Podcasts about Ford Motor Company

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.

Scot Bertram, filling in for Patrick Pfingsten on PM Springfield talks with Breana Noble -- a reporter for The Detroit News , who covers the automotive industry with a focus on the Ford Motor Company.See omnystudio.com/listener for privacy information.

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.

The car industry here has long had a shortage of skilled mechanics, but it seems it also a problem in the US. Ford Motor Company CEO Jim Farley raised the issue last week saying he had 5,000 open mechanic positions available despite eye watering salaries of US$120,000, nearly double the American workers medium salary. And he suggested it’s not just Ford adding “we’re in trouble in this country and we are not talking about it enough - We have over a million openings in critical jobs, emergency services, trucking, factory workers, plumbers, electricians, and tradesmen. It’s a very serious thing.” He added, jobs in the trades made our country what it is, and allowed people like his grandfather, who worked on the Model T and was employee 389, to have good lives. Somehow, the story seems all too familiar.See omnystudio.com/listener for privacy 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”

The global additive manufacturing industry is currently valued somewhere around $30 billion, depending on which analyst you ask, but many projections expect that value to grow beyond $100 billion as soon as around 2030. But according to Women in 3D Printing, a global organization dedicated to promoting, supporting, and inspiring women who are using Additive Manufacturing technologies, women only make up about 13 percent of the global industry. Jonné Messer joins ASME TechCast to share the story behind how 3D printing got started at Ford, how the company is working to bring new talent into the industry, what challenges additive manufacturing faces in the years ahead, and more.Messer is global additive manufacturing lead at Ford Motor Company, where she's spent nearly 30 years. She was recently awarded the 2025 TCT Women in 3D Printing Innovator Award, which recognizes women who are leading the charge in developing, enhancing, and innovating within the 3D printing and additive manufacturing world.

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. 

Ford is making some production moves that will mean about one-thousand new jobs, most of them in Dearborn. WWJ's Tracey McCaskill and Tony Ortiz have your latest Thursday evening news. (Photo credit: Ford Motor Company)

Billy Downs learned the meaning of hospitality from his grandmother. “With 30 grandchildren, Grandma Betty was always ready to entertain,” he recalls, adding, “She was welcoming and appreciative of the chance to serve others.” Downs began his career in foodservice as a teen serving ice cream before working his way into the kitchen and front of the house positions.  After graduating from Michigan State University, Downs managed casual theme restaurants. He later moved overseas to gain experience in U.K. pubs, including the Prince of Wales Free House, a 200-year-old establishment. There, he met Matthew Kirby, who partnered with Downs to operate three London Mongolian barbecue restaurants. Downs returned to Michigan, where he created BD's Mongolian barbecue and grew it to 12 units before selling the concept to a New York investment group. "It was 2015 when I found Ford's Garage,” says Downs. “They had three units at the time and I really connected with the feel, the design, the music and of course the story celebrating the history of the Ford Motor Company." In 2015, Downs became a franchisee operator of Ford's Garage in Fort Myers, Florida. His 4,400 sq. ft. location appealed to a broad demographic. Downs retraces his journey to present role as president of Ford's Garage. Today, there are 32 Ford's Garage restaurants located in Florida, Indiana, Kentucky, Michigan, Ohio, and Texas. The concept design hearkens prohibition-era service stations. The units are open for lunch and dinner seven days a week, offer 30 or more craft beers, and seat from 200 to 260 guests. Downs believes that combining good quality food and friendly service with a unique atmosphere creates an energy that equals value for today's guests. "The casual dining segment is shrinking,” he says. “It is more important than ever to excel. We cannot be satisfied with being busy unless we are successful at creating a guest experience that bonds them with our brand."

In today's episode on 16th October 2025, we explain why Ford Motor Company wants to return to India four years after its exit.

In this episode, we'll be talking with Andrew McInnes, FCSD, Collision & Global Brand Protection Manager, Ford Motor Company, about how the OEM recently updated its position statements for all Ford and Lincoln vehicles from 1996 and later to include a powerful word change to “required,” and the reasons for that change. For more information and the links to those position statements, go to: https://www.fenderbender.com/55321726.

