Podcasts about Ford Motor Company

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

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

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

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

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

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

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

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 of AI for Everyone, Harrison sits down with Minyang “MJ” Jiang — Chief Strategy & Revenue Officer at Credibly. MJ's career spans from human rights work to Ford Motor Company to reshaping fintech with AI.We talk about why AI should augment, not replace; the real risks of bias and black-box systems; why human experts will matter more than ever; and how AI can support but never replace great teachers. MJ also shares insights from Wharton and what she believes the 2030 workplace will look like.If you want a practical, human-centered take on AI adoption and culture, this is the episode for you.Harrison PainterAI Training Expert and Ethical AI Adoption Strategist Credibly: https://www.credibly.com/Chapters:00:00 – Intro: Who is Minyang Jiang?02:00 – From literature and nonprofits to Ford and fintech06:00 – Can AI reduce bias in lending?11:00 – Why human experts must stay in the loop17:00 – Upskilling, quality control, and AI adoption at scale23:00 – AI, creativity, and mental health concerns29:00 – Where AI helps education — and where it hurts35:00 – Why “AI-first” companies may be getting it wrong38:00 – Speed Round + Closing insights

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

Group Guide Use this guide to help your group discussion as you meet this week. Transcripteah, I did that two weeks in a row. It's not a good start. All right. We are, as Matt said, we're working through our membership commitment, which is kind of uncommon for us normally. We're working through books of the Bible. We just finished First Samuel. We're going to pick up and go through Second Samuel next year. Don't cheer too loudly. I know you're super excited. You're like, I want to know what happens. Well, we're going to get there. But right now we're working through our membership commitment and we're trying to say, where do these truths come from if we're going to commit to these as a church, if this is going to guide us as how we're going to make disciples and how we're going to have life together? Where did we get that? And we are walking through each of these points and then looking at the Scriptures. If you want to grab a Bible and go to Matthew chapter 28, that's where we'll begin. But we are going to move all over the place this morning.During World War II in 1941, the Ford Motor Company built the Willow Run plant right near Detroit, Michigan. It was about a mile long. And they were building B24 Liberator heavy bombers. That's an actual picture of the plant and where they were assembling them. They were assembling those one every 63 minutes was coming off the line. That's like a squadron of bombers a day just in that one plant. Now, in order for them to do that, they needed to have the right equipment. They needed to have the right people. The right people with the right equipment needed to be doing the right job. And in order for them to go as long as they did and as quickly as they did and as well as they did, they needed to know the purpose. They needed to know why it was worth the energy, the effort, the time, the focus in order to do this. And in some ways, I feel like that's what we're looking at when we look at commitment six and seven for us today, which we're going to look at those two, is that we, as a church, God has designed his church to function where they are equipped and working together for a purpose. And that's what we're going to look at this morning.So commitment number six for us is I have been sealed by the Holy Spirit for salvation and empowered by him for mission and service. Now, we looked at sealing by the Holy Spirit for salvation last week. So we're going to start with and empowered by him for mission and service. That the Spirit has empowered us, has equipped us for what we need to do what God has called us to do. So Matthew 28. Look at verse 18. It says.> And Jesus came and said to them, "All authority in heaven and on earth has been given to me. Go therefore and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit, teaching them to observe all that I have commanded you. And behold, I am with you always, to the end of the age."So that the church is commissioned. This is the Great Commission, where Jesus says, this is what you're supposed to do. This is the purpose. This is what I'm sending you out. That you would go and make disciples, that you would bring people into what it looks like to follow me, just as I've brought you into it. And then he says, teaching them to observe all that I've commanded you. And behold, I am with you always to the end of the age, that Jesus is going to be with them, to empower them to accomplish what he sent them out to do. And the way that he does that is through the Spirit, the Holy Spirit, the Spirit of God or the Spirit of Christ. It's referred to Jesus says that he's going to send the Spirit. It says that the Spirit proceeds from the Father, that we've got the Holy spirit, Spirit.Acts 1:8. This is what he says to the same group, same disciples. He says,> But you will receive power when the Holy Spirit has come upon you, and you will be my witnesses in Jerusalem and in all Judea and Samaria, and to the end of the earth.So they're going to be empowered. That's why we use that word. We're empowered by the Spirit. They're going to be empowered. They're going to receive power, and they're going to receive power for a purpose. He says, you're going to receive power from the Spirit. And he doesn't just stop. He says, and you'll be my witnesses that this Spirit is going to empower what he's called them to do. If you showed up for your first day at work, they sat you down in the office and they gave you three pool noodles and a sword, you'd have some real questions about what your job was. But if you come in and they give you the exact equipment that you need for the job that you're going to do, it makes sense. And so when the Spirit empowers us, he's empowering us for what God has called us to do, for what he's equipped us to do, what he's sending us out to do.So in Acts 2, 8 2, 38. Peter says this while he's preaching, and it's a helpful clarification for us to understand. Says,> And Peter said to them, "Repent and be baptized every one of you in the name of Jesus Christ for the forgiveness of your sins, and you will receive the gift of the Holy Spirit."so that the Spirit is received upon conversion. That when we place faith in Jesus, when we repent, when we're baptized, when we're following him, that the Spirit then goes to work in us. We're not waiting for some later manifestation of the Spirit or some later filling of the Spirit, but that we are equipped with the Spirit. The Spirit comes in when we're sealed for salvation. We're also empowered for the work that he's called us to. And this is going to be referenced throughout the New Testament letters. We're going to look at Romans 12 together. First Corinthians 12 also speaks of this, and it's Ephesians 4 talks about it, but it says Romans 12 having gifts that differ according to the grace given to us, let us use them. So if you're a Christian, the Spirit has sealed you for salvation. Spirit's at work in your belief, and the Spirit is at work in empowering you to fulfill the calling placed on the church. But we have gifts that differ. Now they're gifts given to us by grace, meaning we haven't earned them. They've been granted to us through the grace of Christ and through the work of the Spirit, but they're different. So there are some things that you are good at, empowered by the Spirit intentionally for the sake of the work of the church. And there are some things that you're bad at. And that's just how it works. And there's some people around you who are good at something else because we differ in this. But he says, let us use them.