving more than two decades in the Navy, he brought a leadership philosophy centered on accountability, discipline and what he calls steamboat people, those who keep moving forward regardless of conditions, that mindset continues to influence how he builds his team, serves clients and evaluates opportunities. In this episode, we discuss the decision to leave Merrill, the realities of launching a fully independent RIA, why specialization can accelerate growth, the evolving role of custodians and technology and why he believes exceptional client service remains one of the industry’s most durable competitive advantages. Because Michael’s experience suggests that growth isn’t always the result of finding more opportunities, sometimes it’s the result of creating the freedom to execute the vision you already had so let’s jump in. Michael, thank you so much for joining us today. For starters, can you walk us through your background and what brought you to the world of wealth management? Michael Smith: Jason, thank you so much for the opportunity to be here today, I do listen to the podcast a lot especially before I left Mother Merrill. But my background and how I got into financial services is really distinct because I was on the board of JDRF back in the day and the national sponsor for JDRF was UBS PaineWebber and they’re like, “Mike, why don’t you be a financial advisor?” And my master’s degree was actually a finance and accounting in portfolio management because I’ve managed my own portfolio for years and years and so, when I couldn’t get a job, I just fell into it because I couldn’t get a job and I needed a job. That was 21 years ago, Memorial Day so that’s how I got into this industry. Jason Diamond: It’s a unique background, it’s super interesting and I want to talk more about it. You mentioned Mother Merrill, we’ll certainly get there. Before we do, give us a little bit of context on the current business you operate, Emerald Advisors, any context you can share on size, number of staff, types of clients you serve would be great. Michael Smith: Sure. So, we launched Emerald in 2019, November 2019 with about 85 clients and you always talk about this on the podcast how scared it is to launch and go independent. And I would say we took over about 95% of our clients that we wanted to bring over and today we’re at about 230 clients, I think we have some onboarding right now, we have just over a billion of assets. So, we launched with the 85 clients and around 350, 385 million, now we’re over a billion. Jason Diamond: Good for you. Michael Smith: Thank you. And I launched with four employees and we’re now at 11. And I would give a shout-out to one of my key employees because, when I launched, I actually hired somebody that had no experience with us and that was really a good thing because that allowed that person to really focus on operations and back office stuff while my business partner Emily and I were able to focus on bringing on the clients and alleviating any issues that they may have or thought. Jason Diamond: So, meaning you hired somebody basically immediately upon launch to help you with the transition and with this next chapter? Michael Smith: Correct. I hired them before but they started the day we launched. Jason Diamond: Brilliant, I love it. Oh, let’s definitely talk more about that because I think that’s a great strategy for … You’re right, you said it in a joking manner now because you’re seven years past but it’s a very real fear that advisors have and I think it’s worth talking more about. I want to mention too you have, obviously, built this business and grown this business dramatically. I don’t want to make this episode about the pandemic but you moved the business at a, certainly, a unique time. Did it impact your growth at all? Did you feel like you hit a brick wall? Just curious about your thoughts. Michael Smith: No, Jason, that’s a great observation. I would venture to say that the pandemic was actually a good thing for us. Jason Diamond: Interesting. Michael Smith: And I say that because, all of a sudden, you could hit pause because everyone was relearning how to do business, how do we do client reviews, how do we communicate with clients in a environment. So, I think the pandemic allowed us to just really reset our expectations visiting with clients because I used to fly a lot because I have clients in 38 different states so this has actually been, not just good for me, but good for the industry because I think it’s reset our expectations that we don’t have to be every day with a client facing. Jason Diamond: I agree with that largely and it’s true of our business too, by the way, it’s certainly reshaped the way people expect to be communicated with. I think Zoom has become much more mainstream, phone calls and we’ve heard from many other advisors who say something similar. I was just curious because you moved so close to or if there was an impact but I get, honestly, I think you’re right, it allowed you to have this nice natural inflection point and almost like flipping a switch of a clean slate. Michael Smith: It allowed us to learn the processes too. So, we launched in November 1st, by March we were in lockdown and so it gave us the opportunity to take several months of just learning the processes of how to be an RIA, it was pretty good. Jason Diamond: Absolutely. So, one of the things you mentioned in that was the way in which you serve clients and I’d read something funny and I think it was around the time of your move. You were talking about that, Merrill, you had a manager who spoke about that you would overserve your clients, you serve clients too much, tell me about that. Michael Smith: That was such an interesting topic because I got called down to the ops officer’s office and they’re like, “Ugh, Mike.” And it brought my admin down with me and they’re like, “Mike, these reports that you’re taking care of your clients too much,” and I’m like, “What do you mean?” “Well, you’re overservicing them.” Jason, I literally had to go back and Google the word overservicing because I was like, “How do you overservice the client? I’m not making their bed.” It was just so funny to me that I got counsel for overservicing clients when we’re in a client-facing job and I think that was part of the catalyst. Jason Diamond: Tell me more about what they meant, you think. Michael Smith: Hindsight, I think they … I like to take care of people which means I’m very intuitive towards taxes, I understand how the tax code works, I understand how everything impacts their bottom line. So, when we’re doing deferred comp enrollments or 401(k) enrollments or I’m a big believer in Roth 401(k)s and backdoor Roths and I’ve been doing them for years, I think what Mother Merrill wanted at that time was us not to do that. And, again, nothing against Merrill, I get it but this is how they wanted us to act and I wasn’t in that mold, I was taking care of clients to a much deeper depth is how I would say it. Jason Diamond: And I think that speaks to you outgrew the model not necessarily the firm. I think Merrill does a lot of things really well, you would agree with that, I think given that you built 85 clients and 350 million in assets is nothing to sneeze at. But the model that it seems like you value client service and an integrated client service experience of that and the wirehouse model oftentimes doesn’t put a premium on that. Tell me about your ethos or your thoughts around client service today and what being independent enables you to do. Michael Smith: So, that’s an interesting observation because one of my clients actually just mentioned to me that the reason we’re growing so much is because of our service model and the fact that we deliver a tremendous amount of value over just portfolio management. I said my managers is in portfolio management, I don’t do that any longer, I have a staff that handles that for me but it’s really the servicing of the clients because they don’t know what we know and I think servicing the client is the most important thing that we can do today. Jason Diamond: Give me some examples of what you mean by servicing the client in a more holistic way. I agree with you, by the way, portfolio management, table stakes, financial planning, table stakes, tell me more about what you mean. Michael Smith: By that I mean we do a quarterly review on tax. So, a lot of people don’t understand how taxes work and how estimated taxes work. So, estimated taxes are January 1st to March 31st, January 1st to May 31st, January 1st to August 31st, that’s how you do your estimated tax payments, you figure out what that is. And for compensated employees where they have RSUs that come in at different times of the year or different grants or exercise their options at a different time, that can affect their estimated tax liability and I’m not big on giving Uncle Sam any more money than they have to have until they need it. And then everyone doesn’t understand how the penalties and interest works on the IRS. And I’m big on the tax payments because that’s where we can add a lot of value for not a lot of time and we integrate it with our portfolio so we know what we’re doing with our gains. And I happen to reside in Washington State which has a long-term capital gains tax rate once you surpass about 270,000 of long-term capital gains. So, it’s super important for us to be aware of this and that’s how we service them. We also help them with their rebalancing of their 401(k)s, things that wirehouses cannot supposed to do, we are not supposed to be helping them with some of their aspects of life. Jason Diamond: Yup. That’s what I was alluding to earlier, it’s limitations on the model, not because they’re bad models, it’s just a different way, a different ethos around client service. You mentioned RSUs and corporate employees, I know that’s a niche you have is around concentrated stock positions and equity comp plans. I guess let me ask you two different questions around this. First of all, why that niche? Interested. And then, second of all, do you think a team needs to have a specialization to be competitive these days or do you think it’s okay just to be like, “My job is to be the best advisor and I want to service assets wherever those assets may come from?” Michael Smith: Another great observation. I’m going to address the niche first and foremost. I think, and I talked to R.J. Shook’s staff just recently, and having a niche gives you a specialization and it also accelerates your growth factor. If you serve a niche and you’re very good at that niche, then that word gets around. If you’re a jack of all trades, you can do lots of things but I don’t think you’re focused and you’re not hitting the right numbers that I like to see. And I think that would be my theme is the niche allows you to focus on a very specific type of ideal client, that’s a Schwab thing where you have an ideal client persona and our firm has an ideal client persona. As far as having the equity comp, I absolutely was one of the teams at Merrill Lynch that was equity compensation designated, I managed a couple of plans. My exposure to that, Jason, I haven’t thought about this in a very long time, came from UBS where I had team members that were colleagues that were associated with the Nextel Sprint plan. And I always thought that you’re taking care of the top executives but, really, my background being in the military was how do we take care of the troops, the troops, I call them sailors, and how do we educate those sailors. And one of the things I’ve always said in my entire career in the military and I still say to this day is 50% of every bonus or a promotion or something like that should go to long-term savings. So, I use that same mentality with RSUs, with stock options, with bonuses. Set that aside, let that grow because you’re not used to spending it and you will learn to spend what you make. Jason Diamond: I think that’s a great reason, it’s super smart and I love your explanation, it was a very simplistic way. Honestly, even I hadn’t thought about that around your niche, I think, becomes almost like a force multiplier for your own growth because it’s much easier to become the guy in X, Y, Z vertical than to be the guy in every financial advisor of America, across America. Let me ask you a follow-up question, you mentioned the ideal client persona. I spend a lot of time at our firm thinking about this as well, what does your ideal client persona look like. How do you think about an opportunity though that differs from that persona? So, it’s great. Obviously, everybody, it’s easy, you get somebody who’s your perfect prospect, they walk in the front door, sign me up. But when you get something that’s not down the fairway for you, is it just I evaluate it on a one-off basis or are you super disciplined to that approach because it’s who your firm is? Michael Smith: I truly haven’t given that a whole lot of thought but I will tell you how I would handle that because I am handling it with some one-offs. I like the opportunity because you’re stretching your brain in that you’re thinking about how somebody else is reacting so you’d never know. So, I like it from a learning perspective but I also know it comes with a lot of other baggage, I’ll call it baggage, because, all of a sudden, they want to short the market, they want to go long-short strategies. So, all of a sudden, they’re not in our niche and, all of a sudden, they’re taking a lot of time, they’re draining our time so I think you got to be very careful about what you wish for. And there’s a lot of great advisors out there that will walk circles around these topics that I’m like, “Okay, I would rather refer somebody so they get the right experience than give them the wrong experience.” Jason Diamond: I absolutely love that answer. The bow you just put on it, I think, is the appropriate way in my mind to put a bow. At the end of the day, wouldn’t you rather service somebody more optimally even if you don’t believe it’s yourself, I agree with that. I want to ask you one more point on the client service piece. I was playing around on your website and, on your service model, you have health as a component of the client experience of your diagram. Why do you think health matters in a financial context? Michael Smith: I always believed in a healthy mind and a healthy body will bring so much joy to you and I think health is just part of your persona. If you don’t take care of yourself and your body and your mind, then it doesn’t matter what I do, I think you got to start with health. So, I’m very big on the executive physicals, I routinely require all of our staff to have an annual physical. And, again, they’re young people but you got to have these annual … I live and breathe going to see a doctor every year to do my annual physical, not because I think I’m pretty good health, I still run, I do a lot of things but I think your life starts with being healthy. Jason Diamond: Yeah, it’s refreshing to hear that, no doubt. It’s funny to think about but 2019 is a long time ago now and, in RIA world, I almost think of it like dog years. You’ve been around the block now for a little while so I’m curious how have you seen this space change since you launched in 2019? Michael Smith: In 2019, I didn’t know what I was doing, I could barely get out a wet paper bag but I do think it’s changed dramatically. I would say the biggest thing I’ve seen in just the six and a half, almost seven years is the rise of the mega RIAs and how they’re going to shape the industry. Everyone talked about fee compression at Merrill Lynch. When I was at Merrill, we talked about fee compression, then they talked about robo-advisors and now they’re talking about artificial intelligence replacing advisors, I don’t believe that and I don’t think that’s going to happen in the RIA space. What I see the RIA space maturing is into these very big mega firms as well as these independent RIAs like myself that serve a very niche market where we can walk in our lane. The ability to transact today is so much easier as an RIA than it was at a wirehouse as well because we have instant access to technology. My military background, my Navy background says make a decision right, wrong or different, if you don’t like it afterwards or you get new data, course change. So, in our industry, we can change on a notice. I hired a tech firm last year, I didn’t like the experience nine months into it, guess what, they’re not coming back. So, I can do that but you can’t do that at the bigger firms and even the bigger mega firms would have a hard time navigating a change just like that on a dime. Jason Diamond: You bring up an interesting point. To the extent you face competition, do you find yourself competing more against traditional wirehouse type firms or RIAs like yourself, mega caps RIAs? Are your clients attuned to any of this? Michael Smith: That’s an observation I haven’t thought of either there, Jason. I would say I don’t feel that I have a … I know there’s competition out there but we have a growth issue more than we have anything else so I don’t … I can’t take on the clients that want to become my clients so I’m not competing with people too much. Jason Diamond: A capacity issue, you mean? Michael Smith: Yeah, I have a capacity issue. Jason Diamond: I think you’re not alone in that. How can I even think about competition and the like when … A lot of advisors would probably say that. I want to talk more about the capacity situation but, before I do, let’s talk a little more about the RIA setup. Who do you custody with, remind us, and why or how did you arrive at that decision? Michael Smith: Yeah. So, when I launched, I went with Schwab, Schwab is a phenomenal partner, they helped me get a lot of stuff done, I couldn’t have done it without Schwab. During the pandemic, I realized that I should probably … So, remember, during the pandemic, we had a lot of issues with the banking industry, it was almost like a financial crisis but in a very compressed time. So, during the COVID, I decided to add Fidelity as another custodian so now I have two custodians and I opened accounts on both sides of the house but I like the custodians that are there to help you, they’re very good at what they do. I don’t even consider them a competitor and they aren’t competitors, they have their own branch so I don’t consider them competitors, I think they’re my partners and both Charles Schwab and Fidelity are good partners. Jason Diamond: Yeah, I think that’s the healthy way to look at the custody relationship. That’s a very common approach, I think, is launching with one custodian and then adding a secondary custodian or a tertiary custodian down the line for one reason or another so I appreciate you sharing that because we get those types of nuts and bolts questions a lot so I figured I’d ask you. One last question on the setup and then we’ll shift gears. Has anything been a negative? So, you talked about leaving Mother Merrill behind and, Mother Merrill, we use it facetiously but obviously it implies a degree of comfort and the homeland so I’m curious if you miss anything. Michael Smith: I miss the camaraderie of being with a bunch of other folks. I mentioned this when I first launched, I mentioned it year over year with my team, the one thing that we miss as an RIA and, again, Dynasty has their benefits as well and the mega RIAs have their benefits but, if you’re a true independent like myself, we get to go to conferences that we want to and that’s a timing issue, really, a time constraint. But one thing Merrill and Morgan, JPMorgan, and the other big wirehouses have as well as the megas, they have the ability to put conferences together for their advisors or their administrators and have this education. That’s the one thing that, I think, would evolve in the RIA industry in the future as well. They’re not my competitors, they’re my business colleagues. And if we think of them as competitors, and a lot of people do because I don’t want to share my client information or what I do with my competitor because they may steal them, if you’re that insecure, then you’re probably not the right advisor in the first place. Jason Diamond: I don’t disagree with that. It’s interesting too, I hear two common answers to that question, not about Merrill but just about somebody who’s broken away, what do you miss about the captive firm world. Either on this podcast or just in conversations with advisors, brand comes up a lot and then the point you just raised. I’ll even hear like, “Hey, forget the conferences and the trainings, just being able to have an office where I’ve got eight other advisors on a row for me, it’s a little bit of a different setup than in the independent space,” and I think that’s just a reality of you take the good with the bad. And for other advisors, by the way, one of the things I want to ask you about to this point is do you believe that there are advisors that are just better served in the W2 traditional firm world or do you think that every advisor should be looking at the RIA space? Michael Smith: I think that wirehouse serves a great purpose and- Jason Diamond: Okay, me too. Michael Smith: … there’s a lot of great people that are great advisors in that wirehouse, they need the structure. What I hadn’t alluded to is, and I mentioned this to a former manager from Merrill Lynch of mine just recently, actually, I was like, “I don’t think advisors realize what it takes to run a business.” I’m not trying to sugarcoat it, running an RIA is hard work, it takes a lot of your time day in and day out to run a business as well as taking care of and servicing your clients so I do think the wirehouse venue is the right way to go. And, Jason, I want to go back to one other thing about your identity. I launched as the Smith Group because that’s what I was known at Merrill Lynch. Within three or four months, I changed that name to a firm because I did not want to be associated with it. So, when you’re at one of the wirehouses, you’re known as your team name or something of that sort, I didn’t want to be known as that, I wanted to be known as Emerald Advisors not the Smith Group because, all of a sudden, you have a single point of failure. So, brand identity, it’s not so unique inside the wirehouse because it’s a team name versus Merrill or Morgan Stanley or something like that. Jason Diamond: It’s a good segue because I’ll tell you where my mind goes when you bring that up. My mind goes is you’re smart in a way that you might not even realize or maybe you do realize which is that, if and when it ever comes time to sell this business, it is probably more valuable without your name attached to it or maybe not. But in some way, shape or form, as an RIA, you have an obligation to be thinking about that or it’s probably on your radar, maybe not an obligation. Have you given an ounce of thought to M&A either acquiring businesses, growing in that way or, ultimately, when you succeed out of this business and what the RIA space enables you to do? Michael Smith: To answer that question, yes. Everyone’s thinking about merger and acquisition, I think about succession planning from day one. I actually thought about I’m a big team person, I come from