Podcasts about frito lay

In Part 2 of this episode of Paradigm Shifting Books, hosts Stephen and Britain Covey continue their conversation with their father, Stephen M. R. Covey, bestselling author of The Speed of Trust. Picking up where Part 1 left off, this half dives deeper into what high-trust leadership looks like in practice, from boardrooms to family dinner tables, and why the companies that are already good at trust are the ones most determined to get better at it.Stephen M. R. Covey walks through real-world examples of organizations that used trust as a performance multiplier, including Frito-Lay's Al Carey and the iconic Doritos Locos Taco partnership with Taco Bell, a billion-dollar product launched without a contract because two CEOs trusted each other completely. He unpacks the five waves of trust and makes the case that everything starts from the inside out, beginning with self-trust.The episode also gets personal. Stephen and Britain revisit a teenage speeding ticket that became a masterclass in how trust is lost, owned, and rebuilt through behavior, not words. Stephen M. R. Covey shares his own story of having to restore trust with a colleague he had unfairly criticized as CEO, walking through what it actually looks like to behave your way back into a relationship. The episode closes with two immediately actionable takeaways for anyone who wants to increase trust this week.What We Discuss[00:00] Introduction[01:30] Why companies that are already good at trust want to get even better[02:53] Case study: Frito Lay, Taco Bell, and the billion dollar Doritos Locos Taco [08:56] The five waves of trust[16:17] Making and keeping commitments to yourself to rebuild self-trust[18:13] Rebuilding trust once it's been lost: two paradigm shifts[22:50] Britain's teenage speeding ticket story[26:56] Stephen M. R. Covey's personal leadership failure[32:54] Two practical takeaways to increase trust this week[38:59] Closing reflections from Stephen and BritainResourcesParadigm Shifting BooksPodcastInstagram YouTube BookThe Speed of Trust by Stephen M. R. CoveyStephen M. R. CoveyLinkedInBritain CoveyLinkedIn InstagramStephen H. CoveyLinkedIn

Nutrition Nugget! Bite-sized bonus episodes offer tips, tricks and approachable science. This week, Jenn is talking about Protein Doritos. Are these bold, crunchy chips actually a smart snack upgrade, or just clever marketing from one of the biggest food companies in the world? With 10 grams of protein per serving and a shorter-than-usual ingredient list for a Dorito, they might sound like a win, but is that the whole story? Jenn digs into the nutrition facts, the fat sources, the GMO disclosure, and that ever-important question of what "one serving" really looks like in real life. Could these actually be a better protein snack than a certain celebrity protein popcorn? And more importantly, do any of us really need protein packed into our chips? Tune in to find out where Jenn lands on this one. Like what you're hearing? Be sure to check out the full-length episodes of new releases every Wednesday. Have an idea for a nutrition nugget? Submit it here: https://asaladwithasideoffries.com/index.php/contact/ RESOURCES:Become a Happy Healthy Hub MemberJenn's Free Menu PlanA Salad With a Side of FriesA Salad With A Side Of Fries MerchA Salad With a Side of Fries Instagram90's vs NowNutrition Nugget: GMO to BENutrition Nugget: Khloud Protein PopcornKEYWORDS: Jenn Trepeck, Nutrition Nugget, Salad With A Side Of Fries, Health Tips, Wellness Tips, Protein Chips, Doritos Protein, Nacho Cheese Chips, Ultra-Processed Foods, Snack Food Nutrition, Food Label Reading, Nutrition Facts, Net Carbs, Protein Per Serving, Healthy Snacking, Frito-Lay, PepsiCo, Big Food Companies, Bioengineered Ingredients, GMO Disclosure, Casein Protein, Whey Protein Concentrate, Saturated Fat, Vegetable Oil, Corn Oil, Canola Oil, Soybean Oil, Artificial Flavors, Natural Flavors, Serving Size Awareness, Packaged Food Ingredients, Dietary Fiber, Calorie Count, Food Marketing Claims, Snack Food Comparison, Protein Popcorn, Healthy Chip Alternatives, Food Industry Trends, Weight Loss Snacks, Wellness Nutrition, Balanced Snacking, Ingredient List Analysis, Protein Labeling, Mindful Eating, How To Read Nutrition Labels On Protein Snacks, Are Protein Doritos Actually A Healthy Snack

What if the only real limit is the story your brain keeps accepting? Kyle and Brent Pease — co-founders of the Kyle Pease Foundation and veteran Ironman competitors — have completed over 150 races together, including multiple Ironman events, with Kyle racing from his wheelchair. But this isn't a story about disability. It's about what becomes available when you decide to see possibility where others see a ceiling. In this episode, Kyle and Brent share how a single question — can people in wheelchairs do an Ironman? — launched a movement that helped over 170 athletes cross more than 1,300 finish lines in one year alone. If you want to lead at a higher level, perform with more grit, and discover what you're actually capable of, this conversation will rewire the way you see your own limits.   ABOUT LARRY OLSEN Larry Olsen is a Two-Time Vistage Speaker of the Year and Fortune 50/500 Executive Performance Advisor with 40+ years of client work at Toyota, PepsiCo, Starbucks, Harley-Davidson, Honda, American Airlines, State Farm, Frito Lay, Lexus, and Tropicana. He is the author of Get a Vision and Live It! and the founder of Performance Driven Neurology, the methodology combining cognitive psychology and neuroscience for C-suite leadership.   ABOUT KYLE AND BRENT PEASE Kyle and Brent Pease are brothers, co-founders of the Kyle Pease Foundation, and one of the most decorated inclusive endurance duos in the world. Kyle, who has cerebral palsy and has used a wheelchair for 41 years, is an Ironman finisher and the face of a 15-year movement that is redefining what inclusion looks like in endurance sports. Learn more about the Kyle Pease Foundation at kylepeasefoundation.org.   READY TO START YOUR OWN BRAIN HACKS PRACTICE? If something Kyle, Brent, or Larry said landed for you in this episode, the next step is the Brain Hacks Intensive. It is a guided practice that walks you through the foundational mindset shifts behind the Performance Driven Neurology methodology, the same shifts Larry teaches Fortune 500 executives and the same principles Kyle and Brent have lived out for 15 years. Brain Hacks Intensive: https://neuromindedcollective.com/brain-hacks-challenge   CONNECT WITH LARRY Website: larryolsen.com LinkedIn: linkedin.com/in/larry-r-olsen CONNECT WITH KYLE AND BRENT Website: kylepeasefoundation.org

Adley Kinsman is a viral content strategist and the most-viewed female producer in Facebook history, consistently generating over 3 billion monthly views across her network. Adley is CEO and Founder VIRALISH a company specializing in helping brands and creators integrate into viral communities at scale. With over 75  billion views generated since 2020 and 45+ million followers across multiple channels, Adley has become a sought-after expert in branded content distribution. Her strategic campaigns have driven massive engagement for world-leading corporations including Land Rover, TikTok, Charmin, Airheads, David's Bridal, Frito-Lay, Raising Cane's, and 1st Phorm. Adley's expertise extends beyond content creation to speaking and education. She has taken the stage at premier industry events including AdWorld, ManyChat, Social Media Marketing World, Asire Tour, Russell Brunson, Pace Morby, and many more, where she shares her proven strategies for viral content creation and audience engagement. https://viralish.com/ www.instagram.com/adley    Huge thank you to our sponsors. The Oklahoma Hall of Fame at the Gaylord-Pickens Museum telling Oklahoma's story through its people since 1927. For more information go to www.oklahomahof.com and for daily updates go to www.instagram.com/oklahomahof  The Chickasaw Nation is economically strong, culturally vibrant and full of energetic people dedicated to the preservation of family, community and heritage. www.chickasaw.net Dog House OKC - When it comes to furry four-legged care, our 24/7 supervised cage free play and overnight boarding services make The Dog House OKC in Oklahoma City the best place to be, at least, when they're not in their own backyard. With over 6,000 square feet of combined indoor/outdoor play areas our dog daycare enriches spirit, increases social skills, builds confidence, and offers hours of exercise and stimulation for your dog http://www.thedoghouseokc.com Metro Ford of OKC is proudly serving Oklahoma City with vehicles you can rely on and service you can trust. It's also why they're Oklahoma's Number One Performance Dealership. Shop the inventory today at metrofordofokc.com where the difference is Real. #thisisoklahoma

 When it comes to thriving, listening to our inner compass is crucial. Living out our purpose alongside others can only really happen when we use the tool of discernment. But that can often feel kind of daunting. It's hard to know where to begin.  Bonnie Wan has developed a three-step process for tuning into our true desires – and then putting them into action.  Bonnie Wan is a strategist, bestselling author and creator of The Life Brief: A Playbook for No-Regrets Living. She took the idea of a brief from her marketing campaigns, and repurposed it for our creative and spiritual lives. Bonnie shares her challenging experience writing her own life brief – and the surprising path it led her down.  Bonnie walks us through how to apply the life brief to a big decision, which begins with allowing our human messiness to come to the surface. And more often than not, living out our purpose is relational.  Bonnie has over 30 years of experience guiding major companies. At advertising agency Goodby Silverstein & Partners, Bonnie has led strategy for BMW, Comcast/Xfinity, Frito-Lay, HP, Kraft-Heinz, and PepsiCo. She also led award-winning campaigns fighting racial injustice, child sex trafficking, cyberbullying, college campus rape, and gender inequality.  With & For is a podcast of the Thrive Center, an applied research center that exists to catalyze a movement of human thriving, with and for others through spiritual health.  Learn more at thethrivecenter.org. Follow us on Instagram @thrivecenter Follow us on LinkedIn @thethrivecenter Dr. Pamela Ebstyne King hosts With & For, and is the Executive Director of the Thrive Center and the Peter L. Benson Professor of Applied Developmental Science at the School of Psychology & Marriage and Family Therapy at Fuller Seminary. Follow her @drpamking. About With & For Host: Pam King Senior Director and Producer: Jill Westbrook Operations Manager: Lauren Kim Social Media & Graphic Designer: Wren Juergensen Senior Producer: Clare Wiley Executive Producer: Jakob Lewis Produced by Great Feeling Studios Special thanks to the team at Fuller Studio and Fuller Seminary's School of Psychology & Marriage and Family Therapy. The podcast was made possible through the support from the John Templeton Foundation. The opinions expressed in this publication are those of the host and guests, and do not necessarily reflect the views of the John Templeton Foundation.

How fortunate we are to be the children of Hashem. He is there to help us twenty-four hours a day, seven days a week, and He loves each and every one of us more than a parent could ever love a child. We should feel proud to merit being the ones who follow His Torah. The pasuk says: כִּי הִיא חָכְמַתְכֶם וּבִינַתְכֶם לְעֵינֵי הָעַמִּים . When we live our lives according to the Torah, we are showing the world what true wisdom is. The Torah makes us a nation of kings and queens, and it is our greatest privilege to serve Hashem. Therefore, we should never be embarrassed to follow any mitzvah. If a gentile buyer asks a person to go to a non-kosher establishment, he should not say, "I'm not in the mood for that kind of food right now." Rather, he should say, "I'm sure the food is great, but my religion only permits me to eat in kosher establishments." If an executive asks for a meeting at a time that would cause a person to miss his set time for learning Torah, he should not be embarrassed to say, "I set aside time every day to learn and cannot miss it." All success comes from Hashem, and when we stand up for His honor and follow His Torah, He sends His blessings. The pessukim tell us about Daniel, who was taken as a young man to serve in the palace of Nebuchadnezzar. An official in charge told him he had to eat the finest foods from the royal table—rich meat and wine—so that he would appear strong and refined for service. Daniel said he wanted only grains and water, for kashrut reasons. The official explained that he would get in trouble if Daniel did not look robust like the other servants. Daniel suggested a ten-day test: give him grains and water and compare him to the others. At the end of the ten days, Daniel looked healthier, stronger, and more vibrant than the servants who ate the king's finest delicacies. Health and appearance come from Hashem, and He is the only One who needs to be impressed. Chazal tell us that because Daniel kept kashrut under duress, he merited protection later, even when he was thrown into the lion's den. Anyone who knows who the real Boss is will never compromise any level of Torah for any reason, especially in business. On the contrary, he will keep Torah even more carefully, knowing that success comes only from Hashem. Once a year, the largest retailer in the world, Walmart, holds a massive gathering for its top 1,500 suppliers, including Apple, General Mills, Frito-Lay, Procter & Gamble, and many more. They give awards for the best suppliers in each category, culminating in the Vendor of the Year award. At the last gathering, there were many Jews in attendance but an overwhelming majority of gentiles. The top award went to a religious Jew who keeps all halachot meticulously. On stage were many executives, including women, who normally extend their hands to congratulate winners—but in this case, they were instructed by the executive vice president to respect his religion and not do so. When he spoke, he did not praise his product or his skill. Instead, he said, "I attribute all of our company's success to the One Above." Later, other gentile vendors expressed how impressed they were that he publicly recognized G-d. This man does not own a smartphone. He appeared on that stage with a full Omer beard and does not compromise his Torah learning for work. Over the decades, many people have felt pressure to compromise standards to impress companies like Walmart—but this is unnecessary. Companies will respect Torah principles. In this instance, Walmart was more concerned with respecting his religion than he was with impressing them. All success comes from Hashem. If we are proud to be His people, we should also be proud to follow His Torah. True success comes not from pleasing people, but from standing strong in Hashem's Torah—He will make all things prosper.

