Podcasts about Ford Motor Company

It's the robotic version of man's best friend. The four-legged robot from Boston Dynamics is being put to work at Ford Motor Company in Michigan.这是机器人版的人类最好的朋友。波士顿动力公司的这款四足机器人正在密歇根州的福特汽车公司投入使用。We were looking at a way to get into tight spots within our facilities, and spot who we nicknamed Fluffy came up as a brainstorming idea.我们当时正在想办法进入设施内的狭窄区域， 集思广益之后想到了Fluffy。We could mount a 360 high resolution camera onto it as well as a laser scanner.我们也可以在上面安装一台360度高分辨率相机以及一台激光扫描仪。Fluffy works with an autonomous robot named Scatter to help create a 3D map of the factory floor.Fluffy与名为Scatter的自动机器人合作，帮助创建工厂车间的三维地图。They autonomously go through the plant and then stop, scan, move, stop, scan to waypoints like a GPS.它们像GPS一样自主穿过工厂，然后停下、扫描、移动、停下、扫描，依次到达各个路径点。Fluffy goes where Scatter can't helping create a more complete map of the space,Fluffy可以去到Scatter无法到达的地方，从而帮助绘制更完整的空间地图，which in turn helps engineers as they retool floor plans for production of new car models.这反过来又能协助工程师重新规划生产新车型的车间布局。In some of our final assembly areas, the facility is changing monthly.在我们的一些总装区域，工厂设施每月更换一次。The robotic dog can be customized with a variety of sensors for different jobs.这只机器狗可以配备多种传感器以适应不同的工作任务。Chemical manufacturing, you want a gas sensor to see if there's a leakage in the environment, so that you can fix the leak faster.化工生产中，你需要气体传感器来检测环境中是否存在泄漏，以便更快地修复泄漏问题。Other customers need a thermal camera, so that they can look at the performance of some of their industrial equipment and say, oh that is overheating and that could potentially cause a problem.其他客户需要热成像仪，这样他们就能观察一些工业设备的运行情况，并判断出哪个部位过热了，可能会引发问题。Ensuring worker safety in dangerous environments is one of the main benefits of using this robot. So is collecting more kinds of data.在危险环境中确保工人安全是使用这款机器人的主要优势之一，收集更多类型的数据也是如此。We're creating all of these systems to interpret and collect and analyze big data.我们正在创建所有这些系统来解释、收集和分析大数据。The problem is that we can only get a very narrow set of data into those systems.问题是我们只能将非常有限的一组数据输入到这些系统中。Unlike a fixed sensor, this robot can collect data wherever it's programmed to go.与固定传感器不同，这台机器人可以按照程序设定前往任何地点采集数据。Boston Dynamics is currently leasing the technology so companies can find ways to use it.波士顿动力公司目前正在出租这项技术，以便各公司能找到使用它的方法。For some this robot dog could turn out to be a very good boy indeed.对一些人来说，这只机器狗可能会成为一个非常棒的朋友。

What is interesting is the number of people who associated with Jeffery Epstein that are paying a price.  But, more interesting are those who seem to be Teflon when it comes to the scandal. This is the Business News Headlines for Thursday the 26th day of February, thanks for listening. In other news, a judge rules that the IRS broke the law and we'll share what that is about. So who is now winning in the Warner Brothers – Netflix – Paramount deal?  Things have…changed. Some shocking testimony in the Facebook trial that we'll share with you. We'll check the numbers in The Wall Street Report and the Ford Motor Company has just issued a major recall and why.  Ready?  Let's go! Thanks for listening! The award winning Insight on Business the News Hour with Michael Libbie is the only weekday business news podcast in the Midwest. The national, regional and some local business news along with long-form business interviews can be heard Monday - Friday. You can subscribe on  PlayerFM, Podbean, iTunes, Spotify, Stitcher or TuneIn Radio. And you can catch The Business News Hour Week in Review each Sunday Noon Central on News/Talk 1540 KXEL. The Business News Hour is a production of Insight Advertising, Marketing & Communications. You can follow us on Twitter @IoB_NewsHour...and on Threads @Insight_On_Business.    

Join us in this episode as we explore the transformative role of technology, especially AI, in aging well. Our guest, Jon Warner, a seasoned expert in healthcare and innovation for older adults, shares his journey, latest trends, and a hopeful vision for the future of personalized, preventative care that empowers individuals to thrive at any age.About JonJon Warner is an aging expert and sought-after advisor for digital health, health, healthcare and wellness organizations. Five-time company CEO, Jon is a widely respected entrepreneur having founded and led 3 startups (with 2 successful exits).His career started in the corporate world with Air Products and Chemicals, working in the US and across Europe before joining Exxon-Mobil. Following his 15 years in the corporate world, Warner founded and grew The Worldwide Centerfor Organizational Development, a management consulting business with global clients including Ford Motor Company, L'Oreal, British Airways, HSBC, Microsoft, Glaxo, Foster Wheeler, Toyota, Johnson and Johnson, Coca-Cola, PWC, The UK NHS, Roche and MasterCard.Key TakeawaysIn the past two decades, macro demographic changes have led to increased innovation and more focus on aging populations.Aging is plastic, not predetermined: Aging is a flexible process, influenced by lifestyle and epigenetic factors.Innovation in AI allows us to customize solutions and tailor them in ways that will help us to thrive and to prevail for longer in better health. AI is capable of pulling together data and creating new threads of insights.AI brings the opportunity to case-assess more richly and not only understand the care that's being rendered, but in what context the person lives. Using AI in affordable housing allows analysis of social determinants of health data—answering questions like: Does beingsocial and having a wide friend set prevent heart disease and dementiaAI needs contextual thinking provided by humans The risk of AI is misinformation from scaping the internet, which is not always reliable. We need “guidelines and guide rails.” To reduce risk, be specific with prompts and rely on credible reports and studies.Precision medicine eliminates a one-size-fits-all approach. Genomic data and social determinant data allows us to render solutions that are individualized in ways we couldn't imagine a decade ago.

This conversation goes straight at the tension every legacy leader feels but rarely names.How do you build something new inside a company designed for stability?How do you move fast inside a system built to control risk?How do you create urgency without burning out your team?In this episode of the Automotive Leaders Podcast, Jan Griffiths sits down with Ted Cannis, former CEO of Ford Pro and longtime executive at Ford Motor Company.Ted didn't just grow revenue. He helped build an integrated ecosystem of vehicles, software, charging, service, and financing. But this conversation isn't about the numbers. It's about the leadership and culture required to produce them.Ted shares what it really takes to drive change inside a legacy organization. Why data is your most powerful ally. Why shared metrics matter more than motivation. Why speed is a discipline. And why every bold initiative faces what he calls “status quo snapback.”He also makes a surprising admission. He's a self-confessed micromanager. And that opens up one of the most honest leadership moments we've had on the show.This episode is about disciplined change.Not hype. Not slogans. Not transformation theater.Real leadership inside real constraints.Themes Discussed in this EpisodeWhy building inside constraints sharpens leadershipThe power of going to the gemba instead of managing from the conference roomUsing data to win enterprise-level changeHow shared metrics break down silosWhy speed requires preparation, not chaosThe danger of “sketchy scoping” in big strategic betsWhat “status quo snapback” looks like inside legacy organizationsCan micromanagement and authentic leadership coexist?Watch the full episode on YouTube - click hereThis episode is sponsored by Lockton, click here to learn moreFeatured GuestTed Cannis is the former CEO of Ford Pro, where he scaled the business to $67B in revenue and $9B EBIT by integrating commercial vehicles, SaaS, charging, service, and financing into one global ecosystem.Across a 30+ year career at Ford Motor Company, Ted led global electrification strategy, investor relations, and international operations. He is known for combining operational discipline with enterprise-level vision and has been featured in CNBC, The Wall Street Journal, and Forbes.Today, he serves as a strategic advisor and board-level collaborator across mobility, energy, and technology ventures.About Your Host – Jan GriffithsJan Griffiths is a champion for culture transformation and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty,

Between 1908 and 1927, the Ford Motor Company sold 15,007,033 Model Ts, making the car the best-selling automobile the world had ever seen. That record came to an end on the 17th February, 1972 when the 15,007,034th Volkswagen Beetle rolled off the production line. The car was the brainchild of Adolf Hitler who commissioned it almost immediately after her became chancellor of Germany in 1933. His plan was that the German public, irrespective of whether they were a doctor or a factory worker could buy a car for just 1,000 Reichsmarks which would have been around 31 weeks' pay for the average worker. In this episode, Arion, Rebecca and Olly consider whether the Beetle is more a triumph of engineering or advertising; discuss why Ford turned down the Volkswagen factory at Wolfsburg, which they could have had for free; and look at how the Führer's car came to be loved by 1960s American hippies and flower children…   Further Reading: • ‘The VW Beetle: How Hitler's idea became a design icon' (BBC, 2014): https://www.bbc.com/culture/article/20130830-the-nazi-car-we-came-to-love  • ‘The world's best-selling cars' (Auto Express, 2022):  https://www.autoexpress.co.uk/best-cars-vans/33872/worlds-best-selling-cars  • ‘The History of Volkswagen, 'The People's Car' (Wall Street Journal, 2016): https://www.youtube.com/watch?v=HhH-oWHzzvQ  Love the show? Support us!  Join 

Secretary of defense and friend and ally to two presidents, Robert S. McNamara was one of the most controversial men in American history for his role in the Vietnam War. Beyond his time at Harvard Law, his service during World War II, and his leadership of the Ford Motor Company and the World Bank, he is inevitably remembered for his fierce escalation of an unpopular and arguably unwinnable war. Authors Philip and William Taubman join David M. Rubenstein to provide a window into McNamara's mind, including his relationship with the Kennedy family and the evolution of his views on Vietnam.Recorded on January 16, 2026

The Jeep was originally developed in 1940 by American Bantam company. The US Army sought a lightweight, four-wheel drive reconnaissance vehicle; within 18 hours of the announcement, American Bantam developed the first prototype. Due to limited production capacity, the US Army brought in Willys-Overland and Ford Motor Company to team with American Bantam. By the end of the war over 637,000 Jeeps were built. After the war, Willys-Overland launched the CJ (Civilian Jeep) and the Jeep culture was born. Jeep is not just brand, it is a culture, that thrives globally. It embodies the values of adventure, resilience, independence and community. It is a true American Brand.  #BardsFM_TheAmericanBrand #TheJeep #AmericanValues Bards Nation Health Store: www.bardsnationhealth.com EnviroKlenz Air Purification, promo code BARDS to save 10%: www.enviroklenz.com EMPShield protect your vehicles and home. Promo code BARDS: Click here MYPillow promo code: BARDS >> Go to https://www.mypillow.com/bards and use the promo code BARDS or... Call 1-800-975-2939.  White Oak Pastures Grassfed Meats, Get $20 off any order $150 or more. Promo Code BARDS: www.whiteoakpastures.com/BARDS BardsFM CAP, Celebrating 50 Million Downloads: https://ambitiousfaith.net Morning Intro Music Provided by Brian Kahanek: www.briankahanek.com Windblown Media 20% Discount with promo code BARDS: windblownmedia.com Founders Bible 20% discount code: BARDS >>> TheFoundersBible.com Mission Darkness Faraday Bags and RF Shielding. Promo code BARDS: Click here EMF Solutions to keep your home safe: https://www.emfsol.com/?aff=bards Treadlite Broadforks...best garden tool EVER. Promo code BARDS: TreadliteBroadforks.com No Knot Today Natural Skin Products: NoKnotToday.com Health, Nutrition and Detox Consulting: HealthIsLocal.com Destination Real Food Book on Amazon: click here Images In Bloom Soaps and Things: ImagesInBloom.com Angeline Design: AngelineDesign.com DONATE: Click here Mailing Address: Xpedition Cafe, LLC Attn. Scott Kesterson 591 E Central Ave, #740 Sutherlin, OR  97479

The Weekly Option trading podcast Episode 414 February 13, 2026 Welcome to The Weekly Option, a weekly program that offers practical trades and discussion for beginners and professionals alike. The topic of the week is the personal history. In this week's show, we will cover the trades from last week on Opendoor Technologies, Ocular Therapeutix Inc, Ford Motor Company, and Bank of America. And we discuss four new trades on Cipher Mining, Core Scientific Inc, Carnival Cruise Lines, and NuScale Power Corp. The markets headed lower week over week. The Dow Jones Industrial Average lost 614 points, closing the week at 49,500 points. The S&P 500 Index lost 96 points, ending the week at 6,836 points. It's always great to hear from listeners. If you have any questions about the trades presented here or about your own positions, feel free to email me. Email questions to me: eric@theweeklyoption.com Visit our YouTube Channel for The Weekly Option.com. PODCAST LINKS FOR EPISODE POST Listen on iTunes:  https://itunes.apple.com/us/podcast/the-weekly-option/id1375267155 Listen on YouTube Music:  https://music.youtube.com/channel/UCTo2yTkZPhqvlE8PdZkyTZA Listen on Spotify: https://open.spotify.com/show/6HoYh2XxVCWaidJP4dJiSD Listen on Audible by Amazon: https://www.audible.com/podcast/The-Weekly-Option/B08K57QL6S?language=en_US Listen on PodBean: https://www.podbean.com/podcast-detail/r5aam-6a884/The-Weekly-Option-Podcast YouTube Channel: https://goo.gl/u7JKJd Option Trading Basics: My Favorite Strategies: https://youtu.be/8UmPK5tuez0 How to Trade Stock Using Technical Analysis: https://youtu.be/wAATt0RpE0w Technical Analysis Videos: https://www.youtube.com/channel/UCnpPLl3EB_RBC5kyrCnsHow TradingView Stock Charts For Analysis: https://www.tradingview.com/gopro/?share_your_love=TraderEric

Ever wonder what it's like working as a mechanic? This video shares insights into a mechanic's career, highlighting the physical demands and the challenges of auto repair. We also critique some common automotive issues, such as a faulty body control module, and discuss why proper car maintenance is crucial. Plus, we examine vehicle diagnostics and data on car recall by manufacturers, with Ford Motor Company leading the pack.Grab a copy of my book: https://partsmanagerpro.gumroad.com/l/qtqax"The Parts Manager Guide" - https://www.amazon.com/Parts-Manager-Guide-Strategies-Maximize-ebook/dp/B09S23HQ1P/ref=sr_1_4?crid=3UZYOGZJUNJ9K&keywords=parts+manager+guide&qid=1644443157&sprefix=parts+manager+guid%2Caps%2C244&sr=8-4Full video on Youtube:https://youtu.be/-3hzaiJgh64Become a supporter of this podcast: https://www.spreaker.com/podcast/the-motor-files-podcast--4960744/support.

About the Guest:Sanjay Gupta comes from a family of trailblazers. His mother, the first woman engineer hired at Ford Motor Company—a refugee who fled India at age 5—took Dale Carnegie courses to conquer public speaking fears, making How to Win Friends and Influence People a family staple. Inspired by her grit, Sanjay pursued neuroscience early, became a White House fellow, and joined CNN just before 9/11, evolving from healthcare wonk to global reporter on wars, disasters, and outbreaks—while still operating in war zones.That's why Sanjay is CNN's Chief Medical Correspondent, a practicing neurosurgeon at Emory, a bestselling author (Keep Sharp), and a Dale Carnegie graduate. He credits the course (taken at 16–17) for turning speaking terror into TV poise for millions. Hear more about blending medicine, media, and mentorship when you listen to this episode of the Dale Carnegie Taking Commandpodcast.What You Will Learn:Insights into how family resilience shapes bold careersLessons in humility as a leadership superpower ("Say 'I don't know'—it galvanizes teams")Stories about Dale Carnegie's hacks like using names and unsolicited praise notesThe hard truth on brain health: movement grows neurons, but brisk walks beat sprints for optimal resultsJoin us for this deep dive into balancing dual careers, learning from everyone, and optimizing your mind for peak performance. Sanjay isn't just a reporter—he's a perpetual student turning lessons into action. Tune in today to learn from one of the best. Please rate and review this Episode!We'd love to hear from you! Leaving a review helps us ensure we deliver content that resonates with you. Your feedback can inspire others to join our Take Command: A Dale Carnegie Podcast community & benefit from the leadership insights we share.