the submarine force where everyone is a key player on a submarine, every single person has a job and responsibility on a nuclear submarine. So, inside the financial services industry, I know Merrill Lynch was very big on teaming, I understand Morgan Stanley is as well because teaming gives them a breadth of responsibility where the responsibilities are shared. So, mergers and acquisitions or selling my business, I think, if you’re not thinking about that … And I’m not thinking about selling my business because that’s a distraction to me. If I needed the money, then I would’ve went to a wirehouse and that’s okay, you monetize your life’s work. Today, I’m all about what’s right for the client, what’s right for my team and what’s right for where I want to be in the next 10 to 20 years. So, I am growing, I do want to grow, I’m looking at opening offices in probably three locations in the next 24 months or so. Jason Diamond: Well, that’s what I was going to say, plenty of advisors I think would say the same, I have a lot of runway. But what about the other side of this equation which is you’ve had tremendous organic growth, you’ve tripled your client base, you’ve more than tripled the asset base, have you thought about acquisition as a mean to jet fuel the inorganic growth side of things? Michael Smith: I have but not in the typical sense that you’re looking at as buying a book of business. I want to partner with like-minded advisors that share that common thread of taking care of clients where you can serve as their trusted counsel and sit in the meetings with their attorneys and sit in the meetings with the accountants and give them sage counsel that you can only do because you’ve been with the family for 20 years. You know this family and that, not always, but I think that’s missed a lot in other firms. Jason Diamond: Yeah, I think that’s fair. I just thought of something else that you brought up. You brought Dynasty so I’m going to ask … I’m going to pull on this thread. That implies to me that you’re at least loosely aware of the supportive independence models that are out there yet you chose a very independent, autonomous path, why? Michael Smith: Because I didn’t know what I was doing. Jason Diamond: Fair. Michael Smith: Let’s be honest, I like Dynasty, I talked with Dynasty when I left. I talked to them all, I talked to Rockefeller, I talked to Morgan, I talked to Dynasty and then, when push came to shove, I wanted to be Mike Smith and launch my own firm and learn. And I will tell you, you learn drinking through a fire hose and we did that, we learned, I know the mistakes. What I didn’t want to do is just go to someplace where this is the stuff you’re going to have to use. So, I think Dynasty is a great launching platform, I think there’s other ones out there that are similar to Dynasty or the Rockefellers or the Morgans, it’s truly what you’re trying to achieve in life. What do you want for you and your clients and I always put my clients before me because I’ve always had this lifelong thing of, you do the right thing, you’re going to get taken care of. Jason Diamond: Yeah. And that’s a very common analysis, by the way, and it’s very common too for big advisors like yourself to say I did my homework across all of those different categories. I looked at the traditional wirehouses and regional firms and boutique firms, I looked at the independent broker dealers, I looked at the support platforms and the aggregators and the roll-ups and here’s ultimately what I landed on and why. Did you always know that though or was that something that it took you a diligence process to figure out? There was plenty of advisors, by the way, who come to us and they’re like, “I knew for the last five years that I was sitting there I was launching an RIA someday.” Michael Smith: Yeah. I did not know that and, to be honest with you, hindsight, I think one of those partners probably could have made me a little bit better at first because then I could have focused on clients versus focusing on, hey, how to open a business, who’s your technology … We talked about custodians and some other things but we didn’t talk about technology, how do you go find that technology. Where’s your email address come from? Who’s your chief compliance officer? When it resides on you, you got to look in the mirror. So, I think those parties out there that provide that for brand-new advisors launching could be very beneficial. I had in my mind what I needed to do and I knew I’m very frugal so mine boiled down to how much money I wanted to spend, to be honest with you. Jason Diamond: I think it is a cost benefit analysis, it is. It’s absolutely … Because if you list the functions of a support platform on paper and you showed it to somebody who didn’t know the industry, they would say, “Why on earth wouldn’t you do this? They’re taking off your plate compliance and tech and custody and the like,” and the answer is because there’s a cost associated with it and plenty of advisors decide what you decide, I wanted … Or I just wanted a greater degree of autonomy and freedom, to your point, the name on the door piece, I wanted this to be mine. Michael Smith: And, Jason, I think it also goes to the uncertainty. I had never done anything since Navy, financial advising and then launching. So, for me, I was launching with four employees I had to take care of and here I was going to hire a third party that I was going to have to spend X amount on and I didn’t even know what my income was going to be. That’s different if you’re a multi-billion dollar FA coming out of a wirehouse, the monetary dynamics are different. Jason Diamond: Agreed. Okay, here’s a good one for you. We get this concept from advisors, from firms, from private equity that a billion dollars in assets is like this magic number in our industry. Do you feel like anything’s changed now that you’re at a billion and what’s the next chapter for Emerald Advisors? Is it just continuing on this steady trajectory and serving clients and trust that everything else comes with that? Michael Smith: I go back and forth on a billion, everyone thinks that’s the right number, the biggest number that you need but I think it’s just an arbitrary numbers because it didn’t define who I was. And a lot of people define success at a billion, they define success that you’re a successful firm at a billion. I think I was a successful firm at 300 million, I was a successful financial advisor with 20 clients in 2005. I would say a billion is a multiplier, what I would tell new advisors out there today is gather assets. The more assets you have, the more revenue you generate. The more revenue you generate, the more money you can put in your pocket which means the longer you can stay in the industry. The problem with the industry is an attrition problem, not anything else. So, assets just give us the ability to have revenue which gives us the ability to grow. Jason Diamond: And is that the plan? Keep adding assets, keep growing one client at a time with the focus though, obviously, on what makes you which is a very client-centric service model. Michael Smith: Correct. There’s a lot of things I want to do in the next couple of years and expanding our footprint is our biggest one with the right partners and then just keep adding. I have a business development officer that I’m probably offer a job to here pretty soon and things are going well. Jason Diamond: Yeah, that’s great. You mentioned the tech stack and the other components of the business and I hear you on the frugal cost-benefit analysis. But who did you turn to for some of those early decisions, was it Schwab primarily who helped hold your hand through that? Michael Smith: Schwab was very good at helping me identify the tech stack at first and the tech stack is actually the one consistent, there’s a lot of things I’ve been consistent on but tech is one that I’ve stayed with them. I launched with RightSize, now they’re Advisory, they’re very good, they do the right job for us and I’m big on cybersecurity. So, tech was helpful from Schwab, Schwab helped us with that. Jason Diamond: So, we spoke a little bit about your naval experience but, I’m curious, can you tell us how has your naval experience shaped your perception or your experience in wealth management? Michael Smith: My Navy path was a lot different than many officers. I served 12 years as an enlisted person before I got my direct commission as a Mustang officer, typically called limited duty officers or loud, dumb and obnoxious as I like to say. But that experience gave me a unique perspective because I was able to be the enlisted side and officer which are the workers and then the management side so I had both experiences which was unique. When I was commissioned, Admiral Jerry Ellis, a submarine admiral that commissioned me, heard this lesson to the podium, he was just talking about me in this point but he said, “There are three kinds of people in every organization. You have rowboat people who need to be pushed, you have sailboat people who move whenever the conditions are favorable and then there’s steamboat people, they move continuously through calm or storm.” And he said, “This is Ensign Michael Smith,” he said, “Make your course.” And that’s always stood with me because you do have those three types of people in life. You got people that are just … They’re robo people, they go until they get tired. You got sailboat people that go wherever the wind blows them and then you got steamboat people that chart their own course. I would say for advisors out there make your course or just be happy with what you’re doing. But for some of us hard chargers, I think that analogy has stayed with me my entire career. Jason Diamond: It’s fantastic. I love the analogy, great naval tie in also. Thanks for sharing that. We got time for one more question. You have a fascinating background, a fascinating path to the industry, obviously, an incredibly disciplined approach around client service, any parting thoughts, words of wisdom especially as it relates to growth? That’s what strikes me most about your story is the growth that your move unlocked and that’s what every advisor who listens to our show is looking for. Michael Smith: I’m going to give another plug to Schwab on this. We actually were fortunate and I got their consulting group to come in right afterwards and I’m a big believer in having offsite. So, I’ve had an offsite, two offsites a year for my team and it’s the entire team unlike the wirehouses where you don’t take your admins and stuff like that. I take my entire team to an offsite and we group up on what we’re trying to achieve and have goals and objectives for the year. Schwab allowed us to use their consultants and we came up with our ideal client persona. Teams or firms that have this model become high performing. When you become high performing, growth becomes the outcome. I couldn’t do anything but grow. Jason, I couldn’t not grow because I had this ideal client persona, I knew how I was going to do it, it was measurable. So, growth becomes the outcome and, if you hold people responsible, then we’re all going to grow together and it’s a fun outcome. Jason Diamond: Fantastic, it’s a great place to end. Thank you so much for sharing your expertise with us, I can’t wait to see what the next chapter holds for Emerald, this has been a lot of fun. Michael Smith: Jason, thank you so much. I appreciate everything you do for the industry as well. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay or Should I Go? Is a book written with you in mind? It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story A conversation with Jason Diamond and Michael Smith, Managing Partner and Founder of Emerald Advisors.      Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story. It’s a conversation with Michael Smith, managing partner and founder of Emerald Advisors. I’m Jason Diamond and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive whether that’s at a wirehouse, boutique or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned and, each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Growth is often viewed as the result of better marketing, stronger referrals, a larger team and even acquisition and that’s all true yet growth can be the byproduct of something else entirely. For example, Michael Smith built a successful practice at Merrill then, one day, he was told he was spending too much time with his clients, or his management put it over-servicing clients. For Michael, that wasn’t a warning sign about his approach, it was a signal that he might have outgrown the firm and the model. Today, Michael is the founder and managing partner of Emerald Advisors, the independent RIA he launched in late 2019 with roughly 385 million in assets and 85 client relationships. Less than seven years later, the firm has grown to more than a billion in assets while remaining deeply focused on a highly-specialized client base and an unusually hands-on service model. What makes this story particularly interesting isn’t just the growth, it’s the thinking behind it. Michael’s perspective was shaped long before he entered wealth management. After serving more than two decades in the Navy, he brought a leadership philosophy centered on accountability, discipline and what he calls steamboat people, those who keep moving forward regardless of conditions, that mindset continues to influence how he builds his team, serves clients and evaluates opportunities. In this episode, we discuss the decision to leave Merrill, the realities of launching a fully independent RIA, why specialization can accelerate growth, the evolving role of custodians and technology and why he believes exceptional client service remains one of the industry’s most durable competitive advantages. Because Michael’s experience suggests that growth isn’t always the result of finding more opportunities, sometimes it’s the result of creating the freedom to execute the vision you already had so let’s jump in. Michael, thank you so much for joining us today. For starters, can you walk us through your background and what brought you to the world of wealth management? Michael Smith: Jason, thank you so much for the opportunity to be here today, I do listen to the podcast a lot especially before I left Mother Merrill. But my background and how I got into financial services is really distinct because I was on the board of JDRF back in the day and the national sponsor for JDRF was UBS PaineWebber and they’re like, “Mike, why don’t you be a financial advisor?” And my master’s degree was actually a finance and accounting in portfolio management because I’ve managed my own portfolio for years and years and so, when I couldn’t get a job, I just fell into it because I couldn’t get a job and I needed a job. That was 21 years ago, Memorial Day so that’s how I got into this industry. Jason Diamond: It’s a unique background, it’s super interesting and I want to talk more about it. You mentioned Mother Merrill, we’ll certainly get there. Before we do, give us a little bit of context on the current business you operate, Emerald Advisors, any context you can share on size, number of staff, types of clients you serve would be great. Michael Smith: Sure. So, we launched Emerald in 2019, November 2019 with about 85 clients and you always talk about this on the podcast how scared it is to launch and go independent. And I would say we took over about 95% of our clients that we wanted to bring over and today we’re at about 230 clients, I think we have some onboarding right now, we have just over a billion of assets. So, we launched with the 85 clients and around 350, 385 million, now we’re over a billion. Jason Diamond: Good for you. Michael Smith: Thank you. And I launched with four employees and we’re now at 11. And I would give a shout-out to one of my key employees because, when I launched, I actually hired somebody that had no experience with us and that was really a good thing because that allowed that person to really focus on operations and back office stuff while my business partner Emily and I were able to focus on bringing on the clients and alleviating any issues that they may have or thought. Jason Diamond: So, meaning you hired somebody basically immediately upon launch to help you with the transition and with this next chapter? Michael Smith: Correct. I hired them before but they started the day we launched. Jason Diamond: Brilliant, I love it. Oh, let’s definitely talk more about that because I think that’s a great strategy for … You’re right, you said it in a joking manner now because you’re seven years past but it’s a very real fear that advisors have and I think it’s worth talking more about. I want to mention too you have, obviously, built this business and grown this business dramatically. I don’t want to make this episode about the pandemic but you moved the business at a, certainly, a unique time. Did it impact your growth at all? Did you feel like you hit a brick wall? Just curious about your thoughts. Michael Smith: No, Jason, that’s a great observation. I would venture to say that the pandemic was actually a good thing for us. Jason Diamond: Interesting. Michael Smith: And I say that because, all of a sudden, you could hit pause because everyone was relearning how to do business, how do we do client reviews, how do we communicate with clients in a environment. So, I think the pandemic allowed us to just really reset our expectations visiting with clients because I used to fly a lot because I have clients in 38 different states so this has actually been, not just good for me, but good for the industry because I think it’s reset our expectations that we don’t have to be every day with a client facing. Jason Diamond: I agree with that largely and it’s true of our business too, by the way, it’s certainly reshaped the way people expect to be communicated with. I think Zoom has become much more mainstream, phone calls and we’ve heard from many other advisors who say something similar. I was just curious because you moved so close to or if there was an impact but I get, honestly, I think you’re right, it allowed you to have this nice natural inflection point and almost like flipping a switch of a clean slate. Michael Smith: It allowed us to learn the processes too. So, we launched in November 1st, by March we were in lockdown and so it gave us the opportunity to take several months of just learning the processes of how to be an RIA, it was pretty good. Jason Diamond: Absolutely. So, one of the things you mentioned in that was the way in which you serve clients and I’d read something funny and I think it was around the time of your move. You were talking about that, Merrill, you had a manager who spoke about that you would overserve your clients, you serve clients too much, tell me about that. Michael Smith: That was such an interesting topic because I got called down to the ops officer’s office and they’re like, “Ugh, Mike.” And it brought my admin down with me and they’re like, “Mike, these reports that you’re taking care of your clients too much,” and I’m like, “What do you mean?” “Well, you’re overservicing them.” Jason, I literally had to go back and Google the word overservicing because I was like, “How do you overservice the client? I’m not making their bed.” It was just so funny to me that I got counsel for overservicing clients when we’re in a client-facing job and I think that was part of the catalyst. Jason Diamond: Tell me more about what they meant, you think. Michael Smith: Hindsight, I think they … I like to take care of people which means I’m very intuitive towards taxes, I understand how the tax code works, I understand how everything impacts their bottom line. So, when we’re doing deferred comp enrollments or 401(k) enrollments or I’m a big believer in Roth 401(k)s and backdoor Roths and I’ve been doing them for years, I think what Mother Merrill wanted at that time was us not to do that. And, again, nothing against Merrill, I get it but this is how they wanted us to act and I wasn’t in that mold, I was taking care of clients to a much deeper depth is how I would say it. Jason Diamond: And I think that speaks to you outgrew the model not necessarily the firm. I think Merrill does a lot of things really well, you would agree with that, I think given that you built 85 clients and 350 million in assets is nothing to sneeze at. But the model that it seems like you value client service and an integrated client service experience of that and the wirehouse model oftentimes doesn’t put a premium on that. Tell me about your ethos or your thoughts around client service today and what being independent enables you to do. Michael Smith: So, that’s an interesting observation because one of my clients actually just mentioned to me that the reason we’re growing so much is because of our service model and the fact that we deliver a tremendous amount of value over just portfolio management. I said my managers is in portfolio management, I don’t do that any longer, I have a staff that handles that for me but it’s really the servicing of the clients because they don’t know what we know and I think servicing the client is the most important thing that we can do today. Jason Diamond: Give me some examples of what you mean by servicing the client in a more holistic way. I agree with you, by the way, portfolio management, table stakes, financial planning, table stakes, tell me more about what you mean. Michael Smith: By that I mean we do a quarterly review on tax. So, a lot of people don’t understand how taxes work and how estimated taxes work. So, estimated taxes are January 1st to March 31st, January 1st to May 31st, January 1st to August 31st, that’s how you do your estimated tax payments, you figure out what that is. And for compensated employees where they have RSUs that come in at different times of the year or different grants or exercise their options at a different time, that can affect their estimated tax liability and I’m not big on giving Uncle Sam any more money than they have to have until they need it. And then everyone doesn’t understand how the penalties and interest works on the IRS. And I’m big on the tax payments because that’s where we can add a lot of value for not a lot of time and we integrate it with our portfolio so we know what we’re doing with our gains. And I happen to reside in Washington State which has a long-term capital gains tax rate once you surpass about 270,000 of long-term capital gains. So, it’s super important for us to be aware of this and that’s how we service them. We also help them with their rebalancing of their 401(k)s, things that wirehouses cannot supposed to do, we are not supposed to be helping them with some of their aspects of life. Jason Diamond: Yup. That’s what I was alluding to earlier, it’s limitations on the model, not because they’re bad models, it’s just a different way, a different ethos around client service. You mentioned RSUs and corporate employees, I know that’s a niche you have is around concentrated stock positions and equity comp plans. I guess let me ask you two different questions around this. First of all, why that niche? Interested. And then, second of all, do you think