October 13, 2025 ~ Mark Truby, chief communications officer at Ford Motor Company fills in for Paul W Smith. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

October 13, 2025 ~ David Maraniss, NYT Best Seller and Associate Editor at the Washington Post joins Mark Truby Chief Communications Officer at Ford Motor Company in for Paul W Smith. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

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

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

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 

What do Mongolian barbecue, Ford Motor Company, and Ironman triathlons all have in common? For Billy Downs, they've each played a role in shaping his unique journey as a leader in franchising.Billy “BD” Downs co-founded BD's Mongolian Grill at just 26 years old, growing it into an international brand before selling and moving into consulting, nonprofit work, and ultimately becoming the first franchisee in the state of Michigan, and now President, of Ford's Garage, a brand with 32 locations across 8 states. Along the way, he earned the Presidential Friendship Medal from the president of Mongolia, launched community-impact initiatives through World Vision, and helped advise Goldfish Swim School as it scaled from one location to more than 200.In this conversation, Billy opens up about the challenges of starting a restaurant brand from scratch, the critical role of building the right team, and why humility and coachability are non-negotiables in successful franchising. He shares how wearing the hats of both franchisor and franchisee shaped his leadership style, why he believes in surrounding yourself with a board of advisors sooner rather than later, and how “one team” is more than just a slogan at Ford's Garage.Whether you're an emerging franchisor, a franchisee, or simply a leader looking for wisdom, Billy's story is packed with insights on growth, resilience, and building businesses that make an impact far beyond the bottom line.Connect with BillyLinkedIn: https://www.linkedin.com/in/billydowns/Email: b.downs@fordsgarageusa.comEpisode Highlights:Growing BD's Mongolian Grill into an international brandLessons learned from selling a franchise and starting overConsulting, nonprofit work, and the path to Ford's GarageWhy humility, coachability, and teamwork are essential in franchisingAdvising Goldfish Swim School on their path to 200+ unitsBuilding community impact into a brand from the startBalancing the dual role of franchisor and franchiseeConnect with Tracy Personal LinkedIn: https://www.linkedin.com/in/tracy-panase/ JBF LinkedIn - https://www.linkedin.com/company/jbfsale JBF Franchise System - https://jbfsalefranchise.com/ Email: podcast@jbfsale.com Connect with Shannon Personal LinkedIn - https://www.linkedin.com/in/shannonwilburn/ JBF LinkedIn - https://www.linkedin.com/company/jbfsale Website - https://shineexecutivecoaching.com/ Email - shannon@shineexecutivecoaching.com

This week's guest on The PR Week podcast is Mark Truby, chief communications officer at Ford Motor Company. Truby talks about some of his company's initiatives, from electric vehicles to the renovation of Michigan Central Station and other ways his company is investing in Detroit. Plus, the biggest marketing and communications news of the week, from Jimmy Kimmel's return to late night, the U.N. General Assembly and Climate Week, a major promotion at Edelman and agency hires by the Colombia Avocado Board and Stanley 1913.  AI Deciphered is back—live in New York City this November 13th.Join leaders from brands, agencies, and platforms for a future-focused conversation on how AI is transforming media, marketing, and the retail experience. Ready to future-proof your strategy? Secure your spot now at aidecipheredsummit.com. Use code POD at check out for $100 your ticket! PRWeek.comTheme music provided by TRIPLE SCOOP MUSICJaymes - First One Follow us: @PRWeekUSReceive the latest industry news, insights, and special reports. Start Your Free 1-Month Trial Subscription To PRWeek Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

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.

