Podcasts about former ceo

What does it take to lead one of the world's most powerful banks when the global financial system is on the brink of collapse? As CEO for Goldman Sachs from 2006 to 2018, Lloyd Blankfein was at the helm as the global financial system teetered on collapse. He successfully steered the company through the most devastating financial crisis of our age, and stabilised its ascent for the following decade. His story is one of decisive global leadership at the top of one of the most competitive and successful corporations in the world.  In this episode he speaks to Lionel Barber about his journey from the public housing projects of Brooklyn to the highest level of global finance. Drawing on his new memoir, Streetwise: Getting to and Through Goldman Sachs, Blankfein revisits the decisions that defined an era, and what his long tenure taught him about leadership, human nature, financial capitalism.  Lionel Barber is a journalist and the former Editor of the Financial Times, and author of The Gambling Man. This episode is created in partnership with Guinness Global Investors, an independent British fund manager that helps both individuals and institutions harness the future drivers of growth to achieve their investment goals. To find out more, head to guinnessgi.com If you'd like to become a Member and get access to all our full conversations, plus all of our Members-only content, just visit intelligencesquared.com/membership to find out more. For £4.99 per month you'll also receive: - Full-length and ad-free Intelligence Squared episodes, wherever you get your podcasts - Bonus Intelligence Squared podcasts, curated feeds and members exclusive series - 15% discount on livestreams and in-person tickets for all Intelligence Squared events  ...  Or Subscribe on Apple for £4.99: - Full-length and ad-free Intelligence Squared podcasts - Bonus Intelligence Squared podcasts, curated feeds and members exclusive series … Already a subscriber? Thank you for supporting our mission to foster honest debate and compelling conversations! Visit intelligencesquared.com to explore all your benefits including ad-free podcasts, exclusive bonus content and early access. … Subscribe to our newsletter here to hear about our latest events, discounts and much more. https://www.intelligencesquared.com/newsletter-signup/ Learn more about your ad choices. Visit podcastchoices.com/adchoices Learn more about your ad choices. Visit podcastchoices.com/adchoices

I came across a clip of Alex Hormozi responding to a roofer at one of his workshops — a guy doing $6 million a year who wants to get to $100 million without losing time with his family — and what Alex said applies to basically every business owner I know. In this episode, I break down why wanting it all isn't a hard formula, it's a losing one. Aggressive growth, fat margins, and maximum family time are all worthy goals, but each one has a real cost, and those costs compete with each other. Most people refuse to pick, and that's exactly why they feel stuck, guilty, and frustrated all the time. There are two paths out, and I want to walk you through both of them.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

I was coaching an MSP seller recently, and she kept asking me the same question — when I hear a problem, why wouldn't I just address it right then? It's a fair instinct, but it's also exactly what's killing deals. In this episode, I use a trial lawyer analogy to explain why the best sellers treat discovery like cross-examination — pulling information, staying patient, and never mixing the case-building with the closing argument. If you're pitching solutions mid-discovery, you're leaving facts on the table and signaling that you're there to sell, not to understand. Discovery is where you build the case. Closing is where you present it.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

I've been parting ways with service providers left and right lately, and it all comes down to the same thing — AI slop. In this episode, I break down why the vendors using AI to do the same old work faster are actually accelerating their own irrelevance, and I use a simple analogy to explain it: the hay delivery guy who got a Model T and thought he was winning. There's a fork in the road right now for every knowledge worker, and most people are picking the wrong path without even realizing it. I want to talk about what separates the people who will thrive from the ones who won't see it coming.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Here is a short, first-person podcast description based on your transcript:Episode Description:Are your MSP prospects ghosting you after you present their network assessment? It's probably because you're treating that assessment like a discovery call—and skipping the most fundamental part of the consultative sales process.In this episode, I'm breaking down a massive mistake I see IT sellers making: presenting problems instead of uncovering pain. A network assessment gives you facts and technical vulnerabilities, but facts don't motivate buyers—feelings and business impact do. People don't pay to fix problems that aren't causing them pain.Tune in to hear why all roads lead back to discovery, and learn how to properly structure your sales process so you can stop getting ghosted and start closing at a best-in-class rate.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