Kevin and his family headed to Walt Disney World during Memorial Day week for one very special reason: to watch their oldest daughter march down Main Street, U.S.A. in Magic Kingdom with her high school band. But before parade day arrived, they packed in Hollywood Studios, Animal Kingdom, EPCOT, Saratoga Springs, Riviera Resort, new snacks, new attractions, and plenty of family adventures. In Part 1, we cover everything leading up to the big day. Join the conversation and let us know what you think! Civil discussions encouraged. Email us at show@magicourway.com, call or text 815-MOWICAN (669-4226), or slide into our social media DMs. Every thought and opinion will forever be welcome on this Disney fan podcast. This is show #633. Magic Our Way — Where Every Opinion Is Welcome.

This week the Backwoods Cryptid Road Trip pulls into McCall, Idaho, a logging-town-turned-resort wrapped around the south shore of Payette Lake, where the water drops three hundred and ninety-two feet into glacier-cut cold and the locals have been seeing something long move beneath the surface since before the town had paved roads.We walk through the real history of Sharlie, from the railroad workers in nineteen twenty who watched a floating log come to life, to the summer of nineteen forty-four when thirty witnesses and a write-up in Time magazine turned "Slimy Slim" into an international story, to Dr. Taylor and his twenty fellow witnesses in nineteen forty-six, the nineteen fifty-four naming contest that gave her the name Sharlie, and the sightings that have trickled in right up to a piece of video in twenty twenty-three.Then we get to the encounters that never made the papers: a boater chased across open water by a shape longer than his nineteen-foot hull, a couple lifted by a motorboat wake on a flat lake with no boat in sight, and a teenager who felt the whole lake shift under his body in deep water and ran out of it unable to speak. We give the giant-sturgeon explanation an honest hearing, and we explain where it holds up and where it doesn't.And because the timber around Payette Lake is some of the most active Sasquatch country on the continent, we bring the woods into it too, from the goat hunters who watched a nine-foot figure boulder-hop up a cliff in nineteen seventy-three, to the federal officer who spotted two of them across the river while paddleboarding in twenty twenty-four, to the ten teenagers stalked and circled over a Memorial Day weekend in twenty twenty-six.McCall sits in the seam between two kinds of deep, the cold water and the dark forest, and both of them have been quietly terrifying level-headed people for a hundred years. Pour something, lock the door, and come up into the high country with us.Have you experienced a Bigfoot sighting, Sasquatch encounter, Dogman experience, UFO sighting, or any unexplained cryptid or paranormal event deep in the woods? We want to hear your story.Email your encounter to brian@paranormalworldproductions.com for a chance to be featured on a future episode of Backwoods Bigfoot Stories.Backwoods Bigfoot Stories is a paranormal storytelling podcast featuring real Bigfoot encounters, Sasquatch sightings, Dogman reports, cryptid experiences, and true scary stories from the backwoods.Follow the show and turn on automatic downloads so you never miss a chilling encounter from the forest. Listen with the lights off… if you dare.

Dr. Jessica Taylor has spent years helping survivors understand abuse, coercive control, and stalking. Then she found herself living it. What started as online harassment grew into a relentless campaign of stalking and surveillance. People she had never met seemed to know intimate details about her life, her family, and her movements. As the harassment escalated, a whistleblower came forward with evidence that exposed just how closely she had been watched. Today, Jessica shares her experience surviving online stalking, the impact it had on her life, and how it led her to write Click. Stalk. Destroy. Share Your Story on the Show: strictlystalkingpod@gmail.com Our Sponsors Boll and Branch  Get twenty percent off your first order, plus free shipping during the Memorial Day sale at bollandbranch.com/strictly with code STRICTLY. Exclusions apply. Quince Go to https://www.quince.com/strictly for free shipping on your order and 365-day returns. Delete Me Today get 20% off your DeleteMe plan when you go to JoinDeleteMe.com/STALKING and use promo code STALKING at checkout. Shopify shopify.com/strictlystalking for a one-dollar-per-month trial period! Solace You can start a free session in under a minute at solaceconcierge.ai/strictlystalking. REMI shopremi.com/strictly to get 50% off your new night guard with code STRICTLY Whatnot Download the Whatnot app today and get free shipping on your first order. Just search W-H-A-T-N-O-T— Whatnot — in the app store and start scoring amazing deals. Progressive Insurance Press play on comparing auto rates. Get your auto quote at Progressive.com to join the over 28 million drivers who trust Progressive.  Guest Links: Dr. Jessica Taylor W: www.victimfocus.com (Book "Click. Stalk. Destroy.") IG: https://www.instagram.com/victim_focus/ FB: https://www.facebook.com/DrJessTaylor Related Podcasts The Last Trip - Podcast - hosted by Jaimie Beebe Listen & Subscribe Here: The Last Trip lovelustfear | with Jake Deptula Listen & Subscribe Here: lovelustfear Instagram @strictlystalkingpod @feathergirl77 @jaked3000  

