Podcasts about Fork

The fellas review Rolling Fork Spirits Bourbon De Luxe Batch 2. Turner and Jordan's latest iteration of this revive bourbon name, brings a great conversation between us on what we like and what special note we were trying to remember. 

Chef Francesco joins The Fork Report to talk about his restaurant openings in Hotel Figueroa, and more!See omnystudio.com/listener for privacy information.

Live from Wendy's in Mission Viejo, with special guest, KFI's Bill Handel! The countdown to PastaThon and Thanksgiving is on!See omnystudio.com/listener for privacy information.

Live from Wendy's in Mission Viejo, with special guest, KFI's Bill Handel! The countdown to PastaThon and Thanksgiving is on!See omnystudio.com/listener for privacy information.

Live from Wendy's in Mission Viejo, with special guest, KFI's Bill Handel! The countdown to PastaThon and Thanksgiving is on!See omnystudio.com/listener for privacy information.

Lexington opens up the season at Clear Fork

In 2020, amidst the uncertainty of the pandemic, Tom Harrison's business coach gave him a stern warning: "Do NOT sign that paperwork." Taking sole ownership of a real estate agency during lockdowns seemed like madness. Tom signed anyway. In this episode, we sit down with Tom Harrison to discuss how he ignored expert advice to navigate chaos, scaled his team from 13 to 50 people, and ultimately led Harrison Agents to win "Large Residential Agency of the Year" at the REIT Awards. Tom shares his "fork in the road" philosophy, why he turned down major franchises to protect his creative independence, and how he is blending 180 years of family legacy with an "AI-first" approach to the future. "I'd rather make half the money and have my own destiny and have my own brand, than go with the brand and it's just about the money." — Tom Harrison. What you'll learn in this episode The Decision: In that moment, Tom ignored his business coach to buy the business during lockdown. The Growth: The exact mindset shift required to go from a "nice business" to a market share-winning agency. The Future: How Harrison Agents is adopting an "AI-first" approach to stay ahead of the competition. The Brand: Why staying independent was the only way to satisfy Tom's creative vision. The Structure: Why hiring "A-Graders" for roles like HR and Ops (instead of trying to wear every hat) was the key to scaling past 13 staff. Chapters Chapters 00:00:47 The COVID Gamble: Signing Papers Against All Advice 00:05:55 The Fork in the Road Philosophy: Day-to-Day Decision Making 00:07:22 Independence Over Franchising: The Creative Outlet Question 00:11:15 Scaling from 13 to 50: The Talent Challenge in Tasmania 00:13:45 Real Estate as a Creative Company: Blending Legacy and Innovation 00:16:49 The Tasmanian Advantage: Exiting the Matrix 00:17:42 Football, Community, and Values-Aligned People 00:23:50 AI First: Excitement Over Fear 00:27:17 Rapid Fire Advice: Database, Leverage, and Quiet Time Links Mentioned: Harrison Agents: Tom's award-winning agency (https://www.harrisonagents.com.au/) Real Estate Institute of Tasmania (REIT): The industry body behind the Awards for Excellence (https://reit.com.au/) Old Launcestonians Football Club: Where Tom serves as Vice President and Life Member (https://www.oldlauncestonians.com.au/) ChatGPT: AI assistant for content creation and analysis (http://openai.com/chatgpt) Connect with Tom Harrison Website: https://www.harrisonagents.com.au/ LinkedIn: https://www.linkedin.com/in/tomharrisonagents/ Instagram: https://www.instagram.com/tomharrison_agents/ Discover More From Elite Agent & Samantha McLean Join the Spark Community for Innovation in Real Estate: https://spark.eliteagent.com Sign up for The Brief for Daily Real Estate News: https://thebrief.eliteagent.com Explore AI Tools, Prompts and Workflows for Real Estate: https://aipoweredagents.com Connect with Elite Agent on Socials Instagram: @eliteagentmag Twitter/X: https://x.com/eliteagentmag LinkedIn: https://www.linkedin.com/company/eliteagentmag/ #EliteAgent #ThoughtLeaders #RealEstateAI #PropertyTech #AustralianRealEstate

Shane Williams, President and CEO at West Red Lake Gold Mines (TSX.V:WRLG – OTCQB:WRLGF), joins us to field a wide array of questions and detailed discussion with updates on the mid-Q4 underground operations, mining, and milling, capital allocation projects, and exploration updates during the ongoing ramp-up towards commercial production at their 100% owned Madsen Mine.  Madsen is located in the Red Lake Gold District of Northwestern Ontario, Canada.     We start off having Shane break down some of the key takeaways from the news out on November 18th outlining the Mid-Q4 Madsen Mine Update.   In the first half of Q4 the Madsen Mine made steady progress towards full scale operations. Importantly, in October mined ore production increased 24% compared to the month prior. Rolling stock deliveries are now almost complete and the maintenance shop has been delivered. Site management has also been notably strengthened. Improvement in the underground waste rock storage program has been a key de-bottlenecking effort recently, and is directly supporting the mine's ability to move ore tonnes in advancing towards commercial production The team is motivated to get the shaft operational and take receipt of the final haul truck to complete this list. We also discussed how the Company has attracted strong candidates to key site leadership positions over the last few months.   At this point commercial production is targeted for Q1 2026. Shane reiterates that when the management team and board have the confidence to announce everything is working as it should at the mine and mill at close to targeted levels, that the move into commercial production should also mean the Company is comfortably generating revenues at that point.   Next, we discussed fully funded 3,000 meter infill drilling program at its 100% owned Fork Deposit located approximately 250 meters southwest from its Madsen Mine. This drilling will further define the core pod of mineralization at Fork, which has been re-envisioned as a high-grade near-mine resource expansion target that is a priority for immediate advancement.   Wrapping up we discussed the blue sky exploration potential in many areas around Madsen, particularly at South Austin and the lower part of Austin Main.   We also discussed further ongoing drilling over at the nearby Rowan Project, which will supplement the future mine plan in years to come.     If you have any follow up questions for Shane, or the team over at West Red Lake Gold, then please email us at either Fleck@kereport.com or Shad@kereport.com.     In full disclosure, Shad is shareholder of West Red Lake Gold Mines at the time of this recording, and may choose to buy or sell shares at any time.   Click here to follow the latest news from West Red Lake Gold Mines     For more market commentary & interview summaries, subscribe to our Substacks:   The KE Report: https://kereport.substack.com/ Shad's resource market commentary: https://excelsiorprosperity.substack.com/     Investment disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security. Investing in equities and commodities involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.

(November 27, 2025) Happy Thanksgiving! The Fork Reporter Neil Saavedra hosts this Turkey Day edition of the Bill Handel Show. As an annual tradition Neil takes listener calls about Thanksgiving food, prep, recipes, tips, and tricks.See omnystudio.com/listener for privacy information.

(November 27, 2025) Happy Thanksgiving! The Fork Reporter Neil Saavedra hosts this Turkey Day edition of the Bill Handel Show. As an annual tradition Neil takes listener calls about Thanksgiving food, prep, recipes, tips, and tricks.See omnystudio.com/listener for privacy information.

Let's take out trash!!!- Mayci's episode - I'm turning 30- Pedro is 14- Jonas brother's movie- Helga photo shoot - Whitney sent home from DWTS- SLMOW finale thoughts - BEEBETTER SAGA- Chase and Kelsea - Bachelorette sneak peaks - TRASHER TRASHSPONSORS//COZY EARTH / code WEEKLTRASH for extra 20% off SHED / ⁠https://portal.tryshed.com/⁠MINKY COUTURE / code WEEKLYTRASH for 50% offBEDDYS / code TRASH for 20% offBOHME / code TRASHER20 for 20% offThe Sucker- https://rstyle.me/+dRMweIWzVwSkHK0Dx-zyAg

In this episode the fellas go hard on the nine one fork and the Pinkbike review of it, questioning their take. Tani and Auk also discuss the the 32er being legal (again), bar compliance versus vibration damping and upcoming shop events. Plus Tani reveals a second podcast giveaway! #mountainbiking #mtb #mtblife #ebike #ebikelife #ocmtba #downhillmtb #lovethebikeyouride #konabikes #wahwahpedals #dailycommuter #podcastdeal #podcast #bikelife #bike #bikelover #localtrails Check out The Path Bike Shop website: https://www.thepathbikeshop.com/ Follow The Path on Instagram: / thepathbikeshop Subscribe to our weekly newsletter: https://www.thepathbikeshop.com/pages...

1136. This week, we go full Thanksgiving, talking about the origin of butter knives, forks, and more. You'll love all the tidbits you can share with your family or friends during dinner.

Dumb Debates: Can you eat nachos with a fork? HR 3 full 2208 Tue, 25 Nov 2025 18:38:18 +0000 mnkTwFfiJ6tcuYytQxh4J8tnl959F4FH news MIDDAY with JAYME & WIER news Dumb Debates: Can you eat nachos with a fork? HR 3 From local news & politics, to what's trending, sports & personal stories...MIDDAY with JAYME & WIER will get you through the middle of your day! © 2025 Audacy, Inc. News False https://player.amperwavepodcasting.com?fee

Get the Exclusive Tinggly Deal: Use code STEVE for 33% off all experience and hotel gift boxes at https://tinggly.com/stevedangle Steve Dangle recaps and analyzes Game 22 of the Toronto Maple Leafs season against the Montreal Canadiens Come see us at The Oshawa Generals Game: https://www.gofevo.com/event/OshawageneralsSteveDanglePodcastOn this episode of The Steve Dangle Podcast, NEW BOOK!: https://www.harpercollins.ca/9781443469968/hockey-rants-and-raves/ BECOME AN SDP VIP! https://www.youtube.com/sdpn/join SDPN: https://www.sdpn.ca/ ADVERTISE WITH US! https://sdpn.ca/sales/ SDPN DISCORD: https://discord.com/invite/MtTmw9rrz7 AUDIOBOOK: https://bit.ly/2GIgYya Learn more about your ad choices. Visit megaphone.fm/adchoices

We are thrilled to welcome Keoni and Michelle Wachsmuth, the owners of Portland's legendary Dan and Louis Oyster Bar, for a candid two-part conversation starting this week. The Wachsmuth family has run the seafood landmark since 1907, and in this first segment, Keoni and Michelle open up about the immense challenges of keeping one of the city's oldest restaurants afloat in 2025. They discuss everything from the ongoing difficulties facing the downtown area—which they've referred to as the "downtown depression"—to the financial strains of operating a historic, full-service establishment. This is an essential listen for anyone who cherishes Portland history and wants to understand the grit it takes to survive in the current culinary landscape. In Part One, you'll hear the couple's personal perspective on navigating the current economic environment, which, as Michelle has previously stated, has led to a critical lack of funds for the historic restaurant. We dive deep into their strategies for adapting their business in the face of dwindling foot traffic and discuss their extraordinary efforts to give back to the community. Keoni and Michelle's story is one of deep family heritage and an unwavering commitment to a restaurant that is more than a century old, providing a poignant look at the struggles and sacrifices required to maintain a Portland institution. Right at the Fork is made possible by:  DU/ER: www.shopduer.com/fork Zupan's Markets: www.zupans.com  RingSide SteakHouse: www.RingSideSteakhouse.com  Portland Food Adventures: www.PortlandFoodAdventures.com 

“What's the #1 reason people end up in the ER on Thanksgiving—and why did Skin guess ‘fork in the anus'?”Ben Rogers, Jeff “Skin” Wade, Kevin “KT” Turner, and Krystina Ray serve up a holiday feast of laughs in this unforgettable episode of The Ben and Skin Show. From a wild round of Family Feud to the most awkward questions you'll hear at the dinner table, this one has everything:The shocking ER stat: What tops the list of Thanksgiving injuries? (Hint: slicing turkey can cost you a thumb!)Skin's outrageous guess: “Fork in the anus”—yes, he really said that.KT's family drama: “I'm convinced my entire family thought I was gay.”Ben stirring the pot: “What if we opened dinner with ‘Who did you vote for?'”Plus, the crew riffs on blue flame contests in nursing homes, the irony of “blue hairs,” and why complimentary valet at Rollertown Beer Works beats paying $20 for parking any day.This episode is pure holiday chaos—packed with humor, sharp banter, and the chemistry that makes Ben and Skin a DFW staple.