This week, your Main Creeps try three of the new Flavor Swap varieties from Frito Lay. They're snacks that are seasoned with seasonings that are traditionally on other chips.We have: Ruffles that are Cool(er) Ranch Dorito flavored, Cheetos that are Lays Sweet Heat Southern Barbecue flavored, and Doritos that are Ruffles Cheddar and Sour Cream flavored. The editor thinks the cool ranch ruffles are the best chips they've ever had and it's not even close.Then, a recent story from Kelsey. In Oklahoma, a would be shooter was thwarted in Pauls Valley High School by their own principal on April 7th. Kirk Moore, the principal, tackled and wrestled the shooter to disarmed them, preventing any further injury, other than the principal being hospitalized for a shot in his leg. Students voted the principal as their prom king to honor him.Also, we mention pre-k plague, little work buddies, millennial coping, fighting death and login demons, time dilation, the Onion Infowars takeover, Matt loving Sport(tm) -tmi around 1:30 in if you want to skip it a bit. Always reach out if you need help, call 988 if you're feeling depressed.

Identify the exact strategies Sharon and Rob discussed so you can start increasing engagement in your own projects today. Grab our Core Drives in the Wild guide for free professorgame.com/WildCD What if the secret to solving real-world isolation or preventing misconduct wasn't more rules, but better play? Sharon Wood, a veteran gaming executive who helped launch the original Grand Theft Auto, joins us to discuss her shift from commercial hits to "Serious Games" with a scientific edge. We explore the neurological reality that the brain cannot distinguish between real and virtual experiences, making games a potent tool for building empathy and confidence. From memory care apps that reunite families to clinical trials in schools, this episode moves past the "points and badges" surface of gamification to show how progressive mastery actually changes lives. Sharon Wood is a seasoned gaming executive with over four decades of experience spanning sports marketing, entertainment, media, and video game development. Her career began in the fast-paced world of sports and entertainment marketing before she entered the gaming industry in 1996 during PlayStation's early days, where she orchestrated groundbreaking partnerships between major brands like Pepsi and Frito-Lay and video games. Most notably, Sharon launched the original Grand Theft Auto on a modest marketing budget. While defending the controversial title in the media, she consulted with psychologists and discovered something surprising: games could actually provide safe environments for exploring moral concepts rather than encouraging negative behaviors. This revelation changed everything. Inspired by gaming's positive potential, Sharon collaborated with a psychologist around 2012-2013 to create "Luminous," a game designed to help women and girls build self-confidence. Within months of launch, it became a top-five app in 34 countries. This success led Sharon to found Happy People Games (HPG), a company dedicated to creating "serious games": interactive experiences that merge scientific evidence with engaging gameplay to deliver real-world benefits beyond entertainment. Unlike simple gamification with badges and points, HPG builds games that create progressive mastery experiences, harnessing the natural reward response from achievement and channeling it toward positive outcomes. Rob Alvarez is Head of Engagement Strategy, Europe at The Octalysis Group (TOG), a leading gamification and behavioral design consultancy. A globally recognized gamification strategist and TEDx speaker, he founded and hosts Professor Game, the #1 gamification podcast, and has interviewed hundreds of global experts. He designs evidence-based engagement systems that drive motivation, loyalty, and results, and teaches LEGO® SERIOUS PLAY® and gamification at top institutions including IE Business School, EFMD, and EBS University across Europe, the Americas, and Asia.   Guest Links and Info Websites: happypeoplegames.com thenewforevers.com Instagram: @thenewforevers   Links to episode mentions: Proposed guest: Christian Svensson Favorite game: Tekken   Lets's do stuff together! Let's chat about your gamification project YouTube LinkedIn Instagram Facebook Start Your Community on Skool for Free Ask a question

In this inspiring episode of A Voice and Beyond, Dr Debra Clary, renowned leadership strategist, researcher, executive coach, Tedx Speaker and author of the upcoming book The Curiosity Curve, reveals why curiosity is one of the most powerful tools we have for transformation.With over 40 years of leadership experience working with iconic global brands like Coca-Cola, Frito-Lay, Jack Daniel's, and Humana, Dr Clary brings rare insight into how curiosity fuels innovation, dissolves fear-based culture, repairs and strengthens relationships, combats burnout, and helps leaders navigate an increasingly complex world.Together, we dive into:✔ The Curiosity Curve — Dr Clary's revolutionary model and assessment✔ Why curiosity is a strategic imperative in today's world✔ How curiosity rewires the brain and increases creativity✔ The surprising ways curiosity reduces burnout and emotional exhaustion✔ Why fear, not failure, is the biggest barrier to curiosity✔ How curiosity can transform relationships, conflict, and communication✔ How leaders can build curious, innovative, connected cultures✔ Curiosity in the age of AI and why it's our most human advantageDr Clary's story is rich with wisdom, heart, and hard-won insight. Whether you're a leader, a creator, a teacher, or someone longing for a deeper sense of purpose and connection, this conversation will inspire you to see your life through a more expansive lens.Find Debra Here:debraclary.com/linkedin.com/in/drdebraclary/facebook.com/drdebraclary/youtube.com/@debraclary/videosinstagram.com/drdebraclary/instagram.com/the_curiosity_curve/Book:The Curiosity Curve - amazon.com/Curiosity-Curve-Leaders-Transformation-Questions/dp/1639081380Find Marisa online:Website: https://drmarisaleenaismith.com/LinkedIn: https://www.linkedin.com/in/drmarisaleenaismith/Instagram: https://www.instagram.com/drmarisaleenaismith/Facebook: https://www.facebook.com/marisa.lee.12YouTube: https://www.youtube.com/@avoiceandbeyond3519/videosResources:MLN Coaching Program: https://drmarisaleenaismith.com/mentoring/Schedule a Free Clarity Call: https://calendly.com/info-56015/discovery Gratitude Journal: https://drmarisaleenaismith.com/product/in-gratitude-my-daily-self-journal/Download your eBook: Thriving in a Creative Industry: https://drmarisaleenaismith.com/product/ebook-thriving-in-a-creative-industry-dr-marisa-lee-naismith/Like this episode? Please leave a review here - even one sentence helps! ...

Welcome to Manufacturing Greatness with Trevor Blondeel, where we work with organizations to manufacture greatness by leveraging resources you already have to achieve greater retention, productivity, and profits. To learn more, visit www.manufacturinggreatness.com and click here to subscribe to Trevor's monthly newsletter. Now, let's jump in! What if the biggest obstacle to your lean manufacturing results isn't the process at all? It might be the person leading it. In this episode of Manufacturing Greatness, learn more with Debra Clary, author of The Curiosity Curve, about one of the most overlooked blind spots in plant leadership. You can run kaizen events, map your value streams, launch six sigma projects, and roll out 5S methodology across your facility, but if the mindset isn't right, none of it sticks. Debra brings real-world experience from the shop floor, starting with her early days at Frito-Lay, and makes a compelling case for why curiosity might be the most underrated tool in your leadership toolkit. She covers topics why certainty shuts down problem solving, how communication skills and conflict resolution play a bigger role in process optimization than most leaders realize, and what it actually takes to drive meaningful change management in a manufacturing environment. This episode also discusses what's shifting on the floor right now, from managing a millennial workforce and Gen Z manufacturing talent, to diversity and inclusion, burnout prevention, and talent retention. Because production efficiency and manufacturing productivity aren't just about automation, Industry 4.0, or smart manufacturing technology. They're about the people running the operation. If you're a frontline supervisor, shift supervisor, or part of a plant leadership team focused on leadership development, workforce development, and building a safety culture that supports continuous improvement, this one's for you. Better KPI management starts with better people leadership. And better people leadership starts with asking better questions. 00:00 — Lean manufacturing efforts fail not because of process but because leaders rely on certainty instead of curiosity, limiting true continuous improvement in Manufacturing Greatness. 01:30 — Early frontline experience at Frito-Lay builds strong operations management skills and a deeper understanding of production planning and supply chain management. 04:00 — A kaizen approach that asks why a change will not work unlocks better problem solving, communication skills, and employee satisfaction on the shop floor. 06:00 — Involving frontline workers in decisions improves production efficiency, workforce development, and trust across shift supervisors and plant leadership. 10:00 — As leaders gain experience, certainty replaces curiosity, weakening leadership development and reducing innovation in lean manufacturing and six sigma environments. 12:00 — Bringing in fresh perspectives helps teams break through roadblocks in process optimization, value stream mapping, and manufacturing productivity. 13:30 — Strong plant leadership focuses on facilitation over direction, building coaching skills, ownership, and accountability in frontline supervisors. 15:00 — Lean manufacturing must be practiced as a daily mindset rather than isolated kaizen events to drive sustainable quality management and production management results. 18:00 — Curiosity-driven leadership strengthens employee satisfaction, talent retention, and engagement, especially across Gen Z manufacturing and the millennial workforce. 24:00 — Leaders who develop people instead of just solving problems improve performance management, problem solving, and long-term manufacturing productivity while reducing burnout. Learn More with Debra Clary Visit her website Buy The Curiosity Curve

Dr. Debra Clary started her career at 4 AM, driving a Frito-Lay route truck in Detroit as a Teamster. Three decades later, she had held senior leadership roles across four Fortune 50 brands (Frito-Lay, Coca-Cola, Jack Daniel's, and Humana), spent nearly 17 years building Humana's Leadership Institute, performed a one-woman off-Broadway show, and written The Curiosity Curve, a research-backed leadership book published by Fast Company Press in October 2025. In this episode of Inspiring Women, she sits down with Laurie McGraw to unpack what tied all of it together: curiosity. It started with a single question. During a Humana board meeting, then-CEO Bruce Broussard leaned over and quietly asked her, "Do you think curiosity can be learned, or is it innate?" Debra promised she'd find out. What followed was a trip to Italy where she noticed Europeans had fundamentally different conversations than Americans, a Gallup engagement report showing the lowest numbers in the firm's history, and ultimately a multi-year research project (commissioned with researchers out of MIT) that produced something no one had measured before: a direct correlation between a leader's level of curiosity and the performance of their team. In this conversation, Debra explains: Why curiosity is a state and not a trait (which means it can be built) The four-factor framework behind The Curiosity Curve: exploration, inspirational creativity, focused engagement, and openness to new ideas The Coca-Cola moment that nearly cost her a job, until a former chief of staff told her, "Unless Tom asks for something three times, take no action" She also opens up about leaving Humana to write the book, getting talked into an off-Broadway debut by her mastermind group, and what she learned about borrowing other people's belief in you until you can own it yourself. The episode closes on what may be the most important leadership skill of the AI era. As Debra puts it, AI levels the playing field because anyone with a phone can now get the answer. The edge belongs to the leaders who ask the boldest questions: What are we not asking? What signals are we missing? And for women specifically, her research surfaced a striking finding. Men and women score equally on curiosity, but women don't show up as curious in the room. Her closing message is a challenge to change that. Topics Covered From a Frito-Lay route truck to the Humana boardroom, and why starting at the bottom built her credibility The boardroom moment with Bruce Broussard that sparked a multi-year research project on curiosity An Italian train ride, an American joke, and the conversational habit it exposed Why Gallup's worst-ever engagement report pointed to a missing ingredient in leadership Commissioning MIT researchers and the direct correlation they found between curiosity and team performance The four factors of The Curiosity Curve: exploration, inspirational creativity, focused engagement, and openness to new ideas A Coca-Cola chief of staff lesson on knowing how your boss processes information Building Humana's Leadership Institute through the company's shift from insurance company to health company Leaving Humana to write the book, and getting talked into A Curious Woman off-Broadway by her mastermind group Why AI raises the floor for everyone and makes question quality the real differentiator Her message to women: ask more questions in the room, and say your point of view out loud Closing Thought Debra's career arc, route driver to Fortune 50 executive to author to performer, is itself an argument for the thesis of her book. Curiosity is what makes the pivots possible. And in a moment when answers are cheap and questions are scarce, the leaders who keep asking what are we missing? will be the ones who actually move things forward.