> Having gifts that differ according to the grace given to us, let us use them: if prophecy, in proportion to our faith; if service, in his serving; the one who teaches, in his teaching; the one who exhorts, in his exhortation; the one who contributes, in generosity; the one who leads, with zeal; the one who does acts of mercy, with cheerfulness.So you are gifted and you should use your gifts for something. And we see this right? You see this in the church. This is actually one of the reasons why we exist in community groups. We're just trying to practice together as a church, what it looks like to be Christians. So in your community group, you're meant to bring the work of the spirit in you for the sake of the good of your group. This is why it matters. If you're consistently not there, that means there's work of the spirit that's consistently not there. This is why it matters. When your group says, hey, we're going to go do this as a mission effort, or we're going to go do this as a serving effort, and you just don't show up, that matters because the spirit empowers you for work, for service, for mission. But you see this in your group, right? There are some people in your group who, when they're like, hey, let's all go do this. Everybody all goes and does that. And they're somehow gifted to get people to lead, to get people to come along with them. And there are other people who are like, we're going to go this way. And they just head off by themselves. And it's like, hey, let's. Maybe that's not the thing that you're the best at. There's some people who, if they throw a party and they invite people, everybody shows up. My brother was like that. He could throw a party. He could get everybody to come. He wouldn't talk to them once they were there. Wasn't his thing. He was bouncing around, doing other stuff. There are other people who. They can't. They're not good relationally, socially getting everybody around. But when you're at a party. I was talking to some group leaders today. They were talking about this. They said, this person in our group, they can get people. And then they said, and I just show up and start talking to those people about Jesus. And that's my job. He said, I'm kind of feel a little socially awkward anyway, so conversation with me is going to be uncomfortable. Might as well be about Jesus. So he's just in there asking questions, talking to people. He said, that's what he feels gifted to. Do you know that there are people in your group, when somebody cries, everybody else just kind of looks at this person like, you gonna make them feel better? There are other people in your group who, when they go to encourage you, it's not encouraging. They're like, that's all right. One day you'll die. It's like, that doesn't. I don't feel better. Were you trying to make me feel better? Like, and we have gifts that differ, and we're meant to use these for the sake of building one another up. We're meant to use them. So if you were to say, well, I don't really have anything. The New Testament's going to say that you're wrong and that you're actually being a poor steward. What God has given you first.First Peter four says it this way, as each has received a gift, use it to serve one another as good stewards of God's varied grace. That we are empowered for mission and service.> As each has received a gift, use it to serve one another, as good stewards of God's varied grace.Now, we're going to talk more about mission in a moment, because that's going to show up again in seven, in our seventh commitment. But we're empowered for service, that there are things that are meant to be used for the edification of the church, for building one another up in love. And if you aren't doing anything and saying, well, I don't really think I'm gifted, I would tell you that the reason you don't think you're gifted is because you aren't doing anything. You all know when Superman found out he was bulletproof is the first time someone shot him. That's how he figured that out. That's how that works. That the Spirit has empowered us for the work that he's called us to. But if we don't ever go and we don't ever serve and we don't ever try and we don't ever know, he's not empowering you to sit at your house by yourself watching tv. That's not the thing that is empowered in us. He's empowering us as we go, while we walk in faith, while we go into missionary efforts, while we go into service effort, while we talk to someone who's struggling, while we pray with somebody. He empowers us as we go, and then we begin to learn what it is that he's gifted us to do. This is why you should try things. This is why you should serve. This is why you should ask the Christians around you, am I any good at that? This is why when someone asks you that, you should tell them the truth. No, I'll tell people. Sometimes I think if you really desire that, you can get better at it. Sometimes we'll say, hey, because we believe the Spirit has gifted you somewhere, we don't mind telling you we don't think this is it, y'. All. I spent one summer serving with children. I just felt called into ministry. I was like, I'm gonna go serve with kids. That was the last summer I ever spent serving with children. I've gotten a little bit better at it now that I have children, but only in, like, select circumstances, like when I'm coaching and I can make you run, but, like, you go Try some things, go have some people witness and tell you and help you along in it. But we are meant to go and we're meant to steward it. And if you were saying, well, I don't really have anything, that's actually an accusation against the work of the Spirit, his goodness and his grace. So let's be good stewards and let's go. Let's begin to serve, let's begin to labor, let's begin to work. When you show up to your group, start asking them, are there things I'm good at? Are there things you've find encouraging or helpful? Or the things that I should be doing? And start intentionally putting forth effort to serve and to build up your group. And it matters if you're there or not there. And it matters if you're pulling weight or not pulling weight. But there's something beautiful that happens as we do that together. I feel like that every once in a while when my group eats a meal together. It's actually like this beautiful picture of what the church is. Because all I brought was taco shells, but someone else brought meat and someone else brought cheese and someone else brought lettuce. And together we've made something beautiful, a taco, something wonderful. But if somebody doesn't show up and they're the meat person, it's like, get them on the phone. What are you talking about? You're not showing up. I'm eating shell with cheese and lettuce. Have you lost your mind? But that's the way it works with the church. That when we aren't participating, we lose something. Okay, I've said enough of that. Here we go.Number seven. Jesus will return to rescue his church and judge his enemies. Those who have trusted in something or someone other than Jesus will be separated from God for eternity. As a part of God's church, I'm sent to proclaim the gospel so that as many as possible might be saved. And through Jesus. Now it feels like a shift. And it is from. From our commitment number six to commitment number seven. But commitment number six, part of the reason we wanted to carry walk through these together is a number six says, the Spirit's empowered us for what God's called us to do. And then number seven begins to clarify, what is that? What is it we're supposed to be doing? Why are we building one another up in love? Why are we loving one another? Well, why are we caring for one another? It's so that the church might move forward and see people come to know Christ, so that we might see disciples made. So we're going to walk through this piece by piece and try to understand, where does this come from? So it says, Jesus will return to rescue his church and judge his enemies. This is often referred to as Judgment Day. The Bible calls it the Day of the Lord. We'll refer to it as the Day of Wrath, the day of Jesus Christ. Or often just that day, the day or that day that there is coming. A day, a moment in history when Christ returns. And when he does, there is judgment. Jesus will speak about this. Jesus actually says that on that day, people will be held accountable for every word they use. Acts 17, 30 and 31. Paul preaching says,> The times of ignorance God overlooked, but now he commands all people everywhere to repent, because he has fixed a day on which he will judge the world in righteousness by a man whom he has appointed; and of this he has given assurance to all by raising him from the dead.And of this he has given assurance to all by raising him from the dead, so that God in Christ is the righteous judge. That Christ will judge all of humanity down to everything we've ever done that's coming.First Peter four, five, he says,> They will give an account to him who is ready to judge the living and the dead.Now, this day is distinctly different, depending on whether or not you belong to Christ or you don't. And so I want to, as Christians, point out, that this is a day of joy for us.Romans 5 says this.> Since, therefore, we have now been justified by his blood, much more shall we be saved by him from the wrath of God.So that the Day of Wrath is a day of salvation for those who are in Christ. If we've been justified by his blood, if we've been made right by his blood, if you've trusted in the blood of Christ to cover you where it says that there's a proclamation of forgiveness of sins, if we're trusting in the forgiveness of sins through the work of Jesus, then on the Day of wrath, we are saved from wrath. It's a day of salvation. Second Thessalonians puts it this way in chapter 1, verse 10.