"The trust part is very important." "Change was a dirty word." "Anything controversial was normally me." "Doing the same thing over and over again and expecting a different result is the definition of insanity." Paul Hardisty is a finance-trained executive (CPA) who began his career in Melbourne and became CFO of a group of fashion brands across Australia and New Zealand, including Davenport, with licensing and distribution experience across brands such as Calvin Klein and Carhartt. In 1999, he joined adidas, initially slated for Indonesia just as Jakarta's riots erupted, before ultimately leading adidas Indonesia for five years. He then spent six months in India addressing corruption issues, before moving to South Korea for more than six years, scaling the business significantly. Hardisty's long-held ambition was Japan, and he relocated with his family to lead adidas Japan, where he spent around a decade and helped drive major growth. His career arc reflects repeated adaptation across markets, cultures, and organisational scale, culminating in leading one of adidas's most sophisticated and strategically scrutinised country operations. Paul Hardisty's leadership story is a study in scale, trust, and the mechanics of change inside a complex, matrixed multinational. Having built a finance foundation in Australia and then taken on consecutive country leadership roles across Indonesia and South Korea, he arrived in Japan with a reputation for delivery and a clear-eyed sense that every market has its own "bucket of challenges". Japan's challenge was not drama; it was magnitude. The jump in organisational size, headcount, and global attention required him to rethink how a leader stays close to the business without drowning in it. Hardisty's early focus was listening: diagnosing issues, filling structural gaps, and building a strategy that could plug into global direction without losing local relevance. He frames trust as the non-negotiable foundation — not uniquely Japanese, but especially powerful in Japan when earned through consistency and "walking the talk". This trust, once established, becomes the lubricant for cross-functional cooperation and the antidote to silent compliance. He is candid about engagement measurement and how it can mislead headquarters. Rather than treating scores as a simplistic international comparison, he focused on patterns, feedback, and the real operational drivers behind sentiment — restructures, headcount freezes, and incentives. His most controversial move was transparency: explaining the scoring system, challenging extremely low scorers to reconsider fit, and even enabling anonymous external applications. The point was not punitive; it was cultural clarity — engagement matters, but so does the integrity of the team environment. Hardisty also leaned into pride as a motivational engine. In sport, brand affiliation and national moments (such as major tournaments) can transform "company" into "identity". He institutionalised that energy through internal competitions, event tickets, surprise guests, and subsidised sports clubs, making motivation tangible and social. Where his approach becomes especially instructive is in diversity and global mobility. He resisted the idea that Japan must be led only by Japanese, or that Japanese leaders must stay in Japan. By placing non-Japanese local hires throughout the organisation and building pathways for Japanese talent to take overseas roles (including shorter three-month rotations), he pushed the company beyond passive consensus into practical internationalisation — a form of organisational nemawashi performed through staffing architecture rather than meeting-room persuasion. On innovation, he names the core friction: uncertainty avoidance and the comfort of repeating proven routines. To counter that, he used incentives, anonymity, and then a structural breakthrough — a business development function reporting directly to him, acting as an internal project-management and strategy engine. It reduced "not my job" resistance, spread ownership, and accelerated decision flow in a ringi-sho world where approvals can slow momentum. Ultimately, Hardisty's Japan lesson is not that Japan is "impossible". It is that Japan rewards leaders who operationalise trust, make change safe to attempt, and build systems that carry strategy through the middle layers to the front line. Q&A Summary What makes leadership in Japan unique? Hardisty sees Japan as different in flavour, not in degree. The distinguishing feature is the strength of trust and loyalty once credibility is earned. In a consensus environment shaped by nemawashi and ringi-sho processes, alignment is powerful, but it must be cultivated deliberately and communicated repeatedly at scale. Why do global executives struggle? He argues many leaders struggle because they over-index on stereotypes and get "brainwashed" by received wisdom — what cannot be done, what must be done, and why Japan is supposedly exceptional. That mindset can cause unnecessary caution, poor decisions, and a failure to see the "bucket load of good things" that make Japan workable and rewarding. Is Japan truly risk-averse? He frames the issue less as risk and more as uncertainty avoidance. People protect reputation by staying within proven patterns, which can look like risk aversion. His antidote is to reframe experimentation as responsible learning, supported by incentives, clear ownership, and leadership cover when outcomes are not perfect. What leadership style actually works? His style is direct, transparent, and human. He uses openness to build trust, shares personal context to reduce distance, and creates forums where information flows both ways. He is also willing to be "controversial" when cultural drift undermines performance or engagement. How can technology help? While he does not position Japan as a technology problem, his operating model maps well to decision intelligence: creating a central function that gathers intel, runs meetings, manages projects, and accelerates cross-functional execution. In modern terms, leaders can use analytics, scenario planning, and even digital twins of the business to test change before rollout, reducing perceived uncertainty and speeding consensus without bypassing it. Does language proficiency matter? He acknowledges language as a major early hurdle and treats capability-building as an investment. Translation support, English training, and mixed-nationality teams can slow meetings, but they also expand opportunity and shift mindsets. Language is not only communication; it is a gateway to global mobility and a catalyst for new thinking. What's the ultimate leadership lesson? Hardisty's core lesson is that repeating the same actions while expecting different results is organisational self-deception. In Japan, change requires systems, structure, and trust — and leaders must design the pathways that make change executable from the top to the shop floor. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

In this episode, I'm challenging the popular advice that you should "only do what you love" by exploring why friction is often a necessary data point rather than a signal to quit. While finding your flow is the ultimate destination, I've found that the path to success—whether you're a NASA engineer or a founder—inevitably requires grinding through tasks that drain your energy just to reach the next level. I break down how to distinguish between high-value flow and simple dopamine-seeking avoidance, offering a three-question framework to help you decide when to delegate, when to drop a task entirely, and when you just need to embrace the "mouse fart" course corrections required to get your business off the ground.Chris Walker podcast: https://open.spotify.com/show/5eEzaXy4hUSqlvzD9ROqrz?si=09ac9ae5cfde4157Dave Rendall YouTube Channel: https://www.youtube.com/drendallDave Rendall Website: www.drendall.comJustin Welsh Website: https://www.justinwelsh.me///Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Growing an audience is easy. Turning that audience into a real business is the part most marketers completely miss. And if you don't understand the difference, you're already behind. In this episode, Daniel sits down with Marc Sirkin, former CEO of Third Door Media and longtime builder behind brands like MarTech.org and Search Engine Land, to unpack what it really takes to grow a media company….and why eyeballs don't automatically equal revenue. From why viral reach doesn't guarantee conversions, to the danger of chasing new revenue streams too early, Marc shares lessons from decades of building audiences across nonprofits, publishing, and modern B2B marketing. They also dive into why performance marketing has warped how we measure success, how brand is becoming the last true moat in an AI-driven world, and why consistency beats chasing the next shiny tactic. If you're a marketer trying to build trust, create sustainable growth, and avoid optimizing for the wrong metrics, this is the episode for YOU. https://customer.io⁠ helps brands turn data into personalized messages that actually connect, across email, SMS, and beyond. Learn more at https://customer.io/tmm Follow Marc: LinkedIn: https://www.linkedin.com/in/marcsirkin/ Follow Daniel: LinkedIn: https://www.linkedin.com/in/daniel-murray-marketing/ Sign up for The Marketing Millennials newsletter: www.workweek.com/brand/the-marketing-millennials Daniel is a Workweek friend, working to produce amazing podcasts. To find out more, visit: www.workweek.com

On February 4th 2026, AOPA announced their decision to replace Darren Pleasance as the organization's CEO & President after only one year in the position. This decision shocked the membership and the industry, because in a relatively short time, Darren had made a significant impact connecting with pilots everywhere and becoming a strong advocate for the general aviation community. This is Darren's first interview since leaving AOPA. We talk with Darren about the state of general aviation when he began his short tenure at AOPA, what he learned & accomplished over the past year, and his thoughts on the future of general aviation and the organizations that support it. Save up to 5% on Your AVEMCO Aircraft Insurance when you mention "SocialFlight"! “SocialFlight Live!” is a live broadcast dedicated to supporting General Aviation pilots and enthusiasts during these challenging times. Register at SocialFlightLive.com to join the live broadcast every Tuesday evening at 8pm ET (be sure to join early because attendance is limited for the live broadcasts). Aspen Avionics www.aspenavionics.com Avemco Insurance www.avemco.com/socialflight Avidyne www.avidyne.com Continental Aerospace Technologies www.continental.aero EarthX Batteries www.earthxbatteries.com Hartzell Engine Technologies https://hartzell.aero Hartzell Propeller www.hartzellprop.com Lightspeed Aviation www.lightspeedaviation.com Michelin Aircraft https://aircraft.michelin.com/ Phillips 66 Lubricants https://phillips66lubricants.com/industries/aviation/ Tempest Aero www.tempestaero.com Titan Aircraft www.titanaircraft.com Trio Avionics www.trioavionics.com uAvionix www.uavionix.com Wipaire www.wipaire.com

I made the biggest hire in my business this week—and the numbers today didn't justify it. I did it anyway. Not out of gut instinct, but because a big bet is a forcing function. The moment I committed, every meeting and every project on my calendar had to justify its existence. Waiting for the safe moment feels smart, but it just gives you permission to drift. Here's what I see with businesses that plateau: early on, every entrepreneur makes bold bets because the math is simple—huge upside, little to lose. But once momentum builds, the internal math quietly flips from "what do I have to gain" to "what do I have to lose." You still say you want to scale, but the decisions tell a different story. You lose the forcing function, you lose the focus, and you stall. If you've been sitting at the same revenue number for a while, ask yourself: when's the last time you made a commitment that actually scared you?//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