The Weekly Option trading podcast Episode 413 February 6, 2026 Welcome to The Weekly Option, a weekly program that offers practical trades and discussion for beginners and professionals alike. The topic of the week is the importance of history. In this week's show, we will cover the trades from last week on Americas Gold and Silver Corp, Gossamer Bio Inc, TeraWulf Inc, and Super Micro Computer Inc. And we discuss four new trades on Cleanspark Inc, Ocular Therapeutix Inc, Ford Motor Company, and Bank of America. The US markets were mixed this week, with the Dow finishing the week 2.5% higher and the S&P finishing the week flat. The DOw Jones Industrial Average grew 1,223 points, closing at 50,115 points. The S&P 500 Index lost 6 points, ending the week at 6,932 points. It's always great to hear from listeners. If you have any questions about the trades presented here or about your own positions, feel free to email me. Email questions to me: eric@theweeklyoption.com Visit our YouTube Channel for The Weekly Option.com. PODCAST LINKS FOR EPISODE POST Listen on iTunes:  https://itunes.apple.com/us/podcast/the-weekly-option/id1375267155 Listen on YouTube Music:  https://music.youtube.com/channel/UCTo2yTkZPhqvlE8PdZkyTZA Listen on Spotify: https://open.spotify.com/show/6HoYh2XxVCWaidJP4dJiSD Listen on Audible by Amazon: https://www.audible.com/podcast/The-Weekly-Option/B08K57QL6S?language=en_US Listen on PodBean: https://www.podbean.com/podcast-detail/r5aam-6a884/The-Weekly-Option-Podcast YouTube Channel: https://goo.gl/u7JKJd Option Trading Basics: My Favorite Strategies: https://youtu.be/8UmPK5tuez0 How to Trade Stock Using Technical Analysis: https://youtu.be/wAATt0RpE0w Technical Analysis Videos: https://www.youtube.com/channel/UCnpPLl3EB_RBC5kyrCnsHow TradingView Stock Charts For Analysis: https://www.tradingview.com/gopro/?share_your_love=TraderEric

Mario Bros. is the biggest franchise of all time. Bigger than Star Wars, Marvel… bigger than Harry Potter. Nintendo is an empire. Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not-so-secret techniques that took famous businesses from mom and pop to major brands. Stephen Semple is a marketing consultant, story collector, and storyteller. I’m Stephen’s sidekick and business partner, Dave Young. Before we get into today’s episode, a word from our sponsor, which is… Well, it’s us, but we’re highlighting ads we’ve written and produced for our clients. So here’s one of those. [Travis Crawford Ad] Dave Young: Welcome back to the Empire Builders Podcast. Dave Young here with you, and Stephen Semple’s alongside, with another empire-building story for us that- Stephen Semple: An exciting story. Dave Young: It’ll take you back to childhood, but it doesn’t take me back to childhood because I’m too goddamned old. Stephen Semple: Well, it depends how you look at this, this might be- Dave Young: No, I suppose. I suppose the company [inaudible 00:01:55]. Stephen Semple: It might be older than your childhood, but depends what we decide to talk about. Dave Young: Yeah, it’s just like when the big games came out, the… So we’re talking about Nintendo today. Stephen Semple: Correct. Correct. Dave Young: And I had Atari and things like that. And my kids all had the Nintendo. I actually have a Nintendo Switch, but I didn’t get that until I was… Stephen Semple: It also originally started as an arcade game, if we go back, because we are going to go back far enough. Dave Young: Well, that’s true. That’s true. Stephen Semple: Yes, yes. But if we actually went back to the company, Nintendo, we would be going back to 1889. Dave Young: Okay. So not so much my childhood. There you go. Stephen Semple: 1889. Yeah. And we’re really not going to talk so much about the origin and Nintendo as a company, but really, the origin of the video game business, and more specifically Donkey Kong, and went on later to become the Mario Brothers franchise. That’s really what we’re going to talk about. Dave Young: Now, hold on. Hold on. Hold on. Now, I don’t know everything, but I’m pretty sure video wasn’t around in 1889. Stephen Semple: It was not. Dave Young: There was no video games. Stephen Semple: No, there was not. So that’s why we’re really going to be talking about more of the recent history of Nintendo. Dave Young: A real Donkey Kong, climbing ladders and throwing barrels. Stephen Semple: Okay. That’s it. That’s it. Dave Young: Or a monkey, a gorilla. Yeah. Stephen Semple: And here’s the thing, the Mario Brothers franchise is huge. It’s one of the biggest franchises in history. There’s been 800 million video games sold worldwide, making it the bestselling video game of all time. It’s bigger than Pokemon in game sales alone. The estimated lifetime sales across all revenues for the Mario Brothers franchise is $60 billion. Bigger than Star Wars, bigger than Harry Potter, bigger than Marvel. Dave Young: Wow. Stephen Semple: The movies alone sold over a billion dollars. There’s theme park now. It’s huge. It’s absolutely massive. And the Nintendo company is very old. It was founded back in Kyoto, Japan in 1889 by Fusajiro Yamauchi. That’s it, Yamauchi. Dave Young: Oh. Stephen Semple: Boy, I’m going to struggle with these names. Dave Young: What were they doing back then? What was the company doing? Stephen Semple: The first product they did was a playing card called Hanafuda, and it was very, very successful. So they actually started- Dave Young: As a gaming company. Stephen Semple: … in game business doing playing cards. Dave Young: Okay. Stephen Semple: Now, during the 1950s, during Japan’s economic recovery, because if you remember, the economy was decimated in World War II, and through the Marshall Plan and whatnot, there was this rebuild going on. And during that time, they had a new leader, Hiroshi Yamauchi, who decided to explore all sorts of new businesses. He was doing all sorts of stuff. They had taxis, they had love hotels. Yes, you heard it right, love hotels. Dave Young: Love hotels. Stephen Semple: Instant rice, and of course, toys. And most of the things they did failed, except toys held a promise, so they continued to lean into toys. So it’s April 1978, so this is basically really where our story starts, and Taito, a competitor, releases a game called Space Invaders. Dave Young: Oh, right. I remember Space Invaders. Sure. Stephen Semple: Remember Space Invaders? And of course, this is back in the day of arcades, and you’re putting money into the games. This is so big in Japan, there’s 100 yen shortage. It would be like being in the U.S., and we run out of quarters. Dave Young: Right. Stephen Semple: It’s so big. So Nintendo, because it’s having some success in the game space, decides to make a knockoff of Space Invaders. So it’s October 1980, they create this knockoff called Radar Scope, and they decide also to ship it to the U.S., because they’ve started up a U.S. division. And it takes four months for the game to travel from Japan to the United States, and once it arrives, the trend has changed, it’s no longer Space Invaders, it’s now Pac-Man is the big game. Dave Young: Okay. Stephen Semple: So they’re left with these 2,000 unsold cabinets sitting in the United States. Enter Shigeru Miyamoto, who’s a graphic designer with Nintendo, and he has an idea, and he says to them, “Look, let’s reuse the cabinets, and let’s just create a new game. Let’s do that.” And it’s like, “What the heck? Let’s give this a try.” So Shigeru grew up in rural Japan, and this deeply influenced how he looked at games, because he grew up in a place where there was no television, none of these things, and he would go and he would play in like a cave that was nearby, and he would create all of these stories and characters. And this is the ’80s where the games do not have characters or a story. Dave Young: Okay. Yeah. Stephen Semple: They didn’t have that. Dave Young: Space Invader, you’re just knocking down… Stephen Semple: Right. Pac-Man, the same thing, there was no story. Pong, all that stuff, no stories. He takes a look around and he realizes that Nintendo has the rights to use Popeye, so Shigeru makes a suggestion to create a game using Popeye, where they already have the rights, and he moves ahead and does that. And so he also decides to make a game where characters move up rather than scrolling left to right, and there’d be different levels, which was also a relatively new idea. And he created this whole thing where they could jump, and using just a joystick in the buttons that already existed. So they started to create this game, but they hit a snag. Just before the release, they discovered Nintendo only had the rights to use Popeye for playing cards. Dave Young: For playing cards. Darn it. Stephen Semple: Now, turns out this was a gift from heaven, and the best thing that could ever happen in Nintendo. Dave Young: So it would’ve been Bluto up at the top, and Popeye trying to get up there, climbing the ladders and- Stephen Semple: And saving- Dave Young: So sort of a nautical theme? Stephen Semple: And saving olive oil. Dave Young: Yeah. Stephen Semple: Because remember, he would always capture olive oil. Dave Young: Yeah. Stephen Semple: And Popeye was this love triangle, right? Dave Young: Yeah. Stephen Semple: So what does Shigeru do? Replaces- Dave Young: Bluto becomes- Stephen Semple: … with- Dave Young: … the gorilla. Stephen Semple: Right. Popeye becomes Mario. Dave Young: Yeah. Stephen Semple: And olive oil is Princess Peach. Dave Young: Okay. Stephen Semple: It’s the same story. Dave Young: Yeah. Beautiful. Stephen Semple: It’s exactly the same story. And if you think about it, even the whole idea of this gorilla capturing the princess kind of sounds like King Kong, doesn’t it? Dave Young: A little bit. Sure. Stephen Semple: A little bit. And of course, they can’t use the name King Kong, so it’s Donkey Kong. And the reason why Donkey Kong is, he went looking through English dictionaries, and there’s all this stubbornness, and all this other things that go along with it. So we went, “You know what? This monkey, this Kong is kind of stubborn.” So Donkey Kong is the name of the game. Dave Young: Did they run into any issues with the King Kong folks? Stephen Semple: Nope. Dave Young: No? Stephen Semple: No, because you think about it, it’s a completely different name, Donkey Kong, right? Dave Young: Yeah, but it’s still a big gorilla with the word Kong in it. Stephen Semple: Yeah. Nope, no. It was different enough. Dave Young: [inaudible 00:09:14] just because it’s stubborn, and it sort of went with the word Kong? Stephen Semple: Yep. So it was different enough. It was all great. And the original character was not Mario. Dave Young: Stay tuned. We’re going to wrap up this story and tell you how to apply this lesson to your business right after this. [Using Stories To Sell Ad] Let’s pick up our story where we left off, and trust me, you haven’t missed a thing. Stephen Semple: And the original character was not Mario. The original character was Jumpman. Jumpman. Dave Young: I kind of remember that. Stephen Semple: Jumpman. And the game allowed them to reuse the cabinets, and just do it. And think about it, the objective of this, because he was also just a very junior graphic designer, and the objective on this was, “Hey, if we can sell these 2,000 unsold cabinets sitting in the U.S., that’ll take the financial strain off of our U.S. operations, and it will be great, it will keep them afloat.” And here’s what happened, they sold in 1981 alone 60,000 cabinets. Dave Young: I tell you, I poured a lot of money into one of those cabinets when I was in college. Stephen Semple: So Shigeru goes from this low-level designer to the creator of one of the best performing games up to that point. And one of the things that also ends up happening, he starts making modifications to the game. And one of the modifications is, he’s walking one day, and he sees these pipes, and he realizes character should be a plumber, and the landlord for one of the Nintendo properties’ name was Mario. Dave Young: Okay. Stephen Semple: So that’s where the whole idea of Mario came from, and eventually evolved to being brothers, Mario and Luigi. And of course, there was continuing success, and other formats and differing games. And Mario Brothers grew beyond Donkey Kong, it went from Donkey Kong to really the franchise being the Mario Brothers, with all sorts of new characters being added, and all sorts of new themes, like there’s go-kart racing and all sorts of different things. But the birth of the idea happened when they had this problem of, “We’ve got to have these cabinets…” And Shigeru saying- Dave Young: “And we either have to make a whole bunch of Popeye playing cards, or we have to find something to put in these cabinets.” Stephen Semple: “We have to find something to put in these cabinets.” And Shigeru saying, “It needs to be a story.” Dave Young: Yeah. No, that’s brilliant. And I feel like I’d be remiss if I didn’t point out to our listeners here in the U.S. that Steve is Canadian, and he pronounces it Mario, and everybody I’ve ever met says Mario. Stephen Semple: Mario. Dave Young: Mario. It’s Mario Brothers. Stephen Semple: Mario. Dave Young: It’s sort of like you say Mazda, we say Mazda. Stephen Semple: Right. Yes. Yes. Dave Young: So- Stephen Semple: Yeah, that’s true. Dave Young: Here’s a weird tangential thought. Do you have a minute for one of my weird tangential thoughts? Stephen Semple: Isn’t that why we’re here? Just for your weird tangential… Isn’t what we tune in for? Dave Young: That’s the way I look at it. I wonder if the guy that shot the UnitedHealthcare… Luigi, I wonder if there was a little bump in Nintendo stock. Stephen Semple: Oh, I wonder. Dave Young: And I wonder too, what was the discussion inside Nintendo about that? At first it was probably, “Oh my God, a guy named Luigi just shot someone.” And that was probably, “Oh my God, a guy named Luigi just shot someone that… Okay.” It’s not cut and dry. Stephen Semple: Well, it isn’t, because sometimes these negative events actually have positive impacts on sales. The one that I always remember that always comes to mind, I always find bizarre, is the white two-door Ford Bronco was due to be discontinued until O.J. Simpson went and did a joyride on LA freeways, and it actually extended the sales of that vehicle several years. And to this day, the white two-door Ford Bronco is a premium price from that year. Dave Young: Yeah- Stephen Semple: It’s nuts. Sometimes these crazy things happen. Dave Young: I don’t know if it was a joyride, but yeah. But we remember it, for sure. Stephen Semple: But we remember it. But- Dave Young: And those things have these impacts that you couldn’t buy that. There’s nothing Ford Motor Company could do that would’ve done that, that would’ve saved the Bronco. Stephen Semple: So here’s the interesting thing, coming back to Nintendo, that I find… So one of the influences it had was it was the first game that came along and basically said, “We should have a story.” And if we take a look at video games today, they’re all very heavy story based. And in fact, the stories are unbelievably rich, like Zelda, and all these other ones are these very complex universes that have been created. And he was kind of the first to come along, and his influence from that came from the fact that he didn’t grow up with these things. Dave Young: Yeah, he grew up with stories. Stephen Semple: So again, it’s this whole outside… We had this graphic designer that didn’t grow up with these things saying to a game, “Here’s what it should do. It should have this story, and there should be this imagination.” And all these things. And when you think about it, there was a couple of accidents, a couple of lucky happenstances that led to the birth of this. First of all, the console. Because if you think about it, if it was the creating of a brand new game, you wouldn’t take some junior graphic artist and put on it. The objective was, “All we need to do is move these 2,000 consoles.” So it was like, “Okay, so we’ll give it to the junior guy to do.” And then it blows out of the water. The other lucky happenstance is, think about how Nintendo’s fortunes would be completely different if they actually had the rights to use Popeye. Dave Young: Yeah, it would have been, like, Mario Brothers, that whole universe would never have come about, and- Stephen Semple: Well, the whole universe would be Popeye Universe, even if it worked. Dave Young: And I can’t see that happening. Stephen Semple: Right. But even if it worked, it would not have been theirs, it would have been- Dave Young: Oh, true. Stephen Semple: The people who would have made all the money were the owners of the Popeye license, would have been a licensee. Dave Young: Yeah, that’s true. Stephen Semple: So they had a couple of really lucky, fortunate things that happened that totally changed the trajectory of Nintendo. But here’s the other interesting lesson, and look, we talk about this all the time in storytelling, is there’s a couple of things you can do in storytelling. One is, you can take an existing story and just change the characters. We just took Popeye, changed as Donkey Kong. And what you know is, we knew that story worked, so it’ll work over here with different characters. Or what you can do is, you can take existing characters, and you can change the setting. In magical worlds, you’re always talking about how Sherlock Holmes, and- Dave Young: House M.D. Stephen Semple: … House M.D. is the same story. Dave Young: Sure. Stephen Semple: It’s just one is a detective during Elizabethan times, and the other one is an emergency room doctor in modern times. Same character, different setting, changes the story. Dave Young: Right. Stephen Semple: So when you’re looking to use stories, find ones that work, and do that. Dave Young: Find the popular stories and just take the framework. And I’ll give you another example- Stephen Semple: Right. Either change the characters, make it same story with different characters, or take the characters and put them in a different setting. Dave Young: … there’s a book called the Bible that had this story about this Jesus fella. Stephen Semple: I think it’s rather a relatively popular book. Dave Young: And then in 1605, a guy named Miguel Cervantes wrote a book called Don Quixote, and he took a lot of the storylines and metaphors from this story in the Bible and created a book that became the second bestselling book of all time right after the Bible. Then a guy named John Steinbeck took a lot of the stories from Don Quixote, and renamed characters, and put them in different situations, but took the structures of the stories, and… So this works. Just do this. Stephen Semple: Oh, yeah. Dave Young: Just find a story you like- Stephen Semple: Absolutely. Dave Young: … and take the [inaudible 00:17:59]. Stephen Semple: Reimagine it. Reimagine it. Reimagine it. Either change it, keep the same story and change characters, or take the characters and put them in a new setting. Dave Young: I mean, the cool thing is, you can’t copyright a story arc, right? Stephen Semple: No, no. Dave Young: Something bad happens to someone and they overcome it. “Okay, no, that’s mine.” Stephen Semple: I’m still waiting for the overcome part. Dave Young: Yeah. Right? Stephen Semple: Yeah. Dave Young: That’s still the part of the story. Oh, I love it. Stephen Semple: I just found these things that came together for the creating of the Mario Brothers to be really interesting. And it’s also interesting when you consider who was expected to be the star of the show was the donkey, and it ended up becoming the Mario Brothers. Dave Young: Yeah. Great story. And I see it. Thank you for switching to English. American English. I’m sorry. Stephen Semple: American. Dave Young: [inaudible 00:18:54]. Stephen Semple: All right. Thanks, David. Dave Young: Where can we go play some Donkey Kong next time? Stephen Semple: Well- Dave Young: Anybody got an old Donkey Kong console? Stephen Semple: Yeah. You know what? My kids have got some old play stuff, I’ll bring it down. Dave Young: No, I want the console. I want the big- Stephen Semple: Oh, you want that… Well, I think we may have to look hard for that. Dave Young: Yeah, that’s good. Well, keep your eyes out. Stephen Semple: I will. Dave Young: Thanks for the story of Nintendo, Stephen. Stephen Semple: All right. Thanks, David. Dave Young: Thanks for listening to the podcast. Please share us. Subscribe on your favorite podcast app, and leave us a big, fat, juicy five-star rating and review at Apple Podcasts. And if you’d like to schedule your own 90-minute empire-building session, you can do it at empirebuildingprogram.com.