Success in professional services isn't about doing more—it's about doing less, but doing it exceptionally well. In this episode of The IC-DISC Show, I sit down with Raffi Yousefian, CEO of The Fork CPAs, to talk about how extreme specialization transformed his accounting firm from a general practice into the leading restaurant and bar controllership service in the country. Raffi shares the counterintuitive journey of deliberately shrinking his client base to accelerate growth, ultimately tripling revenue within 18 months of selling off 30% of his practice. We explore how Raffi evolved from serving three industries to exclusively focusing on restaurants and bars, and why weekly financial reporting creates competitive advantages that monthly statements simply can't provide. He breaks down the economics of restaurant operations, explaining why 2% savings in food costs can represent an entire profit margin when you're working with businesses that operate on 5-7% net profits. The conversation reveals how subscription pricing combined with deep industry expertise solves the profession's labor shortage by making firms more profitable and attractive to talent. What strikes me most is how Raffi's specialization philosophy mirrors successful models in other industries, from medical concierge services to dating apps. If you've ever wondered whether narrowing your focus could actually expand your opportunities, this conversation provides a compelling roadmap.   SHOW HIGHLIGHTS Raffi sold off 30% of his accounting practice to focus solely on restaurants and bars, then tripled the remaining 70% within just 18 months. Weekly financial reporting in restaurants isn't a luxury—it's survival, since a 2% swing in food costs can represent your entire profit margin. The Fork CPAs moved from "insecure niching" with three industries to hyper-specialization, proving that doing less actually accelerates growth when done with expertise. Restaurant operators typically process 300-400 invoices monthly for a $3-4 million location, making specialized systems and processes non-negotiable for profitability. Subscription pricing in accounting solves the labor shortage by making firms more profitable, allowing them to pay better and attract talent to the profession. Specialization creates resonance with ideal clients who say "you sound like my soulmate" rather than casting a wide net and hoping something sticks.   Contact Details LinkedIn - Raffi Yousefian (https://www.linkedin.com/in/raffiyousefian/) LINKSShow Notes Be a Guest About IC-DISC Alliance About The Fork CPAs Raffi YousefianAbout Raffi TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dave: Good morning, Raffi How are you today? Raffi:: Good morning, David. I'm doing well. And yourself? Dave: I am doing great. I appreciate you coming on the podcast. Just a formal introduction, you are Raffi Yousefian, and you're the CEO of the Fork CPAs. Is that correct? Raffi:: That's correct. And I appreciate you having me. I'm excited to have a conversation with a like-minded individual in the accounting industry. Dave: Yes. I've been looking forward to this for some time. So what part of the world are you calling into from today? Raffi:: I am in Brooklyn, New York City. Dave: Okay. Raffi:: Specifically Williamsburg Greenpoint, which is meant to be the hipster capital of the world in case you're interested. Dave: Yeah, I have heard that name. For that reason, I don't think I've ever been there. I haven't been to New York in about 15 years, and I think I rarely have ever been anywhere but Manhattan. So I'll have to be sure to check that out the next time I'm in town. Raffi:: We would love to have you. We're right across the East River. Dave: Okay, Raffi:: Great. Great nightlife scene, great food scene. A lot of sighting. New concepts are popping up every day, bars, restaurants, so it's a great place to be. Dave: That sounds awesome. Well, first of all, let's get to the name. What the heck does The Fork CPA's name mean? Usually the CPA firm is named after the founder or the partners. So what's the fork? What's the meaning of the fork? Was one of your partners named Fork or talk? Raffi:: No. So the fork, I have a 15 slide presentation on it. Maybe I can walk you through it one day. But the fork represents a tool that is highly agile with very sharp and fine edges, and it also relates to the restaurant industry and represents us and our values as a firm. So that's where the four comes from. That's the, in a nutshell description. And then the CPAs, you add that to clarify that we're doing accounting and tax, so that's where work branding comes from. Actually, we launched the brand in 2022, so it hasn't always been our name. Dave: Okay. Well, I really like it. So are you a New York native? Raffi:: I'm not. I'm actually from dc so lived in DC for about 10 years. That's where I started the firm, and I moved up to New York in 2021. Dave: And you went to college in Maryland? Raffi:: Yes, university of Maryland College Park. Dave: Okay. And then you graduated and you went the big four route with ENY? Raffi:: That's right. I worked at ENY for about three and a half years, and then moved to a smaller firm for about a year and a half, two years after that. And this was in 2016 when I launched the firm that I currently have right now. Dave: And you just started it from scratch? Raffi:: So initially the firm was called ROYCA LLC, and I just used my initials with CPA at the end just to get started. Okay. I started it from scratch. At the time I had the potential opportunity to acquire a restaurant bookkeeping business, and that is really what initiated me or catapulted me to taking that leap from moving from a W2 job to starting my own business. The acquisition actually never ended up panning out to be anything. It ended up being more of like a referral relationship. So it was good in that it incentivized me and motivated me to actually take the leap. But as we started from scratch, didn't end up buying any book of business or anything like that and just grew from there January 1st, 2016. Dave: And is that how the restaurant and bar capability started, was from that referral relationship with that bookkeeping firm then? Raffi:: Yes. Well, the referral relationship was a result of me taking over my brother-in-law's finances, and he had a restaurant and catering business. Dave: Oh, I Raffi:: See. And so his accountant was ending their relationship because he was moving on to be the CFO of a big fast growth restaurant group. And so I asked to meet with him. I said, can I meet with the former accountant? Maybe he has a book of business that he wants to sell or get rid of. That's not where the interest in restaurants started, but that definitely had an impact on moving towards that restaurant niche at some point. My first real client was a restaurant business. Dave: Okay. Raffi:: Yeah, Dave: That is great. You've got your CPA firm, it's growing. And then at a point you realized you had a concentration in the restaurant bar business. Now, conventional wisdom says when you have a concentration like that, whether it's client industry, you need to fix it by diversifying, but you decided to go in a different direction, right? Tell me the story. Raffi:: Yeah, so initially the purpose of the firm was to provide an alternative and frictionless experience to traditional public accounting. And this was 2016 when web-based apps were all very new, and even the cloud firms were very server-based. You log into this server and it wasn't very web-based, so even cloud modern firms were still very clunky, and the client experience was terrible. So the idea was, okay, replicate the public accounting model just in a more modern and frictionless way. And so we were still providing a lot of the traditional services you get in a small public accounting firm, 10 forties, monthly bookkeeping, annual bookkeeping, industry agnostic, and one of the first moves. So that was, people love that, right? It was new cutting edge, modern virtual CPA firm. And then I think by year two, we decided we had to narrow down what we were doing. Raffi:: Again, we were trying to be everything to everyone just in a more modern way. And so I think the first change we made was limit our service offering to monthly services only. So value-based billing, fixed fee. It was a mix of value-based billing and fixed fee at the time. So we basically told all of our annual clients, mostly 10 40 clients, sorry, if you want to work with us, you have to have a business, and we have to own the entire accounting process from monthly all the way through your business tax preparation. So that was the first change we made. We didn't specialize just yet. Dave: And what year was this? 2017. Raffi:: I think this was around 2017 or 20 17, 20 18 then. So that worked really well. That allowed us to scale and grow much faster. Now everybody's on a monthly fixed retainer. You're not doing all this work during tax season, those three months trying to do 12 months of books. So there's no bottlenecks during tax season. For the most part, 10 forties are still very much a bottleneck. And in 20 19, 20 20, we decided to narrow down even further and say, okay, we're going to service three industries. And I like to say this is the insecure way of niching down. And so we narrowed it down to, I believe it was restaurants and bars for sure. Nonprofits and professional Dave: Services. Raffi:: And so that helped again, even better. Now we can scale and grow even faster with more efficiency. And then 2022, we were at a point where the restaurant and bar industry vertical was growing much double, triple what our other verticals were growing. And I believe it was just a natural result of our passion was behind that vertical, the professional services and nonprofits, great clients, low volume, easy to work with, very professional. But yeah, just stagnated the growth that stagnated. I wasn't as much interested in those verticals as I was in restaurants. And so we decided to launch the for brand in 2022 and in 2023. So in 2023, the restaurant practice was about 60 to 70% of our revenue. And so we spun off the 30%, which was nonprofits and professional services, and merged it slash sold it to another firm. And since 2023, March of 2023, we've been solely fork CPAs, Eileen niched down into restaurants and bars under the fork CPAs brand. Dave: Okay. I love the story. And then I believe, did Brandon Poe help you sell that practice? Raffi:: Yes, exactly. I think this was probably the first spinoff maybe that they did spinning off a niche and selling it to another firm, and then continuing as a, so it was new to them. And we actually did a podcast about this with Brandon. And yeah, I think it was, like you said, it sounds counter intuitive to specialize versus diversify, but to provide some context, that 70% between March of 2023 and end of 2024, I think it grew like 250, 300% our revenue. So we were basically triple the size that we were when we did the spinoff. Dave: So I have to put some numbers on this. So let's pretend the firm did a thousand dollars a year of revenue. So $700 of it was restaurants and bars. You sold off the $300 practice and then using that multiple, the firm today now is doing 200 or $300. Raffi:: Well, not today, within a year and a half, within a year and a Dave: Half, Raffi:: Within a year and a half, it was at like 2000. So you were at 1000? We were like 2100. So that 700 became 2100. Dave: Wow. Raffi:: And I think a big part of it had to do with, I actually retained my staff that was part of the nonprofit and professional services vertical. So that was about four people. And so that also helped because you need staff to grow into. Dave: And Raffi:: It did hurt our valuation because a lot of the times when firms are acquiring, they want to acquire the staff, one of the biggest problems when, Dave: Yeah, they're just buying the clients basically. Raffi:: So we took a hit on the valuation, but if we hadn't retained our staff, they wouldn't have been as easy and efficient to scale and grow within that year and a half. Dave: So why is it, so it appears based on what you're saying, that there was a underserved market in New York restaurants and bars. That's the only conclusion I can really come to have that kind of a growth implies that the market was not being well served. Is that assumption accurate or was there something else in play? Raffi:: So we definitely have competitors, but I would say underserved in a sense that the level of service and quality is just not there. It's a highly commoditized service offering restaurant bookkeeping. And so our value proposition is not just restaurant bookkeeping, it's restaurant controllership. Raffi:: So for the same price as a bookkeeping service, maybe a little bit more of a premium, 20%, 15, 20%, you can get a more comprehensive service offering under a subscription model to a controller. And the controller owns your entire accounting process. And in addition to that, we also have a tax department that will take care of the tax compliance at year end and quarterly. So I don't think we have any actual competitors that do exactly what we do. However, we have at least 40 to 50 competitors nationally. So it is underserved in that sense, but it's not something super unique or cutting edge that we're doing. It's just a different approach, a different way of doing it. Dave: And your client's all in the New York area? Raffi:: No, it's all, it's nationally. Mostly East coast. Yeah, mostly dc, Maryland, Virginia, New York City, metropolitan areas, urban areas, but it's pretty much all over the country. We can serve clients nationally. Dave: Now, when you pick up a new client, what percentage of the time is it a brand new restaurant and what percentage of the time are you taking over from another provider? Is it mostly taking over from another provider? Raffi:: I would say it's about 70% taking over. It depends. For example, we might have a restaurant group that has 10 locations and now let's say 10 franchises, and they're forming a new group and they're starting from scratch with a new concept. So there's some of that. I see most of them are fast growth. So they have the goal of, Hey, we just opened our first location and we want to be at five locations in three years. That's where a solution like ours really provides maximum value because we can help you get from zero to five in as fast as you want because you're not sitting there concerned about hiring accountants and building an accounting department. And so we take care of the back office for you through that growth stage. Dave: And what percentage of your clients are franchisees? Raffi:: It's not a large percentage. It's mostly independent operators, probably five to 10%. We have competitors that focus solely on talk about hyper specialization. They do restaurant bookkeeping for McDonald's franchises, but it gets pretty specific. And that's not necessarily our target market. Our target market is more independent operators, smaller franchise groups, 15 to 20 units, but we're not like a volume commodity shop. Dave: So I can relate to your business in so many ways, and it's why when I heard you on Brandon's podcast, I just was dying to talk to you. So as I think I told you, so all we do is icy disc work, and we're the only firm I know of that does nothing but icy disc work. We manage more than anyone else. So all we do, we live, eat and breathe it. But within that space, our largest sector by far is the scrap metal business. And what's interesting, and I hear this all the time from our clients, is that I'm the only advisor they've ever had who understands the scrap metal business, that when they have a banker that they're interviewing new banks or a new CPA, it's always the same thing. They come out and they're like, wow, I thought this was going to be Sanford and Son's junkyard. This is a whole different business. And they get so frustrating. And I've frustrated, and some of 'em have asked me to find CPAs, find them a new CPA, and one of the first things they want is somebody with scrap metal experience because it's so frustrating for them having to, every year there's a new staff person and every year they have to explain all over again how the whole business works. I'm guessing it's similar in the restaurant business. Is that right? And kind of dive into how your expertise manifests itself when you're talking with an Raffi:: Potential Dave: Client? Raffi:: Yeah, absolutely. Having an accountant in the entire spectrum of accounting services, whether that's your tax preparer, your controller, your bookkeeper, your CFO, having that industry specialization is completely invaluable. And I think the, in any