One of my coaching clients said something on a discovery call that took serious guts: "From my selfish standpoint of wanting to sell you services, I can absolutely bring you a proposal. But I don't think you're going to be ready to buy. I'm not seeing a big enough problem for us to solve." That one candid line completely changed the dynamics of the deal. The prospect opened up, revealed the CIO's days were numbered, that he was spending $340K a year across three internal IT people, and that the CIO had been slow to respond despite the owner pushing the initiative. All roads lead to discovery—and this is what I mean by that. Every question I get from sellers about stalled deals, pricing objections, unexpected decision makers, or lack of urgency can be traced back to what we didn't learn in discovery. Most sellers stop at the surface level. They ask their scripted questions, get standard answers, and move on to the next checkbox. They never pull on the thread. This episode breaks down why digging deeper in discovery requires emotional intelligence and courage that most sellers never develop, how being candid and challenging a prospect who gives surface-level answers can completely reframe the problem you're solving—from IT issues to a fundamental business problem worth hundreds of thousands—and why the seller who gets to the real pain differentiates themselves from everyone else competing for the same deal. If you don't know the real problem you're solving, your prescription won't be credible. Keep digging.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

I introduce my daily podcast for operators and founders who need sharper thinking around decisions that don't come with playbooks. As an investor, operator, and founder of MSP Sales Partners and Repeatable Revenue Ventures, I explain why this show focuses on how to think before deciding what to do. I challenge the common pattern of jumping straight to tactics without examining the underlying assumptions that shape every business decision. This episode establishes the show's core premise: that getting the frame right makes the decision easier, and that real-world business requires context, not just guru advice. I outline what listeners can expect from the daily format and who will benefit most from this approach to thinking through sales, strategy, hiring, leadership, and the moments when you're the only one willing to acknowledge something isn't working.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Bob Perkins has done things most people only read about — fighter pilot instructor, political fundraiser, the ad agency behind Apple's 1984 Super Bowl commercial, CMO at Calvin Klein, executive at Playboy, head of marketing at Pizza Hut, and turnaround CEO. He's sat on boards, built ventures inside the U.S. Chamber of Commerce, and now spends his time thinking and writing about how AI is fundamentally reshaping competition.We got into all of it. From the real story behind the most famous Super Bowl ad ever made (and the worst one, made by the same people the very next year) to why marketing as a discipline is being consumed by AI, to a fighter pilot decision-making framework that most companies are too slow to execute. We also talked about what actually drives organizational change, why group dynamics override expertise, and what Bob would tell his 40-year-old self if he could go back.This one went deep. If you run a business or lead a team, there's a lot here.What you'll learn in this episode:Why marketing is becoming unrecognizable — and what's replacing itThe real story behind Apple's 1984 ad and how it almost never airedThe Boyd Loop (OODA) — how fighter pilots make decisions at 500 mph and why it matters for your businessWhy competitive advantage is shifting from planning to execution speedHow AI changes the feedback loop — and why that's the real unlock for sales teamsWhat stops organizations from acting on decisions they've already madeWhy the power of the group is the most underrated force in business — and how it quietly kills changeBob's advice to his 40-year-old self (and the one skill he wishes he'd developed more)Books referenced in this episode:Sapiens by Yuval Noah HarariThe Geek Way by Andrew McAfeeThe Innovator's Dilemma by Clayton ChristensenOn the Edge: The Art of Risking Everything by Nate SilverThe Infinite Game by Simon Sinek//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we...