Our guest on this week's episode is Doug Cantriel, the head of North American transportation for the Ford Motor Company's Customer Service Division. Accurately delivering more than 400,000 parts every night to 3,000-plus Ford automotive dealers is complex work. Charged with this daily task is the team led by Cantriel. They manage the delivery of parts from suppliers to packagers, distribution centers, and then finally to the dealers. Cantriel will be a keynote speaker at this year's EDGE conference in Washington DC that begins on October 5. Amid economic uncertainty and high prices, consumers are looking for a cost-conscious, seamless online shopping experience in 2025. That's according to data from Ryder System, Inc. The information comes from the company's 11th annual benchmark study on U.S. shopping behaviors, preferences and expectations, and it aims to help brands and retailers optimize their omnichannel sales and supply chain strategies. Ben Ames attended the Zebra conference this week in Nashville, where Zebra executives said the company is moving beyond that pure data collection function  to a broader umbrella function of analyzing the data their devices collect and finding better efficiencies across the entire supply chain enterprise. In their game plan, they will provide not just asset visibility, but also a connection to frontline workers, and ultimately, intelligent automation. Supply Chain Xchange  also offers a podcast series called Supply Chain in the Fast Lane.  It is co-produced with the Council of Supply Chain Management Professionals. A new series is now available on Top Threats to our Supply Chains. It covers topics including Geopolitical Risks, Economic Instability, Cybersecurity Risks, Threats to energy and electric grids; Supplier Risks, and Transportation Disruptions  Go to your favorite podcast platform to subscribe and to listen to past and future episodes. The podcast is also available at www.thescxchange.com.Articles and resources mentioned in this episode:Ford Motor CompanyE-commerce study: Shoppers prioritize cost-savings flexibilityVisit Supply Chain XchangeListen to CSCMP and Supply Chain Xchange's Supply Chain in the Fast Lane podcastSend feedback about this podcast to podcast@agilebme.comThis podcast episode is sponsored by: DHL Supply ChainOther linksAbout DC VELOCITYSubscribe to DC VELOCITYSign up for our FREE newslettersAdvertise with DC VELOCITYJoin the Logistics Matters team at CSCMP EDGE 2025, October 5-8 at the Gaylord in Washington, D.C. Go to CSCMP.org to find out more.

Kurt Gustafson joined Wake Up Tri-Counties from the future expansion of Gustafson Ford in Kewanee. Gustafson Ford has been a family business for 75 years, with Kurt heading the family business for 40 years. Kurt talks about how he got started in the automotive business as a kid and a new apprenticeship program with Kewanee High School as a way to give back to the community. A local car dealership in Kewanee is making big strides in developing future automotive technicians right in their hometown. Gustafson Ford is undergoing a major expansion, converting a neighboring property into a state-of-the-art technology center. The dealership has teamed up with Kewanee High School and Ford Motor Company to create a pipeline for young talent, offering students hands-on training, Ford certification, and an apprenticeship rotation with Parkland College. This effort means students can graduate high school with valuable credentials and a head start on a career—while also supporting local businesses and strengthening the community. With an expanding facility and a dedicated effort to train young, local talent, the program aims to benefit not only the dealership but also the wider business community needing skilled technicians. Ford Motor Company has brought recognition to the small town of Kewanee, celebrating hometown talent and dedication. Courtney Conley has been honored as a Senior Master Technician, a significant achievement reflecting years of commitment and expertise. Longtime employee Wayne received a special award as he approached retirement, marking the end of his distinguished tenure with the company. These accolades highlight the value Ford places on its employees, especially in tight-knit communities. Residents express a sense of pride and gratitude, feeling fortunate to see local professionals acknowledged on a larger stage for their hard work and loyalty.