https://m.ebay.co.uk/sch/i.html?sid=tindogpodcast&_pgn=1&isRefine=true&_trksid=p4429486.m3561.l49496 Atlantis: The Lost Empire is a 2001 American animated science fiction adventure film directed by Gary Trousdale and Kirk Wise, produced by Don Hahn, and written by Tab Murphy. Produced by Walt Disney Feature Animation, it stars Michael J. Fox, James Garner, Cree Summer, Don Novello, Phil Morris, Claudia Christian, Jacqueline Obradors, Florence Stanley, David Ogden Stiers, John Mahoney, Jim Varney, Corey Burton and Leonard Nimoy. Set in 1914, the film follows young linguist Milo Thatch, who gains possession of a sacred book, which he believes will guide him and a crew of mercenaries to the lost city of Atlantis. Development of the film began after production had finished on The Hunchback of Notre Dame (1996). Instead of another musical, directors Trousdale and Wise, producer Hahn, and screenwriter Murphy decided to do an adventure film inspired by the works of Jules Verne. Atlantis: The Lost Empire was notable for adopting the distinctive visual style of comic book artist Mike Mignola, one of the film's production designers. The film made greater use of computer-generated imagery (CGI) than any of Disney's previous traditionally animated features and remains one of the few to have been shot in anamorphic format. Linguist Marc Okrand constructed an Atlantean language specifically for use in the film. James Newton Howard provided the film's musical score. The film was released at a time when audience interest in animated films was shifting away from traditional animation toward films with full CGI. Atlantis: The Lost Empire premiered at the El Capitan Theatre in Hollywood, Los Angeles, on June 3, 2001, and went into its general release on June 15. The film received mixed reviews from critics. Budgeted at around $90–120 million, Atlantis grossed over $186 million worldwide, $84 million of which was earned in North America; its lackluster box office response was identified as a result of being released in competition with Shrek, Lara Croft: Tomb Raider, The Fast and the Furious and Dr. Dolittle 2. As a result of the film's box office failure, Disney cancelled a planned spin-off animated television series, Team Atlantis; an underwater Disneyland attraction; and a volcanic Magic Kingdom attraction based on it. Atlantis was nominated for several awards, including seven Annie Awards, and won Best Sound Editing at the 2002 Golden Reel Awards. The film was released on VHS and DVD on January 29, 2002, and on Blu-ray on June 11, 2013. Despite its initial reception, reception in later years became favorable and has given Atlantis a cult following[5] and reappraisal from critics as a mistreated classic, due in part to Mignola's unique artistic influence.[6][7] A direct-to-video sequel, Atlantis: Milo's Return, was released in 2003. Plot In 1914 Washington, D.C., archaeo-linguist Milo Thatch obsesses over finding the legendary lost city of Atlantis, believed to have sunk thousands of years ago. His employers ridicule his theories, but he gains an unexpected ally in eccentric millionaire Preston B. Whitmore, a friend of Milo's deceased adventurer grandfather who also sought the city. Determined to honor his old friend's quest, Whitmore recruits Milo for an expedition to Atlantis, having recently uncovered the Shepherd's Journal, an ancient Atlantean manuscript that contains directions to the lost city. Aboard the submarine Ulysses, Milo meets his teammates: Commander Lyle Tiberius Rourke, Lieutenant Helga Sinclair, demolitions expert Vincenzo Santorini, geologist Gaetan "Mole" Molière, medical officer Joshua Sweet, mechanic Audrey Ramirez, radio operator Wilhelmina Packard, mess cook Jebidiah "Cookie" Farnsworth, and a platoon of mercenaries. Upon reaching a cave entrance leading to the lost city, the submarine is destroyed by a massive mechanical leviathan, killing most of the crew. Milo and the survivors escape in smaller craft, navigating through the cave to emerge among ancient ruins. Milo translates the journal, guiding the team through caves beneath a dormant volcano until they reach the worn remains of Atlantis. There, they are greeted by Princess Kidagakash "Kida" Nedakh, who, despite being around 8,500 years old, has the appearance of a young woman. She leads them to her father, King Kashekim, who orders them to leave. Learning that Milo can read their language—a skill lost to the Atlanteans over millennia—Kida asks for his help in uncovering their forgotten history and highly-advanced technology, without which the city has declined and resources have dwindled. Milo learns that Atlantis is powered by the Heart of Atlantis, a massive crystal that grants longevity and health to its citizens through the smaller crystals they carry. Rourke betrays Milo and the Atlanteans, revealing his true intention to steal the Heart for profit, despite knowing the Atlanteans will perish without it. He mortally wounds the King while seizing control and uncovers the crystal's hidden location beneath the city. Sensing the danger, the crystal merges with Kida, who is then captured by Rourke. He departs with the crystallized Kida and his mercenaries, except for Vincenzo, Molière, Sweet, Audrey, Packard, and Cookie, who refuse to take part in the Atlanteans' destruction. Before dying, the King reveals that Atlantis was devastated by a megatsunami after he attempted to weaponize the crystal's vast power. To protect the city, the crystal merged with a royal family member, Kida's mother. This created a protective dome over the city's inner district, shielding it from total destruction as Atlantis sank beneath the waves, but Kida's mother never returned. To prevent the crystal from ever merging with Kida, the King hid it, inadvertently accelerating Atlantis' decline. He warns Milo that Kida will be lost forever if she is not soon separated from the crystal and pleads with him to save her. Alongside his allies, Milo rallies the Atlanteans to reactivate their long-dormant flying machines. Together, they eliminate Rourke and his mercenaries in the volcano. Milo and the others fly the crystallized Kida back to Atlantis as the volcano erupts. Kida ascends into the air and awakens Stone Guardians, who erect a barrier that shields the city from the lava flow. With Atlantis saved, the crystal separates from Kida and remains suspended in the sky. Milo chooses to stay in Atlantis with Kida, having fallen in love with her. Before returning to the surface, Vincenzo, Molière, Sweet, Audrey, Packard, and Cookie each receive a small crystal and a share of treasure. The six reunite with Preston on the surface and agree to keep their adventure a secret to protect Atlantis. Preston opens a package from Milo containing his own crystal and a note thanking him. The newly crowned Queen Kida and Milo carve a stone effigy of her father to join those of past rulers floating beside the Heart of Atlantis, as the city stands restored to its former glory. Voice cast Production layout sketch of Milo and Kida. Milo's character design was based in part on sketches of the film's language consultant, Marc Okrand. Michael J. Fox as Milo James Thatch, a linguist and cartographer at the Smithsonian who was recruited to decipher The Shepherd's Journal while directing an expedition to Atlantis. James Garner as Commander Lyle Tiberius Rourke, the leader of the band of mercenaries for the Atlantean expedition. Cree Summer as Kidagakash "Kida" Nedakh, the Princess of Atlantis and Milo's love interest. Natalie Strom provided dialogue for Kida as a young child. Summer also voiced the unnamed Queen of Atlantis, Kida's mother and Kashekim's wife who was "chosen" by the Crystal during the sinking of the city. John Mahoney as Preston B. Whitmore, an eccentric millionaire who funds the expedition to Atlantis. Lloyd Bridges was originally cast and recorded as Whitmore, but he died before completing the film. Mahoney's zest and vigor led to Whitmore's personality being reworked for the film.[8] Claudia Christian as Lieutenant Helga Katrina Sinclair, Rourke's German-born second-in-command. Don Novello as Vincenzo "Vinny" Santorini, an Italian demolitions expert. Phil Morris as Dr. Joshua Strongbear Sweet, a medic of African-American and Arapaho descent. Jacqueline Obradors as Audrey Rocio Ramirez, a Puerto Rican mechanic and the youngest member of the expedition. Corey Burton as Gaetan "Mole" Molière, a French geologist who acts like a mole. Jim Varney as Jebidiah Allardyce "Cookie" Farnsworth, a Western-style chuckwagon chef. Varney died in February 2000, before the production ended, and the film was dedicated to his memory. Steven Barr recorded supplemental dialogue for Cookie. Florence Stanley as Wilhelmina Bertha Packard: an elderly, sarcastic, chain-smoking radio operator who is also the expedition's photographer. Leonard Nimoy as Kashekim Nedakh, the King of Atlantis and Kida's father. David Ogden Stiers as Fenton Q. Harcourt, a board member of the Smithsonian Institution who dismisses Milo's belief in the existence of Atlantis. Production Development The production team visited New Mexico's Carlsbad Caverns to get a sense of the underground spaces depicted in the film. The idea for Atlantis: The Lost Empire was conceived in October 1996 when Don Hahn, Gary Trousdale, Kirk Wise, and Tab Murphy lunched at a Mexican restaurant in Burbank, California. Having recently completed The Hunchback of Notre Dame,[9] the producer, directors and screenwriter wanted to keep the Hunchback crew together for another film with an "Adventureland" setting rather than a "Fantasyland" setting.[10] Drawing inspiration from Jules Verne's Journey to the Center of the Earth (1864) and Twenty Thousand Leagues Under the Seas (1870), they set out to make a film which would fully explore Atlantis (compared to the brief visit depicted in Verne's novel).[11] While primarily utilizing the Internet to research the mythology of Atlantis,[12] the filmmakers became interested in the clairvoyant readings of Edgar Cayce and decided to incorporate some of his ideas—notably that of a mother-crystal which provides power, healing, and longevity to the Atlanteans—into the story.[13] They also visited museums and old army installations to study the technology of the early 20th century (the film's time period), and traveled underground in New Mexico's Carlsbad Caverns to view the subterranean trails which would serve as a model for the approach to Atlantis in the film.[14] The filmmakers wanted to avoid the common depiction of Atlantis as "crumbled Greek columns underwater", said Wise.[15] "From the get-go, we were committed to designing it top to bottom. Let's get the architectural style, clothing, heritage, customs, how they would sleep, and how they would speak. So we brought people on board who would help us develop those ideas."[16] Art director David Goetz stated, "We looked at Mayan architecture, styles of ancient, unusual architecture from around the world, and the directors really liked the look of Southeast Asian architecture."[17] The team later took ideas from other architectural forms, including Cambodian, Indian, and Tibetan works.[18] Hahn added, "If you take and deconstruct architecture from around the world into one architectural vocabulary, that's what our Atlantis looks like."[19] The overall design and circular layout of Atlantis were also based on the writings of Plato,[18] and his quote "in a single day and night of misfortune, the island of Atlantis disappeared into the depths of the sea"[20] was influential from the beginning of production.[9] The crew wore T-shirts which read "ATLANTIS—Fewer songs, more explosions" due to the film's plan as an action-adventure (unlike previous Disney animated features, which were musicals).[21] Language The Atlantean letter A, created by artist John Emerson. Kirk Wise noted that its design was a treasure map showing the path to the crystal, "The Heart of Atlantis". Main article: Atlantean language Marc Okrand, who developed the Klingon language for the Star Trek television and theatrical productions, was hired to devise the Atlantean language for Atlantis: The Lost Empire. Guided by the directors' initial concept for it to be a "mother-language", Okrand employed an Indo-European word stock with its own grammatical structure. He would change the words if they began to sound too much like an actual, spoken language.[16] John Emerson designed the written component, making hundreds of random sketches of individual letters from among which the directors chose the best to represent the Atlantean alphabet.[22][23] The written language was boustrophedon: designed to be read left-to-right on the first line, then right-to-left on the second, continuing in a zigzag pattern to simulate the flow of water.[24] The Atlantean [A] is a shape developed by John Emerson. It is a miniature map of the city of Atlantis (i.e., the outside of the swirl is the cave, the inside shape is the silhouette of the city, and the dot is the location of the crystal). It's a treasure map. — Kirk Wise, director[25] Writing Joss Whedon was the first writer to be involved with the film but soon left to work on other Disney projects. According to him, he "had not a shred" in the movie.[26] Tab Murphy completed the screenplay, stating that the time from initially discussing the story to producing a script that satisfied the film crew was "about three to four months".[27] The initial draft was 155 pages, much longer than a typical Disney film script (which usually runs 90 pages). When the first two acts were timed at 120 minutes, the directors cut characters and sequences and focused more on Milo. Murphy said that he created the centuries-old Shepherd's Journal because he needed a map for the characters to follow throughout their journey.[28] A revised version of the script eliminated the trials encountered by the explorers as they navigated the caves to Atlantis. This gave the film a faster pace because Atlantis is discovered earlier in the story.[29] The directors often described the Atlanteans using Egypt as an example. When Napoleon wandered into Egypt, the people had lost track of their once-great civilization. They were surrounded by artifacts of their former greatness but somehow unaware of what they meant. — Don Hahn, producer[30] The character of Milo J. Thatch was originally supposed to be a descendant of Edward Teach, otherwise known as Blackbeard the pirate. The directors later related him to an explorer so he would discover his inner talent for exploration.[31] The character of Molière was originally intended to be "professorial" but Chris Ure, a story artist, changed the concept to that of a "horrible little burrowing creature with a wacky coat and strange headgear with extending eyeballs", said Wise.[32][33] Don Hahn pointed out that the absence of songs presented a challenge for a team accustomed to animating musicals, as action scenes alone would have to carry the film. Kirk Wise said it gave the team an opportunity for more on-screen character development: "We had more screen time available to do a scene like where Milo and the explorers are camping out and learning about one another's histories. An entire sequence is devoted to having dinner and going to bed. That is not typically something we would have the luxury of doing."[16] Hahn stated that the first animated sequence completed during production was the film's prologue. The original version featured a Viking war party using The Shepherd's Journal to find Atlantis and being swiftly dispatched by the Leviathan. Near the end of production, story supervisor John Sanford told the directors that he felt this prologue did not give viewers enough emotional involvement with the Atlanteans. Despite knowing that the Viking prologue was finished and it would cost additional time and money to alter the scene, the directors agreed with Sanford. Trousdale went home and completed the storyboards later that evening after visiting a strip club where he boarded the new sequence on a napkin.[34] The opening was replaced by a sequence depicting the destruction of Atlantis, which introduced the film from the perspective of the Atlanteans and Princess Kida.[35] The Viking prologue is included as an extra feature on the DVD release.[36] Casting Kirk Wise, one of the directors, said that they chose Michael J. Fox for the role of Milo because they felt he gave his characters his own personality and made them more believable on screen. Fox said that voice acting was much easier than his past experience with live action because he did not have to worry about what he looked like in front of a camera while delivering his lines.[37] The directors mentioned that Fox was also offered a role for Titan A.E.; he allowed his son to choose which film he would work on, and he chose Atlantis.[38] Viewers have noted similarities between Milo and the film's language consultant, Marc Okrand, who developed the Atlantean language used in the film. Okrand stated that Milo's supervising animator, John Pomeroy, sketched him, claiming not to know how a linguist looked or acted.[24] Kida's supervising animator, Randy Haycock, stated that her actress, Cree Summer, was very "intimidating" when he first met her; this influenced how he wanted Kida to look and act on screen when she meets Milo.[39] Wise chose James Garner for the role of Commander Lyle Tiberius Rourke because of his previous experience with action films, especially war and Western films, and said the role "fits him like a glove". When asked if he would be interested in the role, Garner replied: "I'd do it in a heartbeat."[40] Producer Don Hahn was saddened that Jim Varney, the voice of Jebidiah Allardyce "Cookie" Farnsworth, never saw the finished film before he died of lung cancer in February 2000, but mentioned that he was shown clips of his character's performance during his site sessions and said, "He loved it." Shawn Keller, supervising animator for Cookie, stated, "It was kind of a sad fact that [Varney] knew that he was not going to be able to see this film before he passed away. He did a bang-up job doing the voice work, knowing the fact that he was never gonna see his last performance." Steven Barr recorded supplemental dialogue for Cookie.[41] John Mahoney, who voiced Preston Whitmore, stated that doing voice work was "freeing" and allowed him to be "big" and "outrageous" with his character.[42] Dr. Joshua Sweet's supervising animator, Ron Husband, indicated that one of the challenges was animating Sweet in sync with Phil Morris' rapid line delivery while keeping him believable. Morris stated that this character was extreme, with "no middle ground"; he mentioned, "When he was happy, he was really happy, and when he's solemn, he's real solemn."[43] Claudia Christian described her character, Lieutenant Helga Katrina Sinclair, as "sensual" and "striking", and was relieved when she finally saw what her character looked like, joking, "I'd hate to, you know, go through all this and find out my character is a toad."[44] Jacqueline Obradors said her character, Audrey Rocio Ramirez, made her "feel like a little kid again" and she always hoped her sessions would last longer.[45] Florence Stanley felt that her character, Wilhelmina Bertha Packard, was very "cynical" and "secure": "She does her job, and when she is not busy, she does anything she wants."[46] Corey Burton mentioned that finding his performance as Gaetan "Mole" Molière was by allowing the character to "leap out" of him while making funny voices. To get into character during his recording sessions, he stated that he would "throw myself into the scene and feel like I'm in this make-believe world".[47] Kirk Wise and Russ Edmonds, supervising animator for Vincenzo "Vinny" Santorini, noted Vinny's actor Don Novello's unique ability to improvise dialogue while voicing the role. Edmonds recalled, "[Novello] would look at the sheet, and he would read the line that was written once, and he would never read it again! And we never used a written line, it was improvs, the whole movie."[48] Michael Cedeno, supervising animator for King Kashekim Nedakh, was astounded at Leonard Nimoy's voice talent in the role, stating that he had "so much rich character" in his performance. As he spoke his lines, Cedeno said the crew would sit there and watch Nimoy in astonishment.[49] Animation For comparison, the top image (panoramic view of Atlantis) is cropped to Disney's standard aspect ratio (1.66:1); the bottom image was seen in the film (2.35:1). At the peak of its production, 350 animators, artists and technicians were working on Atlantis[50] at all three Disney animation studios: Walt Disney Feature Animation (Burbank, California), Walt Disney Feature Animation Florida (Orlando), and Disney Animation France (Paris).[51] The film was one of the few Disney animated features produced and shot in 35mm anamorphic format. The directors felt that a widescreen image was crucial, as a nostalgic reference to old action-adventure films presented in the CinemaScope format (2.35:1), noting Raiders of the Lost Ark as an inspiration.[52] Because switching to the format would require animation desks and equipment designed for widescreen to be purchased, Disney executives were at first reluctant about the idea.[16] The production team found a simple solution by drawing within a smaller frame on the same paper and equipment used for standard aspect ratio (1.66:1) Disney-animated films.