"Everybody having a shared sense of purpose and shared values… is just absolutely imperative." "I trust you, and I start from the perspective of trust." "I would always caution Western leaders… to not just fill up empty space." "Getting buy-in from a Japanese team is really hard. But… once you get buy in… you absolutely over-perform." "Identify who are the biggest obstacles… and move them immediately and publicly." Harry Hill is an American entrepreneur whose career in Japan began by chance and grew into one of the country's most recognised direct marketing success stories. His connection to Japan started in college after discovering Shorinji Kempo, which sparked an interest in Japanese culture and language. After studying Japanese for two years, he moved to Japan and worked as an English teacher, including a posting in Gifu Prefecture. A major turning point came when he worked as an international coordinator for a regional expo, building relationships with businesses across Gifu, Nagoya, and the wider Chubu region. After a short stint in New York as a bond trader, Hill returned to Japan in 1990 and began building businesses by spotting "holes in the market," including work as a sports agent and grassroots exchange initiatives. In Nagoya, he co-founded a relocation and real estate services company for multinationals. His most significant chapter came with Oaklawn Marketing and Shop Japan, where he spent around two decades shaping Japan's TV shopping and direct marketing landscape. Under his leadership, the business grew dramatically—expanding from roughly 15 billion yen to nearly 70 billion yen in annual sales, with around 1,000 employees. In 2009, NTT DoCoMo acquired 51% of the business, placing Hill in the rare position of leading a high-growth company inside a large, formal Japanese corporate structure. Now active in new ventures, Hill remains known for adaptability across industries and for a leadership approach shaped by building culture, empowerment, and sustained performance in Japan. Harry Hill's leadership story in Japan reads like a case study in adaptability—starting with accidental encounters and evolving into deliberate, high-stakes decisions across entrepreneurship, corporate growth, and cultural navigation. His early fascination with Shorinji Kempo led to a deeper interest in Japan's mindset: discipline, hierarchy, and the quiet social architecture that shapes how people organise themselves. That curiosity eventually turned into action—learning Japanese, moving to Japan, teaching English in Gifu, and then shifting into business after exposure to the Chubu region's commercial networks during a major expo. Hill's defining strength is an instinct for recognising market inefficiencies and cultural leverage points. He describes his work in terms of finding "holes in the market" and building solutions that fit the local context without fetishising Japanese exceptionalism. His belief that "people are people" becomes a strategy: focus less on what is uniquely Japanese and more on universal human needs—then customise execution with local sensitivity. This approach carried through to the growth of Shop Japan, where direct marketing and TV shopping became a platform for shaping entirely new product categories, particularly in home fitness. Yet the interview's most valuable leadership content emerges not from growth numbers, but from Hill's hard-won understanding of culture and execution under pressure. He recounts the challenge of building sustainable performance in a call centre environment—an area often defined by churn, stress, and transactional management. When turnover ran as high as 15–20% per month, the business could still be profitable, but it was unstable and costly. Hill's solution was cultural engineering: building shared purpose, professionalism, and empowerment so the work became meaningful, not merely repetitive. That emphasis on meaning also becomes a decision system. Hill talks about integrity as something employees can only judge through transparency and consistent action—particularly in Japan, where leaders are often physically and symbolically removed. He also flips a common managerial assumption: rather than demanding people "earn trust," he starts by giving trust and uses accountability as the mechanism that sustains it. For cross-cultural leadership, Hill offers a practical warning: Western executives often rush to fill silence, mistaking reflection for disengagement. In Japan, silence is frequently where thinking happens—where consensus-building and informal alignment (nemawashi) begin. The result is a leadership style that prioritises listening, synthesis, and decision clarity—then insists on execution. He frames this through his acronym VICES—vision, integrity, competency, efficiency, and sustained success—designed both as a checklist and a caution against ego. Across startups and conglomerates, Hill's core lesson remains consistent: leadership in Japan is less about charisma and more about building a culture that can perform through highs and lows, while removing obstacles before they poison the system. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is shaped by comfort with hierarchy and role clarity, alongside a decision culture that values alignment before action. Japanese teams often expect leaders to manage the social process that precedes execution—consensus, context sharing, and careful calibration of group comfort versus productive discomfort. This dynamic connects closely to nemawashi and the ringi-sho style of organisational agreement, where the "decision" is often the final formal step after substantial informal work has already occurred. Why do global executives struggle? Global executives often struggle because they over-prioritise speed and verbal dominance. Hill cautions against filling silence, which can shut down participation and block honest input. Many leaders focus on getting things done without building the cultural environment that makes execution sustainable. Without that base, teams may comply with processes but withhold emotional commitment—leading to fragile performance and passive resistance. Is Japan truly risk-averse? Hill frames the issue less as risk aversion and more as uncertainty avoidance. Teams may resist actions that feel socially destabilising or poorly aligned, even when the underlying idea is sound. Once buy-in is achieved, however, Japanese teams can "absolutely over-perform," because commitment becomes collective and execution standards rise. The challenge is that alignment requires patience, credibility, and consistency—especially in environments where leaders rotate every three to five years. What leadership style actually works? The most effective style combines listening with decisiveness. Hill prefers to "set the table," step back to let others mediate, then synthesise and decide. This approach respects group process while maintaining leadership authority. It also supports a healthier culture: shared purpose, professionalism, empowerment, and clear standards. He emphasises that leaders must "walk the talk," because consistency is the difference between a winning culture and a chaotic one. How can technology help? Hill points to major media and technology shifts—digital TV, mobile, and smartphones—as forces that reshape business models. In leadership terms, technology can support decision intelligence by improving visibility into performance, customer sentiment, and operational bottlenecks. Tools such as digital twins, predictive analytics, and structured feedback loops can help leaders stress-test decisions before rollout, reducing uncertainty and accelerating alignment without undermining consensus. Does language proficiency matter? Language matters, but Hill's emphasis is more on behaviour than fluency. Leaders must demonstrate engagement beyond the inner circle, show curiosity about everyday work, and build trust through presence. Practical actions—wandering the organisation, listening to frontline voices, and respecting the social dance of decision-making—often matter as much as linguistic sophistication. Cultural literacy is the real multiplier. What's the ultimate leadership lesson? Hill's ultimate lesson is that culture drives sustained performance. Start with trust, listen first, and build shared purpose so employees believe their work matters. Then be unflinching about obstacles: identify cultural "cancers" and remove them quickly and publicly, because the organisation already knows who they are. Finally, celebrate small wins to reduce fear of mistakes and to keep momentum alive—sustained success comes from maintaining morale and standards through both gains and setbacks. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

In this episode, I'm diving into a psychological trap that kills credibility in sales and marketing: the "Gold Delusion Effect." Drawing on research from the University of Chicago, I explain why stacking more benefits into your pitch actually makes people believe them less. It turns out that when you try to promise everything—saving time, saving money, increasing morale, and boosting revenue—you often end up being the "12-page menu" restaurant that no one trusts to make a great burger.I share real-world examples of "zero delusion" brands like Raising Cane's and WD-40 that have built empires by doing one thing exceptionally well. But even if you run a complex, multi-service business, I'll show you how to use "umbrella branding" and surgical discovery to keep your message undiluted. Join me as I break down why one message per moment is the key to building real belief in your prospects.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

In this episode, I'm tackling one of the biggest myths in business: the idea that you have to be an outgoing extrovert to be great at sales. As an introvert who has spent years in the trenches, I've actually found the opposite to be true. I'm making the case for why introverts—all things being equal—actually close more deals.I dive into the fundamental difference in how we approach networking and discovery calls. While extroverts often get their "reward" just from the act of socializing, introverts are usually on a mission. We don't have the energy to waste on small talk for the sake of small talk, so we tend to be more methodical, more intentional, and way more focused on the data points that actually move a deal forward. If you've ever felt like your quiet nature was a disadvantage in a loud industry, this episode is for you.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Doug McMillon was Walmart's CEO for more than ten years, overseeing the company's return to retail success. WSJ's Sarah Nassauer sat down with him to talk about Walmart's turnaround, its future and a CEO's role in politics. Ryan Knutson hosts. Further Listening: - The Battle to Be the King of Retail: Walmart vs. Amazon - The 20000 Steps to a Walmart Manager's Six-Figure Salary Learn more about your ad choices. Visit megaphone.fm/adchoices