Detailed Sermon Summary “Standing Where God Made a Way” Pastor Bryan Hudson, D.Min. Part 5 of the “Rooted & Grounded”  Watch the 14 minute video: "The Road to Juneteenth" Pastor Bryan Hudson's sermon, “Standing Where God Made a Way,” connects the biblical account of Israel crossing the Jordan River in Joshua 4 with the historical meaning of Juneteenth. The central message is that believers, families, communities, and nations must remember the places where God brought deliverance, because remembrance preserves gratitude, identity, wisdom, and responsibility. The sermon begins by framing Juneteenth as more than a national holiday. It is presented as a memorial of deliverance and a reminder that God makes a way where there is no way. Dr. Hudson connects Juneteenth to the broader biblical theme of God delivering people from bondage, especially Israel's deliverance from Egypt and later their crossing into the Promised Land. He also references his video, “The Road to Juneteenth,” which traces the journey from emancipation declared to freedom enforced. Joshua 4: Remembering the Crossing The primary Scripture is Joshua 4:1–11, where God commands Joshua to have twelve men, one from each tribe of Israel, take twelve stones from the Jordan River after the people crossed on dry ground. These stones were to be set up as a memorial so that future generations would ask, “What do these stones mean?” The answer would preserve the story of how God cut off the waters of the Jordan and brought His people through. Dr. Hudson explains that this crossing parallels the Red Sea crossing under Moses forty years earlier. In both cases, God removed a barrier that His people could not remove on their own. The Jordan River was not always deep, but it did flood seasonally. God stopped the waters so Israel could cross, then instructed them to take stones from the riverbed—stones that were normally hidden—and make them visible as a testimony. A key insight is that the stones were not objects of worship. They were reminders of the God who acted. The stones pointed beyond themselves to God's power, faithfulness, and deliverance. Juneteenth as a Stone of Remembrance Dr. Hudson then connects Joshua's stones to Juneteenth. Just as Israel needed memorial stones to remember deliverance, African Americans and the nation need Juneteenth as a memorial of freedom delayed, freedom enforced, and freedom remembered. He explains that the Emancipation Proclamation was issued in 1862 and took effect on January 1, 1863, but freedom was not fully enforced in Texas until June 19, 1865, when Union troops arrived in Galveston and announced General Order No. 3. This shows one of the sermon's major historical lessons: freedom declared is not always freedom practiced. Justice often requires enforcement. Juneteenth, therefore, is not merely a celebration. It is a memorial, an educational moment, and a call to remember both God's deliverance and the human struggle required for justice. Theological Foundation: Human Dignity and the Image of God A major theological point in the sermon is that all people are made in the image and likeness of God. Because of this, no person or group has the right to dominate, dehumanize, enslave, or exploit another. Dr. Hudson emphasizes the importance of saying “enslaved people” rather than simply “slaves.” To call someone a slave can make bondage sound like their identity. But their true identity is that they were human beings made in God's image who were enslaved by others. This point becomes the moral foundation for the sermon's critique of slavery, racism, domination, and exploitation. Slavery was especially evil because it involved humans made in God's image enslaving other humans made in God's image. A Sober View of American History The sermon also calls for honesty about American history. Dr. Hudson says Juneteenth should never have been necessary. If the nation had truly lived up to biblical principles from the beginning, enslaving Africans would never have been tolerated. He notes that the founders debated slavery and compromised in order to form the nation. Some opposed slavery, while others wanted to preserve it because of the economic benefits of free labor. That compromise, he explains, carried a terrible cost and eventually helped lead to the Civil War. Dr. Hudson does not reject love for the nation, but he urges listeners to avoid “rosy narratives” that ignore the blood, suffering, and injustice woven into the nation's history. The proper response is gratitude mixed with sobriety, remembrance, and responsibility. God Still Makes a Way The sermon repeatedly returns to the message that there are always barriers to cross. God parted the Red Sea under Moses. God stopped the Jordan River under Joshua. God made a way for enslaved people through emancipation and enforcement. And God still makes a way for His people today. Dr. Hudson says that today's breakthroughs may not always look as dramatic as the Red Sea or Jordan crossings, but the principle remains the same: when God brings people through obstacles, they should remember, testify, and move forward in faith. Memorials Are Educational Another key theme is that memorials are meant to teach. In Joshua 4, the stones were designed to provoke questions from children. When the children asked what the stones meant, the older generation was responsible to explain God's deliverance. Dr. Hudson applies this to holidays such as Juneteenth, Thanksgiving, Easter, Memorial Day, Veterans Day, and others. These are not merely days off or occasions for celebration. They are opportunities to educate, remember sacrifice, and pass meaning to the next generation. He warns that routines, celebrations, and comfort can obscure legacy. People can enjoy the benefits of history without remembering the sacrifice that made those benefits possible. Therefore, remembrance must be intentional. Standing Where God Made a Way The title phrase, “Standing Where God Made a Way,” captures the sermon's central conviction. Dr. Hudson teaches that many of us are living in places of blessing that exist because God worked through previous generations. We are standing on ground made possible by God's intervention, people's prayers, sacrifices, faith, courage, and perseverance. This applies personally, spiritually, historically, and nationally. We stand where parents, grandparents, ancestors, saints, activists, soldiers, and faithful servants endured hardship so future generations could live differently. Twelve Contemporary Stones of Remembrance Near the end, Dr. Hudson gives twelve “stones” that people and families can set up as memorials today. These are practices and places that help preserve memory, identity, and gratitude: Education — learning the truth and teaching it to others. Vicarious living — learning through the lives and experiences of others rather than repeating their mistakes. Identification — seeing oneself connected to faithful and courageous people from the past. Honoring — highly valuing parents, elders, ancestors, and those who made sacrifices. Testimony — telling what God has done personally and collectively. Studying history — learning the real story, not only simplified or sanitized versions. Serving others — turning remembrance into action. Shared experience — building memories and meaning together as families and communities. Museums — places such as Freetown Village that preserve and teach history. Family gatherings — moments that connect generations. Anniversaries — recurring opportunities to remember God's faithfulness. Juneteenth — a national and spiritual stone of remembrance that points to deliverance, justice, and responsibility. These “stones” help people stay rooted. They prevent forgetfulness. They help connect the present generation to legacy and history. Final Exhortation The sermon closes with a call to preserve memories that are worth preserving. Dr. Hudson urges listeners to be intentional with their children, grandchildren, families, and communities. If people do not connect present blessings with past deliverance, they may lose their way in the future. The final prayer thanks God for His goodness, for ancestors and heroes known and unknown, and for the fact that we are standing where God made a way. The prayer also asks God to help His people remember, honor, educate, and never take His blessings—or the people He used—for granted. Core Message The sermon's core message is: God makes a way through impossible barriers, and His people must remember where He brought them from. Memorials—whether stones, holidays, testimonies, museums, family stories, or historical observances like Juneteenth—help us honor God, educate future generations, and move forward without forgetting the sacrifices that made our present blessings possible.

As one of 11 remaining Pearl Harbor Survivors, Earl "Chuck" Kohler was honored at the PBS Annual Memorial Day event held on May 24th, 2026. On Dec 7th, 1941, Chuck was working at the PBY Flying Boat base on Pearl Harbor where he was one of the few who were able to fight back against the Japanese raiders. He would continue fighting the Japanese in the Pacific Theatre supporting the deadly "Black Cats" PBY squadrons that decimated Japanese shipping and warships.Listen in as Chuck tells us about his recollection of events that very few still alive today are able to do! Support the show

This week I made a recap of my recent Memorial Day tournament. There are highs and lows and everything in between. Chessbook: chessbook.com/?ref=kevin Chessiverse Code: DrSCULL20 Check out my new Substack: https://substack.com/@drscull My Chessable Course! https://www.chessable.com/chess-journeys-tactics-workbook-turning-knowledge-into-skill/course/268850/ Chessnut Link/Code: Code - KEVINSCULL https://www.chessnutech.com?sca_ref=7643464.HueBIKWTYE Get 20% off GM Noël Studer's courses with Coupon chessjourneys20 The Simplified Chess Improvement System: https://courses.nextlevelchess.blog/courses/simplified-chess-improvement-system?ref=04f5d8 My Road to 2200 Youtube series: https://youtu.be/BzKYDt5oBU8 Be sure to check out the Chess Journeys Merch Store! You can support the show and look amazing in the process. https://chess-journeys.creator-spring.com/ I've been streaming somewhat regularly on https://m.twitch.tv/chessjourneys/home If you would like to be a guest on Chess Journeys, contact me on Twitter or fill out the following Google Form:  https://forms.gle/gSnvmUnvpykkgT1y5 As always you can support the show at https://www.patreon.com/ChessJourneys.  Also, be sure to check out my Chessable page at www.chessable.com/chessjourneys Learn more about your ad choices. Visit podcastchoices.com/adchoices

The countdown continues!In this solo episode, Tim Kanak (@FantasyAceball) breaks down prospects #76-100 from the Memorial Day 2026 MLB Prospect Rankings. This tier is loaded with high-upside arms, athletic middle infielders, emerging power bats, and several prospects who could make significant jumps up prospect lists over the next year.While these players sit outside the Top 75 today, many possess the tools and upside to become Top 50 prospects—and future impact major leaguers.Prospects Covered#76 Ethan Conrad, OF, Cubs#77 Jaxon Wiggins, SP, Cubs#78 Jamie Arnold, SP, Athletics#79 Hector Rodriguez, OF, Reds#80 Henry Bolte, OF, Athletics#81 Kash Mayfield, SP, Padres#82 Edwin Arroyo, 2B/SS, Reds#83 Demetrio Crisantes, 2B, Diamondbacks#84 Juneicker Caceres, OF, Guardians#85 Ike Irish, C/OF, Orioles#86 Didier Fuentes, SP, Braves#87 Elmer Rodriguez, SP, Yankees#88 Tate Southisene, SS, Braves#89 Josh Hammond, SS, Royals#90 Johnny King, SP, Blue Jays#91 Steele Hall, SS, Reds#92 Xavier Neyens, SS/3B, Astros#93 Andrew Fischer, 1B/3B/OF, Brewers#94 Nathan Flewelling, C/1B, Rays#95 Kevin Alvarez, OF, Astros#96 Josh Adamczewski, 2B/OF, Brewers#97 Felnin Celesten, SS, Mariners#98 Jonny Farmelo, OF, Mariners#99 Arjun Nimmala, SS, Blue Jays#100 Cole Carrigg, OF, RockiesIn This Episode⚾ The most underrated prospects in baseball⚾ Dynasty baseball sleepers before they explode in value⚾ High-upside teenage shortstops and future impact bats⚾ Pitching prospects with frontline starter potential⚾ Which players could become Top 50 prospects by year's end⚾ Organizational development trends and prospect growth paths⚾ Long-term fantasy baseball outlooks and MLB projectionsFrom premium athletes like Henry Bolte, Felnin Celesten, Jonny Farmelo, and Arjun Nimmala to intriguing arms such as Jamie Arnold, Kash Mayfield, Didier Fuentes, and Johnny King, this episode highlights some of the most fascinating names in the next tier of prospect rankings.We also discuss why players like Ethan Conrad, Edwin Arroyo, Ike Irish, Xavier Neyens, Nathan Flewelling, and Cole Carrigg could significantly outperform their current rankings over the coming seasons.If you love MLB prospects, dynasty baseball, fantasy baseball, scouting reports, MLB Draft coverage, Baseball America, MLB Pipeline, FanGraphs, and minor league baseball, this episode is for you.

Recorded Live at Flash Nightclub in Washington DC on Memorial Day.

Beaches, like any public space, are shared. And as the temperature rises this summer, beach goers will be dividing towel space, and navigating thorny beach etiquette questions around speakers, umbrellas, and even PDA. Jeremy Schneider, NJ.com food and culture editor, discusses his article featuring 15 tips to make sure no one hates you at the Jersey Shore, and listeners share their biggest beach etiquette pet peeves. Photo by Kena Betancur/Getty Images: People take to the beach during Memorial Day weekend on May 26, 2019 in Seaside Heights, New Jersey. Memorial Day is the unofficial start of summer and this year New Jersey has banned smoking and vaping on nearly every public beach under tougher new restrictions.  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Bonus Episode: The GOAT of competitive eating, Joey Chestnut, joins us live from Charlotte Motor Speedway on Memorial Day race weekend. Joey pulls back the curtain on what it actually takes to eat 70+ hot dogs in 10 minutes: the cleanses, the jaw training, the rhythm, the film study, and why it's a lot more like racing than people realize.We cover the 76 hot dog world record, the time he grabbed a protestor mid-contest and still won, the Kobayashi rivalry, the "999" baseball challenge, his first-ever win (deep-fried asparagus, somehow), and what the end of a career looks like for the best to ever do it. He also tries a Gleezy dog for the first time and weighs in on the great ketchup debate.Equal parts hilarious, surprising, and oddly inspiring. New episodes every Monday.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week in the current, Bucky, Brad, Cody & Ryan get together after a busy Memorial Day Holiday.  Listen in as they recount everything from the food they prepared and devoured as well as the work they continue to do on some of the fleet.  From flooring to fishing, it was another amazing week.  Check it out!! Instagram:  @rutandriverpursuits For more In the Currents, go to https://rutandriverpursuits.com

Ham Radio Happy HourBecome a supporter of this podcast: https://www.spreaker.com/podcast/ham-radio-2-0--2042782/support.

The 16th episode of the Lead with Empower podcast, recorded just before Memorial Day weekend, features hosts Dan and Zack discussing the nuances of designing team-building experiences. Determining Difficulty Levels Finding the "sweet spot" for a group's challenge level is described as an art that requires significant inquiry during the sales and design process. Key factors used to gauge the appropriate level of difficulty include: ●       Group Size: Larger groups often face more internal conflict due to "too many cooks in the kitchen". To manage this, facilitators may break a large group of 50 into smaller lanes of eight or nine people to ensure everyone remains engaged. ●       Physical Exertion: Programs are tailored to the group's daily activity levels; for example, a high school sports team would receive a more physically demanding program than a corporate group that is typically sedentary. ●       Age and Wiring: Adults tend to overthink and strategize extensively before acting, whereas younger participants often dive into problems immediately without a set strategy. ●       Desired Outcomes: Facilitators ask whether a client wants pure fun (an outing), professional skill development, or a mix of both to determine the program's structure. Stages of Group Development The hosts reference Bruce Tuckman's research on group dynamics to explain how they adjust activities based on a team's current stage: ●       Forming: New groups with social barriers are given low-complexity icebreakers (e.g., favorite hobbies) rather than deep personal sharing. ●       Storming: Teams experiencing power struggles or conflict are given collaborative tasks without competition to avoid creating further division. ●       Norming: As people settle into roles, activities with clearly defined, different roles are used to highlight how individual strengths contribute to team success. ●       Performing: Groups that are "firing on all cylinders" are given more challenging levels to prevent complacency. Facilitation Tactics ●       Frontloading: To maintain trust, facilitators inform groups at the start if there are multiple tiers of difficulty or if an activity might be modified to build momentum after a struggle. ●       Managing Mistakes: Facilitators use "nickel and dime" rule enforcement as a tool for difficult or uncooperative groups. Conversely, for groups showing high effort and positive growth, facilitators may overlook "hustle mistakes" near the end of a program to ensure the experience concludes with a sense of accomplishment. ●       Core Objectives: Every program aims to achieve three things: Engagement, Challenge, and Accomplishment. Episode Timeline: ●       Never Quit Mentality (03:01): The speakers emphasize giving 100% effort until the "clock hits zero," using the New York Knicks' historic 22-point comeback as a prime example. ●       The Difficulty "Sweet Spot" (06:51): Facilitators must find the right challenge level; too hard leads to participants giving up, while too easy results in "dead air" and disengagement. ●       Inquiry-Based Sales (08:22): A program's success starts during the sales process by asking if a client wants pure fun, a mix of learning, or intensive skill development. ●       Large Group Friction (13:10): Groups of 30 often take twice as long as groups of five because "too many cooks in the kitchen" can cause members to work against each other. ●       Adult vs. Youth Problem Solving (16:01): Adults frequently overthink and delay action to find a "perfect" answer, whereas youth often dive into tasks without any plan or strategy. ●       Tuckman's Stages of Development (20:56): Facilitators use the four stages—forming, storming, norming, and performing—to assess group dynamics and choose appropriate activities. ●       Avoiding Storming Competition (25:13): For groups in the "storming" phase of conflict, facilitators avoid competitive tasks that could "feed the fire" of existing internal power struggles. ●       The Power of "Frontloading" (28:17): To maintain trust, leaders should inform groups ahead of time if an activity has multiple tiers or harder levels rather than using a "sneak attack" challenge. ●       Strategic Rule Enforcement (32:16): Facilitators may overlook minor "hustle mistakes" for engaged teams but strictly enforce rules (a "nickel and dime" approach) for difficult or argumentative groups. ●       The Ultimate Goal (35:16): Team building's purpose is for participants to leave feeling positive and confident, ready to apply lessons to their real-world environments. ●       Selecting a Partner (39:00): Organizations should choose partners who ask deep questions about group outcomes and physical exertion levels rather than offering a "cookie-cutter" approach. Find out more at https://lead-with-empower-podcast.pinecast.co This podcast is powered by Pinecast.