[52] Layout supervisor Ed Ghertner wrote a guide to the widescreen format for use by the layout artists and mentioned that one advantage of widescreen was that he could keep characters in scenes longer because of additional space to walk within the frame.[53] Wise drew further inspiration for the format from filmmakers David Lean and Akira Kurosawa.[16] The film's visual style was strongly based upon that of Mike Mignola, the comic book artist behind Hellboy. Mignola was one of four production designers (along with Matt Codd, Jim Martin, and Ricardo Delgado) hired by the Disney studio for the film. Accordingly, he provided style guides, preliminary character, and background designs, and story ideas.[54] "Mignola's graphic, the angular style was a key influence on the 'look' of the characters," stated Wise.[55] Mignola was surprised when first contacted by the studio to work on Atlantis.[56] His artistic influence on the film would later contribute to a cult following.[57] I remember watching a rough cut of the film and these characters have these big, square, weird hands. I said to the guy next to me, "Those are cool hands." And he says to me, "Yeah, they're your hands. We had a whole meeting about how to do your hands." It was so weird I couldn't wrap my brain around it. — Mike Mignola[56] The final pull-out shot of the movie, immediately before the end-title card, was described by the directors as the most difficult shot in the history of Disney animation. They said that the pull-out attempt on their prior film, The Hunchback of Notre Dame, "struggled" and "lacked depth"; however, after making advances in the process of multiplaning, they tried the technique again in Atlantis. The shot begins with one 16-inch (40.6 cm) piece of paper showing a close-up of Milo and Kida. As the camera pulls away from them to reveal the newly restored Atlantis, it reaches the equivalent of an 18,000-inch (46,000 cm) piece of paper composed of many individual pieces of paper (24 inches [61 cm] or smaller). Each piece was carefully drawn and combined with animated vehicles simultaneously flying across the scene to make the viewer see a complete, integrated image.[58] Scale model of Ulysses submarine by Greg Aronowitz, used by digital animators as reference during production.[59] At the time of its release, Atlantis: The Lost Empire was notable for using more computer-generated imagery (CGI) than any other Disney traditionally animated feature. To increase productivity, the directors had the digital artists work with the traditional animators throughout the production. Several important scenes required heavy use of digital animation: the Leviathan, the Ulysses submarine and sub-pods, the Heart of Atlantis, and the Stone Giants.[60] During production, after Matt Codd and Jim Martin designed the Ulysses on paper, Greg Aronowitz was hired to build a scale model of the submarine, to be used as a reference for drawing the 3D Ulysses.[59] The final film included 362 digital-effects shots, and computer programs were used to seamlessly join the 2D and 3D artwork.[61] One scene that took advantage of this was the "sub-drop" scene, where the 3D Ulysses was dropped from its docking bay into the water. As the camera floated toward it, a 2D Milo was drawn to appear inside, tracking the camera. The crew noted that it was challenging to keep the audience from noticing the difference between the 2D and 3D drawings when they were merged.[62] The digital production also gave the directors a unique "virtual camera" for complicated shots within the film. With the ability to operate in the z-plane, this camera moved through a digital wire-frame set; the background and details were later hand-drawn over the wireframes. This was used in the opening flight scene through Atlantis and the submarine chase through the undersea cavern with the Leviathan in pursuit.[63] Music and sound Since the film would not feature any songs, the directors hired James Newton Howard to compose the score after they heard his music on Dinosaur. Approaching it as a live-action film, Howard decided to have different musical themes for the cultures of the surface world and Atlantis. In the case of Atlantis, Howard chose an Indonesian orchestral sound incorporating chimes, bells, and gongs. The directors told Howard that the film would have a number of key scenes without dialogue; the score would need to convey emotionally what the viewer was seeing on screen.[64] Gary Rydstrom and his team at Skywalker Sound were hired for the film's sound production.[65] Like Howard, Rydstrom employed different sounds for the two cultures. Focusing on the machine and mechanical sounds of the early industrial era for the explorers, he felt that the Atlanteans should have a "more organic" sound utilizing ceramics and pottery. The sound made by the Atlantean flying-fish vehicles posed a particular challenge. Rydstrom revealed that he was sitting at the side of a highway recording one day when a semi-truck drove by at high speed. When the recording was sped up on his computer, he felt it sounded very organic, and decided to use it in the film. Rydstrom created the harmonic chiming of the Heart of Atlantis by rubbing his finger along the edge of a champagne flute, the sound of sub-pods moving through the water with a water pick, while a ceramic pot from a garden store was used for the sounds of the movement of the Giant stone guardians.[66] Release Atlantis: The Lost Empire had its world premiere at Disney's El Capitan Theatre in Hollywood, Los Angeles, on June 3, 2001[67] and a limited release in New York City and Los Angeles on June 8; a wider release followed on June 15.[4][61] At the premiere, Destination: Atlantis was on display, featuring behind-the-scenes props from the film and information on the legend of Atlantis with video games, displays, laser tag, and other attractions. The Aquarium of the Pacific also loaned a variety of fish for display within the attraction.[68] Promotion Atlantis was among Disney's first major attempts to utilize internet marketing. The film was promoted through Kellogg's, which created a website with mini-games and a movie-based video game give-away for UPC labels from specially marked packages of Atlantis breakfast cereal.[50] The film was one of Disney's first marketing attempts through mobile network operators, and allowed users to download games based on the film.[69] McDonald's (which had an exclusive licensing agreement on all Disney releases) promoted the film with Happy Meal toys, food packaging and in-store decor. The McDonald's advertising campaign involved television, radio, and print advertisements beginning on the film's release date.[70] Frito-Lay offered free admission tickets for the film on specially marked snack packages.[71] Home media Atlantis: The Lost Empire was released on VHS and DVD on January 29, 2002.[72] During the first month of its home release, the film led in VHS sales and was third in VHS and DVD sales combined.[73] Sales and rentals of the VHS and DVD combined would eventually accumulate $157 million in revenue by mid-2003.[74] Both a single-disc DVD edition and a two-disc collector's edition (with bonus features) were released. The single-disc DVD gave the viewer the option of viewing the film either in its original theatrical 2.39:1 aspect ratio or a modified 1.33:1 ratio (utilizing pan and scan). Bonus features available on the DVD version included audio and visual commentary from the film team, a virtual tour of the CGI models, an Atlantean-language tutorial, an encyclopedia on the myth of Atlantis, and the deleted Viking prologue scene.[72] The two-disc collector's edition DVD contained all the single-disc features and a disc with supplemental material detailing all aspects of the film's production. The collector's-edition film could only be viewed in its original theatrical ratio, and also featured an optional DTS 5.1 track. Both DVD versions, however, contained a Dolby Digital 5.1 track and were THX certified.[72][75] Disney digitally remastered and released Atlantis on Blu-ray on June 11, 2013, bundled with its sequel Atlantis: Milo's Return.[76] Reception Box office Before the film's release, reporters speculated that it would have a difficult run due to competition from Shrek and Lara Croft: Tomb Raider. Regarding the market's shift from traditional animation and competition with CG-animated films, Kirk Wise said, "Any traditional animator, including myself, can't help but feel a twinge. I think it always comes down to story and character, and one form won't replace the other. Just like photography didn't replace painting. But maybe I'm blind to it."[61] Jeff Jensen of Entertainment Weekly noted that CGI films (such as Shrek) were more likely to attract the teenage demographic typically not interested in animation, and called Atlantis a "marketing and creative gamble".[77] With a budget of $100 million,[3] the film opened at #2 on its debut weekend, behind Lara Croft: Tomb Raider, earning $20.3 million in 3,011 theaters.[78] During its second weekend, it would drop into fourth place behind the latter film, Dr. Dolittle 2 and The Fast and the Furious, making $13.2 million.[79] The film's international release began September 20 in Australia and other markets followed suit.[80] During its 25-week theatrical run, Atlantis: The Lost Empire grossed over $186 million worldwide ($84 million from the United States and Canada).[4] Responding to its disappointing box-office performance, Thomas Schumacher, then-president of Walt Disney Feature Animation, said, "It seemed like a good idea at the time to not do a sweet fairy tale, but we missed."[81] Critical response Atlantis: The Lost Empire received mixed reviews from critics,[82][83][84] many of whom criticized its story.[85] The review aggregator website Rotten Tomatoes reports that 48% of 144 professional critics have given Atlantis: The Lost Empire a positive review; the average rating is 5.5/10. The site's consensus is: "Atlantis provides a fast-paced spectacle, but stints on such things as character development and a coherent plot".[86] Metacritic assigned the film a weighted average score of 52 out of 100 based on 29 reviews from critics, indicating "mixed or average" reviews.[87] Audiences polled by CinemaScore gave the film an average grade of "A" on an A+ to F scale.[88] While critics had mixed reactions to the film in general, some praised it for its visuals, action-adventure elements, and attempt to appeal to an older audience. Roger Ebert gave Atlantis three-and-a-half stars out of four. He praised the animation's "clean bright visual look" and the "classic energy of the comic book style", crediting this to the work of Mike Mignola. Ebert gave particular praise to the story and the final battle scene and wrote, "The story of Atlantis is rousing in an old pulp science fiction sort of way, but the climactic scene transcends the rest, and stands by itself as one of the great animated action sequences."[89] In The New York Times, Elvis Mitchell gave high praise to the film, calling it "a monumental treat", and stated, "Atlantis is also one of the most eye-catching Disney cartoons since Uncle Walt institutionalized the four-fingered glove."[90] Internet film critic James Berardinelli wrote a positive review of the film, giving it three out of four stars. He wrote, "On the whole, Atlantis offers 90 minutes of solid entertainment, once again proving that while Disney may be clueless when it comes to producing good live-action movies, they are exactly the opposite when it comes to their animated division."[91] Wesley Morris of the San Francisco Chronicle wrote positively of the film's approach for an older audience: "But just beneath the surface, Atlantis brims with adult possibility."[92] Other critics felt that the film was mediocre in regards to its story and characters, and that it failed to deliver as a non-musical to Disney's traditional audience. Owen Gleiberman of Entertainment Weekly gave the film a C+ rating, writing that the film had "gee-whiz formulaic character" and was "the essence of craft without dream".[93] Kenneth Turan of the Los Angeles Times said the storyline and characterizations were "old-fashioned" and the film had the retrograde look of a Saturday-morning cartoon, but these deficiencies were offset by its "brisk action" and frantic pace.[94] Todd McCarthy of Variety wrote, "Disney pushes into all-talking, no-singing, no-dancing and, in the end, no-fun animated territory."[95] Stephanie Zacharek of Salon wrote of Disney's attempt to make the film for an adult audience, "The big problem with Disney's latest animated feature, Atlantis: The Lost Empire, is that it doesn't seem geared to kids at all: It's so adult that it's massively boring."[96] Rita Kempley of The Washington Post panned the film, calling it a "new-fashioned but old-fangled hash" and wrote, "Ironically Disney had hoped to update its image with this mildly diverting adventure, yet the picture hasn't really broken away from the tried-and-true format spoofed in the far superior Shrek."[97] In 2015, Katharine Trendacosta at io9 reviewed the film and called it a "Beautiful Gem of a Movie That Deserved Better Than It Got" and said that the film deserves more love than it ended up getting.[6] Lindsay Teal considers "Atlantis" to be "a lost Disney classic". Describing the film as highly entertaining, she praises the writing and characterisation – in particular, Sweet, Helga and Kida.[7] In particular, much praise has been given to the character of Kida.[98] Summer has regarded the character of Kida as one of her favourite roles and even considers the character among the official Disney Princess line-up. Themes and interpretations Several critics and scholars have noted that Atlantis plays strongly on themes of anti-capitalism and anti-imperialism. M. Keith Booker, academic and author of studies about the implicit messages conveyed by media, views the character of Rourke as being motivated by "capitalist greed" when he pursues "his own financial gain" in spite of the knowledge that "his theft [of the crystal] will lead to the destruction of [Atlantis]".[99] Religion journalist Mark Pinsky, in his exploration of moral and spiritual themes in popular Disney films, says that "it is impossible to read the movie ... any other way" than as "a devastating, unrelenting attack on capitalism and American imperialism".[100] Max Messier of FilmCritic.com observes, "Disney even manages to lambast the capitalist lifestyle of the adventurers intent on uncovering the lost city. Damn the imperialists!"[101] According to Booker, the film also "delivers a rather segregationist moral" by concluding with the discovery of the Atlanteans kept secret from other surface-dwellers in order to maintain a separation between the two highly divergent cultures.[102] Others saw Atlantis as an interesting look at utopian philosophy of the sort found in classic works of science fiction by H. G. Wells and Jules Verne.[103] Nadia: The Secret of Blue Water controversy When the film was released, some viewers noticed that Atlantis: The Lost Empire was similar to the 1990-91 anime Nadia: The Secret of Blue Water, particularly in its character design, setting, and story.[104] The similarities, as noted by viewers in both Japan and America, were strong enough for its production company Gainax to be called to sue for plagiarism. According to Gainax member Yasuhiro Takeda, they only refrained from doing so because the decision belonged to parent companies NHK and Toho.[105] Another Gainax worker, Hiroyuki Yamaga, was quoted in an interview in 2000 as saying: "We actually tried to get NHK to pick a fight with Disney, but even the National Television Network of Japan didn't dare to mess with Disney and their lawyers. [...] We actually did say that but we wouldn't actually take them to court. We would be so terrified about what they would do to them in return that we wouldn't dare."[105] Although Disney never responded formally to those claims, co-director Kirk Wise posted on a Disney animation newsgroup in May 2001, "Never heard of Nadia till it was mentioned in this [newsgroup]. Long after we'd finished production, I might add." He claimed both Atlantis and Nadia were inspired, in part, by the 1870 Jules Verne novel Twenty Thousand Leagues Under the Seas.[106] However, speaking about the clarification, Lee Zion from Anime News Network wrote, "There are too many similarities not connected with 20,000 Leagues for the whole thing to be coincidence."[107] As such, the whole affair ultimately entered popular culture as a convincing case of plagiarism.[108][109][110] In 2018, Reuben Baron from Comic Book Resources added to Zion's comment stating, "Verne didn't specifically imagine magic crystal-based technology, something featured in both the Disney movie and the too similar anime. The Verne inspiration also doesn't explain the designs being suspiciously similar to Nadia's."[110] Critics also saw parallels with the 1986 film Laputa: Castle in the Sky from Hayao Miyazaki and Studio Ghibli (which also featured magic crystals, and Atlantis directors Trousdale and Wise both acknowledged Miyazaki's works as a major influence on their own work)[104] and with the 1994 film Stargate as Milo's characteristics were said to resemble those of Daniel Jackson, the protagonist of Stargate and its spinoff television series Stargate SG-1 — which coincidentally launched its own spinoff, titled Stargate Atlantis; the plot of the 1994 film is also paralleled involving a group visiting an unknown world, a fictional language made for the other world's people, the main protagonist having apparent knowledge of the people's culture, falling in love with one of the female locals and electing to stay behind when the others return home.[111] Accolades Award Category Name Result 29th Annie Awards[112] Individual Achievement in Directing Gary Trousdale and Kirk Wise Nominated Individual Achievement in Storyboarding Chris Ure Nominated Individual Achievement in Production Design David Goetz Nominated Individual Achievement in Effects Animation Marlon West Nominated Individual Achievement in Voice Acting – Female Florence Stanley Nominated Individual Achievement in Voice Acting – Male Leonard Nimoy Nominated Individual Achievement for Music Score James Newton Howard Nominated 2002 DVD Exclusive Awards[113] Original Retrospective Documentary Michael Pellerin Nominated 2002 Golden Reel Award[114] Best Sound Editing – Animated Feature Film Gary Rydstrom, Michael Silvers, Mary Helen Leasman, John K. Carr, Shannon Mills, Ken Fischer, David C. Hughes, and Susan Sanford Won Online Film Critics Society Awards 2001[115] Best Animated Feature Nominated 2002 Political Film Society[116] Democracy Nominated Human Rights Nominated Peace Nominated World Soundtrack Awards[117] Best Original Song for Film Diane Warren and James Newton Howard Nominated Young Artist Awards[118] Best Feature Family Film – Drama Walt Disney Feature Animation Nominated Related works Main article: Atlantis (franchise) Atlantis: The Lost Empire was meant to inspire an animated television series entitled Team Atlantis, which would have presented the further adventures of its characters. The series would have been akin to an animated steampunk version of The X-Files and feature a crossover with Gargoyles. However, because of the film's underperformance at the box office, the series was not produced.[119] On May 20, 2003, Disney released a direct-to-video sequel titled Atlantis: Milo's Return, consisting of three episodes planned for the aborted series.[120] Disneyland planned to revive its Submarine Voyage ride with an Atlantis: The Lost Empire theme with elements from the movie. These plans were canceled and the attraction was re-opened in 2007 as the Finding Nemo Submarine Voyage, its theme based on the 2003 Pixar film Finding Nemo, which was far more successful commercially and critically.[121] In addition, after the Submarine Voyage's Magic Kingdom counterpart, 20,000 Leagues Under the Sea: Submarine Voyage, closed down in 1994, four years before Disneyland's, there were proposals of a new attraction that would take its place, with one of them a volcano attraction inspired by that film's Vulcania location, being approved for the Magic Kingdom's Adventureland area. Around 1999, during development of Atlantis: The Lost Empire, it was decided that it would be themed to the movie, with it taking place in 1916, two years after the film's events. The ride would have focused on Preston Whitmore, a character from the film, seeking to make Atlantis existence public and offer expeditions to visitors in newly developed vehicles. However, due to mishaps, the vehicles would be forced to make a detour through the lava-filled caverns of the volcano. The attraction would have used a unique hybrid ride system, in which it would start as a standard coaster before the trains hook up to a suspended track midway through to fly through the caverns. The attraction would have been accessed by a new canyon path in between Pirates of the Caribbean and a re-routed Jungle Cruise that would have led to a Whitmore Enterprises base camp at the edge of the Walt Disney World Railroad path, with the mountain itself being built outside the berm. However, like the previous Submarine Voyage retheme, the ride was cancelled due to the film's disappointment in the box office.[122]