industry, restaurants aside, the consumer is starting to realize that and the level of insight you can provide as a specialist and the value you can add is way beyond what a generalist can do. And sometimes people will hire generalists because of a referral or a trust that they have with this person. And I think that's really the only time where there's any justification in hiring a generalist, to be honest with you. But even that, it's okay, well, sure, this might be your dad's accountant or your family friend accountant that everybody trusts, but is that really providing any value? If you can't trust your service provider, then what's the point? Raffi:: So yeah, the level of value you can provide, and just to give you some examples, if you have three locations as a restaurant and you want to add another location, you should be able to go to your accountant and say, here is what the landlord is asking for rent. Here's what I'm expecting to do in sales. Is this a good investment? And the accountant, if they're specialized, they should be able to tell you very quickly just by reviewing your projections, your performa and saying, yes, this is an investment that we're not investment advisors, but if your projections actually pan out to be what they say, then yes, we want your occupancy cost to be 8% of sales, and you're showing that in your projection. So yeah, if this spot that you've identified can actually generate that type of sales and your prime costs are going to be this much, your bottom line is potentially going to be this, then your ROI will be X. And therefore, yeah, it's a good investment. Now, a generalist might be able to do that by doing some research, Raffi:: But that example can be applied to so many different things. When we sit down and analyze p and ls as a controller, we need to be able to look at trends and identify, wait, why do we lose money this month? Very quickly, right on a call, oh, it's because your labor was 35% and it's usually 32%. And in restaurants, it's typically 32, 33 is the ideal number. Just being able to throw out numbers off the top of your head and being well-trained in a specific vertical, it just provides so much value. And we talk about in the accounting industry about how we have to become advisors. This is like AI is going to take over all the compliance overseas hiring and all the bookkeeping is going to be automated. And so now we have to become more advisors and just data entry people and compliance providers. And the only way you can really do that, in my opinion, if you want to be a true advisor, is to niche down and specialize. Otherwise, how much value can you really add as a generalist? Dave: Sure. Well, and I was just thinking, I would imagine having come up through the accounting side, I couldn't imagine a worst controller or bookkeeper job than being the bookkeeper or controller for a restaurant. I can just picture it. There's some a closet basically that's your office, and especially if it's in the facility itself and it's not noisy and there's just all this stuff going on, and if it's a bar, all the actions in the evening, and I just couldn't imagine a worst working environment or work environment than that. So it makes even more sense to just have that outsource. And I'm also guessing my clients, probably 20% of the owners of my clients actually have an accounting background just for whatever reason, that was how they ended up there. But I'm guessing that's perhaps even lower in the restaurant business. I just imagine the average restaurateur bar owner is not a former ENY tax person. Raffi:: Right. So it's funny you bring up the bookkeeping role in a restaurant closet that they put the bookkeeper in traditionally speaking with all the stacks of invoices. So just to provide some context, a restaurant that does three to $4 million in revenue will have anywhere from three to 400 invoices minimum per month. Dave: Are you serious? Raffi:: Yeah. They need to get inputted into the accounting system to get true accrual basis accounting. Dave: Wow. I thought you just bought everything from Cisco and payroll and called it a Raffi:: Day. Well, the franchisees, yeah, the franchisees are all different. They work with a Cisco or usb, and then they have less invoices, but still very high volume. So the role of the bookkeeper 10, 15 years ago was show up to the restaurant, get all these invoices and put them into QuickBooks. And if you're not a specialist, even if you're following the traditional model from 15 years ago, there's no way to make money doing this type of work, especially when restaurants are super low margin. They don't have big budgets for accounting. And so the only way to really make it work is to specialize to have a fixed system process, tech stack around restaurant bookkeeping that allows you to process this high volume and still leave some room to make money as an accountant. So I'll just throw that out there. And then your other question was related to what kind of persona do you get, what kind of demographics do you get on the restaurant industry side, and it's mostly blue collar, a lot of creatives. So I think once you get to the groups, the restaurant groups that have five to 10 people, a lot of 'em start hiring more office workers. More people can sit at a computer and do numbers, which helps a lot on the admin side. But if you're working with a single unit operator or two to three unit operator, you're dealing with somebody that's always on the run. They're always busy, they're in the kitchen, they're wearing multiple hats. Raffi:: Most of the time they're creatives, they're chefs that created a concept, and that's their strength. Their strength isn't numbers, so it makes it even harder to get information out of them and to keep them organized. And that's really what an accountant bookkeeper does. It just helps somebody stay organized and provides them and helps digest their financials. And a big part of it's just helping them stay organized. So you can first count the numbers, put them into the system, come up with a good workflow. But yeah, it makes it very challenging to work with those types of clients. Dave: Sure, I can understand that. Now, my understanding is the restaurant and bar business has one of the highest failure rates of any type of business. Is that true? And what is the failure rate? What percentage then fail in 1, 3, 5 years? I'm sure you have some numbers around that. Or Raffi:: Actually, believe it or not, there actually is no number and the number is What's your Dave: Guess? What's your guess? Raffi:: They say the myth has always been nine to 10 restaurants fail, something like that. And I've researched this multiple times, and it's really just a myth. There's no hard evidence about that. I don't think it's wrong or it could be very much accurate because it's very high. But any industry, the reason for the failure rate is because of the supply and demand. Everyone wants to open a restaurant, the barrier to entry are low. It's easy to raise money to open a restaurant. Everyone wants to invest in a restaurant. It's just a sexy business. And when you have such a high supply of any type of business, it could be restaurants, it could be filmmakers, it could be musicians, like how competitive the music and film industry is, you end up having an overage of service providers or suppliers or restaurants in this case. And therefore it makes it extremely difficult to generate a profit. Raffi:: And it is a difficult business to run for sure as well. But I think that's the biggest challenge is once you start making a little bit of money, 10, 15%, boom, another competitor comes in and opens a similar concept down the block or a competing concept, and now there's limited amount of residents or consumers in that neighborhood. So now they go into that restaurant, and especially in cities like DC right now, DC's very competitive. There's just so much money being pumped into restaurants and such a limited amount of guests and consumers. So it's the same, let's say 10,000 people that are going to the same restaurants, let's call 'em upscale, casual restaurants. And every week there's a new restaurant opening. And then you could have the best concept in the world, but it only lasts six months because as soon as you're not the hottest thing in town, another one rolls right in and takes your customer base. So it's very competitive, very low margin, and that's why it makes the financial analysis so much more important. Dave: Yeah, I would think so. Is it safe to assume that the failure rate of your clientele is likely lower than the industry average? If you had to guess? Raffi:: Probably. Yeah. Yeah, our failure rate is pretty low. And I think which might also be overlooked, that insight into your finance is a huge competitive advantage for operators, for restaurant operators. Dave: Yeah, I would imagine. Raffi:: Because even 2%, they're mostly high volume, high revenue businesses, they're top line businesses. So an average full service restaurant probably does three to $4 million in revenue. And so even a 2% savings on your food costs, that can be your entire profit margin right there. So the average restaurant does between three, it used to be like five to 10%, now it's three to 7%. But needless to say, it's pretty low, the profit margin. So if I can provide weekly reports that give managers insight into their labor and food costs, that in itself helps them reduce food and labor costs two to 4%. And it's key to do this weekly, not monthly, right? Because monthly it's already too late. You don't know what you did four weeks ago to be able to tweak and adjust the levers in your business. So yeah, I think it's a competitive advantage. Hey, if I can save you two to 5% just by monitoring the financials, forget all the time savings that I'm going to give you automatically you've added a lot of value and you've maybe even saved that restaurant from going out of business. Dave: So I'm curious, just what are the typical expense breakdowns like in a restaurant, how much, what are the food cost percentage range typically in labor and brand, whether, Raffi:: So it depends on the type of concept, whether it's a pizza shop, whether it's a quick service restaurant versus full service versus steak versus seafood. But generally 60 to 65% is your prime cost. So that's your cost of goods sold and your labor. Raffi:: And so anytime we see, for example, for quick service, it's about 60%. So anytime we see, hey, this quick service restaurant is doing 63%, it's a red flag, and we bring that up to the operator, you need to adjust. And sometimes they can't adjust something they can't control. The sales are low because scaling of labor, when you have sales fixed labor and the rest is pretty much, it's about eight to 10% occupancy costs, rent, real estate, taxes, insurance, and then the rest is overhead, operating expenses, supplies, GNA, office supplies, things like that. And then that leaves about five to 10% profit at the end if it's run well. Dave: Wow, it sounds like a Raffi:: Terrible business. It sounds like a difficult business to run profit. Very difficult. Yeah. I get a lot of people that come to me and say, Hey, I'm thinking about investing in a restaurant, or I want to open a restaurant. I'm like, run, don't do it. Dave: Yeah. There's a joke. I forget how it goes and what industry it is. How do you become a millionaire in the oil and gas business? You start as a billionaire. It's kind of the same in the restaurant. How do I end up with a million dollars restaurant? You start with $10 million. Raffi:: Exactly. Dave: So talk to me, do you have everybody on the same accounting system? For example, all of your Raffi:: Clients? We more or less, we have two tech stacks that we support. So QuickBooks plus Margin Edge, that's one Tech Stack. And then the other Tech stack is a accounting software called Restaurant 365. Dave: Okay. Designed just for the restaurant business. And they're both, and so I know QuickBooks pretty well is the other one. Raffi:: Yes, everything is web-based. The Margin Edge is just a plugin. It's an app for QuickBooks to essentially convert it to providing restaurant. It's the bridge between the restaurant and the books. Whereas Restaurant 365 already integrates all of that, the plugins into one platform, which is really nice. Dave: Have you seen that one is a better fit for most of your clients, or do you have a preference for one over the other? Raffi:: It depends on the concept for sure. Okay. For example, we have Dave's Hot Chicken. I'm not sure if you've heard of it. The franchise, one of the fastest growing franchises in America. They have a, I'm not sure if it's an agreement, like a franchise agreement or some type of agreement with the restaurant 365, but basically as a franchisee, you get Restaurant 365 templates as part of your, Dave: Not Raffi:: Templates, but it's almost pre-configured so that it makes it very easy to use Restaurant 365. So in those cases we're like, it's going to be much easier to implement this off the shelf solution versus having QuickBooks and Margin Edge and setting it up for the franchise and all that. So it really just depends on the concept. Dave: Okay. Raffi:: Yeah. Dave: What are some of the things clients tell you, or what's the feedback you get after six to 12 months? I have to imagine that your clients are really happy with your service. What are some of the things that you hear from folks? So this is your chance to really brag about your team and your business model. What are some of the things you hear? Raffi:: Typically, it's not so much. The feedback we hear is so-and-so is so great. You have an invaluable resource for our team and our growth. We have a lot of testimonials that we get from clients. They provide so much peace of mind. Now I can focus on what I do best without having to worry about are my bills getting paid? Am I profitable? What are the numbers that I need to look out for? But really we see the results most of the time because you see a restaurant operator that has one location or two locations, and they have maybe an internal person that is a partner in the business that is overseeing the financials. And we do a discovery call with them. We find out they're spending their whole week just getting receipts from employees and uploading invoices to the accounting software. And then we're like, you spend your most of your time on this. And we tell 'em our value proposition, and it's hard for them to believe. And then within seven or eight months, they're out there scouting new locations, improving their margins, really working on the business rather than spending their time doing admin work. And that's extremely rewarding to see. Raffi:: And not all of them do this. Some will not take advantage of what we provide. Some of them, just like the time savings when we see, okay, this person was stuck at two, three locations, and now they have the time to really focus on growth and building systems and processes and focusing on their vision, and we're just essentially handling their entire back office. They're reporting and providing all the analytical information they need to make these decisions about their growth. That's really nice to see both from their perspective and our perspective. It's a nice partnership to have. Dave: And I can imagine that weekly reporting is critical. I can just imagine there's a lot of restaurants that it's a part-time person. It's their accounting firm that does it. It's one of the partners. And basically they get their financials two or three weeks after the month ends. So they're looking at six and seven week old data. And I could imagine that if you have a problem and you're losing money and you don't realize it until after you've lost money for seven weeks, I can see where that could be a problem. Raffi:: Yeah, exactly. And you're looking at your p and l 15 days after the month ends and you're saying, wait, how do we get 27% labor? Who was doing the scheduling that week? Who was doing the inventory count? What did he change? What did they not change? And when you're doing it weekly, you know exactly what affected or impacted the numbers in your reports. Whereas if it's, and this can apply to other industries as well, not just restaurants, but in restaurants and bars, it's specifically very, especially very important. Dave: Yeah. What do you enjoy the most about your current role in this business that you've built? Raffi:: I really enjoy the growth aspect of it, the vision setting, the vision, setting the goals. We follow the EOS framework Raffi:: And I love that kind of stuff. Working on the business, setting the goals, as I said, and holding your team accountable to achieving