> when he comes on that day to be glorified in his saints, and to be marveled at among all who have believed, because our testimony to you was believed.So that on that day of salvation, the Church marvels and Christ is glorified. And I always feel like John Piper is very helpful in These kind of passages. So I looked to see. I was like, I'm sure he has something to say about this. So I went to see if he did, and he did. And here's what he said, and I thought it was helpful. He says, what is marveling? Another word for marveling is being amazed. Amazement and marveling are not thoughts, their emotions. If you see something marvelous and you feel nothing, you're not marveling. I don't care what you think. If you see something amazing and you don't feel any amazement, you're not amazed. Marveling is a feeling. Being amazed is a feeling, not a mere thought. And I think that's helpful, and I think it's true. I think he's onto something here, that we feel it. You're either amazed or you're not, but you feel it. You have this moment of. Catches your breath that you lose yourself for a moment, and it's something that happens inside of you. That's why you ever tell a joke. And I mean, I do this. I tell jokes a lot of all the people around me, unfortunately, if you're going to be around me, I'm going to make jokes about things. But I'll be around people sometimes and they'll go, that's funny. And it's like, well, then laugh. You must not have thought it was funny. You just made a comment on the humor of it. And that's what A little bit like, you ever tell somebody really good news and they're like, that's wonderful. And it's like, wrong. You've done this wrong. That's not how you respond to good news. You should feel something. You should respond better. And that's some of what he's saying, is that when this happens, it'll be something we feel. He goes on, he says, well, what kind of feeling is it? It's a good feeling. People pursue amazement, they pursue marveling. That's why we go to the mountains and the canyons. That's why we get out of the city light so that we can see the stars. People pay money to be amazed, to marvel. It's a good feeling. It's a desirable feeling. It's a species of pleasure, joy, gladness, and satisfaction. So he's just looking at this passage and he's saying, when Jesus shows up in the church, marvels, it means they feel something wonderful. And y', all, as Christians, and I feel like Christians understand what I'm talking about. You've had those moments you couldn't describe, but you wouldn't. You couldn't talk, tears just ran down your face. You just had these moments where you were caught by the beauty and the glory and the goodness of Christ. These moments when you were overwhelmed by it. And what it's saying is that when he arrives, all of Christianity, everyone who belongs to Jesus, is just going to go, it's here. He's here. The moment has come and we're going to feel it. John Piper goes on to say that God will get the glory and we will get the joy, and that in our joy he will be glorified. That's what's happening on that day. And this is why Jesus is going to use language like he's the groom coming for his bride. It's going to be these pictures of joy, of love, wonder. And this looking forward to this day offers us comfort in the middle of difficulty, when we're facing trials we can remember. I know where this goes is what we're saying about. I know how this story ends. It comforts us. It also calls us to endurance. This ought to help you say no to sin. There are times when I think, no, I have a Lord. I can't just do what I want. And I'm going to stand before him one day and I'm going to give an account. I can't just chase after the things I desire. I have a king. But it also gives us endurance in the midst of trial and persecution. We know where this is going and that the Lord sets it all right. But throughout the Scriptures, there is clear and compelling and startling language given to this day of judgment. Clear and compelling and startling language. So I want us to consider those who have trusted in something or someone other than Jesus will be separated from God for eternity. Those who have trusted in something or someone other than Jesus will be separated from God for eternity. I'm now going to read two passages. We're just going to try to take them in. The first is Jesus speaking about this day. It's found in Matthew, chapter 25. He says,> "When the Son of Man comes in his glory, and all the angels with him, then he will sit on his glorious throne. Before him will be gathered all the nations, and he will separate people one from another as a shepherd separates the sheep from the goats. And he will place the sheep on his right, but the goats on the left. Then the King will say to those on his right, 'Come, you who are blessed by my Father, inherit the kingdom prepared for you from the foundation of the world. For I was hungry and you gave me food, I was thirsty and you gave me drink, I was a stranger and you welcomed me, I was naked and you clothed me, I was sick and you visited me, I was in prison and you came to me.' Then the righteous will answer him, 'Lord, when did we see you hungry and feed you, or thirsty and give you drink? And when did we see you a stranger and welcome you, or naked and clothe you? And when did we see you sick or in prison and visit you?' And the King will answer them, 'Truly, I say to you, as you did it to one of the least of these my brothers, you did it to me.' Then he will say to those on his left, 'Depart from me, you cursed, into the eternal fire prepared for the devil and his angels. For I was hungry and you gave me no food, I was thirsty and you gave me no drink, I was a stranger and you did not welcome me, naked and you did not clothe me, sick and in prison and you did not visit me.' Then they also will answer, 'Lord, when did we see you hungry or thirsty or a stranger or naked or sick or in prison, and did not minister to you?' Then he will answer them, 'Truly, I say to you, as you did not do it to one of the least of these, you did not do it to me.' And these will go away into eternal punishment, but the righteous into eternal life."Jesus says, there's a day when the Son of man will come and the glory of his angels will sit on the throne and he'll separate and everyone will head eternally in one direction or the other. This is the way 2 Thessalonians says it, this is the evidence of the righteous judgment of God that you he's writing to this church in Thessalonica may be considered worthy of the kingdom of God, for which you are also suffering. Since indeed God considers it just to repay with affliction those who afflict you and to grant relief to you who are afflicted as well as to us. When the Lord Jesus is revealed. So he's saying on the day of Christ, when he's revealed, there will be relief and affliction when the Lord Jesus is revealed from heaven with his mighty angels in flaming the fire, inflicting vengeance on those who do not know God and on those who do not obey the gospel of our Lord Jesus.> and to grant relief to you who are afflicted as well as to us, when the Lord Jesus is revealed from heaven with his mighty angels in flaming fire, inflicting vengeance on those who do not know God and on those who do not obey the gospel of our Lord Jesus. They will suffer the punishment of eternal destruction, away from the presence of the Lord and from the glory of his might.We're told that no one comes to the Father except through the Son, so that in order to know God, you have to know Christ. Jesus says, if you reject Me, you reject him who sent me. So to know God is to know Christ, to know God through Christ. And he says, do not obey the gospel. I think that's helpful when you consider what we just read in Matthew, that the Gospel is the news that there's forgiveness of sins proclaimed in the name of Christ, that we would submit to and repent in light of what Jesus has done, and then walk in obedience so that all those things that he talks to the righteous about in Matthew 25 show up. Because we're following Jesus in obedience to the Gospel. So it's not a list of ways that you earned it. Jesus has qualified us through his death and resurrection. His blood has covered us. That's what he said. If we made, if we're justified by his blood, how much more will we be saved from the wrath of God? So that it's work of Jesus that saves us. But it shows up in how we live. And there is a moment when people are separated. Those who knows Christ and those who do not, verse 9. They will suffer the punishment of eternal destruction away from the presence of the Lord and from the glory of his might when he comes on that day to be glorified in his saints and to be marveled at among all who have believed they will suffer the punishment, eternal destruction. This is what the Scriptures teach. This is what we believe. That there is a day where Jesus Christ, as the King of all things, judges the world, and that the stakes for that day are eternal. But at that moment, there is nothing left to do but to be sorted and evaluated, welcomed and cast out. And as we look forward to this day as Christians, and as we look to it as a day of joy, and as we look to it as a source of comfort and a call to endurance, it also should give rise to such compassion in our hearts that drives us into Willing, delighted obedience to proclaim this message, because we should not want to see any cast out.So as a part of God's church, I am sent to proclaim the gospel so that as many as possible might be saved through Jesus. What we're saying is we understand this reality and we're supposed to go. It's what we say every Sunday when we're finishing up some version really of this. Our world is broken and marred by sin. The people around us are caught in it, in despair and headed towards destruction. And that Jesus tell us, tells us that judgment is coming. But we know that there's salvation in him and him alone. So empowered by the Spirit, you are sent. The