Welcome to Omni Talk's Retail Daily Minute, sponsored by Duvo and Mirakl.In today's Retail Daily Minute, Omni Talk's Chris Walton discusses:PepsiCo's Frito-Lay missed internal revenue targets by over a billion dollars two years running as $7 bags of Doritos pushed consumers to private-label alternatives, and now the company faces an uphill battle winning them back with price cuts that may not be enough given fresh macroeconomic pressures.Ace Hardware is bringing more than 3,700 locations across all 50 states to the Uber Eats platform, giving its locally owned franchisees on-demand delivery capability.Old Navy is said to be developing a new athleisure sub-brand called Old Navy Sport, potentially including a free-standing store format.The Retail Daily Minute has been rocketing up the Feedspot charts, so stay informed with Omni Talk's Retail Daily Minute, your source for the latest and most important retail insights.Be careful out there!

Mike gives us his birthday rundown as well as the great potato chip/Frito Lay recap and the best onion soup he's had!See omnystudio.com/listener for privacy information.

DEBRACLARYis a leadership strategist, researcher, and executive coach with over four decades of leadership experience at some of the world's most iconic companies, including Frito-Lay, Coca-Cola, Jack Daniel's, and Humana. Relying on her doctorate in Leadership and Organization Development and her inquisitive approach to every facet of life,Debrahas inspired hundreds of executives and teams to achieve business success guided by the principle that curiosity is not a soft skill—it's a superpower for growth. Today, after forging a path as a leading curiosity expert,Debraadvises Fortune 500 companies and mission-driven teams on how to harness the power of curiosity to encourage transformation and foster connection.  Whether leading billion-dollar brands, advocating for women's leadership, delivering a viral TEDx talk, or performing a sold out one-woman off-Broadway show,Debrais guided by her mission to ask bold questions and follow wonder. Her upcoming book,The Curiosity Curve, is the culmination of years of research and real-world experiencecoaching hundreds of leaders through transformation, and empowering individuals and organizations on their unique journeys to success. 

Curiosity isn't a "soft skill"-it's a strategic superpower for growth. In this episode, Donald Thompson sits down with leadership strategist and researcher Dr. Debra Clary to discuss her upcoming book, The Curiosity Curve. Drawing from four decades of experience at iconic brands like Coca-Cola, Frito-Lay, and Jack Daniels, Debra explains why the most successful leaders ask the best questions, why curiosity is the key to thriving in an AI-driven world, and how we can unlearn the "incuriosity" taught to us since childhood.Episode Long DescriptionSuccess is often born in the most unlikely of classrooms. For Dr. Debra Clary, that classroom was a Frito-Lay route truck. In this episode of High Octane Leadership, Donald and Debra deconstruct the journey from driving a delivery route to performing a one-woman show off-Broadway and leading billion-dollar brands.They dive deep into the "curiosity gap" currently facing organizations and why psychological safety is inextricably linked to a leader's ability to say, "I don't know." Whether you're navigating the complexities of AI or trying to lead a team through burnout, this conversation provides a blueprint for using wonder as a tool for high performance.Key Talking Points:The Route Truck Masterclass: Why starting at the bottom provided a competitive advantage that no MBA could match.Curiosity vs. Incuriosity: How societal "warnings" like Pandora's Box have conditioned leaders to stop asking questions.The AI Connection: Why prompt engineering is actually just structured curiosity.The Bold Question: The specific 5-word question that can unlock any stuck organization.Borrowing Courage: How Debra's peers pushed her onto an off-Broadway stage and the lesson it holds for every leader.About the GuestDr. Debra Clary is a leadership strategist, researcher, and viral TEDx speaker with over 40 years of experience at Fortune 40 companies, including Coca-Cola and PepsiCo. She holds a doctorate in leadership and organizational development and is the author of the book, The Curiosity Curve. Beyond the boardroom, Debra is a storyteller and performer who successfully launched a one-woman show after being "booked" by her own mastermind group, -a true testament to the power of borrowing courage from those who believe in you.ResourcesDr. Debra ClaryWebsite: debraclary.comLinkedIn: https://www.linkedin.com/in/drdebraclary/Stay connected with Donald: Get Donald's newsletter that is packed with actionable insights, and the kind of straight-talk leadership intelligence that helps build authority, drive performance, and stay ahead of what is coming next: donaldthompson.comConnect on LinkedIn: https://www.linkedin.com/in/donaldthompsonjrSubscribe on SubStack: https://substack.com/@donaldthompsonjr High Octane Leadership is hosted by The Diversity Movement CEO and executive coach Donald Thompson and is a production of Earfluence.Order UNDERESTIMATED: A CEO'S UNLIKELY PATH TO SUCCESS, by Donald Thompson.

This week, the Queens are crunching on some familiar flavors in new forms with Frito-Lay's Flavor Swap! Have you been longing for a Dorito-flavored Ruffle? A Ruffle-flavored Dorito? Or a barbecue Lay's-flavored Cheeto? The 2026 edition of Flavor Swap is here to make all of our dreams come true. Special thanks to Pepsi Co for gifting us these snacks!

This is NOT OK: If a child is not reading on grade level by 3rd grade, they are 4x LESS LIKELY to graduate high school, and if living in poverty, 13x LESS LIKELY!Carol Goglia, CEO of Catch Up & Read is focused on one of America's most urgent challenges: early literacy. She has spent her career turning strategy into impact, from her early days at Frito-Lay to leading one of the country's most powerful giving movements at Communities Foundation/North Texas Giving Day.In this episode, Carol shares this idea of joy as a catalyst for learning and retention. From the “joyful results clubs” that make kids ask, “Is it Catch Up & Read day?” to lessons corporate leaders can borrow from the nonprofit world, this conversation is a powerful reminder that sometimes the biggest business signals start in the smallest moments.If you care about the future talent pipeline, team development, or the long game of leadership, I think this will resonate!

Eight months after PepsiCo relegated a longtime Frito-Lay plant in Southern California to a distribution hub, the food and beverage giant is now reportedly closing the campus entirely — and laying off hundreds of workers.Frito-Lay halted snacks production at the Rancho Cucamonga plant last summer — one of several closures across the country as PepsiCo dealt with sluggish demand and rising costs — but left its warehouse and distribution operations in place.Earlier this month, however, the company informed California officials that it would close the warehouse in June and lay off 247 workers, the Los Angeles Times reports. #PepsiCo #FritoLay #PlantClosure #ManufacturingNews #FoodIndustry #SupplyChain #Layoffs #CaliforniaJobs #CPGIndustry #DistributionCenter #SnackIndustry #FlaminHot #BusinessNews #IndustrialNews #FactoryClosure

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Taia Rashid and Daphne Carter.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Taia Rashid and Daphne Carter.

In this powerful conversation, Dr. Dan sits down with leadership strategist, researcher, and executive coach and author Dr. Debra Clary to explore why curiosity may be the most overlooked—and most essential—leadership skill of our time. Deb shares her remarkable journey from driving a Frito-Lay delivery truck after earning her MBA to advising Fortune 500 executives and the publication of her book The Curiosity Curve: A Leader's Guide to Growth and Transformation Through Bold Question. Along the way, she reveals how resilience, humility, and bold questions shaped her leadership philosophy and helped spark transformational change inside some of the world's most iconic organizations. Together, Dr. Dan and Debra explore why certainty can hinder growth, how curiosity fuels engagement and performance, and why fear and curiosity cannot coexist in the brain. They explore the role curiosity plays not just in leadership and business, but in parenting, relationships, creativity, and human connection. This episode is a compelling reminder that asking better questions—without an agenda—can unlock innovation, strengthen relationships, and create cultures where people feel seen, heard, and valued. For more information visit www.debraclary.com and follow @the_curiosity_curve on Instagram. Please listen, follow, rate, and review Make It a Great One on Apple Podcasts, Spotify, or wherever you listen to podcasts. Follow @drdanpeters on social media. Visit www.drdanpeters.com and send your questions or guest pitches to podcast@drdanpeters.com. We have this moment, this day, and this life—let's make it a great one. – Dr. Dan Learn more about your ad choices. Visit podcastchoices.com/adchoices

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Taia Rashid and Daphne Carter.