In this episode of The Next Up Podcast, host Marlon Gordon sits down with Samantha Bourque from National Food Group and Zee Zees for a powerful conversation about food insecurity, corporate social responsibility, and how purpose-driven work can create real change in communities across the country.From Samantha's journey through the Detroit Lions, ESPN, and Ford Motor Company to her current role leading community impact initiatives, the conversation explores how food can be a vehicle for education, equity, and connection. They dive into hunger relief efforts, partnerships with organizations like Blessings in a Backpack and Detroit Food Academy, sustainability and food waste reduction, and the many unexpected career paths that exist within the food industry beyond “just being a chef.”The episode also takes a deep look at school meal debt and National Food Group's Grab The Tab initiative, which has helped pay off hundreds of thousands of dollars in unpaid school lunch balances nationwide. Samantha shares why school meal debt continues to rise, how it affects students and schools in every type of community, and what individuals and organizations can do locally to help ensure kids have access to food beyond the school day.If you care about food insecurity, school meals, sustainability, corporate philanthropy, and making a meaningful impact through business, this episode is a must-watch.===========================Connect with our guests! ===========================Instagram: https://www.instagram.com/zeezeesfoods/Facebook: https://www.facebook.com/NationalFoodGroupFacebook: https://www.facebook.com/ZeeZeesFoodsLinkedIn: https://www.linkedin.com/company/zee-zees-foods/posts/?feedView=allLinkedIn: https://www.linkedin.com/company/national-food-group/posts/?feedView=all===========================Connect with us! ===========================Instagram: https://www.instagram.com/nxtgen_network/ Instagram: https://www.instagram.com/nextuptalkshow/ Instagram: https://www.instagram.com/nxtgenmarlon/ https://www.facebook.com/NxtGenNetworkAgencyLinkedin: https://www.linkedin.com/company/nxtgen-network/ Twitter: https://twitter.com/NxtGen_Network TikTok: https://www.tiktok.com/@nxtgen.network ===========================================Subscribe and Listen to the Next Up Podcast HERE:

Tom Miller is a purchasing quality and project management leader with decades of success in the automotive arena. He's also implemented the APQP system currently utilized within the Ford Motor Company and he wrote an article recently for Quality on the subject of APQP. Sponsored by: MAESTRO: The first all-digital, fully connected CMM built for the future.

Antes de convertirse en uno de los nombres más influyentes de la historia industrial, Henry Ford fue un joven mecánico fascinado por las máquinas y por la idea de hacer el automóvil accesible para un público amplio. Nacido en una granja de Michigan, su trayectoria estuvo marcada por intentos fallidos, aprendizajes técnicos y una perseverancia constante que lo llevó a fundar la Ford Motor Company y a transformar los métodos de producción mediante la estandarización y la línea de montaje. Conoce más sobre la vida y legado de Henry Ford en este Jueves de Biografías de Interesante historia.

Andy Fiffick is the President & CEO of Rad Air Complete Car Care and Tire Centers, overseeing a network of multi-location auto repair shops in the Cleveland, Ohio area. With more than 50 years in the automotive industry, Andy began working on cars at a young age alongside his father, a diesel mechanic who instilled a “do it right the first time” mindset that still guides his leadership today.After formal automotive training and a decade at Ford Motor Company while earning his business degree, Andy left corporate life to build his own repair business from the ground up. His experience as both an operator and franchisor gives him a grounded, real-world perspective on what actually drives sustainable growth and long-term employee retention in today's auto repair shop culture.In this episode…If you're feeling the strain of hiring, retention, and morale right now, this conversation hits close to home. The episode centers on auto repair shop culture and why it's become one of the biggest differentiators between shops that constantly churn staff and those that keep people for decades. This isn't theory, it's about what happens in the bays, the break room, and the everyday decisions owners make.The tension is simple but uncomfortable: most shop owners say culture matters, but far fewer are willing to change how they personally show up. From training and accountability to work-life balance and leadership presence, this discussion explores why auto repair shop culture is under pressure today and why getting it right matters more now than ever for owners, managers, and multi-location operators trying to grow without burning out their teams.Here's a glimpse of what you'll learn: [01:05] Who Andy Fiffick is and his role in the auto repair industry[02:08] Early automotive upbringing and finding a lifelong career path[05:29] How technology reshaped training and technician expectations[09:39] Using mistakes as coaching opportunities instead of discipline[11:54] Employee recognition and everyday engagement practices[13:27] Protecting work-life balance without hurting shop performance[16:40] Reducing turnover through consistent owner involvement[19:47] Monthly leadership meetings and cross-store collaboration[21:44] Why quarterly check-ins outperform annual reviews[24:06] Franchising as a growth and accountability strategyResources mentioned in this episode:Andy Fiffick LinkedInRad Air Complete Car Care & Tire Centers WebsiteTread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:“I never ask our people to do anything I'm not willing to do myself.”“If you're trying to teach responsibility and accountability, why aren't you going to the training with your guys?”“You never degrade someone for doing something wrong, you use it as a coaching and learning experience.”“Our guys want to live their lives, and that excuse of always working is no longer acceptable.”“You can't expect your team to do a great job if you don't give them the tools they need.”Action Steps:Audit your auto repair shop culture by identifying where your actions don't match the standards you expect from your team.Attend the same training sessions as your technicians to reinforce accountability and shared learning.Replace annual performance reviews with quarterly one-on-one check-ins focused on support and growth.Create systems that protect work-life balance, such as adjusted hours or operational alternatives that don't rely on burnout.Build regular cross-store or team meetings to encourage collaboration and shared problem-solving across locations.

Many historians believe that the year of 1908 was one of the most significant years that altered the course of US history. Do you know what happened in 1908? --- Henry Ford's creation of The Ford Model T automobile. Henry Ford dreamed of everyone having the ability to travel faster and travel further than they had ever gone before. So he and his team of engineers perfected the Industrial Assembly Line and successfully created the first affordable vehicle for the average American. Remarkably, this new affordable mobility didnt just move people, it reorganized a nation and started a revolution. After learning this, it got me thinking, "What if our church was as passionate to see a spiritual revolution as the Ford Motor Company was about the spreading of the Model T? What kind of revolution might we see?" Well, we don't have to guess, Luke tells us. Join us this week as we learn how prayer mobilizes us for mission. 

The marketing landscape is changing faster than ever—and the marketers who treat their work like product and embrace AI will win.   This week, Leader Generation host Tessa Burg talks with Alan Kipust, Mod Op's Executive in Residence and a leader in product management, to discuss how AI is fundamentally reshaping what marketing teams can accomplish and how they should think about their work.  You'll learn which AI applications actually move the needle, the power of a good hackathon and the skills every marketer needs to master. Wherever you are in your career, this episode will change how you approach your work tomorrow.  Leader Generation is hosted by Tessa Burg and brought to you by Mod Op. About Alan Kipust: Alan Kipust is a senior product management executive with a distinguished track record building and scaling digital, logistics, and customer-centric businesses for some of the world's most recognizable brands. Over a fifteen-year career at Amazon, Uber, Chewy and Ford Motor Company, he has led transformative initiatives across e-commerce, mobility, customer operations, and subscription ecosystems. Most recently, as Senior Director of Product Management for Ford's Digital Experience organization, Kipust oversaw the company's subscription commerce and advanced Ford's global data privacy and commitments. Prior to Ford, he served as Senior Director of Customer Experience at Chewy, driving enterprise-wide customer experience strategy, deploying proprietary CRM systems, and helping maintain the brand's industry-leading satisfaction rating. With deep expertise in scaled operations, platform design, and technology-driven transformation, Kipust has shaped the digital and operational backbone behind major global businesses. At Uber, he served as Global Head of Vehicle Product Management, directing the product and fleet strategy for a 60,000-vehicle program that supplied a significant share of global driver availability. Earlier in his career, he spent seven years at Amazon, where he launched Amazon Flex and built Amazon Logistics' first integrated customer-and-driver support operation. A holder of multiple U.S. patents and an advisor to several high-growth companies, Kipust is known for his product vision, operational rigor, and ability to build high-performing teams in complex, rapidly evolving environments. He can be reached on LinkedIn or at Alan.Kipust@modop.com. About Tessa Burg: Tessa is the Chief Technology Officer at Mod Op and Host of the Leader Generation podcast. She has led both technology and marketing teams for 15+ years. Tessa initiated and now leads Mod Op's AI/ML Pilot Team, AI Council and Innovation Pipeline. She started her career in IT and development before following her love for data and strategy into digital marketing. Tessa has held roles on both the consulting and client sides of the business for domestic and international brands, including American Greetings, Amazon, Nestlé, Anlene, Moen and many more. Tessa can be reached on LinkedIn or at Tessa.Burg@ModOp.com.

En esta segunda parte de la historia de Ford Motor Company, exploramos la decisión más difícil que puede tomar una empresa familiar: ceder el control operativo para salvar el legado. Analizamos cómo Ford aseguró liquidez antes de la crisis de 2008, trajo a un CEO externo con autoridad real y transformó una cultura que escondía problemas.Un episodio sobre ego, sucesión, gobierno corporativo y por qué, a veces, la única forma de proteger una empresa es dejar de dirigirla.Si tienes un negocio y quieres llevarlo al siguiente nivel, entra a:https://materia.consulting/

THE WHIZ KIDS AND FORD MOTOR COMPANY Colleague William Taubman. After the war, Tex Thorntonrecruited McNamara as part of the "Whiz Kids" team to modernize Ford Motor Company using statistical control methods, a role in which McNamara excelled and eventually rose to the presidency. Unlike his peers who settled in the executive enclave of Grosse Pointe, McNamara chose to live in the academic community of Ann Arbor, reflecting his desire to remain connected to intellectual life and serve society rather than focus solely on corporate profits. This period highlighted his tendency to serve strong, authoritative figures, a pattern that repeated with Henry Ford II, JFK, and LBJ. NUMBER 3 1929 CORD MOTOR COMPANY

Este episodio no trata solo de autos. Trata de poder, control y decisiones incómodas dentro de una empresa familiar.A través de la historia de Ford Motor Company, exploramos cómo un apellido puede construir un imperio… y también ponerlo en riesgo.Analizamos los conflictos internos, los errores de liderazgo, el miedo a soltar el control y el momento clave en el que Ford tuvo que profesionalizar su gobierno corporativo para sobrevivir. Una historia que deja lecciones duras pero necesarias para cualquier empresario familiar: cuándo ceder el mando, cómo separar familia de empresa y por qué el ego puede costar generaciones enteras.

This week on Own It we're talking to Emily Siegel from Lafayette American. She not only started her Detroit-based agency in 2018, but did so at the same time she had her first child. None of that held her or the firm back. It has earned AdAge Small Agency of the Year, was on the Adweek Breakthrough Agency of the Year Shortlist and Emily was named an AdAge Woman to Watch along the way. Emily came to ownership through running the content studio for Ford Motor Company where she won the first of her two Effie Awards.  We could talk about her awards and accomplishments all day, but we dove into lots more about her and her journey. I loved her perspective on closing the gap in agency ownership as well.  You'll enjoy Emily's perspective on all of this. You can find links to Emily Siegel's LinkedIn Profile and Lafayette American's agency website in our show notes at untilyouownit.com.  If you're enjoying Own It, please find it on your favorite podcast app and drop us a rating and review. Those help more people discover the show and join our community.  Also, if you're a female or non-binary agency owner, or you want to own an agency someday, join our growing community at that same address … untilyouownit.com.

For the first time ever, a Michigan UFO experiencer shares his story publicly.Doug Wilgocki joins The Michigan UFO Sightings & Paranormal Encounters Podcast to recount a chilling close encounter that occurred in 1981 in Wolverine Lake, Michigan — an experience that left him with missing time, confusion, and a perfectly geometric triangular scar that doctors have never been able to explain.Doug is not a public figure, researcher, or author. He's a lifelong Michigan resident and longtime Ford Motor Company electrician who carried this experience quietly for more than four decades before deciding to speak out.In this episode, we explore:The events surrounding Doug's 1981 close encounterMissing time and altered awarenessAn unexplained triangular scar with no medical explanationDoctors' reactions and unanswered questionsPatterns shared with other close-encounter and experiencer casesThis is a calm, respectful, firsthand account from an experiencer telling his story in his own words — without hype, speculation, or exaggeration.

It was an exciting morning as the Labor Department said inflation had cooled to 2.7% But then folks started to think.  That's where we're start this evening.  This is the Business News Headlines for Thursday the 18th day of December, thanks for listening. In other news, President Trump today signed an executive order about…cannabis. We'll share what it means. The Ford Motor Company is scrapping the Electric F-150 truck and why. Big tech needs more electricity and today the Feds gave them a huge gift.  But, there is a cost. We've got new news about mortgage rates for you. Unemployment claims trended down last week and we'll share the numbers.  Speaking of numbers we'll check The Wall Street Report and not all restaurants are in trouble.  We'll look at three brands that are doing quite well.  Let's go! Thanks for listening! The award winning Insight on Business the News Hour with Michael Libbie is the only weekday business news podcast in the Midwest. The national, regional and some local business news along with long-form business interviews can be heard Monday - Friday. You can subscribe on  PlayerFM, Podbean, iTunes, Spotify, Stitcher or TuneIn Radio. And you can catch The Business News Hour Week in Review each Sunday Noon Central on News/Talk 1540 KXEL. The Business News Hour is a production of Insight Advertising, Marketing & Communications. You can follow us on Twitter @IoB_NewsHour...and on Threads @Insight_On_Business.