those goals. And it's crazy how quickly you see results when you really commit to it. And I'm still trying to figure out whether I'm a visionary or integrator and I don't know. But I like both. I like ops and I also like sales and marketing and being the CEO, so I'm still trying to pinpoint that. But we have a director of operations and she runs the operations for the most part. But I love setting the vision for operations. Hey, it would be awesome if in a year we can reach a stage where every client is following the same AP process, for example, or something like that. And yeah, I really enjoy that kind of stuff. Dave: So let's say we're talking three years from now, and in fact, I may just make a note to have you back in three years. I've never asked a guest this question, and it's probably because I just was in Strategic Coach session last week. If we were sitting down three years from now and looking back over those three years, what would you have liked to have happened both personally and professionally to have been pleased with your progress? Or even just professionally, what would you like to accomplish over the next few years? How do you see the business going? Raffi:: We have ambitions to grow very quickly, and our mission, I know sounds generic, is to achieve proud employees and happy clients. Raffi:: And so I'm obsessed with great businesses, which pretty much provide that proud employees that love where they work, they want to do a good job, and the customers and clients are all promoters of the business. That's the ideal goal. So we want to grow while maintaining that. We don't want to become one of these, again, commodity shops where we're just bringing on clients for the sake of bringing on clients and adding numbers to the top line revenue. I think of acquisition as a big part of that. I probably see that in the cards in the next two to three years in terms of us acquiring another firm. And it really narrows down your goal when you're trying to focus on restaurants and bars. So just trying to replicate what we do, providing that controllership level service, maybe acquiring the bookkeeping, restaurant bookkeeping service, and deploying our model so that people paying the same price for bookkeeping can essentially get a much higher level of service. And then thus complimenting our mission, our purpose, which is proud employees, happy, happy clients. Dave: I love that. Proud employees, happy clients. That was always Herb Kelleher's philosophy. The founder of Southwest Airlines is he viewed employees as his customers that if he made his employees happy, then they would do a good job with their end customers. Raffi:: Yeah. Yeah. The Southwest stories pretty amazing. But I think we debated our leadership team debated about the happy employees versus proud employees for a bit. Raffi:: And I think we very specifically and adamantly decided that we want proud employees because it's not, as soon as you pay happy, nobody's ever a hundred percent happy. We want the clients to be happy and satisfied, but we want our employees to, there's going to be tough times and they're not always going to be happy, and times are going to be tough, but as long as you're doing what you're proud of and it feels rewarding, at the end of the day, it's a job. So we're not expecting everyone to show up to work and be super happy about what they do, but at least we want them to be proud. And I think that comes with passion. If you don't have passion for what you do, you're most likely not going to be proud, and you're probably not the best fit for our company. So it attracts a certain type of employee, but it also pushes out a certain feeling amongst your team. Dave: I like it. Well, as we're wrapping things up, I can't believe how the time has flown by. If we could go back to 2011 when you were graduating from the University of Maryland, if you could go back in time and give yourself advice, your 22, 20 3-year-old self advice back then, what advice might you have given yourself based on the experience you've had over the last 14 years? Raffi:: I like to say I would have niched down earlier, but it's hard to say that's what I would've done if I had done it differently. I'm just not sure because you learn so much by not niching down early on, and Raffi:: You have to generate revenue when you first start out your firm. So in theory, that's what I would've probably have done niche down earlier. Maybe I would niche down three years earlier, four years earlier, not maybe from the beginning. But in terms of other advice, yeah, I would've probably taken accounting more seriously earlier on because I had so many little businesses at that time when I was in college, I was just still trying to figure things out, and I knew accounting was potentially one of them, but I had a, well before that in college, I had an eBay business where I was selling, going to stores, finding things for cheap and selling them online. And then I had a welding business, and then I had a DJ business. And so I was still trying to figure out, I was very on the fence about do I pursue accounting versus something else, and I would've probably told myself to take it, focus on the accounting much earlier. Dave: That is so interesting. I asked that question to a lot of guests, and they almost all have the same answer. But when I asked you the question as I was asking it, I was thinking, oh, that's a dumb question. Most of my guests, they waited 20 years before they started their own business, and their price themselves would've been, be afraid, take the leap early, but you really couldn't have taken it much earlier. You were an employee for five years. You needed to learn the industry, and obviously you had those entrepreneurial tendencies early on, but that is interesting. You wish you had taken the accounting more seriously since that you didn't know then that this is what your future was going to be. Raffi:: Right. I knew it was going to be in entrepreneurship, growing a business, starting a business, but in hindsight, again, if I hadn't done all the DJing and the parties and the events, I wouldn't have been exposed to how marketing really works and how PR really works. So I don't know. It's hard to say. Dave: Yeah, that makes sense. Well, is there anything I didn't ask you that you wish I had asked you? Raffi:: Yeah, I think when we've talked in the past, we talked about the pricing model when it comes to niche services, I think that's also very relevant. You want to share, Dave: Do you want to share how that works or is that something that Raffi:: Yeah, I think Dave: Standard pricing on or whatever your, I didn't want to get too much into pricing. I didn't want you to feel obligated to share anything you didn't want to share. Raffi:: Yeah. I think another aspect of niching down that is valuable and necessary as it comes to our industry and accounting is the pricing model. So there's various forms of pricing and professional services. You have hourly billing, the traditional hourly billing, you have the value-based pricing, you have fixed fee, and then you have subscription. And the trend, I believe, is moving towards subscription. It was value-based. Hourly is the old model that hopefully most people aren't following anymore. But the subscription model for the industry I think is going to be the best because we have problems in the industry right now. They talk about the shortage of labor and all that and the need to adapt advisory services. But I think it's not just, you can't look at labor in a vacuum. You have to look at why do we have a shortage of labor problem? It's because we have a value proposition problem and we have a pricing problem, Raffi:: In my opinion at least. And I think subscription pricing is going to change that. And subscription pricing is beneficial to our industry because it prices the relationship and not just the scope of work and value-based pricing the customer. How do they see the value that we're providing? And you price based off of that. But I think once you move into subscription, it completely revolutionizes and changes the value of public accounting and the accounting service in general. And if we want to solve the labor shortage problem, we need to make the industry more profitable and pay people better so that they're incentivized to pursue an accounting degree and get a CPA. And subscription pricing, I believe, really does that in order to provide subscription pricing you to don't need to. But it really helps by niching down, because the whole concept of subscription pricing is you pay this fixed price and we do everything for you. No hourly billing. There's no scope of work. We do everything for you that is in our wheelhouse that we can do under our roof. And when you provide that type of peace of mind and frictionless experience for clients, all of a sudden, I think the potential for profit and paying your better skyrockets. Dave: So yeah, Ron Baker would be so proud of your transition. Raffi:: Yeah, I think it's a little too early. I think he wrote his Times Up book like three, four, or maybe, yeah, three, four years ago, something like that. Something like that. So it might be a little too soon to tell whether it's going to work in practice. It's worked for us, but it's very difficult to implement subscription pricing if you don't niche down Dave: Well, and I think the monthly work also helps, like a CPA firm who all they're doing is just the annual tax return. How do you justify a subscription billing? Right? Certainly a month in subscription billing, there's more of a disconnect, but with what you're doing, the tax return is, I don't want to say an afterthought, it's just a inevitable outcome of what you've done throughout the year. Raffi:: I think the most similar example that's been tried and tested is the medical concierge. So one time medical, one medical, the subscription based medical office that Amazon acquired, I dunno, what was it three, four years ago? So I think it's very similar because you have an annual checkup, so think of that as your tax return. So you pay Amazon, it's a very low price. I don't know what it is, but I dunno, maybe a few hundred dollars a year for your subscription to one-time medical or one medical. And a lot of the medical concierge services work like this, they range anywhere from $50 a month to $300 a month depending on the Raffi:: Level of service that you're getting. And that gives you unlimited access to a primary care physician. So if I want to go see them every week, it's included in my a hundred dollars a month subscription, and I can get that once a year tax return done or that once a year physical done, but that doesn't really change anything. It doesn't change my subscription. That could be the only thing that I do with them, but just I'm paying for that peace of mind. I know if something happens or if I'm planning for something, I can just call that primary care physician or that accountant and run it by them for no extra charge. And so I think it works well. Maybe it's a little too soon to tell for the accounting industry, but I think it's generally worked with the primary care medical world. Dave: No, I think the accounting profession is perfect for it. So are most of your clients now on a subscription basis? Raffi:: Yeah, it's pretty much all subscription. We have what are called add-ons, Dave: So Raffi:: Our general subscription is controllership services. But anything that they need, for example, IRS audit, gap audit, notice defense, maybe they're pursuing a valuation or a deal, and that's something that we can handle. It's in our wheelhouse. That's all included in the subscription. But when you don't niche down, it's hard to Dave: Exactly. Raffi:: It's hard to limit what you offer. So that's why I think when you say we're very clear that we don't do budgets, so that's not in our wheelhouse. We don't really have anybody on the team that can do budgeting for restaurants. We can get on a call and talk through it with you based off of what we know, but we won't prepare a projection and budget. We're not a CFO service. We're a controllership service. So it's hard to be clear about where you draw the line with your, what's in your wheelhouse, because technically, yeah, I could learn how to budget. I'm an account. It's not that difficult. But again, you can't promise everything. Then you want to try to promise as much as possible so that your subscription has value, but there also has to be safeguards in place. Dave: Well, that is a great way to wrap things up. I'm glad that you'd mentioned the pricing. I really appreciate that. Well, I really appreciate your time. Like I said, when I reached out to you, I love your specialization approach. I just think that's the problem with specialization is you have to say no to everything else. And that's so emotionally difficult for people, especially if you have a scarcity mindset then, Raffi:: Right? Accountants basically. Dave: Yes. Yes. So I think that's great. It's no surprise to me, and I really would, if you're up for it, I'd love to check in with you in three years and see how things have gone. Raffi:: Yeah, I'm definitely up for it. And I also love, you're hyper specialized. That's the IC-disc. I think you mentioned to me how many there are in the country, and it's very limited. Yeah, a few thousand. So that's even more specialized, but it's great. The more specialized, in my opinion, the better. Right? Dave: I tell you this quick story. I've learned niche specialists, that niche and specializing firsthand. When I was internet dating in 2000, the infancy of internet dating, and I think I was 35 years old. And what I noticed that most guys did, they had an approach of casting a wide net. And it was, I'm looking for a woman between the ages of 18 and 88, any religion, any hobbies, anybody type. And I think their attitude is, I'm going to cast a wide net. I'm going to get all these fish in the net, and then I can just cherry pick the ones I want. So I'm like, I'm going to try something different. And so let's say I was 34. My criteria was they had to be a year older to two years younger. They had to be tall, athletic Christian, dog loving women with a commitment to excellence. And my friends are like, you're not going to get any response. Dave: And I'm like, yeah, you're probably right. And they were right. They were almost right. I got almost no response. But what happened when I did get a response from a woman, it's the same reaction you get. There was resonance because the woman would say, oh my God, you sound like my soulmate. I'm 33, I'm five nine. I used to play college volleyball. I have a golden retriever. And so what would happen is, I think when they were talking to the guys with the white net philosophy, they'd have dinner and the guy would say, wow, you're amazing. You're exactly what I'm looking for. And they're like, no, you're not. Your profile is 18 to 88. It wasn't really, but that's really where I learned it. And I think it's the resonance that you get with specialization, and it worked dating and it worked in my business. Sure. You hear the same kind of resonance thing from your new clients, and you're like, wow, I didn't know such a service existed. Raffi:: Exactly. Yes. Yeah. It's like a perfect match for both sides, right? Dave: But it takes a certain amount of courage and a certain amount of abundance mindset to be able to pull the trigger. The other thing is it's hard to refer people who don't specialize. If you meet an attorney and you're like, what do you specialize in? You go, well, mostly wills. We do the occasional divorce, occasional criminal defense. If you get a speaker sick, you give me a call and you're like, I can't help you. But if they specialize in speeding tickets in one county in Texas, and that's all they do, I talk to somebody, a party, and they say, oh, I got a speeding ticket. I'm like, oh, it's Raffi:: The first person that comes to mind. Yeah, exactly. Dave: Yeah, Raffi:: It makes a big difference. Dave: Yeah, it's great. Well, hey, Raffa, I really appreciate your time. This has been a lot of fun and keep up your work and let's come back in three years. Raffi:: Thank you, David. I appreciate you having me. Dave: There we have it. Another great episode. Thanks for listening in. If you want to continue the conversation, go to ic disc show.com. That's IC dash D-I-S-C-S-H-O w.com. And we have additional information on the podcast archived episodes, as well as a button to be a guest. So if you'd like to be a guest, go select that and fill out the information, and we'd love to have you on the show. So it we'll be back next time with another episode of the IC Disc Show. Special Guest: Raffi Yousefian.