Bruce Bruce joins Adam to discuss how growing up in a rough neighborhood shaped his sense of humor as well as managing a day job when he first started comedy. They get into Evander Holyfield's lost Gold Medal, house size, and how he never backed down from Mike Tyson. They conclude by talking about Quentin Tarantino's fearless writing and directing style. Be sure to check out Bruce Bruce's Netflix special which debuts on March 3rd! News Stories Covered: Trans Minnesota Dem bizarrely argues ‘queer' kids need access to porn sites for ‘educational' reasons, Somali community in MN demanding reparations over “ICE trauma”, Mamdani blasted for requiring 5 forms of ID to shovel snow while DSA opposes voter ID, Man Shot and Killed at Mar-a-LagoFOR MORE WITH BRUCE BRUCE:STANDUP SPECIAL: ‘I Ain't Playin'Available on Netflix March 3LIVE DATE:Liberty Funny Bone- Liberty Township, OH- Feb 27/28WEBSITE: Bruce-Bruce.comINSTAGRAM: @mybrucebruceFOR MORE WITH MIKE DAWSON:INSTAGRAM: @dawsangelesLIVE SHOWS: February 27 - Dallas, TX (2 shows)February 28 - Dallas, TX (2 shows)Thank you for supporting our sponsors:BetOnlineHomes.comoreillyauto.com/adamLimited Time Offer – Get Huel today with my exclusive offer of 15% OFF online with my code [ADAM15] at huel.com/[ADAM15]. New Customers Only. Thank you to Huel for partnering and supporting our show! Pluto.tvSIMPLISAFE.COM/ADAMSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this Matthews Mentality Podcast episode, host Kyle Matthews interviews Dr. Debra Clary, founder and CEO of the Clary Group and author of The Curiosity Curve (launching with Fast Company in October 2025). Clary shares how she grew up feeling like an underdog and used that mindset to outwork others, beginning her career as a 4:00 AM Frito-Lay route driver in Detroit before moving into leadership roles at major organizations including Coca-Cola, Jack Daniels, Papa John's, and Humana. She recounts learning credibility through discipline, building trust with backdoor receivers to increase route sales, earning a promotion to manager in nine months, and discovering the “power of a question” after being publicly accused of damaging truck tires that weren't hers. Clary describes being fired after a corporate shakeup at Frito-Lay, landing at Coca-Cola through a recruiter connection, saving the Papa John's account by gathering franchisee feedback and securing a video from Coca-Cola president Jack Stahl, then later being hired—and fired—by Papa John's. After joining Jack Daniels as VP of strategy, she earned a doctorate at George Washington University and later moved to Humana, where she founded and ran a Leadership Institute developing the top 600 leaders, then supported enterprise-wide onboarding and performance efforts under a new CEO. The conversation centers on her 2019 “joke, question, and puzzle” that led her to commission MIT researchers to study curiosity and performance, ultimately prompting her to leave corporate life, start her firm, and build a framework for balancing curiosity and decisiveness. Clary explains the book's “optimal amount of curiosity” and the four drivers of curiosity—exploration, openness, inspirational creativity, and focused engagement—while also discussing working motherhood, getting help to scale at home, women supporting women in leadership, and the realities of entrepreneurship, including taxes, hiring support, and the long sales cycle before momentum arrived in her third year.00:00 Underdog Mindset02:26 Why Curiosity Matters03:03 The Italy Train Moment05:07 MIT Research Breakthrough06:03 Writing the Curiosity Curve09:16 Growing Up in Michigan12:35 Frito Lay Route Driver15:32 Hacking Route Sales18:21 Union Rules and Weekends19:23 CEO Notices the Spike24:52 From Driver to Manager25:45 Leading Different People33:15 Hard Lessons on Firing35:57 Women in Corporate America37:26 Women Supporting Women39:48 Women Supporting Women40:11 Fired at Frito Lay42:57 Risk Taking Lessons43:32 Reebok Storm Connection44:30 Coke GM to Global45:05 Saving Papa Johns46:30 Calling the President48:05 Leaving Coke Reflection48:59 Hired Then Fired Again50:53 Jack Daniels Lifeline53:18 Working Mom Survival56:15 Family Business Culture57:24 Doctorate Grind59:37 Curiosity as Driver01:02:59 Humana Leadership Institute01:06:19 Called to Entrepreneurship01:09:13 Founder Reality Check01:11:02 When It Finally Clicked01:13:20 Craziest Investor Day01:15:51 Legacy and Curiosity Curve01:18:02 Curiosity Framework01:19:39 Closing and Where to Find

It’s a wild ride from a rebellious hot dog machine (on National Hot Dog Day, no less!) to Bellio’s marathon commutes—nothing like her early radio days. We break down major California job hits as E. & J. Gallo Winery shutters a Napa Valley facility and Frito-Lay closes its Inland Empire plant. Plus, a 30-foot whale washes up in Newport Beach, Bellio defends her gas station sushi obsession, KFI’s transmitter “has no chill,” and once again, cars are underwater in North Hollywood.See omnystudio.com/listener for privacy information.

This Day in Legal History: Jacobson v. MassachusettsOn this day in legal history, the Supreme Court issued its decision in Jacobson v. Massachusetts (1905), a case that defined the balance between individual liberty and public health. The dispute arose during a smallpox outbreak when Massachusetts authorized local governments to require vaccinations. Henning Jacobson refused the vaccine, arguing that the mandate violated his personal liberty under the Constitution. The case presented a fundamental question: how far can the state go in protecting the health of its citizens?In a 7–2 decision, the Court upheld the compulsory vaccination law. The justices reasoned that individual freedoms are not absolute. Writing for the majority, the Court explained that the Constitution permits reasonable regulations to protect public health and safety. This authority stems from the state's “police power,” a broad power to enact laws for the welfare of the community. The Court emphasized that liberty does not include the right to act in a way that harms others. During an epidemic, the government may impose measures necessary to prevent disease from spreading.The decision established an enduring precedent for public health regulation. It has been cited in later cases involving quarantine laws, vaccine mandates, and emergency health orders. More than a century later, Jacobson remains central to debates about the limits of government authority in times of crisis.A federal judge in California sharply reduced a jury pool in a class action securities trial against Elon Musk after many potential jurors said they could not be impartial. Out of 92 candidates, 38 were dismissed after admitting they could not fairly judge the case, prompting Musk's attorney to argue that strong personal hostility toward his client was affecting the process. The lawsuit, brought by former Twitter investors, alleges that Musk made misleading statements in 2022 to depress the company's stock price while negotiating its purchase. Musk denies the allegations.Judge Charles R. Breyer reminded jurors that their verdict must be based only on evidence presented at trial, not personal opinions about Musk. Several prospective jurors expressed strong views, both positive and negative, and some were removed for cause. One man who said he believed Musk should be in prison but could be fair in a civil case was not selected. Others who openly supported Musk or dismissed class actions as frivolous were also excluded. By the end of the day, a nine-member jury was seated.The case centers on claims that Musk's tweets about the deal being “on hold” and about the percentage of fake accounts misled investors. The judge previously ruled that investors plausibly alleged securities law violations and certified a class of affected shareholders. He also denied early summary judgment motions, allowing the case to proceed to trial. The upcoming trial will determine whether Musk's public statements violated federal securities laws during the 2022 acquisition process.‘Hate' For Musk Quickly Narrows Jury Pool In Twitter Deal Trial - Law360Jeffrey Epstein's estate has agreed to pay up to $35 million to settle a class action lawsuit alleging that two of his longtime advisers helped facilitate his sex trafficking scheme. The proposed agreement was disclosed in a federal court filing in Manhattan and must still be approved by a judge. The lawsuit, filed in 2024, targeted Darren Indyke, Epstein's former personal lawyer, and Richard Kahn, his longtime accountant, who serve as co-executors of the estate.Attorneys for the victims claimed the two men assisted Epstein by managing a network of corporations and financial accounts that concealed his activities and enabled payments to victims and recruiters. As part of the settlement, neither Indyke nor Kahn admitted wrongdoing. Their attorney stated they were prepared to contest the claims at trial but chose to settle to bring closure and resolve remaining potential claims against the estate.The estate has already distributed substantial sums to victims. A compensation program previously paid out $121 million, and an additional $49 million has been resolved through other settlements. According to defense counsel, the new agreement will offer a confidential path to compensation for individuals who have not yet settled claims.Epstein died in a New York jail in 2019, and his death was ruled a suicide.Epstein estate agrees to $35 million settlement in victim class action | ReutersThe Trump administration announced plans to scale back federal limits on mercury and other hazardous air pollutants emitted by coal-fired power plants. Officials said easing these standards would help utilities manage costs and maintain reliable baseload electricity as power demand rises, particularly from artificial intelligence data centers. The move targets updates made during the Biden administration to the Mercury and Air Toxics Standards (MATS), which built on regulations first adopted in 2012.The Biden-era revisions would have significantly reduced allowable mercury emissions and cut releases of toxic metals such as arsenic, nickel, and lead. Supporters of those rules argued they would generate hundreds of millions of dollars in public health savings by lowering exposure to harmful pollutants. The Supreme Court previously declined to pause the updated standards while legal challenges proceeded.Environmental and public health advocates warn that weakening the rule could increase health risks, especially for children and other vulnerable populations, since mercury exposure can impair neurological development. The EPA, however, stated that the original 2012 rule already provides sufficient public health protection and that the newer requirements impose costs exceeding their benefits.The rollback aligns with broader administration efforts to support coal power, including declaring an energy emergency, granting temporary exemptions to dozens of coal plants, and revisiting prior climate-related regulatory findings. Coal plants currently produce less than one-fifth of U.S. electricity but remain significant sources of hazardous air pollution.Trump EPA to weaken rule limiting harmful mercury, air toxics from coal plants | ReutersA federal judge in California ruled that PepsiCo and its Frito-Lay division can block a proposed class action brought by convenience store owners alleging unfair pricing practices. The stores claimed the company favored large national retailers by offering them better wholesale prices, in violation of the Robinson-Patman Act, which prohibits certain forms of price discrimination. The lawsuit sought to represent thousands of independently owned California stores that said they lost significant sales as a result of the alleged practices.U.S. District Judge Mónica Ramírez Almadani determined that the plaintiffs failed to show that all proposed class members suffered the same type of injury, a key requirement for class certification under federal law. She explained that price discrimination claims typically require detailed, transaction-specific evidence, making broad class treatment difficult. The court agreed with the defendants' argument that resolving the claims would require individualized inquiries into each store's circumstances.Although the judge rejected the class action request, she did not dismiss the underlying lawsuit. Instead, she allowed the plaintiffs to revise and refile their class allegations. Attorneys for the convenience stores said they plan to amend the complaint to provide additional detail about how Frito-Lay allegedly disadvantaged smaller retailers.PepsiCo, Frito-Lay win US court order barring class action in snack pricing lawsuit | ReutersThe U.S. Supreme Court ruled 6–3 that the International Emergency Economic Powers Act (IEEPA) does not authorize President Donald Trump to impose broad tariffs under a declared national emergency. In a majority opinion by Chief Justice John Roberts, the Court emphasized that the Constitution assigns the power to levy taxes and duties exclusively to Congress, not the executive branch. The case arose after President Trump declared national emergencies related to drug trafficking and trade deficits and then imposed sweeping tariffs on imports from numerous countries, including Canada, Mexico, and China.Small businesses and several states challenged the tariffs, arguing that IEEPA permits the president to “regulate” importation but does not explicitly authorize the imposition of duties. Lower courts agreed, and the Federal Circuit largely affirmed those rulings before the cases reached the Supreme Court. The majority concluded that the statutory term “regulate . . . importation” cannot be read to include the power to impose taxes, especially given Congress's consistent practice of clearly and specifically granting tariff authority in other statutes. The Court also relied on the “major questions” doctrine, reasoning that such sweeping economic authority requires clear congressional authorization, which IEEPA does not provide.The justices rejected arguments that emergency powers or foreign affairs concerns justified a broader interpretation. They noted that no prior president had used IEEPA to impose tariffs in its nearly 50-year history. As a result, the Court affirmed the Federal Circuit's decision invalidating the tariffs and directed dismissal of a related case for lack of jurisdiction.Justices Strike Down Trump's Emergency TariffsThis week's closing theme is by Louis Spohr.This week's closing theme features music by Spohr, a composer who stood at the crossroads between the Classical and early Romantic eras. Born in 1784, Spohr was a celebrated violinist, conductor, and teacher whose reputation in his lifetime rivaled many of his contemporaries. Though his name is less familiar today, he played an important role in shaping early nineteenth-century orchestral and chamber music. His style combines Classical clarity with the expressive warmth that would define the Romantic movement.Spohr wrote four clarinet concertos, each showcasing the instrument's growing technical and expressive range. The Clarinet Concerto in F minor reflects both virtuosity and lyricism, qualities that made the clarinet increasingly popular in concert halls of the time. The first movement, Allegro assai, opens with dramatic orchestral energy before introducing the soloist in sweeping, agile lines. The music balances precision with expressive phrasing, demanding both technical control and emotional depth from the performer.Throughout the movement, Spohr allows the clarinet to sing as much as it dazzles. Rapid passages are paired with moments of lyrical calm, highlighting the instrument's wide tonal palette. The dialogue between soloist and orchestra feels conversational rather than combative, giving the concerto an elegant cohesion. As our closing theme, this Allegro assai offers drive, color, and a glimpse into a composer once central to Europe's musical life.Without further ado, Louis Spohr's Clarinet Concerto in F minor, the first movement, the Allegro assai – enjoy! This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.minimumcomp.com/subscribe

On this week's episode of Gambling Mad with Norman Chad, Norm takes aim at the chaos consuming both his personal and professional worlds — with the weary humor of a man who's been online too long and lost too many bets.He opens by lamenting his ongoing war with X (formerly Twitter, now apparently a social experiment in futility). After being hacked, impersonated, and then accused of impersonating himself, Norm questions not just the platform's sanity — but his own for staying on it.Next up: Frito-Lay. Norm's one-sided partnership with his beloved snack brand takes a dark turn after what he suspects is creative theft — a commercial that feels uncomfortably familiar. When diplomacy fails, he dispatches his alter ego “Young Norm” to Plano, Texas, in what might be the first snack-based act of vengeance in broadcast history.The conversation then turns to the dark side of modern sports gambling. Norm lays out a grim roll call of corruption: MLB pitchers allegedly throwing rigged games, NBA figures caught in federal betting probes, college athletes accused of fixing outcomes — and a nation that barely blinks. With his signature mix of cynicism and disbelief, he asks whether we've normalized cheating as just another part of the game.Still, it's not all doom. Norm lightens the mood with segments on $65 “boujee” tater tots, a round of “Spin the Globe” geography malpractice, an expanded Mount Rushmore of sitcoms (featuring long-overdue shoutouts to Schitt's Creek and Ted Lasso), and a truly bizarre Olympic love confession that redefines the term “bad press.”He closes with a meditation on the absurdities of life, the decline of standards, and the unshakable truth that if you're going to roll the dice, you might as well make sure they're loaded.