2026 is going to be an exciting year for the GLP-1 space – you know it and I know it.Long dominated by the likes of Eli Lilly and Novo Nordisk, several other drugmakers are expected to challenge for market share. More drugmakers are coming in for a slice of that increasingly lucrative pie.We can never get enough conversation around GLP-1s, which is why we're capping 2025 with one more interview about this powerful class of drugs.​Katie Chlada, managing director at M+C Saatchi North America, joins us as our final podcast guest of the year. A self-described “GLP-1 evangelist” and “nerd,” Katie spoke with managing editor Jack O'Brien about what the future holds for these drugs, the access and affordability obstacles facing patients and how medical marketers can better communicate about these medications.And for our Trends segment, we have an interview from our recent AI Deciphered conference with Ian Cohen, head of creative and content, global communications at Ford Motor Company. Check us out at: mmm-online.com Follow us: YouTube: @MMM-onlineTikTok: @MMMnewsInstagram: @MMMnewsonlineTwitter/X: @MMMnewsLinkedIn: MM+M To read more of the most timely, balanced and original reporting in medical marketing, subscribe here.Music: “Deep Reflection” by DP and Triple Scoop Music. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

WWJ's Auto Reporter, Jeff Gilbert, says market conditions and changes to vehicle efficiency standards caused Ford Motor Company to reverse course and change plans for their electric vehicle fleet. He joins Megan Lynch.

In this episode of Supply Chain Connections, Greg Slawson joins Brian Glick to share insights from a career spanning automotive manufacturing, global consulting, logistics tech startups, and leading freight forwarders. The conversation dives deep into how large organizations approach decision-making, how to handle cultural differences in global logistics, and what the future holds for technology in the industry.Topics covered include: The evolution of Greg's supply chain journey from Ford to Deloitte to DSV Lessons on navigating bureaucracy, change management, and cross-cultural communication The challenge of balancing customer needs with asset utilization in large carriers The emerging role of agentic AI and orchestration in reducing manual, low-value tasks Practical AI applications for 3PLs to boost efficiency and profitability Why real partnerships between shippers and service providers are rare—but powerful when they happen The ongoing shift toward more volatile, opportunity-rich global supply chainsAbout the Guest: Greg Slawson brings over 35 years of supply chain and logistics leadership spanning automotive, technology, and consulting sectors. His career includes senior roles at Ford Motor Company in supply chain and logistics operations, followed by executive positions as VP at G-Log/Oracle, CEO at OPS, and EVP Vertical Lead at DSV, one of the world's largest logistics providers. Throughout his career, Greg has driven operational excellence and strategic transformation across complex global supply chains.Connect with GregConnect with BrianFollow Chain.io on LinkedIn

Ford Motor Company and SK On are ending their electric vehicle battery venture that included two battery plants in Kentucky, state leaders join a campaign to fight hunger in two Kentucky counties, and Eastern Kentucky University's president talks about enrollment, special programs and working with Frankfort and Washington, D.C.

In today's episode, we unpack one of the most powerful—yet often underdeveloped—performance drivers in Sales Leadership: effective time management for sales teams.Even though it's one of the most talked-about skills in the professional world, time management remains a major challenge for both salespeople and sales leaders alike. Drawing on principles from Atomic Habits and the Ford Motor Company's process-efficiency revolution, this episode equips Sales Leaders with practical, actionable steps to sharpen their team's focus and eliminate the day-to-day chaos that drags down performance.Key Takeaways:Time management fuels Sales Growth, consistency, and customer experience.Sales teams MUST use their calendars as non-negotiable planning tools.Power Hours create deep work blocks that move deals forward faster.A CRM should guide workflow—not just store information.Every active deal needs a scheduled next step.These habits create clarity, structure, and 1% daily improvement.Time Stamps:0:00 Intro0:57 Time Management2:33 Calendars3:56 Setting Up Power Hours4:40 Making the CRM Non-Negotiable6:35 Action Items7:33 OutroTo learn more about our Coaching Program that is seriously growing our Customers sales: https://strongersalesteams.com/program/To book a time to Meet with Ben directly: https://strongersalesteams.com/strategy/This podcast helps the entrepreneur, founder, CEO, and business owner in the trade, construction and industry segments, regain focus, build confidence, and achieve measurable results through powerful sales training, effective sales strategy, and expert sales coaching—guiding every sales leader, sales manager, and sales team in mastering the sales process, optimizing the sales pipeline, and driving business growth while fostering leadership, balance, and freedom amidst overwhelm, stress, and potential burnout, creating lasting peace of mind and smarter decision making for every California business and Australia business ready to scale up with excellence in sales management.

Today's episode takes a deep dive into one of the most influential operational lessons in business history—the Ford Motor Company's game-changing assembly line—and applies it directly to the challenges Sales Leaders face today.You'll learn why Henry Ford's relentless focus on efficiency was far more than a manufacturing revolution. It was a blueprint for accelerating Sales Growth, removing bottlenecks, and scaling a sales system in a way that boosts output without burning out your team.Key Takeaways:Efficiency isn't just for operations—it transforms Sales Results.Ford proved that streamlined processes can shift an entire industry.Clunky, slow sales workflows lose deals.Simplifying your Sales Process unlocks Sales Growth and scalability.Your team needs systems—not memory or spreadsheets.Focus on getting 1% better every day, just like the world's best-performing teams.Time Stamps:0:00 Intro0:37 Ford Motor Company2:00 Process Innovation3:30 Prioritising Efficiency in the Process5:30 Action Items6:05 OutroTo learn more about our Coaching Program that is seriously growing our Customers sales: https://strongersalesteams.com/program/To book a time to Meet with Ben directly: https://strongersalesteams.com/strategy/This podcast helps the entrepreneur, founder, CEO, and business owner in the trade, construction and industry segments, regain focus, build confidence, and achieve measurable results through powerful sales training, effective sales strategy, and expert sales coaching—guiding every sales leader, sales manager, and sales team in mastering the sales process, optimizing the sales pipeline, and driving business growth while fostering leadership, balance, and freedom amidst overwhelm, stress, and potential burnout, creating lasting peace of mind and smarter decision making for every California business and Australia business ready to scale up with excellence in sales management.

This episode of What's On Your Mind focuses on the deep-seated political and judicial problems in Minnesota, the national exposure of large-scale fraud, and the impact of government regulation. Scott also gets a weather update and discusses the volatile grain markets and civic engagement in North Dakota. Standout Moments Minnesota's Mess Goes National (0:01:07) [cite_start]Scott expresses amazement and gratitude that the massive fraud and corruption story in Minnesota is finally receiving national scrutiny. [cite_start]The corruption, starting with the Somali community and misusing welfare systems, is also noted to be happening in Maine and Michigan.   Keith Ellison's Involvement in the Fraud (0:16:03) Former GOP AG candidate Ron Schutz (mistakenly introduced as Ryan) details how Minnesota Attorney General Keith Ellison met with the soon-to-be-indicted "Feeding Our Future" fraudsters in December 2021, weeks before the federal raid. [cite_start]Ellison allegedly offered to "help" them after they complained about getting a hard time with grants. [cite_start]Ellison's focus is criticized as being on suing the Trump administration instead of fighting fraud in Minnesota.   The Judicial System's Role in Minnesota's Problems (0:23:05) [cite_start]Lieutenant Governor candidate Ryan Wilson (running with Lisa Damath) discusses the "soft on crime" judicial philosophy in Minnesota, noting that judges appointed by Democrats (including the last seven years by Tim Walz) are the problem. [cite_start]Wilson points to a $7.2 million fraud case where a judge overturned a jury's guilty verdict and a case where a convicted rapist was sentenced to only probation.   Predicting Paid Family Leave Fraud (0:18:48) [cite_start]Both Scott and Ron Schutz predict the new Minnesota paid family medical leave program, effective January 1st and allowing up to 20 weeks of paid leave per year, will be "riddled with fraud", potentially involving healthcare providers providing false documentation.   CAFE Standards and Affordability (0:11:34) [cite_start]Scott discusses the government's Corporate Average Fuel Economy (CAFE) standards, noting that President Trump is rolling back regulations that led to higher vehicle prices. [cite_start]He cites the CEO of Ford Motor Company who called the old rules "totally out of touch with the market reality" and confirms the rollback is a victory for affordability that will "bring car prices down"   The Long List of Taxes That Didn't Exist 100 Years Ago (0:12:47) [cite_start]Scott reads a long, poetic list of different taxes and regulatory fees—from property and income tax to sales and liquor tax—and states that none of these taxes existed 100 years ago, when the US…

Versata Software, Inc. v. Ford Motor Company

In 1914, a young man of 16 years of age immigrated from Italy to the United States. His name was Antonio Pasin. Over the next three years he worked whatever jobs he could get, saving his money until he was able to afford to rent a one room workshop in 1917. That same year the world went mad... millions dying in WWI, Zionist Bolsheviks toppling the Romanov Dynasty in Russia to create the communist Soviet Union, America entering WWI and Europe falling into an economic spiral. Yet, Pasin started making wagons, building them at night and selling them in the day. By 1923 Pasin established the Liberty Coaster Company to manufacture and sell his wagons, and in 1927 he transformed the company by using manufacturing processes learned from Ford Motor Company, taking on the new name Radio Steel and Manufacturing Company. The Radio Flyer wagon rapidly become an American icon, becoming a part of the lives of children and adults alike.  #BardsFM_TheAmericanBrand #TheRadioFlyerWagon #DreamsAndPassions Bards Nation Health Store: www.bardsnationhealth.com EnviroKlenz Air Purification, promo code BARDS to save 10%:www.enviroklenz.com EMPShield protect your vehicles and home. Promo code BARDS: Click here MYPillow promo code: BARDS >> Go to https://www.mypillow.com/bards and use the promo code BARDS or... Call 1-800-975-2939.  White Oak Pastures Grassfed Meats, Get $20 off any order $150 or more. Promo Code BARDS: www.whiteoakpastures.com/BARDS BardsFM CAP, Celebrating 50 Million Downloads: https://ambitiousfaith.net Morning Intro Music Provided by Brian Kahanek: www.briankahanek.com Windblown Media 20% Discount with promo code BARDS: windblownmedia.com Founders Bible 20% discount code: BARDS >>> TheFoundersBible.com Mission Darkness Faraday Bags and RF Shielding. Promo code BARDS: Click here EMF Solutions to keep your home safe: https://www.emfsol.com/?aff=bards Treadlite Broadforks...best garden tool EVER. Promo code BARDS: TreadliteBroadforks.com No Knot Today Natural Skin Products: NoKnotToday.com Health, Nutrition and Detox Consulting: HealthIsLocal.com Destination Real Food Book on Amazon: click here Images In Bloom Soaps and Things: ImagesInBloom.com Angeline Design: AngelineDesign.com DONATE: Click here Mailing Address: Xpedition Cafe, LLC Attn. Scott Kesterson 591 E Central Ave, #740 Sutherlin, OR  97479

Episode 658: Ford's EV Reality Check & Earnings InsightsIn this episode, we analyze Ford Motor Company's third-quarter 2025 earnings call, focusing on insights from CEO Jim Farley and other leadership. Farley discusses the company's impressive performance amid challenges posed by fires at the Novelis aluminum plant, which supplies critical materials for production. He outlines Ford's crisis response strategies and the anticipated recovery in aluminum supply. COO Kumar Galhotra elaborates on the financial implications of the disruptions and plans to increase production capacity. CFO Sherry House shares insights into the financial impact of electric vehicle investments while highlighting measures for improving profitability. Farley emphasizes the commitment to electrification, including a new affordable EV platform, and addresses the implications of market trends and tariffs on operations. The call concludes with a Q&A segment, underscoring Ford's strategic adaptability and optimism for the future.Support the Showwww.supportkilowatt.comOther PodcastsBeyond the Post YouTubeBeyond the Post PodcastShuffle Playlist918Digital WebsiteNews LinksFord Q3 2025 Earnings Call*ART PROVIDED BY DALL-eSupport this show http://supporter.acast.com/kilowatt. Hosted on Acast. See acast.com/privacy for more information.

Ford Motor Company struggles to find mechanics and there is a dangerous challenge on Tik Tok called "door kick". See omnystudio.com/listener for privacy information.

WWJ auto analyst John McElroy reports the new headquarter building is much different than the old headquarters, the Glass House, that had a top-down style with many offices and cubicles.

Concerns about the job market and the Central Bank drove equities lower today and that is where we'll start.  This is the Business News Headlines for Monday the 17th day of November, thanks for listening. In other news, more people are falling behind on their utility bills…and why. Airlines are back as of today but some problems may linger.  The Ford Motor Company is showing off its new headquarters and it is massive. In another Ford story how about buying your next vehicle from Amazon? Job losses in October were the most in 20 years. We'll check the numbers in The Wall Street Report and finally Novo Nordisk cuts the price on their popular diabetes and weight loss drugs.  Let's go. Thanks for listening! The award winning Insight on Business the News Hour with Michael Libbie is the only weekday business news podcast in the Midwest. The national, regional and some local business news along with long-form business interviews can be heard Monday - Friday. You can subscribe on  PlayerFM, Podbean, iTunes, Spotify, Stitcher or TuneIn Radio. And you can catch The Business News Hour Week in Review each Sunday Noon Central on News/Talk 1540 KXEL. The Business News Hour is a production of Insight Advertising, Marketing & Communications. You can follow us on Twitter @IoB_NewsHour...and on Threads @Insight_On_Business.

AP correspondent Donna Warder reports on Ford Motor Company's new headquarters.