Episode 383: JOE LOBEL "The UK's Wordplay King & The Battle of Content vs. Craft" In this episode of @ROADpodcast, the crew sits down with UK-based DJ and wordplay innovator @Joe.Lobel to unpack the complexities of building a career in the modern digital age. The conversation begins at (01:10) with Lobel's journey from the UK to the US for his Memorial Day run, his perspective on the UK nightlife scene, and the process of securing a US work visa. The discussion shifts to how a "Hip Hop DJ" is defined in the UK before moving to the disconnect between viral social media success and actual ticket sales (09:10). Joe details his technical approach to video production, leading to a broader debate on whether modern DJs are prioritizing content creation over their core musical craft, a theme further explored regarding the rise of DJs with limited skills (21:30). The dialogue turns to the reality of creator burnout and the compulsion to film every moment, and the group reflects on the "perpetual machine" of social media and whether one can truly step away from it (33:00). Joe discusses his scheduling tactics and the risk of pigeonholing himself, followed by a conversation about his reputation for wordplay transitions and the challenge of moving beyond that specific niche (39:55). The episode continues with thoughts on managing copycats in the industry and a discussion on rebrand strategies and equipment (57:01). Finally, the episode concludes with a look at how tech companies are influencing the DJ party landscape with events like @playgrndseries (1:08:01). Try Beatport for free: https://tinyurl.com/yc8da2pz Join DJcity for only $10: bit.ly/3EeCjAX

I recently lost one of the greatest loves of my life, my soul dog Huxley.  He passed really unexpectedly on Memorial Day. He was 11 and a half. He was fine that morning. He ate breakfast, he cuddled with us, he sat in the sun while we were at the pool. By that evening, he was gone. He had massive internal bleeding and we had no idea anything was wrong until his gums went pale and we were racing across town to an emergency vet that Memorial Day night. What followed was four hours of the most tender goodbyes I've ever experienced, and then one of the hardest weeks of my life. I've been thinking a lot about what it means to grieve fully, to actually feel it instead of pushing it down and numbing it. I did that in my early 20s after a bad heartbreak, drowned myself in alcohol, and missed the whole thing. I shoved it down and it just kept showing up later as triggers and pain I hadn't processed. This time I felt all of it. The shock, the devastation, the beauty, the signs he's been sending us since.  I'm also sharing something I found in my journal from February, a few months before he died, where I had written about him without knowing what was coming. And what it made me realize about presence and about what being alcohol-free actually means at the deepest level.   IN THIS EPISODE How we lost Huxley and what those four hours of goodbye looked like The three things that determine how deep grief hits, and why losing a dog child can undo you completely What I did differently this time compared to grieving through alcohol in my early 20s, and what that cost me back then The signs Huxley has been sending us since he passed, and why I'm not calling any of them coincidences What I found in my journal from February that I wrote without knowing what was coming Why being alcohol-free is really just another way of saying you are awake to your life What alcohol actually takes from you, and why you feel the bad but miss all the good when you numb   LINKS/RESOURCES MENTIONED Apply to be our next Thought Leader to master premium selling and thought leader positioning to publish your book and deliver your keynote onstage.  Euphoric the Club is the premier space to lose the desire for alcohol as you surround yourself with successful women who don't drink (and the women who are becoming them). Euphoric the Club includes full access to all of my alcohol-free programs to make alcohol meaningless as your dreams take center stage.  If you know you're meant to help other people change their relationship with alcohol and create a profitable online brand, be sure to get on the waitlist for the Empowered AF Coach 5x Certification – and get 5x certified as a world class alcohol-free empowerment coach, subconscious change coach, success coach, NLP practitioner, and hypnosis practitioner and implement our 0 to $100k Coach Method™ as your build a profitable brand.  Profiling successful people who don't drink and where the alcohol-free lifestyle and entrepreneurship collide. Subscribe to the Euphoric AF YouTube channel. Join over 20,000 souls who tune into weekly newsletters on the competitive advantage you get alcohol-free. Get on the Euphoric newsletter. Read Euphoric: my HarperCollins bestseller on losing the desire for alcohol while getting high on your dream life. Be sure to get your copy of Euphoric: Ditch Alcohol and Gain a Happier, More Confident You today or grab your free chapter here.    Follow @euphoric.af on Instagram.  And as always, rate, review, and subscribe so we can continue spreading our message far and wide.

This week, Sonia and Jessica are back to discuss the glamorous reality of being women in their 40s—which apparently includes hormones doing whatever they want, kids asking the same question 47 times in a row, and spending weeks planning a birthday party that lasts approximately three hours. The conversation bounces from Memorial Day weather pivots and kitty-cat-themed birthday party planning to the emotional rollercoaster of raising strong-willed little humans. They share real parenting moments, the chaos of toddler independence, dance recital memories, children's museum meltdowns, zoo adventures, and the universal experience of trying to make family memories while secretly wondering if everyone is about to lose their minds. Along the way, they discuss the reality of perimenopause, why "sexymenopause" might be one of the greatest marketing campaigns of all time, viral social media surprises, fast-food emergencies, and the emotional support Chick-fil-A sauce that got them through it all. Because motherhood after 35 isn't always graceful—but it is usually entertaining. Topics include: ✨ Kitty-cat birthday party planning and execution ✨ Toddler independence, emotions, and power struggles ✨ Dance recitals, zoo trips, and children's museum adventures ✨ The reality of perimenopause and hormonal chaos ✨ Funny parenting wins (and failures) ✨ Family outings that almost go off the rails ✨ Postpartum perseverance and motherhood resilience ✨ Why sometimes surviving the day is the victory Resources & Links: Geriatric Mamas Website Montessori Education Tips for Potty Training Dance Recitals and Costumes Inspiration Connect with the Geriatric Mamas: Instagram Facebook Email us at hello@geriatricmamas.com Want to be a guest? Fill out our Be a Guest Form and share your motherhood, pregnancy, or fertility journey. We'd love to feature your story! And remember: We're committed to sharing raw, honest experiences, so stay tuned for more heartwarming, hilarious, and relatable episodes. Thanks for listening, and we're so glad to be back! What we're reaching for:

First off, our team at Rock Solid Families would like to thank all of our veterans for their service. On this Memorial Day, we want to recognize and honor those who have given the ultimate sacrifice for our freedom.In this Strong Dads episode, Andy Dalton is joined by Army veteran Matt Hackworth. Join Andy as he and Matt share his background and his time in the Army.  They talk about the true meaning of Memorial Day, how to honor those who have died for our freedoms, and what sacrifice can mean for men in their everyday lives. Stay tuned to the end to find out how sacrifice can strengthen men for their daily lives and families!If you want to learn more about Rock Solid Families or Strong Dads, go check out their website: https://www.rocksolidfamilies.org/Support the show#Rocksolidfamilies,#familytherapy,#marriagecounseling,#parenting,#faithbasedcounseling,#counseling,#Strongdads,#coaching,#lifecoach,#lifecoaching,#marriagecoaching,#marriageandfamily,#control,#security,#respect,#affection,#love,#purpose,#faith,#mastersofdisaster,#storms,#disasterrelief,#tornados,#hurricanes,#floods

Dr. Christine Cocchiola is a social worker, professor, researcher, and internationally recognized advocate on coercive control and abuse. But even Christine didn't realize she was being stalked. Her ex always seemed to know where she was, who she was with, and even details about her finances. Whenever she questioned it, she was told she was imagining things. After leaving the relationship, Christine discovered her phone had been hacked, her car had been tracked, and she had been monitored for years. Today, Christine shares how stalking and surveillance were hidden behind years of gaslighting—and how she finally uncovered the truth. Share Your Story on the Show: strictlystalkingpod@gmail.com Our Sponsors Delete Me Today get 20% off your DeleteMe plan when you go to JoinDeleteMe.com/STALKING and use promo code STALKING at checkout.  Shopify shopify.com/strictlystalking for a one-dollar-per-month trial period! Boll and Branch Get twenty percent off your first order, plus free shipping during the Memorial Day sale at bollandbranch.com/strictly with code STRICTLY. Exclusions apply. Solace You can start a free session in under a minute at solaceconcierge.ai/strictlystalking.  REMI shopremi.com/strictly to get 50% off your new night guard with code STRICTLY Shopify shopify.com/strictlystalking for a one-dollar-per-month trial period! Whatnot Download the Whatnot app today and get free shipping on your first order. Just search W-H-A-T-N-O-T— Whatnot — in the app store and start scoring amazing deals. Progressive Insurance Press play on comparing auto rates. Get your auto quote at Progressive.com to join the over 28 million drivers who trust Progressive. Guest Links: Dr. Christine Cocchiola W: coercivecontrolconsulting.com  IG: dr.cocchiola_coercivecontrol FB: dr.cocchiola.coercivecontrol | drchristinecocchiola TEDxTalks Video:  It's All Coercive Control For Protective Parents, get your free guide: Key Questions for Hiring Therapists or Court Professionals For Protective Parents and Clinicians, Attorneys, Advocates or other Divorce Professionals, get your free map: Clinical Implications and Interventions Related Podcasts The Last Trip - Podcast - hosted by Jaimie Beebe Listen & Subscribe Here: The Last Trip lovelustfear | with Jake Deptula Listen & Subscribe Here: lovelustfear Instagram @strictlystalkingpod @feathergirl77 @jaked3000

In this episode, we talk about Joe's annual trip to the Indy 500, including what keeps him coming back, from the size of the crowd and the tailgating to the Memorial Day weekend ceremonies. We describe the most memorable race-day moments, including the invocation, flyovers, and taps, and we note how well the event handles transportation and crowd flow. We also discuss school awards and the importance of recognizing students, families, and the people who organize these ceremonies. Later, we reflect on a NEA Today article about the joy of teaching, while emphasizing that salary and working conditions still matter, and we review ideas for staying connected to the work, including curiosity, relationships, and advocacy for students. We close with a few happiness habits from The Happiness Project, such as decluttering, walking, breaking tasks into smaller steps, and getting enough sleep. Use the link below for registration for the Educate and Rejuvenate conference on June 30th and July 1st!  Lots of awesome sessions.  Be on the lookout for our special recording with Kelsey on July 1st at 11:30 am. https://educateandrejuvenate.com/op/summer-2026-registration-organic?aff=238 Check out our article in the NJEA Review magazine!   https://www.njea.org/for-podcasting-teachers-life-is-a-balancing-act/ Season 3 is brought to you by our principal sponsor, Teachers' Insurance Plan. Check out their website below for more information and to get a quote. http://bit.ly/4mQC27G⁠ Teachers' Insurance Plan: auto insurance that brings exclusive educator savings and exceptional customer care to New Jersey and Pennsylvania educational employees. Select Episodes from Season 3 sponsored by: For more information about NJSchoolJobs.com check out their website for up-to-date job postings for teaching, admin, support staff and coaching opportunities. We want to hear from you! Shoot over an email and say hi: podthebalancingact@gmail.com Don't forget to subscribe! Leave us a comment!    Follow  Facebook - podbalact JoeandJamie Instagram - @podthebalancingact TikTok - @thebalancingactpodcast Twitter - @podbalact Youtube Channel - The Balancing Act - YouTube Part of the Human Content Podcast Network Learn more about your ad choices. Visit megaphone.fm/adchoices

If you've ever talked yourself out of something ambitious because it felt like too much, this episode is for you. I'm sharing a chaotic, messy, fun Memorial Day baking experience and what it taught me about stretching your capacity, building self-efficacy, and how to tell the difference between resting and shrinking. If you're a recovering perfectionist or just someone who needs permission to go for the exciting thing, pull this one up. Click here to join "Mommy Mastermind," my free Skool community.  Share this episode and tag us on social media! IG: @patricia.cosulich.smith & @creativeambitiousmoms Patricia's 1:1 and group coaching programs are about becoming the active designer of your life through any transitional phase. Learn more at https://www.patriciacosulich.com. Join my email list for workshop updates: https://the-great-imitator.mailchimpsites.com/

Memorial Day usually means a day of rememberance, rest, and relaxation for most. However, on Memorial Day weekend in 2000, a group of Bamberg and Orangeburg County residents had another idea. Local banks were all closed and they saw this as an opprotunity to target on business owner in Denmark, SC and make a "withdrawal".

As one of 11 remaining Pearl Harbor Survivors, Earl "Chuck" Kohler was honored at the PBS Annual Memorial Day event held on May 24th, 2026. On Dec 7th, 1941, Chuck was working at the PBY Flying Boat base on Pearl Harbor where he was one of the few who were able to fight back against the Japanese raiders. He would continue fighting the Japanese in the Pacific Theatre supporting the deadly "Black Cats" PBY squadrons that decimated Japanese shipping and warships.Listen in as Chuck tells us about his recollection of events that very few still alive today are able to do! Support the show

The Enhanced Games took place over Memorial Day weekend in Las Vegas, Nevada. The founders boasted they were making history and redefining what the human body is capable of. What was the evidence for this? Performance-enhancing drugs and bio-hacking in the name of becoming ‘superhuman.’ In this briefing, Kelly explains why stories like this matter and are valuable opportunities to talk to kids about what it means to be human. Kids are bombarded with messages to ‘enhance themselves’ with everything from skin care rituals to looksmaxxing. It is critical for parents to start this conversation. Articles referenced: Enhanced Games claim ‘we changed the world' but only one record broken and three clean athletes win Welcome to sport's ultimate taboo where athletes risk it all for millions in Las Vegas Scripture referenced: 1 Corinthians 6:19 Genesis 2:18 Psalm 139 2 Corinthians 12 Genesis 3:4 Romans 1:25   JUST RELEASED: The Managing Media Creating Character STUDENT Study Guide! An 8-week biblical study examining how character is impacted by media and technology. The study can be done individually, in a small group, or even as homeschool curriculum! Great for middle school, high school, and young college students to develop Christlike character, which can then guide their use of media and technology. Get your copy of the STUDENT Study Guide today! Need a kids-safe phone? Pinwheel is our favorite! Book a Speaking Event!! Buy the UPDATED book: Managing Media Creating Character (2024 Revised & Updated). Also available on Audible. Get Kelly’s new Study Guide & Workbook, with video teachings for small groups. Check out our brand new Brave Parenting Merch Sign up for the Brave Bullet Points newsletter! This helps us communicate what’s happening without social media – a win for everyone!