Design Empathy and Contextual Awareness: Frames of Reference for the 21st Century Creative by Wayne K. Li https://www.amazon.com/Design-Empathy-Contextual-Awareness-Reference/dp/1529438217 https://id.gatech.edu/people/wayne-li One of the biggest challenges facing designers across all fields is not simply in the design of the product or service itself, but rather how to arrive at a design solution that resonates with a target audience, that will have a higher than likely chance at market adoption, and that will avoid negatively impacting society or the environment. What are the skills that can be employed by a student or young professional creative early on that enable them to identify the issues at work and address them? By understanding design from human-centered perspectives - both from the customer's and the producer's point of view - innovative, resonant designs are possible. Design Empathy and Contextual Awareness demystifies the "fuzzy" front end of the design process, where research methods mix with business trends and marketing. The accessible, authoritative text presents design as neither merely a "trade" skill nor an exercise in personal creative vision, but rather the application of multiple mindsets and practices, built around a process of alternating points of view (or "frames"). As well as covering theory and process, this visually engaging book also provides real-life business examples and applicable templates to help designers hone their empathy and contextual awareness in order to more directly and efficiently achieve successful design outcomes. Chapters cover: Laying a foundation: design as a whole-brain activity Design behaviors: design as a whole-life activity Empathy: cognitive and emotional empathy, and compassionate concern Contextual awareness: cultivating your designer's sixth senseAbout the author Wayne K. Li is the James L. Oliver Professor, holding a joint position between the Colleges of Design and Engineering at Georgia Institute of Technology. He leads joint teaching initiatives and advances interdisciplinary collaboration between mechanical engineering and industrial design through classes and the Innovation and Design Collaborative, also known as the "Design Bloc," while also serving as a principal design consultant at Wayne Li Design. Li's research areas include ethnographic research, multidisciplinary education, and human-machine interaction in transportation design. His career spans industry and academia. Li has led innovation and market expansion for Pottery Barn seasonal home products, taught in Stanford University's design program, led interface development at Volkswagen of America's Electronics Research Laboratory, and developed corporate brand and vehicle differentiation strategies at Ford Motor Company. He has also worked as a product designer at IDEO Product Development. Li holds a Master of Science in Engineering from Stanford University, and undergraduate degrees in Fine Arts (Design) and Mechanical Engineering from the University of Texas at Austin.

The Financial Operator: Cash In, Chaos Out Podcast | Episode 66 | How I Scaled a Plumbing Business & Sold It in 5 Years with Mitch Smedley