church is plan A for this message. There is no plan B. We talk through this every week. We remember this every week because there are people around us who are going to be sorted with the goats on that day. So Jesus in Luke 24 says,> and said to them, "Thus it is written, that the Christ should suffer and on the third day rise from the dead, and that repentance for the forgiveness of sins should be proclaimed in his name to all nations, beginning from Jerusalem."But there's a proclamation of the hope of the gospel that is to be sent forward. Acts 10. This is Peter speaking. He says,> And he commanded us to preach to the people and to testify that he is the one appointed by God to be judge of the living and the dead.That we're commanded. Peter says, we were. He's talking about the. The disciples. But all of us that follow after them are commanded to proclaim this news that Jesus is the one who's going to judge and that there's forgiveness and hope in his name. Second Peter 3. He says,> The Lord is not slow to fulfill his promise as some count slowness, but is patient toward you, not wishing that any should perish, but that all should reach repentance. But the day of the Lord will come like a thief, and then the heavens will pass away with a roar, and the heavenly bodies will be burned up and dissolved, and the earth and the works that are done on it will be exposed.There are moments when you think, I just wish the Lord would come back. I wish he would end this. I wish he would come get us. And in those moments, I want you to hear the voice of the Spirit say, he's not slow, he's patient. And there are more who need repentance. He's not slow, he's patient. And there are more who need repentance. The message hasn't gone far enough yet. It hasn't reached them yet. He's got some that are going to believe at the message that's proclaimed and are going to marvel and weep and dance for joy on that day, but they don't know yet. And he says, but the day of the Lord will come like a thief. We won't see it coming. Two weeks ago they said the Rapture is coming. I don't know if y' all heard that. No, it wasn't. That's not how it works. Facebook won't know about it. It's going to come like a thief. It's going to catch us off guard. But then the heavens will pass away with a roar and the heavenly bodies will be burned up and dissolved, and the earth and the works that are done on it will be exposed.Why are we empowered? Why are we equipped? Why did they build a mile long factory? Because they were at war. And y', all. We should not be any less focused than someone who's building a bomber to fight Hitler. We should not be any less focused. We should not have any less ability to understand the purpose of what God has called us for. We should not lose sight of what really matters. Because there is going to be a day, and on that day, there's going to be a lot of things that do not matter. And there's going to be one thing that really, really does. Do you know Christ? Have you surrendered? Have you repented? Have you been saved by his blood? That's going to matter. But there's a whole lot of things that we focus on, spend time on, have energy in that do not matter. And we say things like, I don't know, it's been really busy. I don't know. It's hard for me to read. I don't know. I just feel so awkward. I don't. You know, I just. Bible's always been kind of confusing to me. Somebody's saying, hey. You say, hey, you need to be trying to build with people and share the Gospel. And it's like, well, I just don't know what to say. Then you say, well, read your Bible. Yeah, but it's hard for me to read. Okay. Didn't you quote stats to me about a sports team? Did you make those up or did you read them and memorize them? I don't know. I just kind of. It's hard. I'm busy. I can't. I can't make it consistently to this. I can't be a part of mission stuff. Okay. Do you miss a workout? Do we know what matters? Do we know that there is a day that will be to the glory of Christ, but there will be judgment on that day? Y' all have neighbors that don't know Jesus. Do I care or am I busy?As I was working on this and considering It I was considering how our groups function. We meet with one another and we have time where we're intentionally. We're just trying to practice what it means to be Christians, trying to practice what it looks like to follow Jesus. So we study the Bible together. We're not just a Bible study, but we study the Bible because Christians study the Bible. We eat a meal. It's not just about eating a meal, but we belong to each other. So we share a meal. We confess sin, we encourage one another, we ask, how's your life going? And we have a section in our normal group rhythm that's called Review the Mission, where we ask, who are you building with? How's that going? Who are you sharing the gospel with? And I've been considering recently that we have care nights. So if you're not in a group, there's a thing called a care night. If you're in a group, you know what I'm talking about. We sit and we say, how are you doing? Where do you need to repent? Where do you need to believe the Gospel? And I know as a group leader that if someone just said consistently was like, nah, oh, I don't do this. This isn't my thing. Or when we went around and we said, how are you doing? They just went, you know, basically some form of pass. We would be telling them, hold on a second. No, you. You need to understand how Christ interacts with your life. You need to know that you have sin, you need to confess, you need to walk in openness, you need to be rescued, you need to be redeemed. Like, we'd be pressing on this, but I started realizing that they're consistently. I feel like our group sometimes when it comes to considering mission, we just kind of. I don't have anything to say because that's not really a thing I do. And we need to have the same understanding. If that's not acceptable for people who know this, you have nobody in your life that you're praying for, that you're going out of your way for that. You care about meeting Christ? Nobody. Then find somebody. Love somebody. We tell people all the time, join a bowling league, but join it. As a missionary. I'll tell people. Sometimes I say, it's so hard to work at my job because I'm the only Christian. And it's like, I want to hug them and praise Jesus because Jesus has already infiltrated a place where there's no Christians, but you're there. Start praying, start pleading with the Lord. Start building friendships. We're supposed to Go.I was reminded as I was studying this, where Jesus says in Matthew, as he's telling the parable of the sower, he says, as for what was sown among thorns. So he tells a story. Somebody's casting out seed, and some of it lands in a place where crows come and eat it. And he says, that's the enemy. He just steals it away. They didn't understand. He tells about some lands in an area where it's got thin soil and it just burns up as soon as the sun comes out. He tells there's a place where it begins to grow, but thorns grow out. And he says, there's a place where there's good soil and it grows and produces. When he's talking about the thorns, he says this. He says, this is what that picture was. As for what was sown among thorns, this is the one who hears the word. But the cares of the world and the deceitfulness of riches choke the word and it proves unfruitful.> As for what was sown among thorns, this is the one who hears the word, but the cares of the world and the deceitfulness of riches choke the word, and it proves unfruitful.And I just wonder how much of when we talk about what it looks like to obey Jesus, what it looks like to share the gospel, do the things that we say are in the way, fit in the category of the cares of the world and the deceitfulness of riches. And if we heard the Word, but it's being choked, there's hope in Christ. There's a day of judgment. And those who don't know Jesus and have not had him rescue them will spend eternity away from them. And on that day, there's a lot of things you're not going to care about on that day. There's a lot of things I'm not going to care about that I've spent time, energy and effort on. And I read this and I say, lord, stay patient. Because there's more people who need repentance and we need to go. Let's pray. Where we ask that your spirit would empower us, that you would burden us with the glorious weight of the good news, that we would carry this message, that we would risk awkwardness, that we would risk difficulty, that we would focus on, that we would see clearly that day so that we might be comforted, so that we might endure, that we might run from sin. And so, Lord, that we might proclaim that you were going to judge the living and the dead, but that you are the living God who died so that there might be forgiveness. May we go to hell in Jesus name. Amen.The band's gonna come back up. We're gonna sing. But I would ask you at this moment to consider what needs to change? How do you need to organize your life if this is true? What does that mean? Who do you need to tell? Who do you need to tell today? Who do you need to call and say, hey, can we get together? Where do you need to be more intentional with the way that you organize your time so that we might go? This news is too good and that day is too real for us to stay quiet.