Why do more pressure, more meetings, and more accountability so often produce the same outcomes? John Dues and Andrew Stotz explore Deming's overlooked insight that results are created by systems — not effort alone. Learn why reacting to variation often makes performance worse, how leaders unintentionally create noise through "tampering," and what it takes to build improvement that actually lasts. TRANSCRIPT 0:00:02.6 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with John Dues, who is part of the new generation of educators striving to apply Dr. Deming's principles to unleash student joy in learning. And the topic for today is why reacting to results won't improve your system. John, take it away.   0:00:25.6 John Dues: Hey, Andrew. It's good to be back.   0:00:28.6 Andrew Stotz: Yeah, it has been a while.   0:00:30.5 John Dues: It has been a while. We missed a couple months for scheduling stuff, so we're fitting it in on Memorial Day here.   0:00:38.1 Andrew Stotz: Hard working. Even on a holiday.   0:00:41.1 John Dues: Even on a holiday, yep. No doubt. I stumbled across this, I'd seen this a number of times, but I thought I'd start with this quote from Deming. He would often sort of pose this simple question at his seminars. He would, you know, kind of ask the crowd, "what will it take to take an organization to unprecedented levels of quality?" And he was, you know, truth be told, he was kind of setting the crowd up because he knew inevitably someone in the crowd would say, you know, by everyone doing their best. And he would immediately respond then, "they already are, and that's the problem," right? So that's kind of the focus today. And, you know, that sort of exchange to me exposes a belief that still shapes in my world how many schools are led today, and I'm sure many businesses as well. And that is this idea that when results fall short, the instinct is to push harder, you know, respond faster, demand more from people. You know, it feels responsible, it looks decisive, but it rarely, very rarely produces better outcomes, especially on the long term. You know, in many schools, you know, leadership revolves around reviewing outcomes.   0:02:05.8 John Dues: You know, just like probably in your business, you know, we're examining test scores, attendance rates, discipline data, you know, lots of other types of indicators, and we're often comparing those results to what came before. And then we have all these meetings and we have charts and explanations and action steps. And, you know, despite all this attention, all these best efforts, results often remain unchanged.   0:02:30.3 Andrew Stotz: Yeah, it made me think about when, you know, let's just say that a tragedy happens and then everybody wants the government to tighten the laws. And then they're oftentimes responding to a short term, or let's say, normal common cause variation. And next thing you know, you have 10 laws coming down on society that nobody can untangle.   0:02:56.3 John Dues: Yeah.   0:02:56.8 Andrew Stotz: And if you were to actually stand up... And this is, I think, to me, some of the crux of what made Deming different and difficult, was that if you were to actually stand up and say, "my proposal is to do nothing."   0:03:04.0 John Dues: Yeah.   0:03:16.3 Andrew Stotz: Everybody wants action.   0:03:17.3 John Dues: Yep, everybody wants action. It's, you know, the issue is certainly not a lack of effort. You know, I mean, I see it every day, you know, leaders, educators, they work hard. The vast majority, you know, work very, very hard, which is probably the case in most businesses. And you know, in most cases people are already doing their best. And that's kind of the point, right? The issue is that the results are those outputs of those systems. You know, they're produced by the system and they can't be improved directly, the results, that is. You know, but that's what we focus on. As leaders we focus typically on results and, you know, we end up reacting to what the system produces rather than changing, you know, how that system works. And I think that's probably, if not the, one of the key lessons that, you know, Dr. Deming taught in his four-day seminars. And it's just like what you said, you know, that reaction, it feels like action, but it doesn't change, you know, the performance of the system. So, you know, over the past several months, I've argued, you know, as I've been writing about this, that leaders often respond too quickly.   0:04:32.4 John Dues: Just like what you were, you know, talking about in your example there. When the numbers change, it's so often just that common cause, that routine variation, and they don't have any tools to distinguish signal from noise. That's sort of one characterization. So, you know, what happens is these common cause patterns just remain. And when results are not where we want them to be, we just respond to the data itself, right? Instead of actually working towards the system. And we, you know, in my world, it's lots of meetings, you know, we ask... As leaders, we ask for explanations. I definitely did this before I discovered this methodology. We adjust expectations. You know, we in education are sort of notorious for new initiatives piled on old initiatives, but none of these actions, none of these things, it feels productive, but none of them are actually changing that underlying system. And I think that's really where the problem lies in my mind.   0:05:39.5 Andrew Stotz: Yeah, the concept of tampering is such an interesting one, you know, that he talks about, about tampering with a system, you know, just does more damage.   0:05:49.2 John Dues: More damage. Yeah, that's exactly right. That's kind of the irony or the paradox that you often find in the Deming philosophy is that until people actually stop and think about it, you know, if they stop long enough to consider what he was saying, then they start to sort of come around to those ideas. But we often don't slow down enough to actually do that, right? And so, you know, it begs the questions, if reacting to results is ineffective, and we've said that, you know, here before, what is it leaders should do instead? And I, you know, I think a really useful, different starting point is a question to ask yourself. And you know, that first question is, is the process that produced this observation the same as the process that produced the others, right? Is this actually something different being produced in our system or, when we really stop and think about it, is it more of the same? You know, and the answer to that question is going to dictate your next steps. But the key thing is that that question shifts attention away from the most recent data point and toward the system that generated it. You know, it forces you to look back more than just, you know, last month or last year.   0:07:07.7 John Dues: Now you're looking at what's happened the last several months, what's happened in the last several years in this system. You know, I think then if the process has not changed or the system has not changed, I kind of use those interchangeably, then what you often discover is that the results are likely consistent with what the system has been producing all along. And so in that case, which is again so often the case in a common cause system, asking for explanations or making immediate adjustments doesn't address that underlying issue. And it, just like you were saying, it's what Deming called tampering. And it actually makes things worse. All this action, all this activity, it feels good in the moment, but you're actually making things worse in your organization by overreacting or reacting to the wrong things. Now, on the other hand, if the process has changed, then there might be something to investigate, but the goal is not to explain the result, it's to understand what is different in your system. So in either case, whether it's a change or something hasn't changed, I think the key thing is the focus moves from the data to that underlying process or that underlying system.   0:08:29.4 Andrew Stotz: It's... I've been working at my coffee factory with the accounting team using the accounts receivable days and the inventory days as a measure that we can track over time. And then I've, you know, developed a pretty simplified PDSA for the team, considering they've never heard any of this stuff. And so, and then, you know, first thing we saw when we looked at the data was that the inventory days really went down a lot in December. We're like... And that was because we wrote off a lot of inventory at the end of the year that was obsolete or whatever. So there was a... And that's where I could say there is an example of a special cause. There's no sense in changing the system because of that one write-off, although that can give us some indication like, we need to be better in some other areas. But to look at that one special cause as unique wouldn't make sense.   0:09:35.7 John Dues: Yeah. And in that case, is the data point from December being produced by the same system that the other data points came from.   0:09:45.6 Andrew Stotz: It's the same system except there's an extreme adjustment to the system.   0:09:53.1 John Dues: Right.   0:09:53.3 Andrew Stotz: Which is the write off.   0:09:55.5 John Dues: Does that happen every year?   0:09:58.3 Andrew Stotz: Yeah, it's gonna happen in every business that has a warehouse and production because, you know, there's gonna be waste, there's gonna be obsolescence, there's gonna be mistakes, and you... It's just very hard to get it perfect. My first job at Pepsi was counting the inventory, basically, and I ran a team of seven people that counted the inventory every single day. And you know, you just, you know, you can see the whole concept of, you know, that you're never gonna get it perfectly right. But the objective is to minimize and minimize and minimize that, you know, variation. We don't really want a large, the reason why a large hit happened at the end of the year was ultimately because of the management decisions that we made throughout the year to either avoid it, not take, you know, not write it off, or not try to sell it at a discounted price or something like that. So yeah, there's lots of different factors.   0:10:58.3 John Dues: Yeah, sounds like some seasonality in that case is probably the primary driver. Yeah, and I think that's a good segue into this idea that I think when we've talked about systems, you know, they all have sort of a certain level of performance they're capable of producing at any given time. And you know, the key thing is looking at that capability not just at a single point in time, but over, you know, an extended period of time. And then by seeing the patterns that sort of emerge over time, you sort of start to really grasp what the capability of your, you know, your system is. And then, you know, at the same time as an organization we have expectations for those processes or systems, what the results should be. And I think the starting point for improvement is where you start to compare those two things. You know, what is the system currently producing, what do we want it to produce? And then what's the gap between those two levels? And that's where we, you know, often that's where the goal setting and things like that, you know, where our expectation setting falls off track because we've set those goals without studying, without understanding that capability.   0:12:14.0 John Dues: You know, we've talked about this here, it's so often leaders are establishing targets based on aspiration or pressure or, you know, external demands without understanding what the current system can actually deliver. And so then when those results fall short, the response is often to push harder or react more quickly, you know, reactive. We got to do something. Don't just stand there. You know, these are all things that we've talked about multiple times. I think, however, you know, that gap between current and desired performance, it can't be closed by reacting to outcomes. That's the whole point. It can only be closed by changing that underlying system that produces those outcomes. And I think that's what Deming was talking about when he said "substitute leadership." Right. Leadership is about understanding the system, understanding what the system is capable of. And you're a part of that system, you're a part of that understanding. And so you have to sort of lead that understanding, lead that capability understanding, and then start to help lead with the changing of that underlying system. It's not just the frontline workers, you know, in our case, the teachers, they can't be left to their own devices because they don't have control over so much of the system just like, you know, the production workers in your Pepsi example.   0:13:36.0 Andrew Stotz: Yeah, it's interesting because I've been working with this, my accounting and finance and inventory team, and you can definitely see, like, they cannot produce a different result than what they're producing right now. Like, I just can see that. And even thinking about how do we do that is a challenge. It needs some time. But I also don't want to come in and give solutions. I want to teach them how to use PDSA and how to think about, you know, the variation. And so, you know, but I did, like, I told them a story about, I went to visit a credit card collection company and they were very successful in Thailand and they were a Japanese company. And the way that they did it is they set up the collection date was the 15th, starting, or your credit card, basically you gotta pay on the 15th. And their goal was, of course, to be at 100% collection by the end of the month. So they made a whiteboard, and they just marked down each day from 15, 16, 17, all the way to 31. And then they had eight teams, and each team each day would post the percent collection.   0:14:52.8 Andrew Stotz: So one day they had 50%, you know, 50% of people just pay, and then 60 and 70. And so there's a natural, you know, increase as people are paying their bills. But then they start doing calls and other things, and then they can look at other teams and see how's each team doing. And I asked the Japanese manager of it, this was in Thailand many years ago, and I asked him, what do you do if one team's doing really well and the other one's collecting, you know, a lot less? He said, well, we have the better team help the weaker team.   0:15:23.6 John Dues: Hmm. Imagine that.   0:15:25.2 Andrew Stotz: And I was like, that would just never happen in America.   0:15:27.6 John Dues: Yeah.   0:15:31.9 Andrew Stotz: It's like, not my problem, dude. You're not doing it.   0:15:48.6 John Dues: Yeah. You know, when you're talking about, you know, a special cause, you know, a key point is that a special cause could be positive, you know, that positive deviance. And so what do you do? Exactly what you just said. You study it, and then you share it with, with, you know, with everybody else, right? And it's not in a gloating way. It's just like what you described, you know, they were helping another team because, you know, a few months from now, maybe it's this, you know, the team that needed help, they may then be, you know, helping others. And that's such a much better way to sort of operate, you know.   0:16:08.3 Andrew Stotz: Yeah, by giving some ideas like that. And this is why I love reading and I love podcasts, and I love that because, you know, you hear different ideas and you think, hmm, I wonder, you know, why don't we... We could do a PDSA on that and say, what could we track on a daily basis that would keep us all kind of seeing the progression? Would that help? Maybe not.   0:16:30.9 John Dues: Well, at least it puts it in front of you. So everybody sort of, you know, closes that feedback loop, it makes it visual. We're actually doing something like that right now with our student recruitment department, where we have a weekly meeting, we have a board where, you know, all of our sort of leading and lagging indicators are visualized, and we can see right away, like, where are the gaps. And then immediately with that team, we're problem solving. Okay, this campus wasn't able to make, you know, or spend as much time on recruitment, like what's getting in the way, and then they can immediately problem solve with some of their peers from other campuses that are doing the same work. It's been really powerful to sort of operate like that.   0:17:09.2 Andrew Stotz: Yeah. And some people may look at it as just a torture to say, why is this up? Why is this down? You know, as you're talking about reacting. That's not the purpose. The purpose is... And I think for the purposes in my own situation, the purpose is awareness.   0:17:23.1 John Dues: Yeah, yeah. And it's in our case, you know, this is not a gotcha. It's not an accountability measure where, oh, you didn't hit, you know, a certain target. It's not like that. It's more along the lines of what got in your way, what didn't allow you, you know, we, we kind of, especially with the process-oriented targets, we kind of came up with them based on the end goal. So how much work do we need to be doing now in different areas to hit the end goal before the new school year starts? And we know that that requires a certain amount of, you know, hours, a certain number of calls we have to make, a certain number of doors we have to knock on, and those types of things. And so, you know, if we wait weeks before we sort of attend to some of the gaps where we're seeing instead of, you know, doing it immediately, then we're just gonna fall farther and farther behind from our goal. And so that's, you know, again, part of the power of doing it like what you're describing. And I think it really just goes back to this idea that, you know, better results require a better system.   0:18:22.9 John Dues: And then that means that the improvement work has to focus on how the system is operating. And we're talking about ways to visualize what the system is producing and in a very quick way then attend to those areas where things aren't where we want them to be. You know, so there's all kinds of ways to do that. But, you know, the key is the leader is not walking in and saying, why aren't the results where I want them, that's the key here. There's so many other things that we can do, kind of like what you were just talking about. We can, you know, study how the current system functions. We can identify areas in the systems where the performance is being limited. We can test small changes through a PDSA to improve outcomes. You know, we can repeat those cycles of learning to, you know, build knowledge. So there's many other things that we can do besides just applying pressure and say, you know, I don't know how you're gonna do it. I don't care how you do it. Just figure it out and get it done. You know, that's sort of the opposite of what Deming was talking about.   0:19:26.3 Andrew Stotz: Yeah. And when you work with them on it, you create lasting change.   0:19:31.9 John Dues: Well, I think, yeah. And when you're working with people on it, you know, they're much more likely to be bought into it, and the change is much more likely to stick because they were part of producing that solution in the first place, right? We're not trying to force better results, but we're trying to design a better system that regularly is capable of producing those results. That's kind of how I think about it.   0:19:55.7 Andrew Stotz: So what would be your parting words to the audience here?   0:19:59.4 John Dues: Yeah, I mean, I think most of what I've seen is that improvement efforts also often fall short, you know, when we are focused on results instead of that system that produces them. So there's sort of three big ideas for me when I'm thinking about this other way of doing things. So big idea one would be we have to realize that results are produced by systems, not individual effort alone. And so pushing harder on outcomes does not change system performance. I think that'd be big idea number one. Big idea number two would be reacting to results, whether they are surprising or stable, does not improve capability. It often creates more noise without addressing the underlying causes. And then big idea number three is that improvement requires understanding current system performance and redesigning the system through disciplined experimentation. Deming's preferred method, the one we've talked about, is that Plan-Do-Study-Act cycle. And so I think when leaders shift their focus from reacting to results to improving the system, that's really when we move from activity to learning and from effort to effectiveness. And that's just what I've found as I've continued to try to apply the Deming philosophy in my own work here in Columbus.   0:21:21.2 Andrew Stotz: Yeah. And for the listeners out there, imagine if each of the challenges you faced, you created a permanent solution to through the process of, you know, not reacting, understanding variation, right, maybe using PDSA. But what happened was you permanently dealt with that particular issue. Imagine where you would be if you never had to deal with the same problem twice.   0:21:51.9 John Dues: It's learning your way to a better system.   0:21:54.4 Andrew Stotz: Yeah. Just imagine, I mean, you would be at the moon by now. So, but instead, most of the time people are stumbling through. So, well, on behalf of everyone at The Deming Institute, John, I want to thank you again for the discussion. And for listeners, remember to go to deming.org and jump into DemingNEXT to continue your journey. You can find John's book, Win-Win, W. Edwards Deming, the System of Profound Knowledge, and the Science of Improving Schools on amazon.com. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is, "people are entitled to joy in work."