But I need my truck to drive to my job at JPMorgan. BONUS EPISODES available on Patreon (https://www.patreon.com/deniersplaybook) SOCIALS & MORE (https://linktr.ee/deniersplaybook) WANT TO ADVERTISE WITH US? Please contact sponsors@multitude.productions DISCLAIMER: Some media clips have been edited for length and clarity. CREDITS Created by: Rollie Williams, Nicole Conlan & Ben BoultHosts: Rollie Williams & Nicole ConlanExecutive Producer: Ben Boult Editor: Paul Ramsdell & Laura ConteProducers: Daniella Philipson, Irene PlagianosArchival Producer: Margaux SaxAdditional Research and Fact Checking: Carly Rizzuto & Canute HaroldsonMusic: Tony Domenick Art: Jordan Doll Special Thanks: The Civil Liberties Defense CenterSOURCES18 SUVs Built on a Truck Frame (Truck Based SUV 2023) - Four Wheel Trends (2021, April 18). Four Wheel Trends.Author: Keith Bradsher. (2002). High and mighty: SUVs—the world's most dangerous vehicles and how they got that way. Public Affairs.Jeep Cherokee Commercial (1975). Bionic Disco. (2020, July 3).Propaganda paved the way for an automotive society. Boenau, A. (2023, August 18). Urbanism Speakeasy.Automotive ad investment remains stuck in reverse gear | WARC. Brownsell, A. (2023, September 3).From workhorses to lifestyle vehicles: How pickup trucks got so big. Chase, W., Muller, J., & Whalen, J. (2023, January 23).How To Steal An Election | Climate Town. Climate Town. (2024, September 25).Clean Air Act: A Summary of the Act and Its Major Requirements. Congressional Research Service. (2022).What Year Did They Start Putting Seat Belts in Trucks?. Corp, G. S. (2023, November 25).F.E.A PROPOSING FREER REIN ON OIL. Cowan, E. (1975, May 16). The New York Times.America Made Us | Chrysler, Dodge, Jeep, Ram. Dodge. (2025, May 22).Arab oil embargo | international relations [1973]. Encyclopædia Britannica. (2018).Summary of the Clean Air Act. EPA. (2024, July 31).EPA moves to strike down California vehicle emission rules for good. Fisher, T. (2025, February 17).The Ford Kentucky Truck Plant | Ford Motor Company. Ford Motor Company. (2025, May 2).HISTORY OF FUEL ECONOMY One Decade of Innovation, Two Decades of Inaction 1970s. Frohman Lubetsky, J. (2011).THE ACCESS ALMANAC: The CAFÉ Standards Worked – ACCESS Magazine. Glazer, A. (1994, September).How A Tax On Chicken Changed The Playing Field For U.S. Automakers. Glinton, S. (2015, June 19). NPR.GM squandered our good will, setting off years of licks for corporate America. (2012, July 20).Auto Industry Fears New Rules Would Raise Costs and Lower Mileage. M. Callahan, J. (1975, February 2). The New York Times.Closing the Gap: Reevaluating CAFE Standards and the Light Truck Loophole. Marcotte, B. (2025). LSU Journal of Energy Law and Resources, 13(2).Lessons from Protectionism Past. McGillis, J. (2024, October 10). City Journal.Nader, R. (1965). Unsafe at any speed: the designed-in dangers of the American automobile. Knightsbridge Pub. Co.Drivers remember 1973-74 oil embargo. NBC 26 - Northeast Wisconsin. (2022, June 21).The Chicken Tax Explained. Norman, K. (2020, August 3).1976 Jeep J10 Pickup Commercial - First Date. OsbornTramain. (2016, July 15).1998 New Beetle “What Color do you Dream In” Commercial. pcressma. (2010, July 28).The Consumer's Truth: Myths and Facts about American Consumers and Fuel Economy. Public Citizen. (2003).Ram | Never Stop Being American | Nothing Stops Ram. Ram Trucks. (2025, June 14).50 Years of Progress. South Coast AQMD. (2016).CAFE Standards Could Mean Bigger Cars, Not Smaller Ones – Mechanical Engineering. Stewart, B. (2011, December 9).Subaru “I Survived” Stories. Subaru. (2015, April 17).Oil Crisis | Stock market Crash | OPEC | This Week| 1973. ThamesTv. (2017).The Chicken War of '63 Was a Tale Of Anger, Laughter and Portent. (1964, January 10). The New York Times.Volkswagen Beetle commercial - VW “Dome.”. Tricoastal71. (2009, August 24).A Brief History of US Fuel Efficiency Standards. Union of Concerned Scientists. (2017, December 6).Personal Transportation Factsheet. University of Michigan. (2023).Volkswagen Type 2. (2025). Classic Cars Wiki; Fandom, Inc.The reckless policies that helped fill our streets with ridiculously large cars. Zipper, D. (2024, April 28). Vox.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Shanna Pearson has over 26 years of experience providing one-on-one action-based coaching for easily distracted adults seeking personal, professional, and financial success. She has designed and led focus and goal-achievement programs for executives and directors at Fortune 500 companies and world-class institutions, including Google, X, Tesla, PayPal, Pfizer, Intel, Ford Motor Company, Yale School of Medicine, Disney, Meta, Johnson & Johnson, Apple, and SpaceX—and has helped tens of thousands of adults transform their lives through her results-driven, brain-based approach. Chapters: 01:57 Shanna's mission 09:04 How to define ADHD 11:42 Nature vs Nurture 15:53 How to connect with your inner child 18:35 What is ‘normal'? 20:28 How to embrace your differences 21:49 The hack that's helping thousands of ADHD adults 28:41 Tiimo advert 29:42 How to turn ADHD into a superpower 36:38 Why ADHD women were missed 41:45 Why some ADHD women feel unlovable 48:07 How to manage Rejection Sensitive Dysphoria 53:00 Why ADHD women get misdiagnosed with anxiety 59:06 Shanna's ADHD item 01:02:17 The ADHD agony aunt 01:04:32 A letter from the previous guest Visit Shanna's website