Anna has spent her entire career building brands. Her passion, insight, and desire to understand every nuance of each business she works on have resulted in close relationships and brand-defining work. Before founding FEARLESS Strategic Marketing, she was a Client Leader at Leo Burnett for nine years and at Energy BBDO and BBDO Worldwide for nineteen years, leading North American and Global Brands.She has worked across multiple categories and with brands at every size and stage of growth, partnering with PepsiCo Food & Beverages, Starbucks, SodaStream, KIND Snacks, Frito Lay, Procter & Gamble, MARS, Nintendo, Kohl's, Ulta Beauty, The Chicago Cubs, and more.She has a particular passion for challenger brands, which she defines as brands with ambitions bigger than their budgets. Anna has won every creative and effectiveness award multiple times, including Cannes Lions, Effie's, D&AD's, Emmy's, Clio's, WARC's, and The Jay Chiat Awards.Throughout her career, Anna has been known for being a trusted, valued, strategic advisor to the CMO and CEO, for building powerful, distinctive brands that drive long-term growth, and for creating genuine, authentic partnerships and friendships with those she works with while also having some fun along the way.  Anna lives outside of Chicago in the northwest suburbs with her husband Tom of 20 years and their three sons, Roman, 18, Leo, 17, Dominic, 14, and her dog Bandit (yes, she is outnumbered!). Thank you for listening to "Can You Hear Me?". If you enjoyed our show, please consider subscribing and leaving a review on your favorite podcast platform.Stay connected with us:Follow us on LinkedIn!Follow our co-host Eileen Rochford on Linkedin!Follow our co-host Rob Johnson on Linkedin!

It's been a long two weeks! From the sold out kick off to my tour, to my dads funeral and how it brought my family together... I have so much to catch y'all up on. Plus, we have comedic royalty on the pod this week! The man needs no introduction, BRUCE BRUCE!!!! He's on tour and has a new special dropping next month. We're talking about it all. Turn up and enjoy! Instagram: @mybrucebruce @tinocochino Learn more about your ad choices. Visit megaphone.fm/adchoices

It's been a long two weeks! From the sold out kick off to my tour, to my dads funeral and how it brought my family together... I have so much to catch y'all up on. Plus, we have comedic royalty on the pod this week! The man needs no introduction, BRUCE BRUCE!!!! He's on tour and has a new special dropping next month. We're talking about it all. Turn up and enjoy! Instagram: @mybrucebruce @tinocochino Learn more about your ad choices. Visit megaphone.fm/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

On this special live (yes, actually live) episode of Gambling Mad with Norman Chad, Norman Chad surveys the modern landscape of internet trolls — not his specifically, just the general population of people who wake up each morning and choose hostility. He examines their habits, their stamina, and their unwavering commitment to correcting strangers.He then pivots to the Super Bowl halftime show and the predictable cultural aftershocks, including the MAGA reaction cycle, which appears to run on a renewable energy source called outrage. Norm offers his own measured perspective, which is to say: he has one.The episode also features a brief but necessary inquiry into Frito-Lay's apparent decision to produce a commercial bearing a striking resemblance to Norm's long-established schtick. Coincidence is a beautiful thing. So are royalties.Norm then chisels out his Mount Rushmore of greatest sitcoms — a list constructed with confidence, minimal research, and full awareness that someone will insist he forgot their favorite show from 1987.Finally, Norm tackles one of society's great unresolved mysteries: the sudden need for strangers to begin full conversations the moment a plane lands. After spending hours in mutual silence, passengers discover an urgent desire to discuss connections, weather patterns, and their entire life story while still buckled in. Norm explores this phenomenon with the restraint and empathy it deserves, which is to say, not much.Originally streamed live and now professionally produced for YouTube, this episode is brought to you by 24K Wellness — because inner wellness pairs nicely with outer sarcasm.

Arch West had the heart of an entrepreneur and liked to take risks. Unfortunately he worked for Frito-Lay and had bosses to convince. Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not so secret techniques that took famous businesses from mom and pop to major brands. Stephen Semple is a marketing consultant, story collector and storyteller. I’m Stephen’s sidekick and business partner, Dave Young. Before we get into today’s episode, a word from our sponsor, which is, well, it’s us, but we’re highlighting ads we’ve written and produced for our clients. So here’s one of those. [AirVantage Heating & Cooling Ad] Dave Young: Welcome back to the Empire Builders Podcast. I’m Dave Young and Stephen Semple is here with another Empire Builders story. And today, whispered in my ear as the countdown started that we’re going to talk about Doritos and Tostitos. And my brain instantly had electric shot go through it because are they the same? Are Tostitos and Doritos, is it the same company? Is Frito-Lay- Stephen Semple: Same company. Yeah, yep. Frito-Lay. Dave Young: Yeah. How about Takis? Stephen Semple: Oh, I don’t know. Dave Young: They get bought up yet? Stephen Semple: I don’t know. But [inaudible 00:02:04] did, they were actually created by Frito-Lay. Dave Young: By Frito-Lay. Again, back to my childhood, we’d go to the lake in the summer and always had bags and bags of nacho cheese flavored Doritos. Stephen Semple: There you go. Dave Young: And my mom used to say, “We’re going to eat so many of these. There’s just going to be corners poking out of us.” Oh my gosh. They’ve been around a while. Stephen Semple: They have been around a while. Yeah, they were launched in 1966. Dave Young: Doritos or … Stephen Semple: Doritos was done first and it was launched by Frito-Lay in 1966. Dave Young: All right. Stephen Semple: Yeah. Today, Doritos is part of Pepsi. And the estimated sales coming from Doritos is like 2 to $3 billion a year in sales. That’s a lot of cheese nachos. Dave Young: It is. Stephen Semple: It’s one of the top snack brands in the world sold in over 100 countries. So now while it’s a product inside of a big company, there’s a reason why I feel like it’s a bit of an empire building story because it’s an interesting little story of risk taking an entrepreneurship inside of this big corporation. That’s why I felt like it still kind of fits. Dave Young: Okay. Stephen Semple: And it’s all because of the actions of a guy by the name of Arch West, who’s a Frito-Lay executive. And when you hear this story, you realize he’s got a heart of an entrepreneur and is a bit of a risk-taker. Dave Young: Arch West. Stephen Semple: Arch West. So Arch came from nothing. He was raised in a youth home. He went to the military. And after the military, he gets into food marketing and he becomes a VP at Frito-Lay. Now, our story starts in the late 1950s. And like all good stories, it starts with a visit to Disneyland at Anaheim because that’s where all great stories start. Dave Young: So Arch goes to Disneyland. Stephen Semple: So Arch goes to Disneyland. And in Disneyland, there’s a restaurant called Casa de Fritos, which of course has been created. I don’t know if it’s still there, but at the time Casa de Fritos, which was basically created for distributing Frito’s products. It’s like this made up Mexican restaurant in the international food area of Disneyland. And remember, this is the ’50s. Dave Young: So Frito’s was in existence. Stephen Semple: Yes. Fritos was in existence. Dave Young: The little curly corn chip thingies. Stephen Semple: Correct. That was in existence. Dave Young: So I keep thinking like Lay’s Corporation- Stephen Semple: Frito-Lay had already merged at this point. Dave Young: So Frito became Frito-Lay? Stephen Semple: Yep. So it was Frito-Lay, wasn’t part of Pepsi yet, but it was Frito-Lay. Dave Young: Yeah. Stephen Semple: And they had this restaurant in Disneyland called Casa De Fritos for distributing Frito products. And as I said, it’s this made up Mexican restaurant, because remember this is the 50s in Disneyland. So how authentic is it? Probably not at all. Dave Young: Probably had Speedy Gonzalez and his friends. Stephen Semple: Right- Dave Young: … Taking orders. Sure. Stephen Semple: As you can imagine. But as the story goes, what was happening was they were throwing out … At the end of the day, if tortillas were left over, they were throwing them out. And a Mexican delivery guy said, “You shouldn’t be throwing these things out. You should cut them up and deep-fry them and serve them as tortilla chips.” Dave Young: Yeah. Stephen Semple: So Arch tastes these tortilla chips and he was like, “Wow, these have a really interesting flavor.” And he thinks to himself, I think there’s an untapped opportunity here and we can make something of this. So first he’s got to sell the ideas to his bosses. So Arch West makes a presentation to the executives and they’ll look at him and say, “Yeah, leave development to R&D. They create the stuff you sell it.” Dave Young: Stay in your lane, buddy. Stephen Semple: Stay in your lane, buddy. Now remember I said at the beginning, Arch is a risk-taker and has the heart of an entrepreneur? So what does Arch do with this no? Dave Young: I mean, he’s going to take them home and fry them. I don’t know. Stephen Semple: Yeah, he ignores it. He takes some discretionary funds that he has and he applies them to developing the chip. Dave Young: Okay. Good for Arch. Stephen Semple: He does this for three years. Dave Young: Three years- Stephen Semple: … Inside of Frito-Lay, he’s developing these chips with these discretionary funds for three years because he can’t make them the way they made them in the restaurant because it’s got to be shelf stable. So there’s kind of a bit of a challenge to making them. So after three years, he creates this secret shelf staple tortilla that he now has to get approved by the bosses, the very same bosses who three years ago told him, stick in his lane that he’s used company funds to develop. Dave Young: Oh, Arch, I love you. Stephen Semple: Right. Do you see why I believe this story deserved to be here? So he has this plan to convince bosses. He arranges to have the chips secretly supplied to the bosses before the meeting and he arrives late on purpose because he figures they’ll all try them. And his hope is, well, they better like them. Dave Young: They better like them. Yeah. Stephen Semple: So it turns out the board likes them. And at this point, he already has a name for them because he wanted it to sound like something easy and he wanted to have this foreign feeling. And he also liked this idea of combining Fritos and Cheetos because Cheetos had already been out there. So Fritos, Cheetos, Doritos. Dave Young: Doritos. Stephen Semple: Yeah. And they decide to launch it. So they launch it in 1966. Doritos is launched and it’s the only tortilla chip around. And the Baby Boomers are coming of age. They want to market this chip to the Baby Boomers. So if you’re going to market to it, what do you call it? You call it the With It Chip. This is the With It Chip because that’s the with it generation. Dave Young: Because it’s with it. Stephen Semple: Yeah. Yeah, yeah, yeah. So just tell people it’s with it and it’ll all work out because they’ll all think it’s hip and cool. Dave Young: Yeah. I can see that happen. Stephen Semple: Yeah. Bombed- Dave Young: … Calling it riz. Stephen Semple: Yeah, it bombed because here’s the problem. The chips were plain and chips at the time are used for dipping and dips were popular at parties, but that was with the Boomers’ parents, not the kids. So it was not so with it actually. Turns out to be not with it at all. So there was this great disconnect because the kids are like, “We don’t do dip.” The parents were the ones doing dip and the parents didn’t want to do … It was this complete failure in terms of positioning. So around this time, Wayne Calloway joins the company. Wayne doesn’t see that product as a failure because he looks at it and he says, “Look, here’s the problem. Boomers don’t want to use it as a dip, but they still want the flavor, so we need to add flavor.” And around this time- Dave Young: “We need to make the dip into a powder and apply it to the chips.” Stephen Semple: Right. And around this time, Frito-Lay had been investing tons of money into food science. And there was this new emerging technology called gas chromatography, which basically breaks down the elements so you can figure out how to make an artificial powdered form of things. Dave Young: Okay. Stephen Semple: So after months of experiments, the team presents a range of options. So they now have to choose a flavor. And here’s how they looked at things. And this is the other reason why I think there’s great lessons here, because we always talk about looking around the world for ideas. Taco Bell had come on the scene around this time and was growing really, really quickly and was super popular. When Taco Bell first came out, it exploded. So the first flavor they looked at was … Dave Young: Stay tuned. We’re going to wrap up this story and tell you how to apply this lesson to your business right after this. Dave Young: Let’s pick up our story where we left off and trust me you haven’t missed a thing. Stephen Semple: Taco Bell had come on the scene around this time and was growing really, really quickly and was super popular. When Taco Bell first came out, it exploded. So the first flavor they looked at was taco flavor. Dave Young: Okay. Yeah. Stephen Semple: Because they’re like, “Well, look, there’s this thing going on over here.” Dave Young: Sure. Stephen Semple: And it sells well, but they’re still not completely satisfied. So what they noticed was as Mexican food is growing, they noticed that nachos are starting to become a common restaurant idea. Dave Young: Yeah. And that’s just cheese. There’s no such thing as nacho cheese. It’s just cheese. Stephen Semple: It’s just cheese. So in 1972, they launch nacho flavored Doritos and in the first year, sales rise $60 million on the back of that. Dave Young: Yeah. Stephen Semple: So West gets promoted, Calloway’s now President. Dave Young: What year? Stephen Semple: That was 1972. Dave Young: ’72. Yeah. Yeah. Stephen Semple: Yeah. So West gets promoted. Calloway’s now President. And the other thing, trend that’s going on U.S. is in the 1970s, vacationing in Mexico becomes really popular. It’s happening in record numbers and Mexican restaurant chains are popping up all over the place because people experience Mexican food, want to have it at home. And what’s really popping up? Guacamole. Big trend is guacamole. So they decide they need to create a restaurant style chip for dipping. Isn’t it interesting now we’re going back to dipping? Dave Young: Now we’re going back to the dips because people love this guacamole. Stephen Semple: Yeah. So dipping is back. And so what they do is they create Tostitos, a restaurant style chip for dipping and guacamole. And in less than a year, they do $140 million in sales and it’s the most successful product in Frito-Lay history. Dave Young: Wow. Stephen Semple: The other fun thing they do is in 1986, they create a flavor for Doritos called Cool Ranch flavor. And the only reason why I love sharing this is this has a really funny circular story because they came across this ranch dressing from this little tiny company called Hidden Valley. Dave Young: Right. Stephen Semple: And they looked at that flavor and they went, “That’d be a great flavor for the Doritos.” And they just called it Cool Ranch Rather than Ranch. And it was another home run, $120 million in the first year, but it worked out so well that it actually inspired Hidden Valley to take their product national. Dave Young: Oh, wow. Okay. Stephen Semple: So it was like Doritos discovered from Hidden Valley, sold all this stuff. Cool Ranch became so popular that Hidden Valley went, “Wait a minute, we could do this salad dressing now nationwide.” And in 1990, Doritos becomes the most popular chip in the world with a billion dollars in sales. Dave Young: Wow. Okay. Stephen Semple: Yeah. So while it was already a big company well established, I still kind of felt like there was a cool little story in there because again, it was about … They’d be looking out and looking at these trends and going, “Well, let’s tap into this trend. Let’s tap into this trend. Let’s tap into this trend,” while it was in the food space, it wasn’t in the snack space. So it was still an industry beside them. I have to admire his chutzpah of being told no and then taking company discretionary funds and basically spending three years developing the product right under their noses. Dave Young: Yeah, definitely an entrepreneurial streak in there. Stephen Semple: Yeah, no [inaudible 00:13:56]. Dave Young: Well, cool. I’m glad I know all this now. Back in the day, I started eating those chips right when they first came out, Stephen, I’m pretty sure. Stephen Semple: Yeah. The other part I found interesting on it was that, again, this whole idea of, let’s call it the With It chip and thinking just by saying that, that that’s enough. And then on top of that, having a product that was also completely out of sync with the market that you were trying to go to because it had to be dipped and their target market was not dipping. It was their parents that was dipping. I just found that so interesting that there was that much of a disconnect in terms of, “Well, let’s just call it, let’s just call … Our socioeconomic studies say this, so let’s just call it that and we’ll make it so.” And we see that so often as a mistake in marketing where it’s like, no, you actually have to freaking understand your customer and not just from, “Oh, they’re 26 years old and they drop …” How do they think? How do they behave? How do they act? Where are they consuming? Oh, they consume. Oh, they consume the product while at the beach. Okay. Well, they’re not freaking taking dip. Dave Young: Right, right. Stephen Semple: Right. It was such a miss and so typical of how a lot of companies look at things when they put together their marketing plan. Dave Young: Here’s the thing. People were starting long distance cross country road trips too. Stephen Semple: Yes. Dave Young: Man, it’s hard to eat. It’s hard to eat chips and dips while you’re driving. Stephen Semple: Not happening. Dave Young: You can eat a bag of Doritos all day long behind the wheel of a car and stop and get another [inaudible 00:15:28]. Stephen Semple: So I also have to give credit to Wayne Calloway that he came along and saw that disconnect. He said, “No, this is a great product, but here’s the disconnect. The disconnect is not that the product isn’t great. The disconnect is people aren’t going to dip it. That’s the disconnect.” But then to later notice that dip is coming back, because it’ll be easy to go with dip is out, later noticing dip coming back in the form of guacamole and saying, “Hey, in fact, let’s go back to really what the original Dorito was, which was this unflavored tortilla that you could use for dipping.” It’s kind of funny that it went full circle. Dave Young: But even so, like my parents, because they were of the dipper generation, had a recipe for chili cheese dip that you would use with the nacho cheese Doritos. Stephen Semple: Yeah. Okay. Dave Young: It was really good. Stephen Semple: All right. All right. Dave Young: Not so much if you’re driving. Stephen Semple: But you were a very sophisticated family having something like that. Dave Young: Well, yeah. Absolutely. Stephen Semple: So again, I just thought it was an interesting story. And again, one of those ones, keeping your eye out, looking a little bit outside of your industry, because all of these ideas came from trends they saw in the restaurant industry, not the snack food industry. Dave Young: Yeah. Yeah. Good observations. Well, thank you. Now I know a lot more about Doritos and Tostitos and why I don’t dip anymore. Stephen Semple: And it’s funny when you think about the recent Doritos advertising, when you talk about your mom making the comment, Doritos now runs a lot of ads where they don’t even use the word Doritos in the ad. They just show the triangle. Dave Young: Sure. Stephen Semple: And as soon as you show that triangle, what do we all think? Dave Young: That’s classic brand code. Stephen Semple: Right. Yes. Dave Young: McDonald’s is doing that. They’re just either using- Stephen Semple: The arches. Dave Young: Yeah. Just the arch or- Stephen Semple: Or even a piece of the arch. Dave Young: And then just the sound, just ba-ba-ba-ba-ba. That’s it. Once you get into empire territory, you can start doing fun things like that. Stephen Semple: Yep. And really own the mind and really own the space. Hats off to the host of Frito-Lay in terms of the stuff that happened over there. And I just, again, didn’t exactly fit our stuff, but I thought it did enough just because of the craziness. So that happened inside the company. Dave Young: I’m down for a fun story about business and food. Stephen Semple: Yeah. Rebels inside the four walls. Dave Young: That’s right. Thanks, Stephen. Stephen Semple: All right. Thanks, David. Dave Young: Thanks for listening to the podcast. Please share us, subscribe on your favorite podcast app and leave us a big, fat, juicy five star rating and review at Apple Podcasts. And if you’d like to schedule your own 90-minute Empire Building session, you can do it at empirebuildingprogram.com.