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.

September 17, 2025 ~ Maria Turner, Senior Manager of Strategy, Global Dealer Community Engagement at Ford Motor Company discusses Global Ford Deal Food Drive that kicks off this week. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

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

Ford employees will be moving from the Glass House headquarters in Dearborn to the newly named Henry Ford II World Center near Greenfield Village. The current headquarters building will be demolished. WWJ's Jackie Paige has your Monday morning news. (Photo credit: Ford Motor Company)

What if the real secret to customer loyalty and transformation isn't just about great ideas, but about how you build consensus within your organization—before you make a single move? Too often, even the smartest strategies can get derailed by resistance, misalignment, or simple miscommunication inside a company. That's why I was eager to dig into the Japanese concept of "Nemawashi," a systematic approach to consensus-building that's been central to Toyota's legendary pursuit of customer delight and continuous improvement. Imagine cutting through internal silos and getting people not just to "buy in," but to truly commit—streamlining innovation from inside out. The impact? Smarter, faster, and more sustainable change that sticks. If you care about transforming customer experience and sparking lasting organizational change, you don't want to miss this episode with Dr. Graham Hill. He brings not only a global perspective but also hands-on experience as the former head of CRM for Toyota Financial Services—where these very principles drove jaw-dropping results. Dr. Hill's blend of academic rigor, practical insight, and international expertise makes this a must-listen for anyone looking to break down barriers and drive real, measurable progress. Here are three standout questions Graham answers on the show: What is Nemawashi, and how does it fundamentally change the way organizations drive internal consensus and transformation? Why is commitment more important than simple executive buy-in when trying to make organizational change succeed? How can the A3 model and concepts like Gemba and Kaizen help teams collaborate more effectively and boost campaign results? Don't miss this fascinating exploration—listen and subscribe to the Delighted Customers podcast on Apple Podcasts and Spotify, or find us on all your favorite podcast platforms. Meet Dr. Graham Hill Dr. Graham Hill is a recognized global authority on customer experience, loyalty, and organizational transformation. With an extensive background spanning over thirty-five years, Graham has worked with top brands such as British Airways, Ford Motor Company, the Royal Bank of Scotland, and notably spent over five years with Toyota Financial Services in Germany as Head of CRM. There, he learned firsthand the power of Japanese business principles like Nemawashi, the A3 model, and Kaizen—applying them to drive breakthrough improvements, including a leap from a 5–10% to a 35% response rate in customer campaigns. He's also held senior roles at firms like PricewaterhouseCoopers and KPMG Consulting, bringing both rigorous academic and practical expertise to the table. While Graham humbly resists the title of "Japanese culture expert," his immersion in Toyota's approach has given him a unique perspective on the art and science of organizational change. Today, he's active on LinkedIn—passionate about sharing what he's learned and helping others cultivate more collaborative, customer-centric organizations. Connect with Graham Hill on LinkedIn: Graham Hill Show Note References Toyota's Secret Weapon: The A3 Report by John Shook (MIT Sloan Management Review): Read Article Culture's Consequences by Geert Hofstede: Learn more Steve Blank's quote: “There are no facts inside the building.” Steve Blank Servqual/ RATER Model: Overview 40 Years, 20 Million Ideas: Toyota's Suggestion System: Book Info Tom Fishburne, Marketoonist: Marketoonist Cartoons Connect with Dr. Graham Hill: LinkedIn

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

The 2025 Genesis G90 3.5T E-Supercharged AWD takes center stage in this week's lead road test. As the flagship sedan from Hyundai's luxury division, the G90 proves Genesis is no longer chasing the German elite; it's expecting to compete head-to-head. Powered by a twin-turbo V6 paired with an electric supercharger, the G90 delivers 409 horsepower and refined acceleration with zero turbo lag — because it doesn't have a turbocharger. Instead, its cleverly named mild-hybrid system gives the luxosedan an added boost. Inside, it's a rolling sanctuary, offering ventilated and massaging seats front and rear, dual rear entertainment screens, and a concert-level 23-speaker Bang & Olufsen sound system. Wrapped in elegant, understated design, and priced at $101,750, Host Jack Nerad notes it undercuts competitors like the Mercedes S-Class and BMW 7 Series by tens of thousands while approaching them in tech, comfort, and craftsmanship. But is it ready to compete against the elite on an equal basis? Jack and co-host Chris Teague will deliver their opinions Also in the spotlight, Chris Teague tests the 2025 Ford F-150 Lightning, which returns with updated software, improved range, and more efficient battery use. As America's best-selling electric pickup, the Lightning now features Ford's latest digital tools, including Google Built-In integration and enhanced towing tech. With multiple range options and fleet-ready solutions, Ford is positioning the Lightning as an evolving platform for work and lifestyle. The ride is smoother than ever, thanks to suspension refinements, and new accessories broaden its use case beyond construction sites. For anyone who's still skeptical of electric trucks, the F-150 Lightning might well chip away at the objections. Our special guest this week is Meghan Giammarusti, Design Director at Ford Motor Company, who joins Jack to talk about the revamped technology package inside the 2025 Ford Expedition. With Google Built-In leading the charge, the Expedition's cabin becomes a more connected, intuitive environment than ever before. Giammarusti explains how Ford's design team worked to integrate high-function tech while preserving a clean, family-friendly interior layout. Her insights reveal the future of infotainment design at Ford, detailing how tech and design must evolve together. Driving News This Week Tesla Expands in China with 6-Seat Model Y L Tesla just debuted the Model Y L, a stretched, six-seat version of its popular SUV designed specifically for the Chinese market. It adds a third row and sports a purported 467 miles of range as Tesla tries to fend off rising competition from local Chinese EV makers like BYD. 2026 Acura Integra Gets a High-Tech Refresh Acura's bestselling compact sedan gets new colors, bigger screens, and more premium features across all trims for the new model year. The A-Spec versions are particularly bold, with blue microsuede inserts, upgraded ambient lighting, and a more aggressive body kit. California Commits $55M to Fast EV Charging
 California is investing $55 million to expand fast-charging infrastructure across the state, making the odd decision to focus on low-income, “underserved” communities. The Fast Charge California Project provides up to $100K per charging port, aiming to accelerate zero-emission adoption before the state's controversial 2035's gas vehicle sales ban. Rivian Reboots $5 Billion Georgia Plant After delays, Rivian is moving forward with its massive EV factory outside Atlanta, backed by a $6.6 billion federal loan. The facility, expected to open in 2028, will build Rivian's upcoming R2 crossover and create 7,500 jobs. Listener Question We wrap the episode with a listener question from Willie in Pacoima, CA: “Gas is really expensive here, and it's killing me. Is there a way I can boost fuel economy without changing how I drive?” Chris and Jack tackle this one head-on, with realistic tips that won't require hypermiling or a ne...

with Brad Friedman & Desi Doyen

WWJ auto analyst John McElroy reports Ford's move to modular assembly will include fewer work stations and boost productivity. Other automakers have talked about using a similar process. (Photo: Workers constructing a Model-T engine on an assembly line in a Ford Motor Company factory. By Archive Photos/Getty Images)

Episode Summary:In this episode, I explore Ford Motor Company's Q2 2025 earnings call, focusing on their $50 billion revenue and the impact of tariffs on their financial strategies. I highlight Ford's leadership in electrified vehicle sales and discuss the balance between legacy and electric offerings. We also examine Ford's Model E initiatives and autonomy strategies, including Blue Cruise. I provide a concise overview of Ford's financial health and outlook as they navigate the evolving automotive landscape toward sustainability.Support the Show:www.supportkilowatt.comOther Podcasts:Beyond the Post YouTubeBeyond the Post PodcastShuffle Playlist918Digital WebsiteNews Links:Ford Q2 2025 Earnings Call – Official SourceSupport this show http://supporter.acast.com/kilowatt. Hosted on Acast. See acast.com/privacy for more information.