Andrew Walworth, Tom Bevan and Carl Cannon discuss the challenges facing the leadership of both parties, as President Donald Trump and Senate Minority Leader Chuck Schumer face increased criticism from their political bases. Then, they discuss the Ford Motor Company's decision to suspend production of its all-electric F-150 Lightning pickup truck, the future of electric vehicles, and Ford CEO Jim Farley's recent comments about the growing need for more skilled technical workers. And then winding it up, they talk about the new data from Gallup about the declining religiosity of Americans, and why in a recent Gallup poll 40 percent of young American women say they would like to permanently move to a different country. Plus, the guys give up their “You Cannot Be Serious” stories for the week. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

Zack Kanter is the founder and CEO of Stedi, an API-first healthcare clearinghouse. After bootstrapping a wildly profitable auto-parts business, he sold it to tackle "the most complicated problem" he'd ever encountered: business-to-business transaction exchange. He spent years building EDI infrastructure, threw away the entire codebase eight times, and found extraordinary traction in healthcare. Stedi recently raised a $70M Series B co-led by Stripe and Addition. In this conversation, Brett and Zack discuss why venture capital means "going pro," why execution is never actually a moat, and how "eating glass" became Stedi's competitive advantage. In today's episode, we discuss: How 16-year-old Zack turned $2,500 into a wholesale empire Why bootstrapping means being "constrained by capital" and how VC removes that ceiling Why Zack rebuilt their EDI product eight times before launch The snake swallowing a deer: what extreme product-market fit really looks like What software companies can learn from discount retail and Toyota Why Stedi's new hires are told "everything's your fault now" And much more Where to find Zack: LinkedIn: https://www.linkedin.com/in/zkanter Twitter/X: https://x.com/zackkanter Where to find Brett: LinkedIn: https://www.linkedin.com/in/brett-berson-9986094/ Twitter/X: https://twitter.com/brettberson Where to find First Round Capital: Website: https://firstround.com/ First Round Review: https://review.firstround.com/ Twitter/X: https://twitter.com/firstround YouTube: https://www.youtube.com/@FirstRoundCapital This podcast on all platforms: https://review.firstround.com/podcast References: Aetna: https://www.aetna.com/ Amazon: https://www.amazon.com/ AWS: https://aws.amazon.com/ Blue Cross Blue Shield: https://www.bcbs.com/ Change Healthcare: https://www.changehealthcare.com/ Cigna: https://www.cigna.com/ Clay: https://www.clay.com/ Costco: https://www.costco.com/ Ford Motor Company: https://www.ford.com/ GM: https://www.gm.com/ HIPAA overview (HHS): https://www.hhs.gov/hipaa/index.html Jeff Bezos: https://x.com/JeffBezos Kanban / TPS (Toyota): https://global.toyota/en/company/vision-and-philosophy/production-system Microsoft Teams: https://www.microsoft.com/microsoft-teams NetSuite: https://www.netsuite.com/ O'Reilly Auto Parts: https://www.oreillyauto.com/ Peter Thiel: https://x.com/peterthiel Porter's five forces: https://www.isc.hbs.edu/strategy/pages/the-five-forces.aspx "Reality has a surprising amount of detail": https://johnsalvatier.org/blog/2017/reality-has-a-surprising-amount-of-detail Slack: https://slack.com/ Stedi: https://www.stedi.com/ Summit Racing: https://www.summitracing.com/ Target: https://www.target.com/ Walmart: https://www.walmart.com/ Zapier: https://zapier.com/ Timestamps: (01:24) Zack's first business (08:54) Why the first customer is tricky (10:12) The downside of bootstrapping (11:42) Why venture capital is like “going pro” (14:20) The confusion between ownership vs. control (16:08) Building a company you don't want to leave (20:46) Do things better than other people (24:49) Stedi's early years (31:43) Physical vs. digital product-market fit (34:41) How Stedi scaled decision-making (40:08) Stedi's journey to product-market fit (45:22) Finding founder-approach fit (50:42) “All software is a cascade of miracles” (52:52) The surprising lessons from discount retail (57:50) How the Toyota production system influences software (1:01:31) What it means to be a high-agency person (1:03:09) The core trait Zack looks for when hiring (1:02:57) Maintaining conviction in unconventional practice (1:14:19) When should you start to hire managers? (1:17:42) “Reality has a surprising amount of detail”

Robert S. McNamara, who was Secretary of Defense during JFK and LBJ’s administrations, and one of the chief architects of the Vietnam war, made a shocking confession in his 1995 memoir. He said “We were wrong, terribly wrong.” McNamara believed this as early as 1965, that the Vietnam War was unwinnable. Yet, instead of urging U.S. forces to exit, he continued to preside over the war as President Lyndon B. Johnson’s principal wartime advisor. It would be eight more years until the United States officially withdrew from Vietnam. By then, 58,000 Americans and millions of Vietnamese had lost their lives. Why did McNamara fight so hard to escalate a war that he’d soon realize was beyond winning? Why was he so loyal to LBJ, whom he’d later describe as “crude, mean, vindictive, scheming, and untruthful”? While these questions are personal, the answers are vital to our understanding of the Vietnam War and American foreign policy at large. Today’s guest is Philip Taubman, author of “McNamara Wat War: A New History.” We look at McNamara’s early life and how he epitomized the 20th-century technocratic 'whiz kid' through his Harvard-honed data analysis skills, which he applied to optimize the firebombing of Tokyo during WWII and later revolutionized Ford Motor Company as president, using statistical efficiency to drive innovation. His technocratic approach shaped U.S. strategy during the Cuban Missile Crisis and Vietnam War, where he relied on data-driven decision-making, though with mixed results, notably escalating Vietnam based on flawed metrics like body counts. We look at how ultimately, McNamara’s war was not only in Vietnam. He was also at war with himself—riven by melancholy, guilt, zealous loyalty, and a profound inability to admit his flawed thinking about Vietnam before it was too late.See omnystudio.com/listener for privacy information.