A CMO Confidential Interview with Pete Imwalla, former CEO of RPA and 4A's board member. Pete shares his take on how many tech changes resulted in additional agency headcount, how AI is rapidly reversing that trend, and why many agency valuations have dropped significantly over the last 5 years. Key topics include: why brand building is like infrastructure; how Publicis is bucking the trend; how to think about "in-housing;" and why Paul Roetzer's CMO 2023 CMO Confidential show was prescient. Tune in to hear about the "2nd mover advantage" and why he hates the concept of "future proofing." Agency economics are getting rewritten in the age of AI. Mike Linton sits down with Pete Imwalle 32-year RPA veteran and former CEO to dissect what's changing—and what leaders should do about it. They cover the shift from reach to relevance, why FTE-based fees are misaligned in an AI world, how to separate automation from actual advantage, and where in-housing does and doesn't work. Along the way: the sustained business impact of the Farmers “We know a thing or two…” campaign, the rise of agentic workflows, and why “future-proofing” starts with culture, not clairvoyance. Chapters00:00:00 – Cold open + show setup00:00:22 – Mike's intro, Pete's background, and today's topic00:01:18 – Farmers campaign wins Sustained Effie) and effectiveness creativity00:02:18 – 30 years of change: from Prodigy/AOL/CompuServe to Netscape and the open web00:03:24 – Google + broadband: when digital finally changed consumer behavior00:04:33 – Mobile's second wave and the trap of “mobile-first/AI-first” strategies00:06:01 – How agencies adapted: leadership, curiosity, and tolerance for experimentation00:07:42 – Investing ahead of revenue: offense + defense in capability building00:08:22 – Reach fragmentation: from “40% on Cheers” to only the Super Bowl00:09:18 – The real squeeze: boards treating advertising as expense, not investment00:10:13 – Short-termism, PE/VC incentives, and brand vs. performance00:12:21 – “Adapt or die”: AI as an extinction event? (hat tip: Paul Roetzer)00:13:28 – Agentic workflows: shrinking grunt work (esp. media & strategy ops)00:16:00 – Client asks: “give me savings, don't risk my IP”00:16:36 – Why FTE pricing disincentivizes efficiency; pay for outcomes instead00:17:51 – Three futures: AI-native, AI-emergent, or obsolete00:21:39 – Holding-company moves; why Publicis is outpacing peers00:22:00 – Agency valuations: ~40% decline over five years; second-mover advantage in AI00:26:37 – In-housing: when it works, when it backfires, and true cost to own00:28:48 – Build vs. buy: amortization, maintenance, and staying current00:30:16 – The Geico lesson: investing through the curve until returns flatten00:31:22 – What to test by EOY 2026: culture, change management, and low-hanging automation00:34:02 – Ditch “future-proofing”; hire for curiosity and adaptability00:35:35 – Wrap + where to find more CMO ConfidentialTagsCMO Confidential,Mike Linton,Pete Imwalle,RPA,agency economics,advertising,marketing leadership,AI in marketing,agentic workflows,media planning,marketing strategy,brand vs performance,FTE pricing,procurement,in-housing,holding companies,Publicis,Omnicom,Super Bowl ads,Effie Awards,Farmers Insurance campaign,Geico case study,change management,digital transformation,marketing AI,MarTech,measurement,short term vs long term,CMO,CEO,CFO,board governanceSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode, I'm breaking down why we need to stop looking at success as a straight line and start seeing it for what it actually is: an exercise in 10,000 micro-failures. Inspired by a story from former NASA engineer Mark Rober about how they get a rover to Mars, I explore the concept of "mouse farts"—the tiny course corrections that keep a mission from drifting millions of miles off target.I talk about why the difference between reaching your destination and giving up usually comes down to how you handle those inevitable moments when you've veered off track. If you're feeling like you've hit a wall or made a wrong turn, join me as I explain why that isn't the end of the road—it's just time for a little course correction.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

A Kiwi startup is launching a world first beverage, designed to reduce plastic pollution created by other drink companies. Incrediballs is the world's first plastic-free, effervescent drink tablet, which dissolves in water to create a flavoured drink. Created by Ethique founder and former CEO Brianne West, it hopes to offer an alternative to single-use plastic. She told Mike Hosking it's a game changer as normal effervescent tablets are fundamentally unstable and must be sealed in plastic or metal. She says scientists have been working on stabilising these elements. LISTEN ABOVE See omnystudio.com/listener for privacy information.

Jim Keyes led some of the most iconic companies in the world, including serving as CEO of 7 Eleven during one of the most volatile periods in its history.He breaks down how growing up dirt poor shaped his leadership edge, why 7 Eleven's bankruptcy nearly ended the company, and how seeing crisis as opportunity changed the trajectory of his career.We also cover what actually saves companies in free fall, why fear kills more businesses than bad strategy, how equity creates real wealth, and the leadership decisions most CEOs avoid when the stakes are highest.This episode is a blueprint for navigating collapse, leading at scale, and building a career that turns chaos into opportunity.Hosted on Ausha. See ausha.co/privacy-policy for more information.

Tom Freston, Principal of Firefly3 and former CEO of Viacom, on the media lansscape and his new memoir, “Unplugged: Adventures from MTV to Timbuktu." He is joined by Bloomberg's Tim Stenovec and Carol Massar.See omnystudio.com/listener for privacy information.

The Feb. 5 AICPA Town Hall episode includes a discussion on ways to spot early signs of burnout and practical ways to address them. We also dive into a conversation with former Marcum CEO Jeff Weiner on driving firm transformation. Plus, hear the latest DC and technical updates you rely on. Topics include: DC update Strategies for firm transformation Latest technical guidance Spotting and preventing burnout Profession Ready Initiative research and goals Speakers:  Erik Asgeirsson, President & CEO, CPA.com Rachel Dresen, VP, Congressional & Political Affairs, AICPA Melanie Lauridsen, VP, Tax Policy & Advocacy, AICPA  Lexi Weber, Senior Manager, Emerging Professionals Initiatives, AICPA Lauren Baptiste, Founder, Acheloa Wellness Jeff Weiner, Former CEO, Marcum Carl Mayes, VP, CPA Candidate Quality & Competency, AICPA

I'm currently watching a merger turn into a complete clusterfuck, and it's a story I've seen way too often in private equity. It's a classic case of an acquirer coming in, kicking the original leadership to the curb, and gutting the company because they don't understand that value isn't always visible on a spreadsheet. In this episode, I dig into the "Doorman's Fallacy"—the mistake of eliminating something because you can't quantify its utility, only to realize later that it was the very thing holding the brand, the culture, and the customer experience together.I compare the hollowed-out wreckage of this recent acquisition to my experience at the Four Seasons, where small, "unmeasurable" details like a lens cloth or a cord tie create the entire premium experience. We're exploring why 40% of M&A deals end up as dumpster fires and how the best operators identify and protect the invisible value creators that actually drive ROI. If you've ever wondered why great companies fall apart after a sale, this is why.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

"There is a small chance of sudden death."That's a hell of a thing to hear from your cardiologist when you're a guy who runs ten miles a day and feels healthy as fuck. One minute I'm "knocking the cover off the ball" on my stress tests, and the next, I'm being told I have Hypertrophic Cardiomyopathy—a condition where my heart is literally too strong for its own good. It's a diagnosis that could have sent me into a spiral of anxiety, especially after a recent trip to the ER during a family vacation, but it actually led me to the most important mental shift I've ever made.In this episode, I'm sharing the raw details of my heart journey and the specific reframe that changed everything: the moment I stopped asking "Why is this happening to me?" and started asking "Why is this happening for me?" I dive into how this diagnosis actually protected my sons, empowered my team to crush it while I was out of pocket, and forced me to trade frantic intensity for sustainable productivity. I'm also walking you through a powerful exercise to help you take your own current "low point"—whether it's in your health, your business, or your relationships—and rewrite the story in real-time. You don't have to wait ten years to be grateful for a challenge; you can choose to see the benefit of the obstacle today.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Most sales trainers will tell you that closing more deals requires a "killer instinct," better "closing techniques," or some fancy psychological methodology. But I just watched an MSP salesperson go from a 13% close rate in 2025 to a 71% close rate in just 45 days, and it had nothing to do with "mindset" or charisma.In this episode, I break down the real-world transformation of Garrick, a seller who closed $17,000 in MRR this month alone. We didn't give him a new script; we gave him a new system for how to think about the sales process. We move past the surface-level "motivational" advice to focus on the tactical shifts that actually bent the curve: stopping the guesswork on ROI by simply asking the prospect how they measure value, practicing the "money ask" until it became boring muscle memory, and learning to lead proposals with the prospect's priorities rather than our own expert biases.If your sales team is working hard but failing to convert, it's likely not a lack of effort—it's a lack of the system underneath the tactics. Let's look at how to stop treating discovery like a checklist and start conducting conversations that actually lead to a close.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