Exorbitant orbs! Danny puts the Chess in Chessington. York becomes one parkrun fewer. 'That' Facebook group is mothballed. Dame Kelly's grading. Nicola does a spot of heavy breathing and Danny goes back to his very origins alongside his marshalling parents at Stanborough parkrun Lakes in Welwyn Garden City.

While Nvidia’s earnings gave a shot in the arm to investors on Wednesday, more fear around the bubble-nature of AI killed US markets on Thursday.Treasurer Jim Chalmers ends the Cosette takeover of Mayne Pharma.The pork industry seeks packaging changes to encourage more consumption of Aussie products.And the ASX 200 feels the negative energy from the US, dropping 1.6%Interview with: Margo Andrae, Chief Executive Officer at Australian PorkEmail us your thoughts to moneynews@nine.com.auHosted by: Tom StoreySee omnystudio.com/listener for privacy information.

Fish, especially trout, really don't care about your fly pattern. Alright, A FEW fish do. The pickiest ones, and every single trout in the Henry's Fork. But most fish care WAY more about how the fly is presented, than whether you picked the exact perfect fly.  This week on Untangled, you'll learn why presentation matters FAR MORE than pattern, and a few tips for perfecting how the fish see your fly.  You'll also learn about:  How to react when fish start jumping out of the water on lakes, and the rigs for fishing to them How to get your flies deep in the water without split shot How to cast nymph rigs with split shot on them How to find the right depth for nymphing, no matter what river you're fishing LINKS FROM THE SHOW Get the FREE Year-Round Hatch Chart - CHECK IT OUT Join the VFC Online Community - CHECK IT OUT QUESTIONS FOR THE SHOW - SUBMIT HERE #LIVEREELLIFE MOMENT - SUBMIT HERE VIDEO - How to Cast Indicators, Split Shot, and Double Nymph Rigs - CHECK IT OUT