The path to progressing as a leader isn't always linear. SUMMARY Col. (Ret.) Mike Ott shows how a childhood dream can evolve into a lifetime of impact—from commanding in uniform to leading innovation in healthcare and national defense. Hear more on Long Blue Leadership. Listen now!   SHARE THIS PODCAST LINKEDIN  |  FACEBOOK   MIKE'S LEADERSHIP TAKEAWAYS A leader worth his or her salt should be comfortable not being the smartest person in the room. Striving for a lack of hubris is essential in leadership. Setting a clear vision is a fundamental leadership skill. Moving people without authority is crucial for effective leadership. Resource management is key to achieving organizational goals. Acknowledging what you don't know is a strength in leadership. Effective leaders focus on guiding their teams rather than asserting dominance. Leadership is about influencing and inspiring others. A successful mission requires collaboration and shared vision. True leadership is about empowering others to succeed.   CHAPTERS 00:00: Early Inspiration 06:32: Academy Years 13:17: Military Career Transition 21:33: Financial Services Journey 31:29: MOBE and Healthcare Innovation 40:12: Defense Innovation Unit 48:42: Philanthropy and Community Impact 58:11: Personal Growth and Leadership Lessons   ABOUT MIKE OTT BIO Mike Ott is the Chief Executive Officer of MOBĒ, a U.S.-based company focused on whole-person health and care-management solutions. He became CEO in April 2022, taking the helm to lead the company through growth and operational excellence following a distinguished career in both the military and corporate sectors.  A graduate of the United States Air Force Academy, Mike served as a Colonel in the U.S. Air Force Reserves before shifting into financial services and healthcare leadership roles including private wealth management at U.S. Bank and executive positions with UnitedHealth Group/Optum. His leadership ethos emphasizes alignment, acceleration, and human potential, building cultures where teams can thrive and leveraging data-driven models to improve health outcomes.   CONNECT WITH MIKE LinkedIn MOBE CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer:  Ted.Robertson@USAFA.org    Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     OUR SPEAKERS Guest, Col. (Ret.) Mike Ott '85  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99   FULL TRANSCRIPT Naviere Walkewicz 0:00 A quick programming note before we begin this episode of Long Blue Leadership: This episode will be audio-only, so sit back and enjoy the listen. Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99. Today, on Long Blue Leadership, we welcome Col. (Ret.) Mike Ott, Class of 1985, a leader whose vision was sparked at just 9 years old during a family road trip past the Air Force Academy. That childhood dream carried him through a 24-year Air Force career, culminating in retirement as a colonel and into a life of leadership across business, innovation and philanthropy. Mike is the CEO of MOBE, a groundbreaking company that uses data analytics and a revolutionary pay-for-results model to improve health outcomes while reducing costs. He also serves as a senior adviser to the Defense Innovation Unit, supporting the secretary of defense in accelerating commercial innovation for national security. A member of the Forbes Councils, Mike shares his expertise with leaders around the world. A former Falcon Foundation trustee and longtime supporter of the Academy, Mike has given generously his time, talents and resources to strengthen the Long Blue Line. His story is one of innovation and service in uniform, in the marketplace and in his community. Mike, welcome to Long Blue Leadership. We're so glad to have you here.   Mike Ott 1:29 Naviere, thanks a ton. I'm glad to be here. Naviere Walkewicz 1:31 Yes, yes. Well, we're really excited. I mean, you're here for your 40th reunion.   Mike Ott 1:35 Yeah, it's crazy.   Naviere Walkewicz1:37 You came right in, and we're so pleased that you would join us here first for this podcast.   Mike Ott 1:39 Right on. Thanks for the time.   Naviere Walkewicz 1:41 Absolutely. Well, let's jump right in, because not many people can say at 9 years old they know what they want to do when they grew up, but you did. Mike Ott 1:48 Yeah. I guess some people can say it; might not be true, but for me, it's true, good or bad. And goodness gracious, right? Here for my 40th reunion, do the math team, and as a 9-year-old, that was 1972, And a lot was going on in the world in 1972 whether it was political unrest, Vietnam and all of that, and the Academy was in the thick of it. And so we had gone — It was our first significant family vacation. My father was a Chicago policeman. We drove in the 1968 Buick LaSabre, almost straight through. Stopped, stayed at a Holiday Inn, destination Colorado, simply, just because nobody had ever seen the mountains before. That was why. And we my parents, mom, mom and dad took myself. I have two younger sisters, Pikes Peak, Academy, Garden of the Gods, Royal Gorge. And I remember noon meal formation, and the bell going off. Guys at the time — we hadn't had women as cadets at that point in time — running out in their flight suits as I recall lining up ready to go. And for me, it was the energy, right, the sense of, “Wow, this is something important.” I didn't know exactly how important it was, but I knew it was important, and I could envision even at that age, there was they were doing good, Naviere Walkewicz 3:21 Wow. Nine years old, your family went on vacation, and it just struck you as this is important and something that I want to do. So what did that conversation look like after that experience that you had as a 9-year-old and kind of manifest this in yourself? How did that go with your parents? Mike Ott 3:36 Well, I didn't say too much about it, as I was in grammar school, but as high school hit, you know, I let my folks know what my plans were, and I had mom and dad — my mother's still alive, my father passed about a year ago. Very, very good, hard-working, ethical people, but hadn't gone to college, and we had been told, “Look, you know, you need to get an education.” They couldn't. I wish they had. They were both very, very, very bright, and so I knew college was a plan. I also knew there wasn't a lot of money to pay for it. So I'm certain that that helped bake in a few things. But as I got into high school, I set my sights. I went to public high school in Chicago, and I remember freshman year walking into my counselor's office, and said, “I want to go to the Air Force Academy,” and he kind of laughed.   Naviere Walkewicz 3:21 Really?   Mike Ott 3:22 Well, we had 700 kids in my class, and maybe 40% went on to college, right? And the bulk of them went to community college or a state school. I can count on one hand the number of folks that went to an academy or an Ivy League school or something of that. So it was it was around exposure. It had nothing to do with intelligence. It was exposure and just what these communities were accustomed to. A lot of folks went into the trades and pieces like that. So my counselor's reaction wasn't one of shock or surprise insofar as that's impossible. It was, “We haven't had a lot of people make that commitment this early on, and I'm glad to help.”   Naviere Walkewicz 5:18 Oh, I love that.   Mike Ott 5:19 Which is wonderful, and what I had known at the time, Mr. Needham...   Naviere Walkewicz 5:23 You Remember his name?   Mike Ott 5:24 Yeah, he was in the Navy Reserves. He was an officer, so he got the joke. He got the joke and helped me work through what classes to take, how to push myself. I didn't need too much guidance there. I determined, “Well, I've got to distinguish myself.” And I like to lean in. I like a headwind, and I don't mind a little bit of an uphill battle, because once you get up there, you feel great. I owe an awful lot to him. And, not the superintendent, but the principal of our school was a gentleman named Sam Ozaki, and Sam was Japanese American interned during World War II as a young man, got to of service age and volunteered and became a lieutenant in the Army and served in World War II in Europe, right, not in Asia. So he saw something in me. He too became an advocate. He too became someone that sought to endorse, support or otherwise guide me. Once I made that claim that I was going to go to the Academy. Naviere Walkewicz 6:30 Wow. So you mentioned something that really stuck with me. You said, you know, you didn't mind kind of putting yourself out there and doing the hard things, because you knew when you got to the top it was going to feel really great. Was that something you saw from your father? Was that something, there are key leaders in your life that emulated that? Or is that just something that you always had in yourself? Mike Ott 6:51 I would say there's certainly an environmental element to it — how I was raised, what I was exposed to, and then juxtaposition as to what I observed with other family members or other parts of the community where things didn't work out very well, right? And, you know, I put two and two together. y father demonstrated, throughout his entire career what it means to have a great work ethic. As did mom and, you know, big, tough Chicago cop for 37 years. But the other thing that I learned was kindness, and you wouldn't expect to learn that from the big, tough Chicago cop, but I think it was environment, observing what didn't occur very often and how hard work, if I apply myself, can create outcomes that are going to be more fulfilling for me. Naviere Walkewicz 7:48 Wow, you talked about kindness. How did you see kindness show up in your journey as a cadet at the Air Force Academy? Or did you? Mike Ott 7:58 Yeah, gosh, so I remember, started in June of 1981, OK, and still connected with many of the guys and women that with whom I went to basic training and all that. The first moment of kindness that I experienced that it was a mutual expression, but one where I recognized, “Wow, every one of us is new here. None of us has a real clue.” We might have some idea because we had somebody had a sibling or a mother that was in the military or father that went to the academy at the time, but none of us really knew, right? We were knuckleheads, right? Eighteen years old. Maybe there were a couple of prior-enlisted folks. I don't recall much of that, but I having gone to a public high school in Chicago, where we had a variety of different ethnicities. I learned how to just understand people for who they are, meet them for who they are, and respect every individual. That's how I was raised, and that's how I exhibited myself, I sought to conduct myself in high school. So I get to the Academy, and you're assigned, you know, the first couple three nights, the first few weeks before you go to Jacks Valley, you're assigned. It was all a alphabetical, and my roommate was an African American fellow named Kevin Nixon. All right, my God, Kevin Nixon, and this guy, he was built. I mean, he was rock solid, right? And he had that 1000-yard stare, right? Very intimidating. And I'm this, like, 6-foot-tall, 148-pound runner, like, holy dork, right? And I'm assigned — we're roommates, and he just had a very stoicism, or a stoic nature about him. And I remember, it was our second night at the Academy, maybe first night, I don't quite recall, and we're in bed, and it's an hour after lights out, and I hear him crying, and like, well, what do you do? Like, we're in this together. It was that moment, like we're both alone, but we're not right. He needs to know that he's not alone. So I walked around and went over his bed, and I said, “Hey, man, I miss my mom and dad too. Let's talk. And we both cried, right? And I'll tell you what, he and I were pals forever. It was really quite beautiful. And what didn't happen is he accepted my outreach, right? And he came from a very difficult environment, one where I'm certain there was far more racial strife than I had experienced in Chicago. He came from Norfolk, Virginia, and he came from — his father worked in the shipyards and really, really tough, tough, tough background. He deserved to be the Academy. He was a great guy, very bright, and so we became friends, and I tried to be kind. He accepted that kindness and reciprocated in ways where he created a pretty beautiful friendship. Naviere Walkewicz 7:48 Oh, my goodness. Thank you for sharing that story. And you got me in the feels a little bit, because I remember those nights, even you know me having family members that went through the Academy. There's just something about when you're in it yourself, and in that moment, it's raw.   Mike Ott 11:13 Raw is a good word. Naviere Walkewicz 11:15 Oh, thank you for that. So you're at the Academy and you end up doing 24 years. I don't mean to, like, mash all that into one sentence, but let's talk… Mike Ott 11:22 I didn't do very much. It was the same year repeated 24 times over. Like, not a very good learner, right? Not a very good learner. Naviere Walkewicz 11:30 Yeah, I was gonna ask, you know, in that journey, because, had you planned to do a career in the Air Force? Mike Ott 11:36 Well, I didn't know, right? I went in, eyes wide open, and my cumulative time in the Air Force is over 24 but it was only it was just shy of seven active duty, and then 22, 23, in the Reserves, right? I hadn't thought about the Reserves, but I had concluded, probably at the, oh, maybe three-year mark that I wanted to do other things. It had nothing to do with disdain, a sense of frustration or any indignation, having gone to the Academy, which I'm very, very proud of, and it meant an awful lot to who I am. But it was, “Wait, this is, this is my shot, and I'm going to go try other things.” I love ambiguity, I'm very curious. Have a growth mindset and have a perhaps paradoxical mix of being self-assured, but perhaps early on, a bit too, a bit too, what's the word I was thinking of? I wrote this down — a bit too measured, OK, in other words, risk taking. And there were a few instances where I realized, “Hey, man, dude, take some risk. What's the downside? And if it isn't you, who else?” So it was that mindset that helped me muscle through and determine that, coupled with the fact that the Air Force paid for me to go to graduate school, they had programs in Boston, and so I got an MBA, and I did that at night. I had a great commander who let me take classes during the day when I wasn't traveling. It was wonderful. It was there that I was exposed to elements of business and in financial services, which ultimately drew me into financial services when I separated from active duty. Naviere Walkewicz 13:17 Well, I love that, because first you talked about a commander that saw, “How can I help you be your best version of yourself?” And I think the other piece of financial service, because I had to dabble in that as well — the second word is service. And so you've never stopped serving in all the things that you've done. So you took that leap, that risk. Is that something that you felt developed while you're at the Academy, or it's just part of your ethos. Mike Ott 13:41 It developed. It matured. I learned how to apply it more meaningfully at the Academy after a couple, three moments, where I realized that I can talk a little bit about mentoring and then I can come back to that, but mentoring — I don't know, I don't recall having heard that term as a mechanism for helping someone develop. I'm sure we used it when I was a cadet at the Academy and out of the Academy, and having been gone through different programs and banking and different graduate programs, the term comes up an awful lot. You realize, wow, there's something there helping the next generation, but also the reciprocity of learning from that generation yourself. I didn't really understand the whole mentoring concept coming out of Chicago and getting here, and just thought things were very hierarchical, very, very command structure, and it was hit the standards or else. And that that's not a bad mindset, right? But it took me a little while to figure out that there's a goodness factor that comes with the values that we have at the Academy, and it's imbued in each one of you know, service excellence, all of those pieces. But for the most part, fellow cadets and airmen and women want to help others. I mean, it's in service. It's in our DNA. Man that blew right past me. I had no idea, and I remember at one point I was entering sophomore year, and I was asked to be a glider instructor. I'd done the soaring and jumping program over the summer, and like, “Hey, you know you're not too bad at glider. You want to be an instructor?” At the time, that was pretty big deal, yeah, glider instructors. Like, “Yeah, no, I'm not going to do that, you know? I've got to study. Like, look at my GPA.” That didn't really matter. “And I'm going to go up to Boulder and go chase women.” Like, I was going to meet women, right? So, like, but I didn't understand that, that that mechanism, that mentoring mechanism, isn't always bestowed upon a moment or a coupling of individuals. There are just good people out there that see goodness in others that want to help them through that. I had no clue, but that was a turning point for me.   Naviere Walkewicz 15:56 Because you said no.   Mike Ott 15:58 I said no, right? And it was like what, you know, a couple months later, I remember talking with somebody like, “Yep, swing and a miss,” right? But after that, it changed how I was going to apply this self-assuredness, not bravado, but willingness to try new things, but with a willingness to be less measured. Why not? Trust the system. Trust the environment that you're in, the environment that we're in, you were in, I was in, that we're representing right now, it is a trusted environment. I didn't know that. And there were a lot of environments when I was being raised, they weren't trusted environments. And so you have a sort of mental callous mindset in many ways, and that that vigilance, that sense of sentinel is a good protection piece, but it prevents, it prevents... It doesn't allow for the membrane to be permeated, right? And so that trust piece is a big deal. I broke through after that, and I figured it out, and it helped me, and it helped me connect a sense of self-assuredness to perhaps being less measured, more willing to take ambiguity. You can be self-assured but not have complete belief in yourself, OK? And it helped me believe in myself more. I still wish I'd have been glider instructor. What a knucklehead. My roommate wound up becoming one. Like, “You, son of a rat, you.”   Naviere Walkewicz 17:29 So tell me, when did the next opportunity come up where you said yes, and what did that look like in your journey? Mike Ott 17:36 I was a lieutenant. I was a lieutenant, and I was looking for a new role. I was stationed at Hanscom Field, and I was working at one program office, and I bumped — I was the athletic officer for the base with some other folks, and one of the colonels was running a different program, and he had gotten to know me and understand how I operated, what I did, and he said, “Hey, Ott, I want you to come over to my program.” And I didn't know what the program was, but I trusted him, and I did it blindly. I remember his name, Col. Holy Cross. And really good guy. And yeah, I got the tap on the shoulder. Didn't blink. Didn't blink. So that was just finishing up second lieutenant. Naviere Walkewicz 18:26 What a lesson. I mean, something that stuck with you as a cadet, and not that it manifested in regret, but you realized that you missed that opportunity to grow and experience and so when it came around again, what a different… So would you say that as you progress, then you know, because at this point you're a lieutenant, you know, you took on this new role, what did you learn about yourself? And then how did that translate to the decision to move from active duty to the Reserve and into… Mike Ott 18:56 You'll note what I didn't do when I left active duty was stay in the defense, acquisition, defense engineering space. I made a hard left turn…   Naviere Walkewicz 19:13 Intentionally.   Mike Ott 19:14 Intentionally. And went into financial services. And that is a hard left turn away from whether it's military DOD, military industrial complex, working for one of the primes, or something like that. And my mindset was, “If I'm not the guy in the military making the decision, setting strategy and policy…” Like I was an O-3. Like, what kind of policy am I setting? Right? But my point was, if I'm not going to, if I may, if I decided to not stay in the military, I wasn't going to do anything that was related to the military, right, like, “Let's go to green pastures. Set myself apart. Find ways to compete…” Not against other people. I don't think I need to beat the hell out of somebody. I just need to make myself better every day. And that's the competition that I just love, and I love it  it's greenfield unknown. And why not apply my skills in an area where they haven't been applied and I can learn? So as an active-duty person — to come back and answer your question — I had worked some great bosses, great bosses, and they would have career counseling discussions with me, and I was asked twice to go to SOS in-residence. I turned it down, you know, as I knew. And then the third time my boss came to me. He's like, “OK, what are you doing? Idiot. Like, what are you doing?” That was at Year 5. And I just said, “Hey, sir, I think I'm going to do something different.” Naviere Walkewicz 20:47 Didn't want to take the slot from somebody else.   Mike Ott 20:49 That's right. Right. And so then it was five months, six months later, where I put in my papers. I had to do a little more time because of the grad school thing, which is great. And his commander, this was a two-star that I knew as well, interviewed me and like, one final, like, “What are you doing?” He's like, “You could have gone so far in the Air Force.” And I looked at the general — he was a super-good dude. I said, “What makes you think I'm not going to do well outside of the Air Force?” And he smiled. He's like, “Go get it.” So we stayed in touch. Great guy. So it had nothing to do with lack of fulfillment or lack of satisfaction. It had more to do with newness, curiosity, a challenge in a different vein. Naviere Walkewicz 21:30 So let's walk into that vein. You entered into this green pasture. What was that experience like? Because you've just been in something so structured. And I mean, would you say it was just structured in a different way? Mike Ott 21:48 No, not structured. The industry… So, I separated, tried an engineering job for about eight months. Hated it. I was, I was development engineer at Ford Motor Company, great firm. Love the organization, bored stiff, right? Just not what I wanted to do, and that's where I just quit. Moved back to Chicago, where I'm from, and started networking and found a role with an investment bank, ABN AMRO, which is a large Dutch investment bank that had begun to establish itself in the United States. So their headquarters in Chicago and I talked fast enough where somebody took a bet on me and was brought into the investment banking arm where I was on the capital markets team and institutional equities. So think of capital markets, and think of taking companies public and distributing those shares to large institutions, pensions funds, mutual funds, family offices.   Naviere Walkewicz 22:48 So a lot of learning and excitement for you.   Mike Ott 22:51 Super fun. And so the industry is very structured. How capital is established, capital flows, very regulated. We've got the SEC, we've got the FDIC, a lot of complex regulations and compliance matters. That's very, very, very structured. But there was a free-wheelingness in the marketplace. And if you've seen Wolf of Wall Street and things like that, some of that stuff happened. Crazy! And I realized that with my attitude, sense of placing trust in people before I really knew them, figuring that, “OK, what's the downside? I get nipped in the fan once, once or twice. But if I can thrust trust on somebody and create a relationship where they're surprised that I've trusted them, it's probably going to build something reciprocal. So learn how to do that.” And as a young fellow on the desk, wound up being given more responsibility because I was able to apply some of the basic tenets of leadership that you learned and I learned at the Academy. And face it, many of the men and women that work on Wall Street or financial services simply haven't gone to the Academy. It's just, it's the nature of numbers — and don't have that experience. They have other experiences. They have great leadership experiences, but they don't have this. And you and I may take it for granted because we were just four years of just living through it. It oozed in every moment, every breath, every interaction, every dialog, it was there.But we didn't know it was being poured in, sprinkled across as being showered. We were being showered in it. But I learned how to apply that in the relationships that I built, knowing that the relationships that I built and the reputation that I built would be lasting and impactful and would be appropriate investments for the future endeavors, because there's always a future, right? So it wasn't… again, lot of compliance, lot of regulations, but just the personalities. You know, I did it for the challenge, right? I did it because I was curious. I did it because I wanted to see if I could succeed at it. There were other folks that did it simply because it was for the money. And many, some of them made it. They might have sold their soul to get there. Some didn't make it. Maybe it wasn't the right pursuit for them in the first place. And if I go back to mentoring, which we talked about a little bit, and I help young men and women, cadets or maybe even recent grads, my guidance to them is, don't chase the money, chase the environment, right? And chase the environment that allows you to find your flow and contribute to that environment. The money will come. But I saw it — I've seen it with grads. I've seen it with many of the folks that didn't make it in these roles in financial services, because I thought, “Hey, this is where the money is.” It might be. But you have to go back to the basis of all this. How are you complected? What are your values? Do they align with the environment that you're in? And can you flow in a way where your strengths are going to allow success to happen and not sell your soul? Naviere Walkewicz 26:26 Yeah, you said two things that really stood out to me in that —the first one was, you know, trusting, just starting from a place of trust and respect, because the opportunity to build a relationship faster, and also there's that potential for future something. And then the second thing is the environment and making sure it aligns with your values. Is that how you got to MOBE? Mike Ott 26:50 Yeah, I would say how I got to MOBE, that certainly was a factor. Good question.   Naviere Walkewicz 26:57 The environment, I feel, is very much aligned Mike Ott 27:00 Very much so and then… But there's an element of reputation and relationship that allowed me to get there. So now I'm lucky to be a part of this firm. We're 250 people. We will do $50 million of revenue. We're growing nicely. I've been in health care for four years. Now, we are we're more than just healthcare. I mean, it's deep data. We can get into some of that later, but I had this financial services background. I was drawn to MOBE, but I had established a set of relationships with people at different investment banks, with other families that had successfully built businesses and just had relationships. And I was asked to come on to the board because MOBE, at the time, great capabilities, but struggled with leadership during COVID. Lot of companies did. It's not an indictment as to the prior CEO, but he and the team struggled to get through COVID. So initially I was approached to come on to the board, and that was through the founders of the firm who had known me for 20 years and knew my reputation, because I'd done different things at the investment bank, I'd run businesses at US Bank, which is a large commercial bank within the country, and they needed someone that… They cared very little about health care experience, which is good for me, and it was more around a sense of leadership. They knew my values. They trusted me. So initially I was asked to come onto the board, and that evolved into, “No, let's just do a whole reset and bring you on as the CEO.” Well, let's go back to like, what makes me tick. I love ambiguity. I love a challenge. And this has been a bit of a turnaround in that great capabilities, but lost its way in COVID, because leadership lost its way. So there's a lot of resetting that needed to occur. Corpus of the firm, great technology, great capabilities, but business model adaptation, go to market mechanisms and, frankly, environment. Environment. But I was drawn to the environment because of the people that had founded the organization. The firm was incubated within a large pharmaceutical firm. This firm called Upsher-Smith, was a Minnesota firm, the largest private and generic pharmaceutical company in the country, and sold for an awful lot of money, had been built by this family, sold in 2017 and the assets that are MOBE, mostly data, claims, analysis capabilities stayed separate, and so they incubated that, had a little bit of a data sandbox, and then it matriculated to, “Hey, we've got a real business here.” But that family has a reputation, and the individuals that founded it, and then ultimately found MOBE have a reputation. So I was very comfortable with the ambiguity of maybe not knowing health care as much as the next guy or gal, but the environment I was going into was one where I knew this family and these investors lived to high ethical standards, and there's many stories as to how I know that, but I knew that, and that gave me a ton of comfort. And then it was, “We trust you make it happen. So I got lucky. Naviere Walkewicz 30:33 Well, you're, I think, just the way that you're wired and the fact that you come from a place of trust, obviously, you know, OK, I don't have the, you know, like the medical background, but there are a lot of experts here that I'm going to trust to bring that expertise to me. And I'm going to help create an environment that they can really thrive in. Mike Ott 30:47 I'm certain many of our fellow alum have been in this experience, had these experiences where a leader worth his or her salt should be comfortable not being the smartest gal or guy in the room. In fact, you should strive for that to be the case and have a sense of lack of hubris and proudly acknowledge what you don't know. But what I do know is how to set vision. What I do know is how to move people without authority. What I do know is how to resource. And that's what you do if you want to move a mission, whether it's in the military, small firm like us that's getting bigger, or, you know, a big organization. You can't know it all. Naviere Walkewicz 31:30 So something you just mentioned that I think a lot of our listeners would really like, would love a little bit to peel us back a little bit. You said, “I know how to set a vision. I know how to…” I think it was move…   Mike Ott 31:45 Move people without authority and prioritize.   Naviere Walkewicz 31:47 But can we talk a little bit about that? Because I think that is really a challenge that some of our you know younger leaders, or those early in their leadership roles struggle with. Maybe, can you talk a little bit about that? Mike Ott 32:01 For sure, I had some — again, I tried to do my best to apply all the moments I had at the Academy and the long list of just like, “What were you thinking?” But the kindness piece comes through and… Think as a civilian outside looking in. They look at the military. It's very, very, very structured, OK, but the best leaders the men and women for whom you and I have served underneath or supported, never once barked an order, OK? They expressed intent, right? And you and I and all the other men and women in uniform, if we were paying attention, right, sought to execute the mission and satisfaction of that intent and make our bosses' bosses' jobs easier. That's really simple. And many outsiders looking in, we get back to just leadership that are civilians. They think, “Oh my gosh, these men and women that are in the military, they just can't assimilate. They can't make it in the civilian world.” And they think, because we come from this very, very hierarchical organization, yes, it is very hierarchical — that's a command structure that's necessary for mission execution — but the human part, right? I think military men and women leaders are among the best leaders, because guess what? We're motivating men and women — maybe they get a pat on the back. You didn't get a ribbon, right? Nobody's getting a year-end bonus, nobody's getting a spot bonus, nobody's getting equity in the Air Force, and it's gonna go public, right? It's just not that. So the best men and women that I for whom I've worked with have been those that have been able to get me to buy in and move and step up, and want to demonstrate my skills in coordination with others, cross functionally in the organization to get stuff done. And I think if there's anything we can remind emerging graduates, you know, out of the Academy, is: Don't rely on rank ever. Don't rely on rank. I had a moment: I was a dorky second lieutenant engineer, and we were launching a new system. It was a joint system for Marines, Navy and Air Force, and I had to go from Boston to Langley quite often because it was a TAC-related system, Tactical Air Force-related system. And the I was the program manager, multi-million dollar program for an interesting radio concept. And we were putting it into F-15s, so in some ground-based situations. And there was this E-8, crusty E-8, smoked, Vietnam, all these things, and he was a comms dude, and one of the systems was glitching. It just wasn't working, right? And we were getting ready to take this thing over somewhere overseas. And he pulls alongside me, and it's rather insubordinate, but it was a test, right? He's looking at me, Academy guy, you know, second lieutenant. He was a master sergeant, and he's like, “Well, son, what are we going to do now?” In other words, like, “We're in a pickle. What are we going to do now?” But calling me son. Yeah, it's not appropriate, right? If I'd have been hierarchical and I'd relied on rank, I probably would have been justified to let him have it. Like, that's playing short ball, right? I just thought for a second, and I just put my arm around him. I said, “Gee, Dad, I was hoping you're gonna help me.” And mother rat, we figured it out, and after that, he was eating out of my hand. So it was a test, right? Don't be afraid to be tested but don't take the bait. Naviere Walkewicz 35:46 So many good just lessons in each of these examples. Can you share a time at MOBE when you've seen someone that has been on your team that has demonstrated that because of the environment you've created? Mike Ott 35:57 For sure. So I've been running the firm now for about three and a half years. Again, have adapted and enhanced our capabilities, changed the business model a bit, yet functioning in our approach to the marketplace remains the same. We help people get better, and we get paid based on the less spend they have in the system. Part of some of our principles at MOBE are pretty simple, like, eat, sleep, move, smile, all right. And then be thoughtful with your medication. We think that medicine is an aid, not a cure. Your body's self-healing and your mind controls your body.   Naviere Walkewicz 36:32 Eat, sleep, move, smile. Love that.   Mike Ott 36:35 So what's happening with MOBE, and what I've seen is the same is true with how I've altered our leadership team. I've got some amazing leaders — very, very, very accomplished. But there are some new leaders because others just didn't fit in. There wasn't the sense of communal trust that I expected. There was too much, know-it-all'ing going on, right? And I just won't have that. So the easiest way to diffuse that isn't about changing head count, but it's around exhibiting vulnerability in front of all these folks and saying, “Look, I don't know that, but my lead pharmacist here, my lead clinician here, helped me get through those things.” But I do have one leader right, who is our head of vice president of HR, a woman who grew up on a farm in southern Minnesota, who has come to myself and our president and shared that she feels liberated at MOBE because, though this firm is larger than one that she served as a director of HR, previously, she's never had to look — check her six, look right, look left and seek alignment to ensure she's harmonizing with people. Naviere Walkewicz 37:49 Can you imagine being in an environment like that? Mike Ott 38:51 It's terrible, it's toxic, and it's wrong. Leaders, within the organization, I think you're judged more by what you don't do and the actions that you don't take. You can establish trust, and you will fortify that trust when you share with the team as best you can, so long as it's nothing inappropriate, where you made a mistake, where we went wrong. What did we learn from that? Where are we going to pivot? How we're going to apply that learning to make it better, as opposed to finding blame, pointing the finger or not even acknowledging? That happens all the time, and that toxicity erodes. And regretfully, my VP of HR in prior roles experienced that, and I don't have time. Good teams shouldn't have time to rehearse the basic values of the firm. We don't have time the speed of business is like this [snaps]. So if I can build the team of men and women that trust one another, can stay in their lanes, but also recognize that they're responsible for helping run the business, and look over at the other lanes and help their fellow leaders make adjustments without the indictful comment or without sort of belittling or shaming. That's what good teams, do. You, and I did that in the Air Force, but it is not as common as you would think. Naviere Walkewicz 39:11 20 we've been talking about MOBE, and you know, the environment you're creating there, and just the way that you're working through innovation. Let's talk a little bit how you're involved with DIU, the Defense Innovation Unit. Mike Ott 39:21 Again, it's reputation in relationships. And it was probably 2010, I get a call from a fellow grad, '87 grad who was living in the Beltway, still in uniform. He was an O-5 I was an O-5. Just doing the Academy liaison work, helping good young men and women that wanted to go to the Academy get in. And that was super satisfying, thought that would be the end of my Reserve career and super fun. And this is right when the first Obama administration came in, and one of his edicts and his admin edicts was, we've got to find ways to embrace industry more, right? We can't rely on the primes, just the primes. So those were just some seeds, and along with a couple other grads, created what is now called Joint Reserve Directorate, which was spawned DIUX, which was DIU Experimental, is spawned from. So I was the owner for JRD, and DIUX as a reserve officer. And that's how we all made colonel is we were working for the chief technology officer of the Defense Department, the Hon. Zach Lemnios, wonderful fellow. Civilian, didn't have much military experience, but boy, the guy knew tech — semiconductors and areas like that. But this was the beginning of the United States recognizing that our R&D output, OK, in the aggregate, as a fund, as a percentage of GDP, whether it's coming out of the commercial marketplace or the military DoD complex, needs to be harnessed against the big fight that we have with China. We can see, you know, we've known about that for 30 years. So this is back 14 years ago. And the idea was, let's bring in men and women — there was a woman in our group too that started this area — and was like, “How do we create essential boundary span, boundary spanners, or dual-literacy people that are experiences in capital markets, finance, how capital is accumulated, innovation occurs, but then also how that applies into supporting the warfighter. So we were given a sandbox. We were given a blank slate.   Naviere Walkewicz 41:37 It's your happy place.   Mike Ott 41:38 Oh, super awesome. And began to build out relationships at Silicon Valley with commercial entities, and developed some concepts that are now being deployed with DIU and many other people came in and brought them all to life. But I was lucky enough after I retired from the Reserves as a colonel to be asked to come back as an adviser, because of that background and that experience, the genesis of the organization. So today I'm an unpaid SGE — special government employee — to help DIU look across a variety of different domains. And so I'm sure many of our listeners know it's key areas that we've got to harness the commercial marketplace. We know that if you go back into the '70s, ‘60s and ‘70s, and creation of the internet, GPS, precision munitions and all of that, the R&D dollars spent in the aggregate for the country, 95% came out of DOD is completely flip flopped today. Completely flipped. We happen to live in an open, free society. We hope to have capital markets and access a lot of that technology isn't burdened like it might be in China. And so that's the good and bad of this open society that we have. We've got to find ways. So we, the team does a lot of great work, and I just help them think about capital markets, money flows, threat finance. How you use financial markets to interdict, listen, see signals, but then also different technologies across cyberspace, autonomy, AI. Goodness gracious, I'm sure there's a few others. There's just so much. So I'm just an interloper that helps them think about that, and it's super fun that they think that I can be helpful. Naviere Walkewicz 43:29 Well, I think I was curious on how, because you love the ambiguity, and that's just something that fills your bucket — so while you're leading MOBE and you're creating something very stable, it sounds like DIU and being that kind of special employee, government employee, helps you to fill that need for your ambiguous side.   Mike Ott 43:48 You're right. You're right.   Naviere Walkewicz 43:49 Yeah, I thought that's really fascinating. Well, I think it's wonderful that you get to create that and you just said, the speed of business is this [snaps]. How do you find time in your life to balance what you also put your values around — your health — when you have such an important job and taking care of so many people? Mike Ott 44:06 I think we're all pretty disciplined at the Academy, right? I remain that way, and I'm very, very — I'm spring loaded to ‘no,' right? “Hey, do you want to go do this?” Yeah, I want to try do, I want to do a lot of things, but I'm spring loaded. So like, “Hey, you want to go out and stay, stay up late and have a drink?” “No,” right? “Do you want to do those things?” So I'm very, very regimented in that I get eight hours of sleep, right? And even somebody, even as a cadet, one of the nicknames my buddies gave me was Rip Van Ott, right? Because I'm like, “This is it.” I was a civil engineer. One of my roommates was an astro guy, and I think he pulled an all-nighter once a week.   Naviere Walkewicz 45:46 Oh, my goodness, yeah.   Mike Ott 45:50 Like, “Dude, what are you doing?” And it wasn't like he was straight As. I was clearly not straight As, but I'm like, “What are you doing? That's not helpful. Do the work ahead of time.” I think I maybe pulled three or four all-nighters my entire four years. Now, it's reflected in my GPA. I get that, but I finished the engineering degree. But sleep matters, right? And some things are just nonnegotiable, and that is, you know, exercise, sleep and be kind to yourself, right? Don't compare. If you're going to compare, compare yourself to yesterday, but don't look at somebody who is an F-15 pilot, and you're not. Like, I'm not. My roommate, my best man at my wedding, F-15 pilot, Test Pilot School, all these things, amazing, amazing, awesome, and super, really, really, happy and proud for him, but that's his mojo; that's his flow, right? If you're gonna do any comparison, compare yourself to the man or woman you were yesterday and “Am I better?”. Naviere Walkewicz 44:48 The power of “no” and having those nonnegotiables is really important. Mike Ott 45:53 Yeah, no, I'm not doing that. Naviere Walkewicz 45:56 I think sometimes we're wired for a “we can take on… we can take it on, we can take it on, we can take it on. We got this.” Mike Ott 46:03 For sure. Oh, my goodness. And I have that discussion with people on my team from time to time as well, and it's most often as it relates to an individual on the team that's struggling in his or her role, or whether it's by you know, if it's by omission and they're in the wrong role, that's one thing. If it's by commission, well, be a leader and execute and get that person out of there, right? That's wrong, but from time to time, it's by omission, and somebody is just not well placed. And I've seen managers, I can repatriate this person. I can get him or her there, and you have to stop for a second and tell that leader, “Yeah, I know you can. I'm certain that the only thing you were responsible for was to help that person fulfill the roles of the job that they're assigned. You could do it.” But guess what? You've got 90% of your team that needs care, nurturing and feeding. They're delivering in their function, neglect, there destroys careers, and it's going to destroy the business. So don't, don't get caught up in that. Yeah. Pack it on. Pack it on. Pack it on. You're right. When someone's in the crosshairs, I want to be in the crosshairs with you, Naviere, and Ted, and all the people that you and I affiliate with, but on the day-to-day, sustained basis, right to live, you know, to execute and be fulfilled, both in the mission, the work and stay fit, to fight and do it again. You can't. You can't. And a lot of a little bit of no goes a long way. Naviere Walkewicz 47:40 That is really good to hear. I think that's something that a lot of leaders really don't share. And I think that's really wonderful that you did. I'd like to take a little time and pivot into another area that you're heavily involved, philanthropy side. You know, you've been with the Falcon Foundation. Where did you find that intent inside of you? I mean, you always said the Academy's been part of you, but you found your way back in that space in other ways. Let's talk about that. Mike Ott 48:05 Sure. Thank you. I don't know. I felt that service is a part of me, right? And it is for all of us, whether you stay in the military or not. Part of my financial services jobs have been in wealth management. I was lucky enough to run that business for US Bank in one of my capacities, and here I am now in health care, health care of service. That aligns with wanting things to be better across any other angle. And the philanthropic, philanthropic side of things — I probably couldn't say that word when I was a cadet, but then, you know, I got out and we did different volunteer efforts. We were at Hanscom Field raising money for different organizations, and stayed with it, and always found ways to have fun with it. But recognized I couldn't… It was inefficient if I was going to be philanthropic around something that I didn't have a personal interest in. And as a senior executive at US Bank, we were all… It was tacit to the role you had roles in local foundations or community efforts. And I remember sitting down with my boss, the CFO of the bank, and then the CEO, and they'd asked me to go on to a board, and it had to do with a museum that I had no interest in, right? And I had a good enough relationship with these, with these guys, to say, “Look, I'm a good dude. I'm going to be helpful in supporting the bank. And if this is a have to, all right, I'll do it, but you got the wrong guy. Like, you want me to represent the bank passionately, you know, philanthropically, let me do this. And they're like, “OK, great.” So we pivoted, and I did other things. And the philanthropic piece of things is it's doing good. It's of service for people, entities, organizations, communities or moments that can use it. And I it's just very, very satisfying to me. So my wife and I are pretty involved that way, whether it's locally, with different organizations, lot of military support. The Academy, we're very fond of. It just kind of became a staple. Naviere Walkewicz 50:35 Did you find yourself also gravitating toward making better your community where you grew up? Mike Ott 50:41 Yeah, yeah, yeah. One of my dear friends that grew up in the same neighborhood, he wound up going to the Naval Academy, and so we're we've been friends for 50 years. Seventh grade.   Naviere Walkewicz 50:53 Same counselor? Mike Ott50:54 Yeah, no. Different counselor, different high school. His parents had a little bit of money, and they, he wound up going to a Catholic school nearby. But great guy, and so he and I, he runs a business that serves the VA in Chicago, and I'm on the board, and we do an awful lot of work. And one of the schools we support is a school on the south side, largely African American students and helping them with different STEM projects. It's not going to hit above the fold of a newspaper, but I could give a rat, doesn't matter to me, seeing a difference, seeing these young men and women. One of them, one of these boys, it's eye watering, but he just found out that he was picked for, he's applying to the Naval Academy, and he just found out that he got a nomination.   Naviere Walkewicz 51:44 Oh my goodness, I just got chills.   Mike Ott 51:46 And so, yeah, yeah, right, right. But it's wonderful. And his parents had no idea anything like that even existed. So that's one that it's not terribly formal, but boy, it looks great when you see the smile on that kid and the impact on that individual, but then the impact it leaves on the community, because it's clear opportunity for people to aspire because they know this young man or this young woman, “I can do that too.” Naviere Walkewicz 52:22 Wow. So he got his nomination, and so he would start technically making class of 2030?   Mike Ott 52:27 That's right. Naviere Walkewicz 52:28 Oh, how exciting. OK Well, that's a wonderful…   Mike Ott 52:27 I hope, I hope, yeah, he's a great kid. Naviere Walkewicz 52:33 Oh, that is wonderful. So you talk about, you know that spirit of giving — how have you seen, I guess, in your journey, because it hasn't been linear. We talked about how you know progression is not linear. How have you grown throughout these different experiences? Because you kind of go into a very ambiguous area, and you bring yourself, and you grow in it and you make it better. But how have you grown? What does that look like for you? Mike Ott 53:02 After having done it several times, right, i.e. entering the fray of an ambiguous environment business situation, I developed a better system and understanding of what do I really need to do out of the gates? And I've grown that way and learn to not be too decisive too soon. Decisiveness is a great gift. It's really, really it's important. It lacks. It lacks because there are too many people, less so in the military, that want to be known for having made… don't want to be known for having made a bad decision, so they don't take that risk. Right, right, right. And so that creates just sort of the static friction, and you've just got to have faith and so, but I've learned how to balance just exactly when to be decisive. And the other thing that I know about me is I am drawn to ambiguity. I am drawn… Very, very curious. Love to learn, try new things, have a range of interests and not very good at any one thing, but that range helps me in critical thinking. So I've learned to, depending on the situation, right, listen, listen, and then go. It isn't a formula. It's a flow, but it's not a formula. And instinct matters when to be decisive. Nature of the people with whom you're working, nature of the mission, evolution, phase of the organization or the unit that you're in. Now is the time, right? So balancing fostering decisiveness is something that that's worth a separate discussion. Naviere Walkewicz 54:59 Right. Wow. So all of these things that you've experienced and the growth that you've had personally — do you think about is this? Is this important to you at all, the idea of, what is your legacy, or is that not? Mike Ott 55:13 We talked a little bit about this beforehand, and I thought I've got to come up with something pithy, right? And I really, I really don't.   Naviere Walkewicz 55:18 Yeah, you don't.   Mike Ott 55:19 I don't think of myself as that. I'm very proud of who I am and what I've done in the reputation that I have built. I don't need my name up in lights. I know the life that I'm living and the life that I hope to live for a lot longer. My legacy is just my family, my children, the mark that I've left in the organizations that I have been a part of.   Naviere Walkewicz 55:58 And the communities that you've touched, like that gentleman going and getting his nomination. I'm sure.   Mike Ott 56:04 Yeah, I don't… having been a senior leader, and even at MOBE, I'm interviewed by different newspapers and all that. Like I do it because I'm in this role, and it's important for MOBE, but I'm not that full of myself, where I got to be up in lights. So I just want to be known as a man that was trustworthy, fun, tried to meet people where they are really had flaws, and sought to overcome them with the few strengths that he had, and moved everything forward. Naviere Walkewicz 56:33 Those are the kind of leaders that people will run through fire for. That's amazing. I think that's a wonderful I mean that in itself, it's like a living legacy you do every day. How can I be better than I was yesterday? And that in itself, is a bit of your living and that's really cool. Well, one of the things we like to ask is, “What is something you're doing every day to be better as a leader?” And you've covered a lot, so I mean, you could probably go back to one of those things, but is there something that you could share with our listeners that you do personally every day, to be better? Mike Ott 57:05 Exercise and read every day, every day, and except Fridays. Fridays I take… that's like, I'll stretch or just kind of go for a walk. But every day I make it a moment, you know, 45 minutes to an hour, something and better for my head, good for my body, right? That's the process in the hierarchy of way I think about it. And then read. Gen. Mattis. And I supported Gen. Mattis as a lieutenant colonel before I wanted to and stuff at the Pentagon. And he I supported him as an innovation guy for JFCOM, where he was the commander. And even back then, he was always talking about reading is leading none of us as military leaders… And I can't hold the candle to the guy, but I learned an awful lot, and I love his mindset, and that none of us can live a life long enough to take In all the leadership lessons necessary to help us drive impact. So you better be reading about it all the time. And so I read probably an hour every night, every day.   Naviere Walkewicz 58:14 What are you reading right now?   Mike Ott 58:15 Oh, man, I left it on the plane! I was so bummed. Naviere Walkewicz 58:17 Oh, that's the worst. You're going to have to get another copy. Mike Ott 58:22 Before I came here, I ordered it from Barnes & Noble so to me at my house when I get home. Love history and reading a book by this wonderful British author named Anne Reid. And it's, I forget the title exactly, but it's how the allies at the end of World War I sought to influence Russia and overcome the Bolsheviks. They were called the interventionalists, and it was an alliance of 15 different countries, including the U.S., Britain, France, U.K., Japan, Australia, India, trying to thwart, you know, the Bolshevik Revolution — trying to thwart its being cemented. Fascinating, fascinating. So that's what I was reading until I left it on the plane today. Naviere Walkewicz 59:07 How do you choose what to read? Mike Ott 59:10 Listen, write, love history. Love to read Air Force stuff too. Just talk to friends, right? You know, they've learned how to read like me. So we get to talk and have fun with that. Naviere Walkewicz 59:22 That's great. Yeah, that's wonderful. Well, the last question I'd like to ask you, before I want to make sure you have an opportunity to cover anything we didn't, is what is something you would share with others that they can do to become better leaders? Maybe they start doing it now, so in the future, they're even stronger as a leader. Mike Ott 59:42 Two things I would say, and try to have these exist in the same breath in the same moment, is have the courage to make it try and make it better every day, all right, and be kind to yourself, be forgiving. Naviere Walkewicz 59:59 That's really powerful. Can you share an example? And I know I that's we could just leave it there, but being courageous and then being kind to yourself, they're almost on two opposite sides. Have you had, can you share an example where I guess you've done that right? You had to be you were courageous and making something better, and maybe it didn't go that way, so you have to be kind to yourself. Mike Ott 1:00:23 Yeah, happy to and I think any cadet will hear this story and go like, “Huh, wow, that's interesting.” And it also plays with the arc of progress isn't linear. I graduated in '85 went to flight school, got halfway through flight school, and there was a RIF, reduction in force. And our class, our flight class, I was flying jets, I was soloing. I was academically — super easy, flying average, right? You know, I like to joke that I've got the fine motor skills of a ham sandwich, right? You know, but, but I didn't finish flight school. And you think about this, here it is. I started in 1981 there were still vestiges of Vietnam. Everyone's going to be a fighter pilot. Kill, kill, kill. Blood makes the grass grow. All of that was there. And I remember when this happened, it was very frustrating for me. It was mostly the major root of frustration wasn't that I wasn't finishing flight school. It was the nature by which the determination that I wasn't finishing was made. And it was, it was a financial decision. We had too many guys and gals, and they were just finding, you know, average folks and then kicking them out. So our class graduated a lower percent than, I think, in that era, it was late '85, '86, maybe '87, but you can look at outflows, and it was interesting, they were making budget cuts. So there was a shaming part there, having gone to the Academy.   Naviere Walkewicz 1:02:02 And knowing since 9 years old. Mike Ott 1:20:04 Right, right, right, and I knew I wanted to go the Academy. I'd like to fly, let's check it out and see if it's for me. I would much rather have been not for me, had I made the decision I don't want to do this or that I was just unsafe and didn't want to do it. The way it turned out is, and this is where I learned a little bit about politics as well. In my class, again, I was very average. Like, nobody's ever going to say, like, yeah, I was going to go fly the Space Shuttle. Like, no way, right? Very, very average, but doing just fine. And a lot of guys and gals wanted to go be navigators, and that's great. I looked in the regs, and I learned this as a cadet, and it's helped me in business, too. If there's a rule, there's a waiver. Like, let me understand the regs, and I asked to go to a board. Instead of just submitting a letter to appeal, I asked to go to a board. And so I went to a board of an O-5 five, couple of threes O-4 four, and ultimately shared the essence of why I shouldn't be terminated in the program. And son of a gun, they agreed, and I still have the letter. The letter says, “Recommend Lt. Ott for reinstatement.” Nobody in my class has that letter, nobody makes the appeal. And I'm like, I'm going downstream. I'm going downstream. And that's the Chicago in me, and that's the piece about… but also move forward, but forgive yourself, and I'll get to that. And so I, I was thrilled, My goodness, and the argument I had is, like, look, you're just not keeping me current. You put me in the sim, and then you're waiting too long to put me in the jet. The regs don't allow for that. And like, you're right. So I'm assigned to go back to the jet. My pals are thrilled. I'm going to stay in the same class. I don't have to wash back. And then I get a call from the DO's office — director of operations — and it was from some civilian person so the DO overrode the board's decision. Heartbreaking. Heartbreaking.   Naviere Walkewicz 1:04:12 You were so high, you did all of your work. And then… Mike Ott 1:04:15 Yeah, and then heartbreaking and frustrating, and I guess the word is indignant: anger aroused through frustration. In that I figured it out. I knew exactly what's happening. I made the appeal and I won. And it wasn't I was expecting to be assigned to fly a fighter. It was like, “Just let me, let me express the merits of my capabilities. It's how the system is designed.” The son of a gun, I jumped in my car and I ran to base and I waited and reported in. He didn't really know who I was. That's because he didn't make a decision. It was just it was that decision, and that's how life comes at you. That's just how it is. It isn't linear. So how do you take that and then say, “Well, I'm going to be kind to myself and make something out of it.” And he went through, you know, a dissertation as to why, and I asked him if I could share my views, and it's pretty candid, and I just said, If my dad were something other than the Chicago policeman, and maybe if he was a senator or general officer, I wouldn't be sitting here. That lit him up, right? That lit him up. But I had to state my views. So I knew I was out of the program. Very, very frustrating. Could have had the mayor of Chicago call. Didn't do that, right? Like, OK, I understand where this is it. That was very frustrating and somewhat shaming. But where the forgiveness comes in and be kind to yourself, is that I ran into ground. I ran into ground and drove an outcome where I still… It's a moment of integrity. I drove an outcome like, there you go. But then what do you do? Forgive yourself, right? Because you didn't do anything wrong, OK? And you pivot. And I turned that into a moment where I started cold calling instructors at the Academy. Because, hey, now I owe the Air Force five years, Air Force is looking for, you know, things that I don't want to do. And thank goodness I had an engineering degree, and I cold called a guy at a base in Hanscom. And this is another tap on the shoulder.   Naviere Walkewicz 1:06:24 That's how you got to Hanscom. Gotcha.   Mike Ott 1:06:27 There was a friend who was Class of '83, a woman who was in my squadron, who was there. Great egg. And she's like, “Hey, I was at the O Club.” Called her. I said, “Hey, help me out. I got this engineering degree. I want to go to one of these bases. Called Lt. Col. Davis, right? I met him at the O Club. I called a guy, and he's like, “Yeah, let's do this.”   Naviere Walkewicz 1:06:44 Wow, I love that..   Mike Ott 1:06:46 It was fantastic So it's a long winded way, but progress isn't linear. And progressing through that and not being a victim, right, recognizing the conditions and the environment that I could control and those that I can't. Anything that I could control, I took advantage of and I sought to influence as best possible. Ran into ground and I feel great about it, and it turns out to be a testament of one of my best successes. Naviere Walkewicz 1:07:17 Wow. Thank you for sharing