I used to think that successful entrepreneurs had a "secret map" that gave them 100% certainty before they made a move. I spent years in planning mode, working my tail off but making zero progress because I was terrified of making the "wrong" bet.In this episode, I'm sharing a raw look at a trap I see so many founders fall into: the endless pivot. I recently worked with a business owner who cycled through three different strategies in a month, not because he lacked talent, but because he was waiting for a feeling of certainty that simply doesn't exist in business.I've learned the hard way that our job isn't to find something that works—it's to commit to making it work. We're going to talk about escaping the "amygdala hijack," why most results live on the other side of a J-curve, and how to start thinking in probabilities rather than absolutes. If you feel like you're rowing hard but staying in the same place, it's time to stop looking for a guarantee and start making a bet.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

I've spent the last year hanging out with two very different groups: founders stuck at the $1M to $2M mark and entrepreneurs running $200M empires. Do you want to know the biggest difference between them? It's not intelligence or work ethic—it's their belief systems.Fresh off a trip to the Museum of Illusions with my kids, I realized that many of us are running our businesses while staring at the corporate equivalent of a "mind-bending" optical illusion. We are dead certain about "truths"—that we are essential to daily ops, that a certain channel is dead, or that we lack the right connections—only to find out those "truths" are the very things capping our growth.In this episode, I'm challenging you to look at where you might be fighting reality. What is the one thing you know for sure that just "aint so"? Let's break down the hidden illusions keeping you from the next level.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Two weeks ago, I ended up in the ER with a heart incident that knocked me completely out of commission. But instead of falling apart, my business didn't skip a beat—in fact, we had our best sales month in six years. In this episode, I break down the critical decision I made last year to stack my team with "A-players" and the specific system I used to find them. I also explore the uncomfortable truth about why believing you are "necessary" is actually the biggest cap on your business's growth, and how to finally get out of your own way.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

In this episode, I explain why the AI tools making you faster might actually be making you replaceable. I share a story about a 1917 hay delivery business to illustrate the fatal difference between using technology to be "lazy" versus using it to be "better." I also break down a real-world example of why I fired a ghostwriter who was using AI to cut corners, and how I built an automated system to replace—and outperform—them in less than 24 hours. Tune in to find out if you are building a gas station or just delivering hay.//Welcome to The Ray J. Green Show, your destination for tips on sales, strategy, and self-mastery from an operator, not a guru.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

This is part 2 of last week's conversation. To kick off the year, host Eva Hartling sits down with Sophie Boulanger — founder and former CEO of BonLook; advisor and investor — for a season-opening conversation about what retail transformation really means in 2026.Because this is not the year for surface-level change. Brands will either evolve at the core… or fall behind.In this episode, Sophie shares the lessons behind building one of Canada's rare modern retail success stories — and what she believes today's brands need to understand about changing consumer expectations, experience design, and the return to proximity and independent retail.Eva and Sophie also zoom out to unpack what legacy retail can teach us right now: what the Hudson's Bay fallout reveals about adding digital to a broken model, why Simons continues to win, and how smart operators are building resilience in a shifting market.And finally, they look ahead — to what AI and technology integration can genuinely unlock for modern companies, and why the opportunity isn't about gimmicks, but about becoming faster, smarter, and more connected to the customer.A must-listen for founders, marketers, and business leaders navigating the next era of retail.This season of our podcast is brought to you by our sponsor, TD Canada Women in Enterprise. TD is proud to support women entrepreneurs and help them achieve success and growth through its program of educational workshops, financing and mentorship opportunities! Find out how you can benefit from their support! Visit: TBIF: thebrandisfemale.com // TD Women in Enterprise: td.com/wie // Follow us on Instagram: instagram.com/thebrandisfemale

Joyce talks about: President Trump's 20- point Peace Deal for peace in the Middle East and why she does not believe it will work. Former CEO of West Michigan early learning center, Nkechy Ezech, pleads guilty to embezzling over $1 million in child care funds, stealing from the Most vulnerable. Why is the fraud always in Democratic run areas? Supreme Court tells lower courts to take another look at ruling requiring hospitals with religious affiliations in New York are to provide employees with health care plans that include abortion coverage or access to contraceptives. The emergency summit in Davos. Inequality and billionaires. Iran's warningSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

For their latest company interview, Lord Lee and Alex Newman sit down with Lawrence Hutchings, who joined Workspace as CEO in November 2024.That conversation, which was taped on 9 January, was to be one of Hutchings' last in the role. Ten days after the recording, and amid mounting activist pressure from shareholder Saba Capital, Workspace abruptly announced Hutchings would be replaced as CEO by Charlie Green, co-founder of the Office Group.Despite this, we are publishing the conversation below, together with some of John's initial thoughts. Commenting on his own appointment, Green said "the strategy in place is clear and provides the right platform to rebuild occupancy and drive income growth over time." Presumably that means a degree of continuity.Let us know your thoughts on the move, or if you have any questions or any suggestions for future guests, by emailing alex.newman@ft.comListen to more podcasts from Investors' Chronicle on Apple, Spotify and YouTubeTimestamps0:09 Intro5:52 Background on Workspace11:45 Short term rental market16:06 Creative industries 19:54 Occupancy levels24:07 John's views on Workspace28:25 Lessons from other property sub-sectors29:48 Asset disposal programme 39:36 Saba Capital43:20 The optimism scale47:14 Update on John's portfolioInvestors' Chronicle has supported private investors in the UK for over 160 years by highlighting rewarding investment opportunities. Investors' Chronicle is a service by the Financial Times. Hosted on Acast. See acast.com/privacy for more information.