Formula 1 Chief Commercial Officer Emily Prazer joins The Big Impression to accelerate the motorsport's hold on Americans with year-round content and venue in Las Vegas. Episode TranscriptPlease note, this transcript  may contain minor inconsistencies compared to the episode audio.Damian Fowler (00:00):I'm Damian Fowler.Ilyse Liffreing (00:01):And I'm Ilyse LiffreingDamian Fowler (00:02):And welcome to this edition of The Big Impression.Ilyse Liffreing (00:09):Today we're joined by Emily Prazer, president and CEO of the Las Vegas Grand Prix and the Chief Commercial Officer of Formula One. She's helping transform F1 into one of the fastest growing sports brands in the world, leading strategy partnerships and fan engagement across markets from Miami to Melbourne.Damian Fowler (00:30):Emily's here to talk about the road to the last Vegas Grand Prix on November the 22nd. Now, in its third year, the Vegas Grand Prix turns the strip into a global stage where sport, entertainment and culture collide under the neon lights.Ilyse Liffreing (00:46):I love that. From the 100 day countdown events to new sponsorship models and digital fan experiences, formula One is redefining what a modern sports brand can look like, especially in the U.S. market.Damian Fowler (01:02):In past years, the marketing around Las Vegas, the Grand Prix has felt like a crescendo building over several months. What's been your strategy this year as you build, it's the third year, right? As you build towards those?Emily Prazer (01:14):Yeah, this third year, so I think the difference this year is we've had two years of a foundation to figure out what works and what doesn't work, but equally we've had our building open all year, so prior, well the first year we're obviously building the building for those that dunno, it's called Grand Prix Plaza. It's the length of three NFL fields, so it's not small. It's designed and built to service the Formula One Paddock Club, which is the most high-end hospitality that we offer in Formula One. Underneath that is where the garages are and where the teams hang out, so it's quite a significant building. When we first moved to Vegas, we purchased the 39 acres of land and have invested around $500 million in this infrastructure and so the difference I think is obviously the first year we were building it, the second year we were getting to grips with owning such a significant property in Las Vegas and then moving into the third year of the event, the building's been open all year and we built something called F1 Drive, which is carting.(02:10):We've had a restaurant up there called Fool and Fork, which is Formula One, themed food and beverage as you'd expect. We built an immersive Formula one experience called F1 X and so the marketing's ramped up, but that's because locally we've been able to activate since the day after the race last year all the way through to this year, and obviously how we market is very different depending on what we're trying to do, whether it's selling tickets or whether it's driving foot traffic to the building. It's all the awareness that we need in Las Vegas to continue to grow our fan base.Damian Fowler (02:41):The a hundred day countdown, that's important,Emily Prazer (02:43):Right? That was a big one. We always go big around a hundred days. We did a strip takeover, we made sure people understood that it was a hundred days ago. We did similar for 50 days, so we use those milestones to make sure, obviously Vegas is somewhat a last minute market. Some Grand Prix go on sale and sell out in 90 minutes. We see the most amount of activity from a hundred days through to November.Damian Fowler (03:04):That's very interesting. How do you decide which moments where you target your marketing strategy in that a hundred day buildup?Emily Prazer (03:12):Oh, well, we're very fortunate that the racing continues For those, again, that aren't familiar, formula One is a 24 race calendar, which spans globally, so we typically go big around the big races as you'd expect. We've just come out of Singapore where hopefully people have seen that McLaren won the Constructors Championship. We'll go big again around Austin and Mexico. They're both feeder markets to the Las Vegas Grand Prix and we'll just continue to make sure we've got major announcements, whether it be food and beverage merchandise programming all the way through between now and race day.Ilyse Liffreing (03:42):Now, can you also talk a little bit about the F1 business summits because you're also launching that during race week? Sure. How intentional is the idea of making Vegas not just a race, but a business and cultural destination?Emily Prazer (03:56):Sure. Well, if you look at what Vegas do around other major sports, it's not that we're trying to reinvent the wheel, we're taking learnings from how well the NFL have operated there with the Super Bowl, even around WWE where you see them extend from a one or two day event through to a whole week. We are very fortunate that again, for those that dunno, formula One kicks off on Thursday with free practice, we have qualifying on Friday and then on Saturday is the race. And so we are lucky that we actually have really good opportunity for shoulder programming and so it was a lot of requests coming through from multiple stakeholders saying we'd love to get the ecosystem together and talk about how we've shifted Formula One culturally into something very different. Obviously it's a sport first and foremost, but I think everyone's now seeing the change into more of a lifestyle brand and a proposition around how we're executing with some partners, which I'm sure we'll get to, but I think a lot of it has been around how we kind of talk about that strategy and how we've grown the sport over the last five years.(04:54):So it was very intentional, it's had really great uptake and as you'll see as we get closer to the race, we'll start talking about what we're doing kind of Tuesday, Wednesday all the way through.Damian Fowler (05:04):It was interesting you brought up the mention of partners and the fact that Formula One now transcends the racetrack and I for one say follow some Formula One drivers on Instagram. How do you play into that whole notion now that Formula One is this lifestyle brand and what does that mean when it comes to partnerships?Emily Prazer (05:26):Well, we've been really fortunate that we've, formula One was bought by Liberty Media in 2017 and the handcuffs were taken off per se, where social media was something that didn't really exist in the sport prior to that and the drivers have done a great job and the teams have done a great job of giving us access collectively to the drivers. They're all a lot younger than they have been before, so we've been fortunate enough to help them build their profiles through social, but obviously the pivot came with Drive to Survive. Everyone knows that that was a big leap of faith that Formula One took to be able to give behind the scenes access. It's a complicated sport that had traditionally been kept to a different type of club and we've opened up those floodgates and obviously we're reaping the rewards of that at the moment.(06:10):It hasn't been easy, but ultimately when you have the likes of Netflix wanting to display what we do, hopefully everyone's seen the Formula One movie with Brad Pitt, which is now I think the highest grossing sporting movie of all time and Brad Pitt's highest grossing movie of all time. So that again, is a great explainer if you take that concept, the strategy around all of it has to create this always on dynamic, which isn't just about the 24 race weekends, it's about how to have brand extension through partnerships 24 7, 365 days a year that's come to life through our licensing business, which I can get to and also our sponsorship business, that the thought process was we want to sign less B2B organizations more consumer brands, not because we don't appreciate, we are always going to have a B2B element Formula One lives in that space, especially on the technical side of the sport, but as it talks about how we penetrate the fan base, how we acquire new fans and how we talk to fans differently.(07:06):One of the big pieces of it was, well, how do we show up in every shopping mall, not just in North America, but globally and using the likes of Lego? You would've seen our recent announcement with Tag Hoya. You now go to these shopping malls and you see these different brands actually activating and taking some learnings from how the US sports do it, where everywhere you go you can buy a t-shirt. I think one of my proudest moments was being at the Super Bowl last year in New Orleans and seeing people in the parade wearing Formula one T-shirts.(07:32):I was like, that shows that the strategy is working. In addition to we acknowledge that pricing of Grand Prix is expensive, they're also places you typically have to travel to, and so brand extension through license partners has been really important. We have something called F1 Drive, which we'll be rolling out, which is the carting proposition I mentioned in Vegas we have F1 arcade, which is now opening up and popping up all over North America. We have F1 exhibition, which is a tribute to the history of the sport and we'll keep growing as we want to keep penetrating and explaining to those fansIlyse Liffreing (08:07):Fans. That is really interesting hearing you describe just how different the strategy here is in the US too because F1 is such a global brand. How do you I guess, keep the brand though true to its global roots at the same time as also making it feel like America's race?Emily Prazer (08:25):Definitely not trying to make it feel like America's race. I think taking the learnings of how to speak to the audience we've acquired wherever we go, the benefit of being a global sport is we're global, but in each of those destinations we act very local. So when you're there, you very much know that when you're at the British Grand Prix that you're at Silverstone and there's all of the heritage around it, Monza, there's nothing more special in global sport in my opinion, than seeing the ZI on a Sunday run onto the grid with the Ferrari flags and what have you that you can't take that passion and bottle it up and just pop it into a US race. The US market is different, but if you look at how Miami has identified itself, you for sure know where you are. Same with Austin, where it's Texas and everybody is in cowboy boots and you know that you're in Texas and then Vegas takes it to a different level because we partner with our friends at the L-B-C-V-A and other partners in Vegas to bring that kind of extreme entertainment to life. So yeah, wherever you go, you really do know where you are and that's where I think the local element comes into play.Ilyse Liffreing (09:28):Has anything changed in the sports rights context in order for Formula One to really be able to create more social and organic marketing tied to the event?Emily Prazer (09:41):Yeah, I think it's that we've got the confidence to try different things and have given different types of access. So you'll see obviously that we have lots of short form content. Now we're noticing that this generation of fandom that we're trying to continue to excite wants to look at things slightly differently, whether it be through YouTube or TikTok. I think we're launching our first TikTok store in a couple of weeks, which I never thought we would be in a place to do, but it's a testament to where the sports got to. So I don't think the rights have changed. I think our approach to it has changed where we have the confidence because of the excitement around destinations like Las Vegas to shift our mindset. Like I say, we're not going to do it everywhere. We're going to pick specific places to test it, and Vegas for us for the last three years has served as that test testbed.(10:28):You'll see the collaborations alone that we do in the merchandise space we've not been able to replicate prior and we're proud of it. What we're doing there is giving us the confidence to deliver new partnerships across the sport. American Express is a prime example where they came in as a Vegas only partner, did a year of that, a year later became a regional partner, so they activated across the Americas and then a year after that became a global partner. So it's just showing that we can bring in these more consumer led brands, but also how we've shifted our mindset to be able to deliver against it.Damian Fowler (11:00):That happened very fast. It's kind of amazing. You touched on this a little bit, but the different audiences in the different markets. What have you learned after the first two years of hosting Grand Prix in the United States about American fans specifically?Emily Prazer (11:16):Just that you need to give them variety. They aren't going to come in and behave the same way as a traditional Motorsport fan that has been or has grown up with. The heritage of the British audience is a great example where I mentioned Silverstone goes on sale and sells out. We've had to adjust the product to make sure that we're very much catering to that audience and the programming around it, like we talked about, has been super important. People don't want to come just for one session, but they want the option to come and leave and go to a casino or go to a different show and what have you. So they're looking for all round entertainment, not just coming to watch the Formula One event, which we focus specifically on making sure that we deliver against.Damian Fowler (11:59):One thing that's interesting about Vegas as well is that it's a big draw for tourism globally as well and people fly in. So maybe that fan base is also kind of a mix of international and local.Emily Prazer (12:11):Yeah, well interestingly, we've seen the majority of our fan base come from Mexico, Canada, and within the United States. I think Vegas obviously is incredibly special that they cater to everyone. I think they have something like 150,000 hotel rooms that spam from five star all the way through, and so one of the things that we had to pivot from in the first year where we expected Vegas to be this really, really high end proposition was actually that we needed to cater for all different types of ticket package and hospitality package. So we've learned those differences. We thought that it would be very, very high end and mostly international. It's actually around 80% domestic, but drive in traffic and fly in traffic from other US markets in. Like I said, Canada and Mexico have been significant buyers of the Grand Prix and Vegas.Ilyse Liffreing (12:59):Very cool. I'm very curious what kind of feedback you've gotten so far from those fans, sponsors, broadcasters, anybody watching the sport in Vegas?Emily Prazer (13:09):Well, the sponsors love it because it's something different. Like I said, we put a lot of emphasis on the production. What we were all really surprised about was the quality of the racing. I think it has the most overtakes on the Formula one calendar, so that was something we weren't going to know until you can do simulations, but until you see cars going around the track in the first year, we didn't really acknowledge or understand how great the actual racing would be. So I think that was the biggest surprise around feedback and what the broadcasters and general audience have been quite positive about shifting. The mentality and mindset has been something that we're proud of, but it's all stemming from the confidence we've gained through promoting our own event.Ilyse Liffreing (13:47):When you look at success, what KPIs are you most interested in? Is it ticket sales or,Emily Prazer (13:54):I think it's all around halo effect for the sport ticket sales and revenue is obviously my ultimate goal. I'm the chief commercial officer of Formula One, so I don't think I can sit here and say otherwise, but brand extension and growing the fandom and being engaged, giving another touch point to the US audience when again, I mentioned Liberty bought Formula One in 2017, they were very clear that they had two very strategic objectives. One was growing the sport in the United States, the other was growing the sport in Asia and obviously Asia's taken a little bit longer for obvious reasons with COVID and what have you, but we're starting to see the momentum pick up again there. The US we heavily focused on signing Miami as a starting point as a partnership with the Miami Dolphins, which we're really happy with, proud of as they have shown us how to do it. Seeing how they put their event on before we even put on Vegas meant that we could really take their learnings. But yeah, the expectations are that we continue to grow it, that the production level remains incredibly high and that it's our tempo event in the Formula one calendar.Damian Fowler (14:55):Now, you mentioned the Netflix show Drive to Survive, and obviously there's been a lot of media around the importance of that show. Could you talk a little bit about the significance of that show, how it helps or not inspire marketing strategy?Emily Prazer (15:09):Yeah, it comes back to this always on point that I mentioned before, which is Formula One needs to be accessible for the next generation of fans to truly understand it and the next generation of fans care about the competitive nature of the racing, but they also want to understand the personalities behind the sport, and I think it gave us the opportunity to open up to be able to show who we all are. The technical terminology, the filming that went into that and the movie to be honest, has given us the opportunity to use that content to be able to explain what DRS means or what is the significance of each Grand Prix, what does it actually mean? So these drivers like the NFL, when a player puts on a helmet, it's hard to understand the emotion, but being able to get to know the drivers and the team behind the drivers, which is also incredibly important, has been really helpful in our marketing strategy.(16:01):But what it inspired was how do we talk to the different audience? Like I said before, you can't talk to that audience the same way that you talk to the 75-year-old fan that's been going to Silverstone since its inception. So a lot of it has been about how we change our thoughts around short form content and how we use different platforms. To talk to a different audience in different markets has just meant that we've had to learn how to engage and pivot from just broadcast on a Sunday to every minute of every day coming up with new ideas to talk to the fan base.Damian Fowler (16:34):That's pressure for sure. You also mentioned the different channels, and we do talk about a lot about how live sports is now available across many, many different channels and tech platforms are bidding next to traditional broadcasters. I wonder in the mix of things, and especially when it comes to the show and when you broadcast it, how important has that kind of explosion as it were of channels been?Emily Prazer (17:00):I mean we have been ahead on the curve on that somewhat for we are different. Formula One owns its own broadcast capability. We have an office or a building in the UK in Big and Hill and Kent for those that have been in London, been to Kent around London and it's incredible. We own and operate again the whole thing. So every camera, every fiber optic cable, everything you see at a Grand Prix is being produced by Formula One. We have remote operations at the track that go back to Big and Hill and we have 180 broadcasters globally. So we've always been slightly different to other mainstream sports in that regard because we produce our own show, which is helpful for us around sponsorship and what have you. But generally speaking, I think obviously the world is changing and we've got to make sure we keep up with it.Ilyse Liffreing (17:47):Looking forward, which marketing innovations, there's obviously a lot right now, but ai, contextual, programmatic, what excites you the most? Is there any digital marketing innovations?Emily Prazer (18:02):Yeah, I think AI is something that we are excited but cautious. Again, with the sport that's so technologically advanced, you've got to be thoughtful about how we use it. We also don't want to lock ourselves in one direction or the other. So we're doing a lot of work without Formula One has the most unbelievable roster of tech partners. If you think about Salesforce, AWS, Lenovo globin to name a few, they're going to tell us how to use AI to benefit our sport, not just commercially, but on the tech side. So we are very excited about it, not just from a marketing point of view, but from a just general point of view. How does AI benefit the sport? We're taking a massive amount of time to think about just general activations. I know that sounds kind of immature if you think about Formula One, but how do we bring different activity to the track outside of just races? I'm not sure if either of you saw what we did in Miami with Lego, where Lego built 10 full size cars for the drivers to race Lego cars around the track.Damian Fowler (19:05):I show my son that. That'sEmily Prazer (19:06):So cool. If you think about the content that that created around marketing, that was probably the most viral thing we've done in a very, very long time. So our marketing strategy at the moment is about solidifying the brand equity, making sure that we deliver against our partnership objectives and that we continue to grow our social platforms. I'm not going to say that we're not technically as advanced, but the data capabilities is all quite new to Formula One. Loyalty programs are all quite new to us, so for us, I keep coming back to it, but it's really about figuring out how to engage with the audience and have something to sell them. Again, we're a rights holder that doesn't have tons of assets to sell ourselves. We license a lot out, and so really it's about coming up with these creative ideas to be kind of 10 steps ahead of anyone else.(19:53):And I think we are in a very unique space. We're very lean, which means we can be very nimble. So when we're making a lot of these decisions, it's me going to Stefano who's the CEO of Formula one saying, how do you feel about us trying something like this? And that's again, where we link the Vegas piece together with the broader marketing strategy to continue to keep everyone engaged rather than it just being like a technical marketing play. Obviously we do that day in, day out, but I think for us it's the confidence we've got now to really push the boundaries and be the first to do a lot of different things, whether it be what we're doing in the broadcast around all of the different types of digital advertising and what have you. I think again, if you watch the races, you'll start to see that we are trying and testing new technologies in thatIlyse Liffreing (20:37):Way. And on that note, we talked a little bit before about the timing of the race in Vegas. InEmily Prazer (20:46):Vegas. Yeah.Ilyse Liffreing (20:47):Because it's a new time for you guys thatEmily Prazer (20:49):10:00 PM Yeah, we moved it forward from 10:00 PM to 8:00 PM which is great. I think a lot of people were struggling with how that's local time, right? Local time, yeah. When we first went to Vegas, the idea was that the timing would be in line with the boxing match or the show. So it wasn't done for any other reason than 10 o'clock on a Saturday night in Vegas is when typically you start seeing things happen. The difference being is that the distance or time you need to keep between certain amounts of sessions meant that it created gaps. So if there were delays that 10:00 PM could technically be pushed. And so we had our issues in the first year. We learned from those last year operationally delivered really well, but we still felt that it was slightly too late, hence the 8:00 PM start. So everything has shifted forward. We have F1 Academy this year, which we're really excited about, so that will, I think doors now open at 2:30 PM rather than four. So it means everything will be a lot earlier, but it's all for the show.Damian Fowler (21:48):And presumably you have a kind of global viewership as well, so that all impactsEmily Prazer (21:53):The trends. Yeah, I think it obviously will be beneficial to the east coast market, not so beneficial to the rest of the world, but we still feel good about the viewership numbers and what we're seeing. SoDamian Fowler (22:03):The true fans willEmily Prazer (22:05):Watch you, right? If not next. Exactly. Hands always come through. Exactly.Damian Fowler (22:08):Alright, so we've got some kind of quick fire questions here to wrap this up. So first off, what keeps you up at night in the lead up to this?Emily Prazer (22:16):Everything in the lead up? The lead up. I'm not sleeping at all my first year as A CEO, I think last year it would've been ticket sales. This year it's probably just security and all round operations. So as my role has expanded on the Vegas race particularly, it's just we are opening and closing the track every three hours. It's not like other street races keep their roads closed for up to seven days. We are having to keep it open and close it regularly. You're in one of the busiest roads in North America, so we don't really have much of a choice and we don't want to impact the locals any further. So I think it's just being responsible for the logistics is scary.Damian Fowler (22:58):Wow. I agree. Closing the road down is like mind blowing.Emily Prazer (23:00):Yeah, it is genuinely mind blowing. If you go to Vegas now, you can see that things are still are on their way to being built and it's like, oh wow, this is happening.Ilyse Liffreing (23:10):That is scary. I'm scary for you. What would you say is missing in the US sports sponsorship marketplace that you would love to see happen?Emily Prazer (23:19):Ooh, good question. I haven't thought about the answer to that. That's a hard one. I'm going to have to sit on that one for a minute. Don't worry. Yeah, I mean I can't speak for, I can only really speak for my sport, but I'd love to have the same access to the teams that N-F-L-N-B-A have as the rights holder. We definitely don't get to just sell the team IP as we see fit. We have something in Formula One called the Concord Agreement, which means that we have some restrictions there. But yeah, let me have a think about the broader space. Sorry. I like that answer One hit me.Damian Fowler (23:52):That's a good answer there. We can circle back and do it again if you want, but I like that to be honest. Okay. So which other sports or entertainment brands do you think are nailing their brand positioning right now?Emily Prazer (24:03):I think the NBA and the NFL, they just do it so unbelievably well and they have fandom here. I've never witnessed in the UK you very much see the fandom around a specific team. Here you see genuine fandom around the NFL. And what I love as a Brit in the US obviously is I still can't believe how each of the TV channels cross-promote each other for other games. So you'll be watching Fox and they'll be like, tune into CBS to watch this game. And you're like, oh wow. They really do do it for the greater good of the league. We would obviously it's different. We don't have multiple games in Formula One, but if I think about it in comparison to the Premier League, you really do follow the team. If I'm a Chelsea fan by the way, but I would watch Chelsea, I wouldn't then flip channels to watch Man United in the us.(24:57):I find myself on a Sunday watching three or four games and I'm like, I'm not even your core audience. It has to be something to do with the marketing that it's always there telling me what to do, telling me how to watch it. And I really admire, maybe this is actually the answer to the previous question. I actually admire how good they are at getting in my head because I think about it, I'm like, what games are on a Sunday or what playoffs are happening in the NBA and I go to watch it because it's there. Whereas like I said, premier League, as much as I'm a huge Chelsea fan and grew up with it, you just don't seem to be able to follow it like that.Damian Fowler (25:35):Yeah, that's very interesting. Would you say you were an NFL fan before you came to theEmily Prazer (25:39):Us? No, not at all. Didn't know the rules and now I'm like hardcoreDamian Fowler (25:42):Because of the marketing, I guess.Emily Prazer (25:43):Wow. Must be. They just got in my head.Damian Fowler (25:46):Amazing. Yeah. And that's it for this edition of The Big Impression.Ilyse Liffreing (25:54):This show is produced by Molten Hart. Our theme is by love and caliber, and our associate producer is Sydney Cairns.Damian Fowler (26:01):And remember,Emily Prazer (26:02):We've had to learn how to engage and pivot from just kind of broadcast on a Sunday to every minute of every day coming up with new ideas to talk to the fan base.Damian Fowler (26:13):I'm Damian. Ilyse Liffreing (26:14):And I'm Ilyse.Damian Fowler (26:14):And we'll see you next time. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode, we'll explore popular arthritis and diet myths, separate fact from fiction and discuss how to optimize nutrition to reduce inflammation and pain. *Visit the Live Yes! With Arthritis Podcast episode page to get show notes, additional resources and read the full transcript: https://arthr.org/liveyes-ep142 (https://arthr.org/liveyes-ep142) * We want to hear from you. Tell us what you think about the Live Yes! With Arthritis Podcast. Get started by emailing podcast@arthritis.org (podcast@arthritis.org). Special Guest: Cristina Montoya.