This week's show is sponsored in part by EPIC-MRA Public Opinion Research MIRS News

FIRST TIME WATCHING!! Ford V Ferrari Full Movie Reaction Watch Along:   / thereelrejects   Start your online business with a $1 per-month trial when you visit https://www.shopify.com/rejects! On the heels of F1 (Brad Pitt) Tara Erickson & Andrew Gordon (Cinepals) strap in for Ford v Ferrari (2019) — James Mangold's (Logan, Walk the Line) high-octane biographical drama that roars to life with speed, rivalry, and heart. Matt Damon (The Odyssey, Interstellar) stars as visionary automotive designer Carroll Shelby, tasked by Ford Motor Company to build a race car capable of dethroning Ferrari at the grueling 24 Hours of Le Mans. Christian Bale (The Dark Knight, American Psycho) delivers a powerhouse performance as fearless British driver Ken Miles, whose skill behind the wheel is matched only by his rebellious spirit. The film also features Jon Bernthal (The Punisher, The Wolf of Wall Street) as Ford marketing executive Lee Iacocca, Caitríona Balfe (Outlander, Belfast) as Ken's supportive wife Mollie, and Tracy Letts (Lady Bird, The Post) as Henry Ford II. Famous & Highly Searched Scenes include: Le Mans 1966 Showdown, Ken vs. Shelby “Test Drive," Ferrari Factory Meeting, The Daytona Win, Photo Finish Controversy, With breathtaking racing sequences, incredible performances, and a rousing score, Ford v Ferrari isn't just about cars—it's about friendship, determination, and the relentless pursuit of perfection. Follow Andrew Gordon on Socials:  YouTube: https://www.youtube.com/@MovieSource Instagram:  https://www.instagram.com/agor711/?hl=en Twitter:  https://twitter.com/Agor711 Follow Tara Erickson: Youtube: https://www.youtube.com/@TaraErickson Instagram:  https://www.instagram.com/taraerickson/ Twitter:  https://twitter.com/thetaraerickson Intense Suspense by Audionautix is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/... Support The Channel By Getting Some REEL REJECTS Apparel! https://www.rejectnationshop.com/ Follow Us On Socials:  Instagram: https://www.instagram.com/reelrejects/  Tik-Tok: https://www.tiktok.com/@reelrejects?lang=en Twitter: https://x.com/reelrejects Facebook: https://www.facebook.com/TheReelRejects/ Music Used In Ad:  Hat the Jazz by Twin Musicom is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/by/4.0/ Happy Alley by Kevin MacLeod is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/... POWERED BY @GFUEL Visit https://gfuel.ly/3wD5Ygo and use code REJECTNATION for 20% off select tubs!! Head Editor: https://www.instagram.com/praperhq/?hl=en Co-Editor: Greg Alba Co-Editor: John Humphrey Music In Video: Airport Lounge - Disco Ultralounge by Kevin MacLeod is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/by/4.0/ Ask Us A QUESTION On CAMEO: https://www.cameo.com/thereelrejects Follow TheReelRejects On FACEBOOK, TWITTER, & INSTAGRAM:  FB:  https://www.facebook.com/TheReelRejects/ INSTAGRAM:  https://www.instagram.com/reelrejects/ TWITTER:  https://twitter.com/thereelrejects Follow GREG ON INSTAGRAM & TWITTER: INSTAGRAM:  https://www.instagram.com/thegregalba/ TWITTER:  https://twitter.com/thegregalba Learn more about your ad choices. Visit megaphone.fm/adchoices

Ruth: Meditations on God's KindnessRuth 4:1-12When Michigan Central Station opened in 1914, it quickly became very popular, peaking at 4,000 passengers a day by 1944. After its closure in 1988, it lay abandoned for 30 years and fell victim to vandalism and neglect. Ford Motor Company later stepped in and bought the property in 2018. After renovating for 6 years, the station was re-opened on June 6, 2024, and it did not disappoint. The grandeur and beauty inside and out made visitors gasp and marvel.In our own lives we can see tragedy and suffering and wonder if it will remain this way forever. We know God is good, but in the moment, despair wins over hope. But God, being rich in mercy and lavish in love, pulls us out time and again and restores us to a place of beauty that makes us gasp and marvel. Come and hear more tomorrow morning about how God fights for His children.

In this bonus podcast, Autocar's Editor-in-chief Steve Cropley meets the Fords. Yes, those ones, whose name is above the door at Ford Motor Company.Ford remains the only major car maker to have been led and controlled by its founding family for the entirety of its existence, in this case 122 years and counting. Steve Cropley recently sat down with Bill Ford, Executive Chairman, who is only the fourth Ford family member to sit at the top of the company; as well as his two sons, Will Ford, General Manager of Ford Performance, and Nick Ford, Director of Corporate Strategy.In a wide ranging discussion the quartet discuss improving Ford's passenger car “robustness” in Europe; Ford's enduring commitment to racing, including becoming Red Bull's engine supplier; the move to electrification and why you can't make people buy cars they don't want; the Transit; what it's like to run a family business the size of Ford; and why it's not a family employment agency; plus their favourite cars, and more besides.Make sure you never miss an Autocar podcast. Subscribe to our podcasts via Apple Podcasts, Spotify, Amazon Podcasts or via your preferred podcast platform. And if you subscribe, rate and review the pod, we'd really appreciate that too. Hosted on Acast. See acast.com/privacy for more information.

August 5, 2025 ~ Chris, Lloyd, and Jamie talk with Keith Naughton, Bloomberg auto business reporter, about Alexandra Ford English, daughter of Bill Ford, taking a more prominent role within Ford and the direction, she may take the company in the future.

Today in 1863, the birthday of Henry Ford, founder of the Ford Motor Company. The automaker has had a huge impact on the auto industry, but not all of its ideas worked out. Like the time it tried to reinvent the (steering) wheel. Plus: starting tomorrow in Brownstown, Indiana, it's the Jackson County Watermelon Festival. Mercury “Wrist-Twist” Steering Tried a Tesla Model S–Style Yoke in 1965 (Motor Trend)Jackson County Watermelon Festival Drive on over to our Patreon page where you can support this show