"No pain, no deal." It's standard sales advice for a reason: painkillers are always easier to sell than vitamins. But are there exceptions?In this episode, I break down the only two scenarios where a prospect will buy from you even if they aren't feeling active symptoms. I discuss the concept of "high-stakes latent pain" (and why a blocked artery motivates action when slightly high blood pressure doesn't) and how intense desire—like the urge to buy a Porsche 911—can create its own internal pressure to buy.If you think your prospect has "no problems" but you still want the close, you need to understand these two specific triggers.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

"Problems are facts, pain is feeling." This mantra is tattooed on my brain for a reason.I recently reviewed a sales call where a service provider uncovered a complete train wreck of a client situation. The prospect agreed with every single finding, yet still refused to pay to fix it. Why? Because the seller was pitching problems, not pain.In this episode, I explain why clients can acknowledge a problem but still refuse to solve it. I'll show you how to connect the dots between technical facts and the emotional or business impact that actually drives a purchase. If you're presenting logical solutions but still losing deals, this is exactly what you need to hear.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

LinkedIn Post mentioned in the episode: https://msp.sale/49SzpiuIn less than a year, I took a new business from zero to $93,000 in monthly sales. I didn't do it by adding more services or chasing new trends—I did it by killing everything else and focusing on just one thing.In this episode, I break down why most entrepreneurs completely misunderstand what true focus looks like. I share my take on a controversial LinkedIn post where a CEO turned down "free" work (and why he was right to do it), discuss my own battle with 'shiny object syndrome,' and explain why more businesses die from indigestion than they do from starvation.If you feel like you're doing too much but not moving forward, this is the reality check you need.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

To kick off the first episode of the year, host Eva Hartling sits down with Sophie Boulanger — founder and former CEO of BonLook; advisor and investor — for a season-opening conversation about what retail transformation really means in 2026.Because this is not the year for surface-level change. Brands will either evolve at the core… or fall behind.In this episode, Sophie shares the lessons behind building one of Canada's rare modern retail success stories — and what she believes today's brands need to understand about changing consumer expectations, experience design, and the return to proximity and independent retail.Eva and Sophie also zoom out to unpack what legacy retail can teach us right now: what the Hudson's Bay fallout reveals about adding digital to a broken model, why Simons continues to win, and how smart operators are building resilience in a shifting market.And finally, they look ahead — to what AI and technology integration can genuinely unlock for modern companies, and why the opportunity isn't about gimmicks, but about becoming faster, smarter, and more connected to the customer.A must-listen for founders, marketers, and business leaders navigating the next era of retail.This is part one of this conversation, to be continued next week.This season of our podcast is brought to you by our sponsor, TD Canada Women in Enterprise. TD is proud to support women entrepreneurs and help them achieve success and growth through its program of educational workshops, financing and mentorship opportunities! Find out how you can benefit from their support! Visit: TBIF: thebrandisfemale.com // TD Women in Enterprise: td.com/wie // Follow us on Instagram: instagram.com/thebrandisfemale

Ben Horowitz: Quit being a coward and do the hard thinghttps://youtu.be/XSUIFA3j2VoThe Hard Thing About Hard Thingshttps://amzn.to/456nM50If everyone on your team agrees with your decisions, you are irrelevant as a leader. In this episode, I'm auditing my biggest lessons from 2025 and diving into a hard truth: real leadership isn't about consensus; it's about having the courage to make unpopular calls.I discuss Ben Horowitz's concept of "Management Debt"—the compounding interest we pay when we avoid hard conversations, difficult firings, or killing passion projects—and why sprinting toward these uncomfortable moments is the only way to avoid organizational stagnation. Tune in to find out why your actual job description is doing the things no one else wants to do.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Season 5, Are you kidding me!!!! I had the absolute privilege to sit down with Veronica Sterling. Veronica is a beautiful soul that has this amazing ability to walk with folks through what some would say are dark times, the end of life. After this discussion you'll realize the beauty in what she does and the power behind her message of purpose, resiliency and alignment. A conversation we all should be having. Sit back and give this episode a listen and be better prepared for doing so. vsterling@hillandale.comhttps://www.linkedin.com/in/veronicasterlingspeaks/overlay/contact-info/http://www.veronicasterling.com/More information about VeronicaVeronica Sterling is a keynote speaker known for helping audiences navigate change with clarity, capacity, and courage. Her message is shaped by more than twenty years of executive leadership, including her role as CEO of Hospice of Southwest Ohio. Her work informs her approach to purpose, resilience, and alignment. Veronica created The Commitment Compass to give people and teams a grounded, practical method for shaping meaningful goals and staying steady through seasons of transition. Based in Cincinnati, Ohio, she is available for speaking engagements nationwide. Outside of work, Veronica loves going on adventures. She and her husband have visited 40 national parks, traveling together in their 1984 DIY renovated Airstream motorhome. Stay in touch to follow the spring 2026 cross country national park blitz - It's their biggest road trip yet.Thank you for taking the time to give this podcast a listen. If you would like more information on other Law enforcement Life Coach initiatives, our "Sometimes Heroes Need Help" wellness seminar or our One-On-One life coaching please visit :www.lawenforcementlifecoach.comJohn@lawenforcementlifecoach.comAnd if you would like to watch the interview you can view it in it's entirety on the Law Enforcement Life Coach YouTube Channel : https://studio.youtube.com/channel/UCib6HRqAFO08gAkZQ-B9Ajw/videos/upload?filter=%5B%5D&sort=%7B%22columnType%22%3A%22date%22%2C%22sortOrder%22%3A%22DESCENDING%22%7D

In this 2025 audit, I challenge the popular narrative that neurodiversity is an inherent superpower, arguing instead that it only becomes one when you design the right environment to harness it Neurodiversity Isn't a Superpower (Until You Do This).mp3].I share my personal journey of discovering my own Level 1 Autism and ADHD following my son's diagnosis, revealing how this new self-awareness explained my past struggles with solopreneurship Neurodiversity Isn't a Superpower (Until You Do This).mp3]. I also introduce my "Peaks and Valleys" framework—a method for visualizing extreme strengths and weaknesses—and explain how to build a team that covers your blind spots so you can finally achieve "1 + 1 = 3"David Rendall, Author of "The Freak Factor" | Your Weakness Is Your Power https://youtu.be/NdRhH9411hI//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