Robert S. McNamara was widely considered to be one of the most brilliant men of his generation. He was an invaluable ally of Presidents John F. Kennedy and Lyndon B. Johnson as their secretary of defense, and he had a deeply moving relationship with Jackie Kennedy. But to the country, McNamara was the leading advocate for American escalation in Vietnam. He strongly advised Johnson to deploy hundreds of thousands of American ground troops, just weeks before concluding that the war was unwinnable, and for the next two and a half years McNamara failed to urge Johnson to cut his losses and withdraw. Join us to hear Philip and William Taubman examine McNamara's life of intense personal contradictions—from his childhood, his career as a young faculty member at Harvard Business School, and his World War II service, to his leadership of the Ford Motor Company and the World Bank. They had access to materials previously unavailable to McNamara biographers, including Jacqueline Kennedy's warm letters to McNamara; family correspondence dating back to McNamara's service in World War II; and a secret diary maintained by McNamara's top Vietnam policy aide. What emerges is a comprehensive story of the controversial former leader of the Pentagon: riven by melancholy, guilt, zealous loyalty, and a profound inability to admit his flawed thinking about Vietnam before it was too late. The Taubmans relate this story in McNamara at War, presenting a portrait of a man at war with himself―with a grave influence on the history of the United States and the world. The Commonwealth Club of California is a nonprofit public forum; we welcome donations made during registration to support the production of our programming. A Humanities Member-led Forum program. Forums at the Club are organized and run by volunteer programmers who are members of The Commonwealth Club, and they cover a diverse range of topics. Learn more about our Forums. Philip Taubman photo by and copyright Linda Cicero, Stanford University; William Taubman photo by Michele Stapleton; courtesy the speakers. Commonwealth Club World Affairs is a public forum. Any views expressed in our programs are those of the speakers and not of Commonwealth Club World Affairs. Organizer: George Hammond  Learn more about your ad choices. Visit megaphone.fm/adchoices