Clear Fork hosts Orrville in the first round of the state playoffs

Nouveaux pilotes, un brin déjantés, à bord de la Libre Antenne sur RMC ! Jean-Christophe Drouet et Julien Cazarre prennent le relais. Après les grands matchs, quand la lumière reste allumée pour les vrais passionnés, place à la Libre Antenne : un espace à part, entre passion, humour et dérision, débats enflammés, franc-parler et second degré. Un rendez-vous nocturne à la Cazarre, où l'on parle foot bien sûr, mais aussi mauvaise foi, vannes, imitations et grands moments de radio imprévisibles !

The "Fork in the Road" email was sent to federal employees on January 28, 2025. This email, from the Office of Personnel Management (OPM), introduced a deferred resignation program, offering employees a choice between continuing their current employment or resigning with full pay and benefits until September 30, 2025. Almost a year after the federal shake up, Jill Hamilton and Lindy Kyzer report on how federal workers should focus on the mission.As a part of ClearanceJobs' Expand the Mission, we created FedWork.net, a federal news, career advice, and community platform for both cleared and uncleared federal workers. It offers discussions on federal workforce issues, news analysis on government changes, and opportunities for federal employees to connect and share insights. Hosted on Acast. See acast.com/privacy for more information.

The Serving Spoon is a well-loved soul-food restaurant in Inglewood, Los Angeles, known for its warm, family atmosphere and hearty Southern comfort dishes. With a cozy, diner-style setting and a menu featuring classics like chicken and waffles, grits, and catfish, it’s become a community favorite where locals gather for generous portions, friendly service, and a welcoming vibe. This is their third annual Thanksgiving breakfast where they feed the cooks. Take a listen to what you can expect. See omnystudio.com/listener for privacy information.

We are talking to Nicole Presley and Denise Favela about Presley's Pantries and some great cookbook recipes. Take a listen.See omnystudio.com/listener for privacy information.

Mosaic Cakes transforms a cherished family recipe into a triangular cake revealing a mosaic pattern when sliced — combining crushed butter cookies, silky chocolate, and premium nuts or fruits into a dessert that’s both beautiful and unforgettable. Mosaic Cakes serves all 50 states with a dozen flavors and unlimited love. See omnystudio.com/listener for privacy information.

Tallyrand is open this Thanksgiving for takeout and dine in. 11am-7pm is when you can get your meal and fast. It's only $30.95 FOR Thanksgiving turkey or baked ham. Dinner includes mashed potatoes, stuffing with turkey special, yams, sourdough bread and yummy pumpkin pie. Take a listen. See omnystudio.com/listener for privacy information.

Put a spin on your Thanksgiving dessert with some Mosaic Cakes. Neil is talking to owner Mehmet Tascioglu about how you can get these yummy desserts.See omnystudio.com/listener for privacy information.

Neil is getting into picking a turkey just in time for Thanksgiving. Also you can get your Thanksgiving dinner at Tallyrand restaurant for pick up or dine in. It's all on KFIAM-640!See omnystudio.com/listener for privacy information.

This week, Neil goes over some of his tips in selecting the perfect turkey this Thanksgiving!See omnystudio.com/listener for privacy information.

In the latest episode of Sausage On A Fork, we're joined by Julia Goodman aka Mrs Pearson. Julia tells us how she practically gave herself a part in a Shakespeare play at the age of 6; how her own life mirrored what Mrs Pearson was going through on Grange Hill and how Mrs Pearson's hair ruined the continuity on Grange Hill!

Jake Martin began his culinary journey at 15, washing dishes in Northern California before moving sight unseen to Seattle in 1999. There, he taught himself the craft, working his way up through kitchens like Union and Maria Hines' Tilth. He moved to Portland in 2007, eventually running acclaimed restaurants Carlyle and Fenouil. This success was followed by a period of intense personal and professional difficulty, including high-profile restaurant closures, a severe depression, and a series of unfulfilling jobs that left him feeling burnt out and disconnected from the food he wanted to cook. ​After hitting a low point, his partner, Silqet, urged him to stop working for others and create his own vision. With her support and help from the Small Business Development Center, he wrote a business plan and secured a loan to open their new restaurant, Daphne, in Astoria. Today, his focus is hyper-local, sourcing nearly all ingredients from within a 75-mile radius. He champions a philosophy of simplicity, letting high-quality ingredients speak for themselves, and aims to educate the community on the exceptional produce, meats, and seafood their own region provides. www.daphneastoria.com @restaurant.daphne   Right at the Fork is made possible by:  DU/ER: www.shopduer.com/fork Zupan's Markets: www.zupans.com  RingSide SteakHouse: www.RingSideSteakhouse.com  Portland Food Adventures: www.PortlandFoodAdventures.com 

What if the most painful moments in life could become the greatest catalysts for growth?In this deeply moving episode of The Flourishing Edge, Ashish Kothari sits down with Ian Ziskin, President of EXec EXcel Group LLC, author, and leadership thought leader, to explore the powerful connection between loss, learning, and leadership.Ian shares the personal story that shaped his life from age 13 — losing his father to multiple sclerosis — and how that early experience of grief forged his lifelong commitment to intentional living, compassion, and resilience. Together, Ashish and Ian unpack what it truly means to flourish through adversity, why intentionality (not time) heals wounds, and how leaders can create workplaces where people feel trusted, valued, and alive.This episode is a masterclass in transforming suffering into strength — and leading with both heart and purpose.

FRIENDS AND ENEMIESJoin us for some QUALITY Bitcoin and economics talk, with a Canadian focus, every Monday at 7 PM EST. From a couple of Canucks who like to talk about how Bitcoin will impact Canada. As always, none of the info is financial advice. Website: ⁠www.CanadianBitcoiners.com⁠Discord:   / discord   A part of the CBP Media Network: ⁠www.twitter.com/CBPMediaNetworkThis show is sponsored by: easyDNS - https://easydns.com EasyDNS is the best spot for Anycast DNS, domain name registrations, web and email services. They are fast, reliable and privacy focused. With DomainSure and EasyMail, you'll sleep soundly knowing your domain, email and information are private and protected. You can even pay for your services with Bitcoin! Apply coupon code 'CBPMEDIA' for 50% off initial purchase Bull Bitcoin - ⁠⁠https://mission.bullbitcoin.com/cbp⁠⁠ The CBP recommends Bull Bitcoin for all your BTC needs. There's never been a quicker, simpler, way to acquire Bitcoin. Use the link above for 25% off fees FOR LIFE, and start stacking today.256Heat -⁠ https://256heat.com/ ⁠ GET PAID TO HEAT YOUR HOUSE with 256 Heat. Whether you're heating your home, garage, office or rental, use a 256Heat unit and get paid MORE BITCOIN than it costs to run the unit. Book a call with a hashrate heating consultant today.