Beef prices remain elevated across the United States as cattle supplies stay historically tight while consumer demand for protein continues to grow, according to meat industry expert Darren Hill of J.D. Food. During a recent AgNet News Hour interview, Hill discussed the factors driving beef prices, changing consumer habits, and emerging animal health concerns impacting the livestock sector. Hill explained that the U.S. cattle herd remains at relatively low levels, limiting beef availability even as demand continues to increase. He noted that consumer interest in high-protein diets has helped fuel strong demand for beef products despite higher retail prices. “We're still struggling as an industry with the cattle herd,” Hill said. “The herd remains extremely low and demand is exceedingly high.” The beef industry remains highly concentrated, with four major beef packers accounting for roughly 85 percent of the nation's beef processing capacity. Hill said that market concentration, combined with tight cattle supplies, has contributed to continued price pressure throughout the supply chain. While beef prices remain high, Hill believes consumers still view beef as a worthwhile purchase, particularly when preparing meals at home. He noted that many families compare the cost of cooking steaks or hamburgers at home against restaurant prices and continue to find value in beef products. At the same time, analysts expect some consumers to shift toward lower-cost protein options such as pork and chicken during the summer grilling season. Memorial Day marked the unofficial start of grilling season, and retailers are already seeing increased protein sales as families spend more time outdoors and gather for barbecues and holiday celebrations. Hill also highlighted the role of innovation within the beef industry. Restaurants and retailers are increasingly utilizing alternative beef cuts that offer strong flavor and tenderness at lower price points. Cuts such as the flat iron steak have gained popularity as chefs seek creative ways to provide value while maintaining quality dining experiences. Another issue drawing attention is the recent discovery of New World screwworm in a calf in South Texas. Hill said federal officials responded quickly by implementing quarantines, movement controls, surveillance efforts, and sterile fly release programs designed to prevent the pest from spreading. He emphasized that the situation currently poses no threat to consumers and that the U.S. food supply remains safe. Freight costs continue to be another major factor influencing food prices. Hill noted that rising transportation expenses affect nearly every stage of the supply chain, from moving cattle and feed to delivering finished products to retailers and foodservice operators. Looking ahead to the summer grilling season and America's upcoming 250th anniversary celebrations, Hill expects strong demand for beef and other proteins to continue. While prices may remain elevated, he believes consumers will continue making room in their budgets for backyard barbecues and family gatherings.

Two weeks ago, I talked about the steps I'm taking to build something more resilient at Creek Road Pottery — the garden, the wood kiln, the solar system, the treadle wheel. Today is the field report. The solar equipment is starting to arrive. The garden was planted on Memorial Day, and the plants are growing. Here's what's actually happening on Creek Road right now. Links mentioned in this episode: Creek Road Pottery shop: https://www.creekroadpottery.com/shop The Pottery Dailies: https://www.thepotterydailies.substack.com My Pottery Firings: https://www.amazon.com/dp/B0CDZ2D6ZQ My Pottery Journal: https://www.amazon.com/dp/B0CDNMNRX7 My Pottery Projects: https://www.amazon.com/dp/B0CD164HJK

The rankings continue!In this solo episode, Tim Kanak (@FantasyAceball) breaks down prospects #51-75 in the Memorial Day 2026 MLB Prospect Rankings, highlighting some of the most intriguing breakout candidates, future fantasy baseball stars, and under-the-radar talents in professional baseball.While these prospects may sit outside the Top 50 for now, many have the tools, upside, and developmental trajectory to become Top 25 prospects—or impact MLB players—in the near future.#51 Lazaro Montes, OF, Mariners#52 Zyhir Hope, OF, Dodgers#53 Jonah Tong, SP, Mets#54 Jett Williams, 2B, Brewers#55 Emil Morales, SS, Dodgers#56 Jhonny Level, SS, Giants#57 George Lombard Jr., SS, Yankees#58 Esmerlyn Valdez, 1B/OF, Pirates#59 Luis Hernandez, SS, Giants#60 Connor Prielipp, SP, Twins#61 Kyson Witherspoon, SP, Red Sox#62 Gage Wood, SP, Phillies#63 Caden Scarborough, SP, Rangers#64 Emmanuel Rodriguez, OF, Twins#65 Gage Jump, SP, Athletics#66 Braylon Payne, OF, Brewers#67 Michael Arroyo, 2B/SS, Mariners#68 Dasan Hill, SP, Twins#69 Michael Forret, SP, Rays#70 Josiah Hartshorn, OF, Cubs#71 Karson Milbrandt, SP, Marlins#72 Ethan Holliday, SS/3B, Rockies#73 Cam Caminiti, SP, Braves#74 Devin Taylor, OF, Athletics#75 Kendry Chourio, SP, Royals⚾ Which prospects are poised for a Top 50 jump⚾ Dynasty baseball sleepers to buy before the breakout⚾ Power bats with middle-of-the-order upside⚾ Emerging frontline pitching prospects⚾ Future MLB regulars vs. future stars⚾ Development trends and organizational fits⚾ Long-term fantasy baseball value and projectionsFrom elite power hitters like Lazaro Montes and Zyhir Hope to high-upside arms such as Jonah Tong, Kyson Witherspoon, Cam Caminiti, and Ethan Holliday's superstar potential, this episode covers some of the most exciting names in the next tier of MLB prospect rankings.If you love MLB prospects, dynasty baseball, fantasy baseball, scouting reports, MLB Draft coverage, Baseball America, MLB Pipeline, and minor league baseball, this episode is for you.

In this episode, we discuss the latest labor market releases, deteriorating consumer balance sheets, and Friday's decline in equity markets. While payroll growth exceeded expectations and the unemployment rate held steady at 4.3%, the composition of employment gains, the timing of the Memorial Day holiday, and several other details within the report continue to suggest a less encouraging picture of the economy. Meanwhile, consumer debt continued to rise, with revolving credit balances, much of which consists of credit card borrowing, increasing at an annualized rate of 10% in April after rising 9% in March. These figures are particularly troubling given that the personal savings rate remains near historic lows and credit card delinquencies have climbed to levels not seen since the Global Financial Crisis. Consumers appear increasingly reliant on borrowing to sustain spending, a dynamic that has rarely ended well. Friday's sell off in equity markets served as a reminder of the fragility underlying the recent rally. Weaker than expected revenue guidance from Broadcom, renewed concerns about inflation, and rising expectations that the Federal Reserve may be forced to raise interest rates before year end all contributed to the decline.

Welcome back to the shop, friends. We're kicking things off with the bizarre mystery of the YouTube algorithm—specifically how a 40-minute, 10-out-of-10 stinker of a garage upgrade video miraculously resurrected itself after a long Memorial Day weekend Deric scored a 16-speed Central Machinery drill press at a yard sale for 30 bucks, which naturally leads to us brainstorming how to custom-paint it like a WWII bomber. We debate the dreaded "puzzle moment" of a project—that soul-crushing point where you solve the complex part and instantly lose all motivation to finish the tedious sanding. Grab a cold beverage, ignore the neighbors creeping up your driveway to ask what you're doing, and let's get into it.Got questions? Email us at offthecutpodcast@gmail.comJoin the Aftershow: https://www.patreon.com/offthecutpodcastWatch Live: https://www.youtube.com/channel/UCcRJPIp6OaffQtvCZ2AtWWQMerch: https://www.spencleydesignco.comStart a Podcast: https://streamyard.com/pal/c/5926541443858432Follow the Hosts:Zac: @ZacBuildsEric: @SpencleyDesignCoDeric: @PecanTreeDesignProudly Sponsored By: KM Tools (kmtools.com/SPENCLEYDESIGNCO)WTB Woodworking (wtbwoodworking.com/giveaway)Gorilla Glue (http://gorillatough.com/offthecut) #Woodworking #DIY #3DPrinting #Maker #ContentCreation #OffTheCutPodcast #Sponsored #KMTools #WTBWoodworking #GorillaTough

Hundreds of detained people launched a hunger and labor strike at Delaney Hall in Newark, New Jersey, over Memorial Day weekend to protest inhumane conditions at the immigration detention facility run by the for-profit company GEO Group. Protesters flocked to the scene to echo detainees' pleas for release and better conditions — and were met with brutal tactics from federal, local, and state law enforcement officials, who beat, tear-gassed, and arrested protesters.“Detainees are raising that they have no access to quality medical care, that they're not getting needed medications,” Andrea Sáenz, a former federal appellate immigration judge who was fired by the Trump administration last year, tells The Intercept Briefing. “They don't have enough food to eat. The food that they are getting is spoiled. They're facing hostility and harassment and violence from the guards.” This week on the podcast, host Jessica Washington speaks to Sáenz and Aaron Reichlin-Melnick, a senior policy fellow at the American Immigration Council, about the conditions at the 1,000-bed jail and other detention centers across the country. The Trump administration has restricted members of Congress and state officials from oversight of federal immigration detention centers. “ICE doesn't want people to see the way that they're treating human beings in these facilities,” says Sáenz. Intercept reporter Noah Hurowitz, who covers federal law enforcement and immigration, was on the scene at Delaney Hall on Monday. He describes the violence that erupted outside of the facility between protesters and law enforcement officers.“The ICE agents on the scene were quite willing to use violence at times against protesters,” says Hurowitz. “But from everything I saw, the Newark and New Jersey police were much more indiscriminate with their violence and much more willing to attack outright and fire tear gas and really put people in danger.”Reichlin-Melnick says that the Trump administration's war on immigrants should concern everyone. “We're seeing every government database being turned into a tool of the mass deportation state, and that is something that impacts all Americans,” he adds, “because you cannot carry out a mass deportation of 4 percent of the U.S. population without fundamentally transforming the United States into more of a police state.” For more, listen to the full conversation of The Intercept Briefing on Apple Podcasts, Spotify, YouTube or wherever you listen.Keep our investigations free and fearless at theintercept.com/join. Hosted on Acast. See acast.com/privacy for more information.

Patriotic Bob loves Memorial Day so much that he researched who first created it. | At Bobby's gig in New Orleans he was greeted by busty fans and a rat that ran across the stage. | Kevin Hart defends his roast by taking both sides. Crack Amico continues to produce brilliant music and his track is all about Chelsea Handler and her hypocrisy. D.L. Hughley's producer is really good at A.I. images and the Bonfire crew is not. So Jay verbally makes his A.I. prompts with no visual. *To hear the full show to go www.siriusxm.com/bonfire to learn more! FOLLOW THE CREW ON SOCIAL MEDIA: @thebonfiresxm @louisjohnson @christinemevans @bigjayoakerson @robertkellylive @louwitzkee @jjbwolf Subscribe to SiriusXM Podcasts+ to listen to new episodes of The Bonfire ad-free and a whole week early.  Start a free trial now on Apple Podcasts or by visiting siriusxm.com/podcastsplus. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

Jim McTague reports on consumer behavior at a Costco in Lancaster County, Pennsylvania, following Memorial Dayweekend. He observes that despite a significant drop in gas prices, the store remained unusually empty. McTaguesuggests that shoppers are becoming increasingly budget-conscious and picky, intentionally reducing their consumption costs even as the holiday rush subsides.1945 PENNSYLVANIA

This week, we are off for Memorial Day week but bringing you the rest of last week's recap: I took Ben to an all-day chess tournament which was a wee-bit brutal...then caved on my plan to leave before the participation medal ceremony (which activated the mom network!) Then, I had a disastrous trip to the DMV trying to renew my license. Story developing, but I can tell you there was no 2005 incident in Atlanta, okay?! Plus, Bevy Smith popped in and we opened the Listener Mail Bag. For more interviews and behind-the-scenes tea, tune in to Andy Cohen Live weekdays on Radio Andy by subscribing to SiriusXM. Use my link https://sxm.app.link/AndyCohen for a free trial! Subscribe to SiriusXM Podcasts+ to listen to new episodes of Daddy Diaries ad-free and a whole week early. Start a free trial now on Apple Podcasts or by visiting siriusxm.com/podcastsplus. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The Memorial Day break is over and the band is getting back together. Dave and Cody dig into "The Heart Is a Lonely Hunter" — the sixth episode of From Season 4. Jade and Boyd argue their way through the entire first act. Donna has a heart attack at the most suspicious possible moment. Sophia cuts open her own hand and slips her blood into Henry's drink. Ethan and Victor draw their monsters side by side. The team finally starts sharing information with each other (only took three and a half seasons). And in the closing minutes, Boyd grabs a sledgehammer and confirms that Jade's mushroom vision was real. Plus a Fromspiracy on why everyone in Fromville keeps drinking the tap water without question.