After a hiatus, the Radical Respect podcast has returned for the fall of 2025. In other exciting news, Kim's co-host from Season One, Ernest Adams, is back and joins Kim and Wesley as co-host of Season Four. Ernest is an executive from Nike, Danaher, Ralph Lauren and Ford Motor Company. Wesley has led developer relations and been a community manager at a number of tech companies. Kim is the author of Radical Candor and Radical Respect.This season, the three will discuss leadership challenges facing organizations large and small. Plus, they have a series of interesting guests lined up. In this kick-off episode, Kim, Wesley and Ernest talk about what they have been up to in the last few months and the state-of-play in the corporate world.  

"My father used to say, ‘If you're gonna deliver mail, own the block you walk on.' That stuck with me.” Joe Drew-Hundley, Deputy Director of the Michigan Roundtable for Just Communities, sat down with Detroit is Different to trace his family's Detroit roots from Waynesboro, Mississippi to the east side post routes that built Black stability and ownership. In this powerful and personal conversation, Joe shares how his family's migration story mirrors Detroit's — the grind, the grief, and the genius of making something out of what others overlook. He breaks down the journey from Ford Motor Company to the military to the post office, the lessons of growing up in Detroit then navigating suburban schools, and how those experiences shaped his work building just and beloved communities today. “My mom worked to finance small Black businesses, my dad bought homes on his mail route — community work was our inheritance.” From the Great Migration to today's movement for racial and economic justice, Joe's story bridges the past and future of Legacy Black Detroit: how we moved, how we built, and how we keep giving back. Detroit is Different is a podcast hosted by Khary Frazier covering people adding to the culture of an American Classic city. Visit www.detroitisdifferent.com to hear, see and experience more of what makes Detroit different. Follow, like, share, and subscribe to the Podcast on iTunes, Google Play, and Sticher. Comment, suggest and connect with the podcast by emailing info@detroitisdifferent.com

In this episode, Steve Fretzin and Charles Gallaer discuss:Simplifying communication for clarityBuilding systems for an organizationInvesting in professional growthLearning resilience through experience Key Takeaways:Lawyers who communicate simply build stronger connections with clients and colleagues. Clear language removes confusion and makes legal concepts easier to understand. Simplicity earns trust and enhances professional credibility.Effective systems keep information, tasks, and deadlines in check. Tools like OneNote, Remarkable, and frameworks like “Second Brain” support focus and structure. The organization ensures consistency and reliability in client service.Continuous learning and adopting new technologies strengthen long-term success. Investing in tools, systems, and skills helps lawyers stay efficient and relevant. Growth-minded professionals turn adaptation into an advantage.Setbacks are learning opportunities, not reasons for regret. By reflecting instead of reacting, lawyers can grow wiser and more confident. Resilience transforms challenges into lasting professional strength. "It's important to keep things simple...anything we can do to boil it down into as simple as terms...through that simplicity, it can really give you a level of clarity that you didn't think was possible." —  Charles Gallaer Check out my new show, Be That Lawyer Coaches Corner, and get the strategies I use with my clients to win more business and love your career again. Ready to go from good to GOAT in your legal marketing game? Don't miss PIMCON—where the brightest minds in professional services gather to share what really works. Lock in your spot now: https://www.pimcon.org/ Thank you to our Sponsor!Rankings.io: https://rankings.io/Legalverse Media: https://legalversemedia.com/ Ready to grow your law practice without selling or chasing? Book your free 30-minute strategy session now—let's make this your breakout year: https://fretzin.com/ About Charles Gallaer: Charles Gallaer, Esq., is an attorney focused on automotive retail and dealership law. He is licensed in New York, New Jersey, and Florida and serves as an associate advising manufacturers, dealer groups, and franchised operators.Before law school, he held roles at Ford Motor Company and served as general manager of his family's Lincoln-Mercury dealership, giving him hands-on operational insight into the industry. He earned his J.D. with distinction from Brooklyn Law School and holds a B.A. from the University of Virginia.Charles advises on transactions, litigation, compliance, data privacy, EV mandates, and vendor contracts. He speaks regularly at industry events and contributes to publications on dealership law and regulation. Connect with Charles Gallaer: Website: https://www.afslaw.com/attorneys/charles-gallaerLinkedIn: https://www.linkedin.com/in/charlesgallaer/Connect with Steve Fretzin:LinkedIn: Steve FretzinTwitter: @stevefretzinInstagram: @fretzinsteveFacebook: Fretzin, Inc.Website: Fretzin.comEmail: Steve@Fretzin.comBook: Legal Business Development Isn't Rocket Science and more!YouTube: Steve FretzinCall Steve directly at 847-602-6911 Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

In this episode of the Hospitality Mentor Podcast, Steve Turk welcomes Mark Reichle, CEO of Select Registry. They discuss the distinct qualities of Select Registry, including its focus on independently-owned inns, bed and breakfasts, and boutique hotels, all adhering to a high standard of quality assurance. Mark shares his journey from working for Ford Motor Company to running a successful bed and breakfast with his wife, and eventually becoming the CEO of Select Registry. The conversation covers the evolution and promotion of 'craft lodging,' the importance of unique guest experiences, and how Select Registry supports its members. Mark also touches on exciting future plans involving AI to improve customer journeys. Tune in for insights into the specialty lodging industry and tips for those looking to venture into this field.00:00 Introduction and Guest Welcome00:43 What is Select Registry?03:42 Mark's Journey to Hospitality07:15 Starting the Bed and Breakfast13:39 Challenges and Successes20:20 Working with Select Registry24:40 Future of Select Registry32:36 Conclusion and Final Thoughts

6pm: Video Guest – Todd Myers – Washington Policy Center // Hastily passed tax will haunt WA lawmakers // Washington is tenth from the bottom on unemployment // This Day in History: 1908 - Ford Motor Company unveils the Model T // 1962 - Johnny Carson makes debut as “Tonight Show” host // It’s International Coffee Day // John’s Dinner Theater 

3pm: I Was Thinking: John’s Sleepless Night on the Boat // This Day in History: 1908 - Ford Motor Company unveils the Model T // 1962 - Johnny Carson makes debut as “Tonight Show” host // John spent the night under a tarp on a boat

For the first time in its 122-year history, Ford Motor Company has launched a singular global campaign—Ready Set Ford. To mark the occasion, Jim Stengel and The CMO Podcast traveled to Detroit to sit down with Ford's Chief Marketing Officer, Lisa Materrazzo, at the company's cutting-edge NewLab near the iconic Michigan Central station. With two decades at Toyota behind her, Lisa joined Ford two years ago to reinvigorate the brand and prepare it for the future. So tune in as Jim goes behind the scenes of one of the most ambitious—and promising—brand relaunches of the decade, exploring what it takes to reintroduce an iconic company to the world. Ready Set Lisa!---This week's episode is brought to you by Deloitte.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.