El Jeep es un coche mítico… eso ya lo sabes. Tuvo un papel fundamental en la Segunda Guerra Mundial… eso, también lo sabes. Fue fabricado por Willys-Overland e incluso por Ford… seguro que eso, también lo sabes. Lo que estoy ¡casi! seguro de que no sabes es que este modelo es fruto de una traición… Seguimos con este formato de videos que me encantan, que es repasar no ya la historia de ciertos coches interesantes, sino la ante-historia… un concepto que me acabo de inventar. Me refiero a la “historia antes de la historia”, a todo eso que no se cuenta, que es muy relevante y que sucede antes de la historia que todo el mundo conoce. A finales del verano de 1939 estalló la Segunda Guerra Mundial. Y los EE.UU. de Norteamérica ya daban por supuesto que, de un modo u otro, iban a entrar en el conflicto. El ejército ya había pensado en reemplazar las motocicletas y vehículos de reconocimiento ya algo anticuados por un todo terreno ligero 4x4. Pero, de repente, este asunto pasó a ser muy urgente… ¡me ha salido un pareado! En junio de 1940, la Quartermaster Corps, para entendernos, el cuerpo de intendencia envió solicitudes a nada menos que 135 fabricantes para diseñar un nuevo “vehículo de exploración” que debía de cumplir los siguientes requisitos: requisitos: Contar con tracción en las cuatro ruedas, con unas dimensiones que permitiesen transportar tres pasajeros, armamento ligero y su munición, alrededor de 300 kg de peso, y con un peso propio en torno a los 600 kg. Únicamente dos compañías respondieron a tiempo: la pequeña American Bantam ubicada en Butler, Pennsylvania y Willys-Overland ubicada Toledo, Ohio. Poco satisfecho el gobierno USA dio un tiempo extra a Ford Motor Company porque tenía interés en que participase, pensando que sí serían capaces de responder a los plazos. Para sorpresa de todos solo la pequeña Americam Bantam prometió cumplir con los plazos exigidos: tanto en la entrega del primer prototipo como de las unidades de prueba. Este compromiso de rapidez, junto con la presentación puntual de planos con especificaciones detalladas y muy convincentes fue lo que inclinó la balanza de forma que Bantam ganó inicialmente el contrato en julio de 1940. Era todo un logro para una empresa pequeña, posible gracias a la creatividad y dedicación de sus ingenieros. El 23 de septiembre de 1940, Bantam entregó su prototipo al Ejército. Karl Probst personalmente condujo este prototipo desde la fábrica en Pennsylvania hasta Camp Holabird (Maryland), para llegar a la fecha comprometida. De hecho, les sobro, pues para llegar a los 49 días límite… llegaron con 30 minutos de sobra. A pesar de las prisas, el pequeño Bantam cumplió los requisitos del Ejército. Los oficiales de la Quartermaster Corps estaban convenidos de las virtudes del prototipo, pero dudaban de la capacidad industrial para una producción masiva de la pequeña Bantam. Desconfiaban de que Bantam pudiese satisfacer las grandes demandas de fabricación que se preveían. Y el Ejército decidió, por su cuenta y riesgo, involucrar a Willys-Overland y a Ford en el proyecto. Ya en octubre de 1940, cuando el prototipo de Bantam estaba siendo evaluado, el Ejército invitó a representantes técnicos de Willys y Ford a Camp Holabird para que observaran “in situ” las bondades del prototipo. El Departamento de Guerra les proporcionó copias de los planos detallados a las maras rivales de Bantam. ¿Una traición? Oficialmente no fue una filtración sino una cesión legal de información técnica dado que las autoridades argumentaron que el estado de “Emergencia Nacional” estaba por encima de todo, incluida la exclusividad de Bantam. La guerra es la guerra y estaba por encima de estas “minucias”. A finales de 1940, el Ejército tenía tres prototipos ya muy definidos: el Bantam Mark II evolución del original, Willys “Quad” y el Ford “Pygmy”. La guerra se intensificaba en Europa y ejercito, muy pragmático declaró “aceptables” los tres diseños para una primera fase y en marzo de 1941 adjudicó pedidos piloto de 1.500 unidades a cada fabricante. Y en 1941 cada compañía produjo sus modelos de pre-producción: Bantam fabricó 2.605, Ford produjo 4.458 GP o General Purpose, denominación a la que se atribuye la denominación general de “Jeep” Willys fabricó 1.555 MA. Curiosamente, Bantam cumplió con cada contrato… pero todos sabían que el “gran premio” estaba por llegar: la producción en masa. En julio de 1941, con la experiencia de las 4.500 unidades piloto, el Ejército decidió estandarizar el futuro jeep en un solo modelo y contratar 16.000 vehículos de golpe a un único fabricante_ Willys Overland. El modelo final, al que ya se llamaba Jeep, tomaba la base del Willys incorporando algunas mejoras de Ford y Bantam.

Episode 99.  What is your definition of success? What happens when we fail? What is the impact of AI on our work, goals and ability to fail or succeed.In this episode of the Lifetime at Work podcast, host Greg Martin interviews Minyang Jiang (MJ), Chief Strategy Officer at the FinTech company Credibly. MJ shares insights from her career journey, which includes a strong educational background at Harvard and Wharton and professional experiences at Ford Motor Company. The conversation delves into the evolving role of AI in FinTech, how AI is expected to transform education and the workplace, and the personal impact of career failures. Min Yang Jang emphasizes the importance of fostering curiosity, adapting to technological changes, and finding new ways to derive meaning and success through collaborative efforts and continuous learning.00:00 Introduction to the Podcast and Guest01:08 MJ's Background and Career Journey02:38 The Value of Education in Career Development04:38 The Future of Education and AI's Role07:22 Lessons from Failure and Personal Growth15:56 Transition to Credibly and Role Overview17:03 AI's Impact on FinTech and Business Strategy26:30 Embracing AI with a Sense of Wonder28:13 The Impact of AI on Careers and Workplaces28:56 Raising the Bar: The Future of Expertise31:12 The Quest for Meaning in the Age of AI38:00 The Role of Teams and Collaboration41:35 Comparing Innovation Models: China vs. the US47:03 Final Thoughts and Advice for the Future

Ken Dabrowski is a longtime executive and engineering leader at Ford Motor Company, known for his influential role in powertrain development and performance engineering. Throughout his career, he played a key part in advancing Ford's high-performance vehicle programs and was deeply involved in the resurgence of Ford's motorsports efforts. With a deep technical background and passion for racing heritage, Dabrowski helped bridge Ford's performance legacy with modern engineering innovation, earning respect across both the corporate and enthusiast communities.

In this exciting episode of Let's Talk Wheels, hosts Mike Herzing and Jeremy Birenbaum dive into the world of automotive news, featuring topics like the alarming number of recalls issued by a major auto company this year. They explore the intriguing story of a hidden GPS tracker and its amusing twist, discuss car sickness caused by regenerative braking in EVs, and offer insightful reviews of the Ford Explorer and Chrysler Pacifica. The duo also engages in a conversation with Ford Motor Company's historian, Ted Ryan, offering listeners a unique insight into Ford's vast automotive history. Additionally, they respond to listeners' car questions, providing expert advice and opinions. Join Mike and Jeremy for an informative and entertaining ride through the latest in automotive news and reviews.

Today we are re-publishing this fantastic episode from our archive as our planned episode has been delayed for technical reasons. As Ford Motor Company celebrates 120 years of innovation, we're bringing back one of our standout conversations — this time with Beth Leverton, Director of Rewards, Loyalty & CX at the Ford Motor Company.Originally recorded after the Comarch User Group conference in Poland, this episode dives into what it takes to build customer loyalty for a global giant that operates in over 126 countries.Beth shares the evolving vision behind Ford's loyalty strategy — how they're balancing legacy with future-focused thinking, and what loyalty looks like beyond the dealership floor.Whether you missed it the first time or are tuning in again, this conversation is packed with insights into customer experience, emotional loyalty, and brand trust at scale.Hosted by Paula ThomasShow Notes :-1) The Ford Motor Company2) Beth Leverton⁠3) www.Loyalty TV⁠