The Boys end, Star Wars returns, and Nicolas Cage finally gets his Spider-Man moment. This week on the podcast, we review The Mandalorian and Grogu, break down the first two episodes of Spider-Noir and Citadel Season 2, and unpack the shocking finale of The Boys. Is Star Wars back? Can Nicolas Cage carry a Spider-Man series? And did The Boys stick the landing? Episode Index Intro: 0:07 Citadel Season 2 Episodes 1-2: 6:00 The Boys Season 5 Episode 8: 20:21 Spider-Noir Episodes 1-2: 31:42 Mando and Grogu Review: 42:32 Citadel – Season 2 (Amazon Prime) Episode 1: Baked Alaskas Air Date: May 6, 2026 Director: Joe Russo Writer: David Weil Summary: Mason Kane struggles with lingering identity issues while Nadia attempts to keep her daughter safe from emerging threats. Bernard recruits former CIA operative Hutch to investigate billionaire Paolo Braga as a new conspiracy begins to take shape. Episode 2: Baked Alaskas Air Date: May 6, 2026 Director: Joe Russo Writer: David Weil Summary: The hunt for Paolo Braga intensifies as Mason, Nadia, Bernard, and Hutch uncover a global operation with ties to Manticore. New allies and enemies emerge as the scope of the conspiracy grows. Rating Out of 10 Is Hutch the New Mason Kane? Brian: 7/10 Darryl: 6.2/10 The Boys – Series Finale (Amazon Prime) Episode 8: The Last Stand Air Date: June 2026 Director: Philip Sgriccia Writer: Eric Kripke Summary: With Homelander’s grip on America nearing complete control, Butcher and the remaining members of The Boys launch one final assault. Alliances fracture, secrets are revealed, and the stage is set for the end of the war between Supes and humanity. Ratings Out of 5 When Clark Loses His Powers He Woops Lex’s Ass, Homelander does he’s a Bitch Brian: 1/5 Darryl: 1/5 Rating Season 5 Out of 10 Thank God it’s Over Brian: 6.22/10 Darryl: 5.8/10 Rating Out of 10 The Boys On Amazon Prime A Catalog of Missed Opportunity Brian: 7.3/10 Darryl: 7/10 Spider-Noir (Amazon Prime) Episode 1: Step Into My Office Air Date: May 25, 2026 (MGM+) / May 27, 2026 (Prime Video) Director: Harry Bradbeer Writer: Oren Uziel Summary: Ben Reilly, a former vigilante turned private investigator, is drawn into a dangerous case involving organized crime, corruption, and a mysterious woman connected to a growing criminal conspiracy. Episode 2: Tread Lightly Air Date: May 25, 2026 (MGM+) / May 27, 2026 (Prime Video) Director: Harry Bradbeer Writer: Christopher Chen Summary: As Ben continues his investigation, he discovers connections between New York’s criminal underworld and influential figures in the city. The deeper he digs, the harder it becomes to escape his past as The Spider. Rating out of 10 If you’re Not Watching in Black & White, are you Even Watching Brian: 5.1/10 Darry: 7.5/10 The Mandalorian and Grogu (2026) Release Date: May 22, 2026 Director: Jon Favreau Writers: Jon Favreau, Dave Filoni, Noah Kloor Cast: Pedro Pascal as Din Djarin / The Mandalorian Sigourney Weaver as Colonel Bishop Jeremy Allen White as Rotta the Hutt Jonny Coyne as Brendol Hux Steve Blum as Garazeb “Zeb” Orrelios Grogu Summary: Din Djarin and Grogu are recruited by the New Republic to rescue Rotta the Hutt, drawing them into a conflict involving Imperial remnants, criminal syndicates, and threats lurking throughout the Outer Rim. Production Notes: Originally developed as The Mandalorian Season 4 before becoming a theatrical feature. First Star Wars theatrical release since 2019. Budget estimated at approximately $165 million. Heavy use of practical creature effects, puppetry, and animatronics. Nearly 50 minutes presented in expanded IMAX format. Box Office: $81.7 million opening weekend (domestic) Approximately $102 million Memorial Day 4-day weekend Approximately $165 million worldwide opening Reception: Critics were mixed-to-positive, praising the practical effects and action sequences while questioning whether the story warranted a theatrical release. Audiences responded more favorably, earning the film an A- CinemaScore. Rating Out of 10, Why You Gotta Bart Simpson Grogu Brian: 6.2/10 Darryl: 7.5/10 Contact Us The Infamous Podcast can be found wherever podcasts are found on the Interwebs, feel free to subscribe and follow along on social media. And don't be shy about helping out the show with a 5-star review on Apple Podcasts to help us move up in the ratings. @infamouspodcast facebook/infamouspodcast instagram/infamouspodcast stitcher Apple Podcasts Spotify Google Play iHeart Radio contact@infamouspodcast.com Our theme music is ‘Skate Beat’ provided by Michael Henry, with additional music provided by Michael Henry. Find more at MeetMichaelHenry.com. The Infamous Podcast is hosted by Brian Tudor and Darryl Jasper, is recorded in Cincinnati, Ohio. The show is produced and edited by Brian Tudor. Subscribe today!

Amidst the best spring ever, in episode 88 the boys recap Memorial Day weekend filled with skiing Lassen and Shasta, riding moto out in the Toiyabe and Toquima ranges of central Nevada and digging dirt with the Truckee Dirt Union. Memorial Day was also highlighted by stupid people doing stupid things, including a grown man taking his 18-month old son on an ebike ride that ended at 10,000 feet in snow, darkness and a helicopter rescue. The boys also make a huge announcement – their first sponsorship with a local business, the Start Haus in Truckee! To celebrate, the first three people to who walk into Start Haus and drop the password CORE LORD will get 10% off any new bike of their choice. Speaking of Core Lord, in the spirit of Jeff Foxworthy, the boys run through a “You Might be a Core Lord if…” exercise. Got more? Call or email us! Plus Mark Weir rants about Strava, we DOPE or DERP Hypershell Exoskeleton legs and more Mind the Track hats made by Deso are coming, so get your pre-order in if you want one. 3:00 – Best spring ever? Blessed rain and cool temps4:28 – Truckee Dirt Union Trail Day and Loam Masters Rally recap9:00 – The legend of Pow Bot the bartender and the power of being a conversation starter16:40 – Memorial Day weekend recap – TW rides moto in NV, PB skis Shasta/Lassen28:00 – Memorial Day stupidity - Dad and his 18-month old son getting airlifted off Freel Pass37:10 – Words of wisdom from Mark Weir about Strava and Strava users40:38 – We misspoke about a trail system and mentioned trails we shouldn't have41:45 – Bike parks, Vail Resorts, Heavenly and Northstar45:05 – Mind the Track announces a sponsorship with Start Haus!48:48 – The first three listeners to drop CORELORD as the secret password – 10% off a new bike51:08 – All about the new Aventon Current ebike – available at Start Haus57:00 – More Mind the Track Deso hats coming! Reach out to us if you want to pre-order59:30 – Carlorado - You might be a Core Lord if….1:10:20 – Downhill Phil calls in and asks – do you watch motocross or supercross?1:13:10 – Watching professional extreme sports and 100 Foot Wave documentary1:16:45 – Gordo calls in but gets cut off twice1:19:00 – DOPE or DERP – Hypershell Exoskeleton Legs. The ebike of backcountry skiing?1:25:00 – Meeting a legend while riding mountain bikes on Prison Hill in Carson City

Welcome back to The Viall Files: Going Deeper edition!  Today, we get into the questions that everyone has been asking… Is Amanda Frances returning to The Real Housewives of Beverly Hills? What does Eddie think of her filming? What did Rihanna DM her? All that, and more. You won't want to miss it!  "He chased me down the street in West Hollywood." Want ad free episodes and incredible bonus content?  Start your 7 Day Free Trial of Viall Files + here: https://viallfiles.supportingcast.fm/  HEY! YOU! DO YOU NEED DATING AND RELATIONSHIP ADVICE?  Email asknick@theviallfiles.com and be a part of future Ask Nick episodes! Subscribe to The ENVY Media Newsletter Today: https://www.viallfiles.com/newsletter  To Order Nick's Book and/or learn more about the show, go to: https://viallfiles.com   THANK YOU TO OUR SPONSORS: Zenni: Go to https://zenni.com/podcast and use code PODCAST15 for 15% off your first order. Rakuten: Join for free at https://rakuten.com or download the Rakuten app to start saving money today. Tonal: Right now, Tonal is offering our listeners $200 off your Tonal purchase. Just go to https://tonal.com and use promo code VIALL.  Vivrelle: Go to www.vivrelle.com and apply for a membership today using referral code VIALL for your first month of membership FREE. CashApp: New Cash App customers can earn $10 if they use code FAMILY10 in their profile at signup and send $5 to a friend within 14 days. Honeylove: For a limited time, Honeylove is offering up to 50% off sitewide during their Memorial Day sale. Use our exclusive link to shop at https://honeylove.com/VIALL  To advertise on this podcast please email: ad-sales@libsyn.com or go to: https://advertising.libsyn.com/theviallfiles   Episode Socials:  @viallfiles @nickviall @nnataliejjoy @xoamandafrances @thedadforlife @justinkaphillips @the_mare_bare

In this episode of Bows & Company Podcast, we're catching up after Memorial Day Weekend and diving into all the excitement that comes with the start of summer. Ann answers listener questions in another installment of Ask Ann, shares highlights from the holiday weekend, and talks about what's ahead for the season! Subscribe to our Patreon: https://www.patreon.com/cw/emilyoandbows

Andy returns after Memorial Day with a recap of a rainy Engcon Demo Day trip to Bozeman/Belgrade, Montana, updates on his crews, and a first-time strip-lighting install under coping. He also previews the free July 25 Engcon Demo Day/Open House at Mulder Outdoors in Crown Point, Indiana, with sponsors, equipment, food, kids activities, giveaways, and RSVP perks at mulderoutdoors.com. Listener questions cover irrigation poly-pipe storage, landscape lighting brands, warranties, color-changing transformers, and an update on the new shop build, which is expected to be handed over in about two weeks.

Tim Miller, Sam Stein, and JVL talk about the week's biggest stories: Trump installs a meme stock grifter as acting Director of National Intelligence, the $1.8 billion weaponization slush fund may be dying (or just hibernating), Tina Peters walks free and heads straight to Steve Bannon, Scott Pelley goes out swinging at 60 Minutes, and the leaked Trump-Netanyahu call reveals a president trapped by his own unworkable coalition of MAGA, Iran hawks, and Mark Levin all turning at once.Get 25% off select mattresses PLUS an extra $50 off during Leesa's extended Memorial Day sale. Go to https://Leesa.com, promo code THENEXTLEVEL.Go to https://GreenChef.com/50NEXTLEVEL and use code 50NEXTLEVEL for 50% off your first month, then 20% off for your next two months.Read JVL's Triad, here: https://www.thebulwark.com/s/thetriad

Joe reviews the backlash against the Just War portion of Pope Leo’s “Magnifica Humanitas.” Transcript: Joe: Welcome back to Shameless Popery. I’m Joe Heschmeyer and I want to talk about the fight over just war that’s being fought right now in the aftermath of Pope Leo’s new and cyclical. I want to start with a little bit of context. On Memorial Day, Pope Leo released Magnifica Humanitas on safeguarding the human person and the time of artificial intelligence. It’s being called the popes uncyclical on AI, but that’s a little bit like Calling Rarem...

Summer has a way of slipping through our fingers. One minute it's Memorial Day weekend. The next, kids are back in school, pumpkin spice is everywhere, and we're wondering where the summer went.But what if this summer could be different?What if instead of simply passing time, you intentionally used the next 90 days to build something meaningful?In Week 2 of The Summer Shift, Kevin invites you to take a mental trip to the beach and asks a powerful question that sits at the heart of personal growth, fulfillment, and intentional living:What are you building with your life?Whether you're pursuing a dream, growing a business, strengthening relationships, creating memories with your family, or simply trying to become a better version of yourself, this episode will challenge you to stop drifting through life and start building it on purpose.Because the life you want isn't created overnight.It's built one day, one choice, and one intentional moment at a time.Get Ready to Discover:Why so many people unknowingly let life pass them byThe powerful beach-day metaphor that can change how you view your futureThe difference between simply existing and truly livingWhy meaningful lives are built through small, consistent actionsHow to enjoy today while still building toward tomorrowThe one question that can help you make the most of the next 90 daysWhy memories and experiences may be the most important things you ever buildThe Key Takeaway:The next 90 days are going to pass whether you're intentional or not. The real question is: What will you have built by the time they're over?This Week's Summer Shift Challenge:Take 15 minutes this week and ask yourself:"What am I building with my life right now?"Then identify one small action you can take this summer that moves you closer to the life you want to create.Remember: Great lives are built the same way great sandcastles are built—one bucket at a time.Enjoying the Summer Shift Series?Be sure to follow Grit, Grace, & Inspiration on your favorite podcast app so you never miss an episode of this 12-week summer journey designed to help you shift from merely surviving life to truly thriving within it.Connect with KevinKevin Lowe is an inspirational speaker, blind visionary, entrepreneur, and host of the Top 2% globally ranked podcast Grit, Grace, & Inspiration. Through powerful stories and practical encouragement, he helps people discover what's possible, overcome adversity, and build a life they love.Because no matter what you're facing, your best days may still be ahead.Hey, it's Kevin!I hope you enjoyed today's episode! If there is ever anything I can do for you, please don't hesitate to reach out. Below, you will find ALL the places and ALL the ways to connect!I would LOVE to hear from you! Send me a Voice MessageWant to be a guest on GRIT, GRACE, & INSPIRATION? Send Kevin Lowe a message on PodMatch!Book Kevin to Speak at Your Next Event: CLICK to Learn More + Get In TouchHire Kevin to Create Your Own Custom Soundtrack!Or for 1 Place for Everything, CLICK to visit the website!Stay Awesome! Live Inspired!© 2026 Grit, Grace, & Inspiration

On this week’s episode, Amanda had very moving Memorial Day Weekend. Shandy is in fawning season and Colleen got a new (old) dryer. Shandy watched The Burroughs and Remarkably Bright Creatures. They also finish last episode’s Ask Reddit asking pizza delivery drivers what got customers banned. After the break, they debate what makes a cool […]

Send us Fan MailIn this solo episode of Spartan Leadership, Josh Kosnick tackles a problem that's quietly wrecking our society, our homes, and our boardrooms: the inability to hold two truths at the same time. From Memorial Day to the boardroom to your marriage, he breaks down how binary thinking masquerades as conviction while quietly destroying wisdom, trust, and culture.You'll hear why being “for” or “against” everything isn't strength, it's rigidity — and how real leaders learn to sit in tension, honor complexity, and still make clear decisions. Josh then walks through six practical disciplines you can start using this week to build the muscle of holding two truths without folding under pressure.If you're a leader at work, at home, or in your community, this episode will challenge how you think, how you decide, and how you show up when things get complex.