Join us as we explore turning reflection into gratitude and hindsight into hope, offering powerful insights on personal growth and self-acceptance. We discuss how every past version of ourselves contributes to who we are today, emphasizing resilience and continuous learning on the entrepreneurial journey.In This Episode:00:00 Dear Younger Me: A Journey of Growth05:28 Growth: Gritty, Messy, and Worth It10:48 Three Doors or A Fork in the RoadKey Takeaways:Embrace self-reflection as a tool for gratitude and hope, not regret.Recognize that every past version of yourself, including moments of doubt or confusion, contributed to your growth.Understand that progress is about consistent movement, not immediate mastery, as life unfolds with detours and lessons.Acknowledge your inherent worth and resilience, knowing that quiet moments of self-applause are vital.View setbacks as feedback and redirections, leading to a stronger, more refined version of yourself.Resources:Well Why Not Workbook: https://bit.ly/authormauricechismPodmatch: https://bit.ly/joinpodmatchwithmaurice*FREE* 5 Bold Shifts to help you silence doubt and start moving: https://bit.ly/5boldshifts*FREE* 7 Biggest Mistakes Podcasters Make: https://bit.ly/7BiggestMistakesPodcastersMakeConnect With:Join Newsletter: https://bit.ly/welcome-to-transformationMaurice Chism: https://bit.ly/CoachMauriceWebsite: https://bit.ly/mauricechismPatreon: https://bit.ly/CoachMauriceonPatreonTo be a guest: https://bit.ly/beaguestonthatwillnevrworkpodcastBusiness Email: mchism@chismgroup.netBusiness Address: PO Box 460, Secane, PA 19018Subscribe to That Will Nevr Work Podcast:Spreaker: https://bit.ly/TWNWSpreakerSupport the channelPurchase our apparel: https://bit.ly/ThatWillNevrWorkPodcastapparel Resources:Well Why Not Workbook: https://bit.ly/authormauricechismPodmatch: https://bit.ly/joinpodmatchwithmaurice*FREE* 5 Bold Shifts to help you silence doubt and start moving: https://bit.ly/5boldshiftsConnect With:Maurice Chism: https://bit.ly/CoachMauriceWebsite: https://bit.ly/mauricechismTo be a guest: https://bit.ly/beaguestonthatwillnevrworkpodcastBusiness Email: mchism@chismgroup.netBusiness Address: PO Box 460, Secane, PA 19018Subscribe to That Will Nevr Work Podcast:Spreaker: https://bit.ly/TWNWSpreakerSupport the channelPurchase our apparel: https://bit.ly/ThatWillNevrWorkPodcastapparel 

Local news for Tuesday, Nov. 11, 2025

Pull up a chair and join Suzanne Paul and Andrew Papas for the first ever episode of Fork’s Sake - a weekly feast of food, memories, and laughter. Our first guest is Tom Sainsbury. He’s a comedian, an actor, a podcaster and someone who you'll definitely know from his impressions on social media. From stand-up comedy disasters to the tales behind his most famous impressions, Tom serves up stories that'll have you asking for seconds. Follow Fork's Sake for new episodes every Tuesday. Follow us on Instagram: @forkssakepodcast, @suzannepaulnz, @andrew_papas & @thomassainsbury See omnystudio.com/listener for privacy information.

Special Guest, KFI's Bill Handel, join Neil! Henry Hesch from LA Fire Department Station #2, and with the fire department cooking team, joins the show. Also, Marsha Green, the West Region Marketing Manager joins.See omnystudio.com/listener for privacy information.

Special Guest, KFI's Bill Handel, join Neil! Ron Smith, Multi Unit Leader for OC, joins the show! Plus, on-site chef and pitmaster Chris Espinosa with "Khalifa's BBQ" joins the show.See omnystudio.com/listener for privacy information.

Special Guest, KFI's Bill Handel, join Neil! Paras Tulsiani from West Coast Ops Director and Vivianna Hernandez from the "Something Good LA" Food Truck (Food Truck Partner for Wild Fork) join the show!See omnystudio.com/listener for privacy information.

In a fun interview, we welcome Amanda Cannon Windquist and justband Judson to the podcast, just after they opened their newest venture in Portland, Sunday Sauce.  We talk about their journey and inspiration for Sunday Sauce, as well as their other restaurant, Normandie..   Amanda and her husband, Judson, met while working in bars in the New York metro area before moving to Portland in the early 2000s, where they now live with their two children. Amanda previously served as the wine director at Q (formerly Veritable Quandary). Her primary venture is Normandie, which she co-founded and opened in 2018. She co-owns the restaurant with Judson and Executive Chef Heather Kintler. Normandie has earned a spot on Portland Monthly's Top 50 Restaurants list and is celebrated for its wine list, which is exclusively focused on women-made wines. The Winquists have since opened a second restaurant together, Sunday Sauce. This new venture was originally conceived as a pop-up event held at Normandie in November 2024 before becoming a permanent establishment. Sunday Sauce marks the second restaurant collaboration between Amanda and Judson.     Right at the Fork is made possible by:  DU/ER: www.shopduer.com/fork Zupan's Markets: www.zupans.com  RingSide SteakHouse: www.RingSideSteakhouse.com  Portland Food Adventures: www.PortlandFoodAdventures.com 

838 Show Notes: https://wetflyswing.com/838 Presented by:  Yellowstone Teton Territory - Visit Idaho  Ever wonder what it's like to grow up where fly fishing isn't just a hobby — it's the family business? Today we're heading to Eastern Idaho, where the Berry family has spent over a century guiding anglers through the waters of the Teton, Henry's Fork, and South Fork of the Snake. Our guest, Brian Berry of Teton Valley Lodge, shares the incredible story of how his great-grandfather turned a handful of guided trips in 1919 into one of the oldest operating lodges in the West. Brian takes us deep into the history, craftsmanship, and conservation that have defined his family's life on the river — from wooden boats and stagecoach travelers to modern-day drift boats and the rebirth of wild trout in the Teton River.   Show Notes: https://wetflyswing.com/838

Michael Smerconish breaks down the Democrats' big question after Election Day: Which path forward makes the most sense — the moderate model of Abigail Spanberger and Mikie Sherrill, or the progressive momentum behind Zohran Mamdani? He also reflects on key election results, shifting voter dynamics, and what it all means for 2026 and beyond. Listen here and vote on today's poll question at Smerconish.com, and please rate, review, and share this podcast! Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

835 Show Notes: https://wetflyswing.com/835 Presented by: Visit Idaho Nelson Ishiyama, owner of Henry's Fork Lodge, has spent over 50 years studying trout, bugs, and water, from the casting ponds of Golden Gate Park to the legendary pools of the Henry's Fork. In this episode, Nelson shares how the lodge came to life with the help of a world-class architect and why he believes service and conservation should always be at the heart of a great fly fishing experience. We also talk about: What it takes to build and protect a true fly fishing legacy His love for sight fishing on the Fork The flies he trusts most Show Notes: https://wetflyswing.com/835

Rob Hamilton breaks down BIP 444, the controversial soft fork proposal to limit OP_RETURN outputs and remove inscriptions. Legal pressure on mining pools, hashrate drama, and why this fork will likely fail. Rob Hamilton from AnchorWatch joins us to talk about the explosive BIP 444 proposal that could fork Bitcoin. We break down PortlandHodl's original 520-byte output limit idea, LukeDashjr's controversial technique to ban inscriptions, and the legal pressure being applied to mining pools. Rob explains why this fork will likely fail, what happens to your Bitcoin if it succeeds, and why opponents finally admitted a consensus change was needed all along. Subscribe to the newsletter! https://newsletter.blockspacemedia.com **Notes:** • BIP 444 limits outputs to 520 bytes max • OP_RETURN reduced from current to 84 bytes • F2Pool controls 12% hash rate, opposes fork • Mining pool switching costs nearly nothing • Fork creates 2 coins: pure vs unholy Bitcoin • Legal pressure applied to multiple pools Timestamps: 00:00 Start 01:55 Portland HODL's proposal 04:48 PR 444 (is dumb) 08:22 Author of the PR: Dathon Ohm 09:45 Knots & Ocean inner circle 10:45 LEGAL & MORAL authorities! Oh my! 14:52 Assume 444 was merged, wat do? 21:55 Stamps maximalism! One jpg to rule them all! 28:47 Possible paths forward 31:09 What happens next? -

How AI gets simple finance wrong, and how to make it work for you, not mislead youTopics covered include:How AI ignores the time value of moneyA detailed example of ChatGPT misleading by making a simple math mistakeSome examples of opportunity costs and sunk costs when making financial decisionsUnderstanding how AI works can help us use it more effectivelySponsorsClaude.ai - Sign up for Claude today and get 50% off Claude ProMoney for the Rest of Us PlusInsiders Guide Email NewsletterGet our free Investors' Checklist when you sign up for the free Money for the Rest of Us email newsletterShow NotesWhat Kind of a “PhD-level Expert” Is ChatGPT 5.0? I Tested It. by Gary Smith—Mind MattersTop US Army General Says He's Letting ChatGPT Make Military Decisions by Joe Wilkins—FuturismWhy Language Models Hallucinate by Adam Tauman Kalai, Ofir Nachum, et al—ArxivAuto Loan Calculator—nerdwalletRelated Episodes538: Forests, Fakes, and the Fight for the Real457: AI's Fork in the Road: Societal Bliss or Existential Threat450: How Higher Interest Rates Alter Our Financial BlueprintSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In Part 2 of this fiery and revealing conversation, Tom Bilyeu and Michael Malice turn their attention to the deeper forces shaping Western culture—education, elite power, AI, and the challenges of the digital age. Malice blasts the university system as the true “villains of our time,” tracing their role in producing ideologically homogenous elites and fueling social division. The discussion moves seamlessly from indoctrination in higher ed to the implications of Marxism, the shifting Overton window, and how mass cultural narratives are formed and manipulated. This half is packed with debate-worthy takes on antisemitism, populist movements, the dangers of artificial intelligence, and the existential threat posed by mass boredom in a post-economic world. Malice and Bilyeu tackle big questions about identity, tribalism, and the collapse of shared reality, before ending on a wild—and hilarious—tangent about tradeoffs and protein bars. If you want clarity on why our institutions feel broken and what might happen next, Part 2 will leave you thinking (and laughing) long after the episode ends. 00:00 Intro 02:29 Marxism, egalitarianism, and cultural bifurcation 04:35 Cultural shifts, earnestness vs. revolution, and memory-holed leftism 06:33 The dangers of social conformity and shifting the Overton window 09:02 Can universities be reined in? Malice's tongue-in-cheek “solutions” 12:21 Seizing endowments and pitting coalitions against each other 13:33 Parsing the Charlie Kirk assassination (fictional scenario) 19:22 The politics of blame: Antisemitism, conspiracies, and populist rage 25:46 Warning signs: Measuring society's health by its scapegoats 31:45 Israel-Palestine, war, and the elusive search for peace 34:25 The next stage: AI, algorithmic reality, and broken discourse 36:33 Goal orientation, skills, and navigating “useful” beliefs 39:19 Alex Jones, Candace Owens, and why conspiracy theories persist 44:33 First principles: How to actually challenge your beliefs 46:29 A personal story: Sleep apnea, anxiety, and reclaiming clarity 49:54 AI, automation, and the fate of surplus labor 52:41 Brave New World, artificial difficulty, and the post-economic Matrix 1:01:29 Hardwired for scarcity: The psychological cost of abundance 1:03:49 Trade-offs, Thomas Sowell, and the “protein bar” thought experiment FOLLOW MICHAEL MALICE:Twitter: https://twitter.com/michaelmaliceInstagram: https://www.instagram.com/michaelmalice/Locals: https://malice.locals.com/ Linkedin: Post your job free at https://linkedin.com/impacttheory Netsuite: Download the new e-book Navigating Global Trade: 3 Insights for Leaders at http://NetSuite.com/Theory Shopify: Sign up for your one-dollar-per-month trial period at https://shopify.com/impact Connectteam: 14 day free trial at https://connecteam.cc/46GxoTF Tailor Brands: 35% off https://tailorbrands.com/podcast35 What's up, everybody? It's Tom Bilyeu here: If you want my help... STARTING a business: join me here at ZERO TO FOUNDER:  https://tombilyeu.com/zero-to-founder?utm_campaign=Podcast%20Offer&utm_source=podca[%E2%80%A6]d%20end%20of%20show&utm_content=podcast%20ad%20end%20of%20show SCALING a business: see if you qualify here.:  https://tombilyeu.com/call Get my battle-tested strategies and insights delivered weekly to your inbox: sign up here.: https://tombilyeu.com/ ********************************************************************** FOLLOW TOM: Instagram: https://www.instagram.com/tombilyeu/ Tik Tok: https://www.tiktok.com/@tombilyeu?lang=en Twitter: https://twitter.com/tombilyeu YouTube: https://www.youtube.com/@TomBilyeu Learn more about your ad choices. Visit megaphone.fm/adchoices