In this episode of The Property Profits Podcast, host Dave Dubeau chats with seasoned real estate entrepreneur Paul Moore. With a journey that spans engineering, Ford Motor Company, and a successful staffing firm exit, Paul reveals how he turned his attention to real estate investing and capital raising. Today, he leads Wellings Capital, where he focuses on low-drama, high-returns investing strategies that thrive even in uncertain economic times. Paul discusses why he shifted away from multifamily syndication, his fascination with recession-resistant asset classes, and the unique appeal of mobile home parks. He shares why these undervalued properties could be the solution to America's affordable housing crisis and how his team meticulously vets deals—saying no to over 99% of opportunities. You'll also learn how Paul raised nearly $200 million by leveraging podcasts, books, and BiggerPockets to attract thousands of investors, and how he structures deals using preferred equity and joint venture hybrids. What You'll Learn: Why mobile home parks are Paul's favorite investment today How nimbyism and infrastructure challenges limit their growth What caused the multifamily investing bubble to burst How Paul built a pipeline of nearly 1,000 active investors The “less is more” philosophy behind his strict deal-vetting process   - Get Interviewed on the Show! - ================================== Are you a real estate investor with some 'tales from the trenches' you'd like to share with our audience? Want to get great exposure and be seen as a bonafide real estate pro by your friends? Would you like to inspire other people to take action with real estate investing? Then we'd love to interview you! Find out more and pick the date here: http://daveinterviewsyou.com/

The Michigan State University College of Engineering has launched its new Technology Engineering program. (TechE) [pronounced Tech – “E”]The TechE bachelor of science degree program was developed from the ground up with extensive input from industry. It blends mechanical, electrical, and computer engineering with computer science to prepare students for modern engineering challenges in a multidisciplinary, interconnected world.Students choose from concentrations in mechatronics and embedded cybersecurity or a smart agricultural systems minor. Courses in hardware cybersecurity, electronics and embedded systems, sensors and signal processing, and robotics, automation and controls are taught in state-of-the-art teaching labs and designed to leverage hands-on, real-world projects that integrate cutting-edge technologies with a strong foundational engineering mindset.The TechE degree program was launched in the fall of 2024 and offers a unique blend of engineering and computer science, tailored to address the engineering challenges of coding and computer science integrated into modern engineered systems. It serves as the college's latest response to industry demand for practice-ready engineers and aims to bridge the gap between engineers and computer scientists across product development teams.Janet Brelin-Fornari, Ph.D. is TechE program director. David Sanders and Heather Dashner are MSU College of Engineering alumni and Technology Engineering Industry Advisory Board members. Sanders is with Microsoft, and Dashner is with Ford Motor Company. Conversation Highlights:(1:17) - What is Technology Engineering? Describe the areas of concentration within it. (3:04) - What will this program offer that can't be found elsewhere?(4:34) - Why was it important for you to get involved with the Technology Engineering program?(5:57) – What about coding and artificial intelligence? (6:30) - What current industry needs does this program meet?(7:39) - How would your company utilize a graduate with this type of skill base?(8:44) - How did the idea for this program come about?(10:41) - How will a degree like this one help improve the talent pipeline in Michigan and the Midwest region moving forward?(13:06) - Why is Michigan State the best place to launch a new discipline like this? (13:40) – Spartan Engineers are ready to hit the ground running. (14:18) - What kind of facilities will be available to the students? Listen to “MSU Today with Russ White” on the radio and through Spotify, Apple Podcasts, and wherever you get your shows.

Erica's guest today is her friend Trisha Dork. Trisha shares her journey of overcoming adversity, including toxic workplaces and personal struggles, to build a successful business, emphasizing resilience, hard work, and a strong support system. She highlights the importance of consistency, delegation, and tools like Google Calendar to reduce stress while also stressing boundaries, a positive mindset, and the impact of her choices on her children. Influenced by her mother's work ethic at Ford Motor Company, she talks about parenting without guilt, open communication with her children, and the dynamics of her marriage, including gratitude and clear communication. Trisha also shares insights on time management, the power of saying "no," and the importance of surrounding oneself with high performers to maintain balance and long-term success. https://www.instagram.com/trishadork/ Comments and Questions are welcome.   Send to: thescooppodcast22@gmail.com

Here's the truth nobody talks about: investing isn't about saying “yes” to every shiny opportunity that comes your way. It's about discipline. It's about mastering the art of saying “no.” It's about boring consistency, and yes, sometimes it feels plain, but that's where real wealth is quietly built. Paul Moore's journey from rags to riches didn't just end with his financial exit. He wiped out his debt and embraced the mindset that no matter what, you never stop giving. Because giving fuels growth, relationships, and opportunity in ways money alone never can. What if saying “no” more often is actually the key to unlocking your financial freedom? Are you prepared to keep giving, even when it feels like you've given enough and things get tough? In this episode, founder of Wellings Capital Paul Moore, joins me to talk about real estate investing, how he went from rags to riches, and why the way out is to always give.   Things You'll Learn In This Episode  -Learning to say NO The most successful investors achieve their results by saying no to nearly every opportunity. How can learning to say no improve decision-making and long-term success? -The real housing crisis Many real estate developers prioritize luxury apartments, overlooking the growing demand for affordable housing. What is the impact of this unbalanced supply and demand? -Warren Buffett: rules for real estate Warren Buffett emphasizes investing in real estate with a long-term mindset, focusing on value, not hype. How can adopting a long-term, value-focused approach improve real estate investment strategy? Guest Bio Paul Moore is the Founder of Wellings Capital. After graduating with an engineering degree and then an MBA from Ohio State, Paul entered the management development track at Ford Motor Company in Detroit. After five years, he departed to start a staffing company with a partner. They scaled and sold the company to a publicly traded firm five years later. After a brief “retirement” in his early 30s, Paul began investing in real estate in 1999 to protect and grow his own wealth. He completed over 85 real estate investments and exits, appeared on HGTV's House Hunters, rehabbed and managed dozens of rental properties, and developed a subdivision. After completing three successful real estate developments, including assisting with the development of a Hyatt hotel and a very successful multifamily project, Paul narrowed his focus to commercial real estate in 2011. Paul is married with four children and lives in Central Virginia. Visit https://www.wellingscapital.com/resources for more information. Find Paul's books on Amazon here To give to help save children from human trafficking go to https://aimfree.org/      About Your Host From pro-snowboarder to money mogul, Chris Naugle has dedicated his life to being America's #1 Money Mentor. With a core belief that success is built not by the resources you have, but by how resourceful you can be. Chris has built and owned 19 companies, with his businesses being featured in Forbes, ABC, House Hunters, and his very own HGTV pilot in 2018. He is currently founder of The Money School™, and Money Mentor for The Money Multiplier. His success also includes managing tens of millions of dollars in assets in the financial services and advisory industry and in real estate transactions. As an innovator and visionary in wealth-building and real estate, he empowers entrepreneurs, business owners, and real estate investors with the knowledge of how money works. Chris is also a nationally recognized speaker, author, and podcast host. He has spoken to and taught over ten thousand Americans delivering the financial knowledge that fuels lasting freedom.     Check out this episode on our website, Apple Podcasts, or Spotify, and don't forget to leave a review if you like what you heard. Your review feeds the algorithm so our show reaches more people. Thank you!

An American automotive company is charged with reckless homicide related to the defective design of a popular car. Prelude: Toyota is held responsible for the ghastly deaths of three sisters. –––-–---------------------------------------- BECOME A VALUEDLISTENER™ Spotify Patreon Apple Podcasts –––-–---------------------------------------- DONATE: SwindledPodcast.com/Support CONSUME: SwindledPodcast.com/Shop WATCH: SwindledVideo.com –––-–---------------------------------------- MUSIC: Deformr –––-–---------------------------------------- FOLLOW: SwindledPodcast.com Instagram Twitter.com TikTok Facebook Thanks for listening. :-) Learn more about your ad choices. Visit podcastchoices.com/adchoices