I audited my 2025 year looking for lessons learned, relearned, and unlearned. Here's a big one I'm relearning: the difference between someone good on your team versus someone great isn't 10-20% better—it's 10-20X in productivity, output, and impact. I really mean this. I came from the corporate world where I had big budgets and could hire A-players, but when I went out on my own with tighter budgets, I developed a bad habit: hiring cheaper people thinking I could get it all done. I'd hire two or three mediocre people instead of one A-player focused on the most important thing. What happened? Failed prioritization. Mediocre people increased noise, required constant oversight, and diluted my time instead of extending capacity. I was micromanaging and fixing instead of building. This past year I went back to my roots: only accept A-players, which forced me to prioritize ruthlessly. The business accelerated dramatically. This episode breaks down my number one recommendation for hiring A-players: treat it like video production—spend way more time on pre-production and strategy to dramatically reduce post-production work. Instead of jumping to a job post and taking "good enough," spend time defining what success really looks like, who would crush it (beyond resume bullets), and what systems screen people in or out. It feels slower up front but there's no comparison in speed to full output and caliber of people you stack on the team.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Newsletter for reference: https://www.aboutamazon.com/news/company-news/amazons-original-1997-letter-to-shareholdersFor years, I preached that a crystal clear vision was the non-negotiable foundation of any successful company, often citing Jeff Bezos's prophetic roadmap for Amazon as the gold standard. But in 2025, I unlearned that rule and embraced the "Steve Jobs approach"—trusting the process, iterating in real-time, and connecting the dots looking backward. In this episode, I'm discussing why you don't need a perfect ten-year plan if you genuinely love the art of building, and how a passion for the daily grind can serve as a powerful substitute for a crystallized vision when navigating the inevitable frustrations of entrepreneurship.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Greg Foran has led at a level very few people ever will.From running Walmart US - a business with over a million employees - to serving as CEO of Air New Zealand through some of its most challenging years, Greg has made decisions where the consequences affected millions of people.In this conversation, Greg takes us inside what that responsibility actually feels like. We talk about making calls that wipe billions off company value, leading through crisis and chaos, operating in China when the rulebook doesn't apply, and why losing the top job earlier in his career ended up changing everything.We also dive into his mindset: fear of failure, discipline, curiosity, people-first leadership, and why paying and trusting frontline workers matters more than most executives realise.This is a rare, honest look at leadership when the stakes are real - and when getting it wrong isn't an option.This episode is a re-release of our conversation with Greg Foran from 2025.This episode is brought to you by our proud sponsors TAB, download the new app today and get your bet on! Steve and Seamus are proud to be dressed by Barkers. Hosted on Acast. See acast.com/privacy for more information.

For six years, I've used my personal brand to drive millions in revenue, but I kept hitting two major walls: I became the bottleneck when client work piled up, and I burned out from repetitively talking about the same niche topics. My breakthrough this year was finally decoupling my personal identity from my business's identity—allowing me to create content about whatever I'm obsessed with (like neurodiversity or general entrepreneurship) while my team mines that content to extract and repackage the specific pieces needed for our marketing. This shift has not only made content creation fun and sustainable again but has also removed the "assembly line" feeling and uncapped our growth potential.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

I've always taught that systems are the key to scaling, but looking back at 2025, I realized that my obsession with efficiency actually trapped one of my businesses in a state of stagnation. I made the critical mistake of building a rigid delivery infrastructure for a thousand clients when we only had ten, effectively prioritizing process over product-market fit and making it a nightmare to pivot when we received early feedback. In this episode, I'm explaining why building systems too early creates a dangerous "efficiency trap," and why my strategy for 2026 is to embrace the mess and do things manually until the volume absolutely screams for automation.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

0:30 - Reaction to ICE shooting in MN 39:13 - more reaction 01:01:50 - Yes, fraud 01:22:58 - National Chairman of the Election Transparency Initiative & former deputy secretary of DHS, Ken Cuccinelli, breaks down the Minneapolis shooting and argues the left thrives on confrontation and harassment. 01:44:40 - Former CEO of CPS and former candidate for mayor, Paul Vallas: We literally have an apartheid school system in Chicago - it's about time for a justice department investigation. Follow Paul on X @PaulVallas 02:03:26 - Daniel DePetris, fellow at Defense Priorities and a syndicated foreign affairs columnist at the Chicago Tribune and Newsweek, on Venezuela and what the U.S. is really planning for Greenland. Follow Daniel on X @DanDePetris 02:21:45 - Christian Toto, host of “The Hollywood in Toto Podcast ”: Why George Clooney (and Hollywood) Should Fear Bari WeissSee omnystudio.com/listener for privacy information.

As we head into 2026, I've realized that AI literacy is no longer just a productivity hack for CEOs; it is a critical defense mechanism against mediocrity. I recently caught my own team trying to pass off lazy, fluff-filled ChatGPT answers as strategic thought, and I discovered I was paying a vendor for content I could replicate instantly with a simple Claude skill. If you don't have the hands-on technical experience to spot the difference between genuine human insight and a robotic output, you are flying blind, and I'm explaining why your inability to use these tools is becoming the single biggest vulnerability in your leadership toolkit.//Welcome to Repeatable Revenue, hosted by strategic growth advisor , Ray J. Green.About Ray:→ Former Managing Director of National Small & Midsize Business at the U.S. Chamber of Commerce, where he doubled revenue per sale in fundraising, led the first increase in SMB membership, co-built a national Mid-Market sales channel, and more.→ Former CEO operator for several investor groups where he led turnarounds of recently acquired small businesses.→ Current founder of MSP Sales Partners, where we currently help IT companies scale sales: www.MSPSalesPartners.com→ Current Sales & Sales Management Expert in Residence at the world's largest IT business mastermind.→ Current Managing Partner of Repeatable Revenue Ventures, where we scale B2B companies we have equity in: www.RayJGreen.com//Follow Ray on:YouTube | LinkedIn | Facebook | Twitter | Instagram

Send us a textSteve Williams is the director of Diversions Programming at the Anchorage Police Department. The Diversion Program allows officers to offer offenders a path to drug treatment instead of charges at the point of arrest. Previously, Steve was the CEO at the Alaska Mental Health Trust. And. prior to that, he worked for the mental health court. We discuss all three of those roles in detail on today's episode.To listen to APD Chief Sean Case's podcast episode, click here.

Earlier this year journalist Ben Makuch caught a glimpse of Eric Schmidt, the former CEO of Google, dancing at a club in Kyiv. It was a surreal moment, a snapshot of a tragic war that the West thinks is defining the future of conflict. Tech executives have flocked to Ukraine, courting the country in an attempt to get at a resource more precious than gold: data. Makuch was just there and has written about what he saw for The New Republic and he's on the show today to talk about it.Some light smoking banterBen's timelineGoogle's CEO dancing in a bar in KyivUkraine as laboratory for war techThe JSOC era is overIn defense of the majestic American turkeyThe great America vs China speculationWar, cheaperOn the actual frontlineWheat fields of fiber optic lineThe buzz of the droneLife in the bloodlandsThe human suffering of living in UkraineFPV-made propaganda“Never underestimate human innovation when it comes to killing other humans.”What's Erik Prince doing in Ukraine?New York Times on Military ReformThe Medieval—and Highly Effective—Tactics of the Ukrainian ProtestsWho Is St. Javelin and Why Is She a Symbol of the War in Ukraine?‘Cope Cages' on Busted Tanks Are a Symbol of Russia's Military Failures‘Unauthorized' Edit to Ukraine's Frontline Maps Point to Polymarket's War BettingSupport this show http://supporter.acast.com/warcollege. Hosted on Acast. See acast.com/privacy for more information.