The Vancouver Fire Department responded to a commercial fire alarm at the Frito Lay facility on NW Fruit Valley Road, upgrading the call to a full commercial fire response before containing a small fire within 30 minutes, with no injuries reported and the cause under investigation. https://www.clarkcountytoday.com/news/vancouver-fire-department-responds-to-early-morning-fire-at-frito-lay-facility/ #VancouverWA #VancouverFire #FireResponse #FritoLay #FireDistrict6 #ClarkCountyWA

We all start life curious. Asking questions. Exploring. Wondering why. Yet somewhere along the way — especially at work — curiosity can begin to fade. Not because we stop caring, but because we're rewarded for certainty, speed, and having the answers. In this episode of Sticky From The Inside, Andy Goram is joined by leadership strategist, researcher, and TEDx speaker Dr Debra Clary to explore why curiosity isn't a “nice-to-have”, it's a leadership superpower. Drawing on decades of experience inside global organisations like Frito-Lay, Coca-Cola, Jack Daniel's, and Humana, Debra shares why curiosity can be learned, measured, and deliberately strengthened. Together, they unpack how curiosity drives performance, engagement, trust, and better decision-making — and why leaders who stop asking questions often unintentionally shut others down. They also explore Debra's research-backed Curiosity Curve, the four drivers of optimal curiosity, and why curiosity matters even more in a fast-moving, AI-driven world. If you care about building teams where people feel seen, heard, and able to contribute, this conversation will change how you think about leadership. ----more---- Key Takeaways Curiosity is learned, not innate. Debra's research shows curiosity can be developed, measured, and strengthened at every level. Certainty kills contribution. When leaders prioritise speed and answers over questions, they unintentionally shut people down. Great leaders play the long game. Asking questions builds confidence, capability, and future leaders — not just short-term efficiency. Curiosity is a human advantage in the AI age. AI delivers answers; humans still need to ask the right questions and apply discernment. ----more---- Key Moments The key moments in this episode are: 01:11 – Why curiosity is natural — and why it matters at work 07:57 – “Can curiosity be learned?” The question that changed everything 10:54 – What an Italian train journey taught Debra about certainty 13:36 – “Curiosity killed the cat” — the part we all missed 17:41 – Why disengaged employees feel unseen and unheard 26:15 – The Curiosity Curve explained 34:30 – Why senior leaders score higher on curiosity 38:51 – Curiosity, AI, and discernment 42:49 – Debra's 3 Sticky Notes for curious leadership ----more---- Join The Conversation Find Andy Goram on LinkedIn here Listen to the Podcast on YouTube here Follow the Podcast on Instagram here Follow the Podcast on Twitter here Follow the Podcast on Facebook here Check out the Bizjuicer website here Get a free consultation with Andy here Check out the Bizjuicer blog here Download the podcast here ----more---- Useful Links Follow Dr Debra Clary on LinkedIn here Follow Dr Debra Clary on Facebook here Follow Dr Debra Clary on YouTube here Find the Dr Debra Clary's website here Find The Curiosity Curve here ----more---- Full Episode Transcript Get the full transcript of the episode here

The sports world comes together in defending Bill Belichick // Is it truly a 1 year punishment for Belichick? // Aqib Talib "Belichick has more chips than Frito Lay!" //

Aqib Talib "Belichick has more chips than Frito Lay!"

In our latest 3 Lessons from Breakthrough Leaders podcast episode, we're joined by Norberto Chaclin, EVP and Chief R&D Officer at Mondelēz International, leading global innovation for iconic brands like Oreo, Ritz, Cadbury, Milka and Toblerone.Norberto has held key R&D leadership roles across the company, driving major product innovation. Before Mondelēz, he spent 18 years at PepsiCo in senior positions across Frito-Lay, global beverages and joint ventures, ultimately heading R&D for PepsiCo North America Beverages and the Pepsi/Starbucks partnership.In this episode, we explored 3 lessons with Norberto:1.  Lean into new experiences 2. Lead Innovation for Innovation3. Without a Vision,  you'll be left behind This podcast brings you genuine, inspiring conversations with extraordinary leaders, many of them Breakthrough alumni, who are proving that business can be a force for good. Created with purpose, not profit, it's designed to spark fresh insights and help leaders at all stages make an impact.Find out more about Norberto here: https://www.linkedin.com/in/norberto-chaclin-613840 Connect with our hosts:Dr Bart Sayle: ⁠⁠⁠https://www.linkedin.com/in/breakthroughbusiness/⁠ Zannah Ryabchuk: ⁠⁠⁠https://uk.linkedin.com/in/zannah-robinson-ryabchuk⁠ Visit Breakthrough Global Website: ⁠⁠⁠https://breakthroughglobal.com/⁠ Follow Breakthrough Global on Linkedin: ⁠⁠⁠https://uk.linkedin.com/company/breakthrough-group⁠Follow Breakthrough Global ⁠on Instagram: ⁠⁠⁠https://www.instagram.com/globalbreakthrough/⁠

The CPG Guys are joined in this episode by John frost, Chief Customer Officer at Chobani, Find John Frost on Linkedin at: https://www.linkedin.com/in/john-frost-20963155/Find Chobani on Linkedin at: https://www.linkedin.com/company/chobani/Find Chobani online at: https://www.chobani.com/Here's what we asked John:John, let's start with your journey. What path led you to Chobani, and how has your experience at Frito-Lay and PepsiCo shaped your perspective as Chief Customer Officer?The Chief Customer Officer role is all about building deep partnerships. How do you define retail customer centricity at Chobani, and how does it show up in your day-to-day?Chobani has grown from disrupting yogurt to becoming a modern  food and beverage company. How do you balance staying true to the brand's roots while  expanding into new categories?Innovation is at the heart of Chobani's DNA. How do you align with retail partners to ensure that innovation lands successfully with shoppers?Chobani has always led with purpose, from food made better to community impact. How does that purpose translate into customer partnership and retail collaboration?Consumer today demand more authenticity & transparency from brands. How is Chobani meeting those expectations in ways that build both brand equity and customer trust?Looking out to 2026, what excites you most about the future of food, beverage, and retail partnerships?For emerging leaders in CPG, what advice would you give on building trust, driving results, and being an effective customer-first leader?CPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comSheCOMMERCE Website: https://shecommercepodcast.com/Rhea Raj's Website: http://rhearaj.comLara Raj in Katseye: https://www.katseye.world/DISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does not constitute an endorsement or recommendation by CPGGUYS, LLC. The views expressed by guests are their own and their appearance on the program does not imply an endorsement of them or any entity they represent. CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

Aerobics could save your brain, Frito Lay has some new jams, Grok won't undress your internet crush anymore and Goodwill is about to get a flood of fat guy wear!See omnystudio.com/listener for privacy information.

One on One Video Call W/George https://tidycal.com/georgepmonty/60-minute-meetingSupport the show:https://www.paypal.me/Truelifepodcast?locale.x=en_USTrueLife: Rites of Passage - Episode: The Cultivation of DependenceIn this eye-opening episode of TrueLife: Rites of Passage, host George Monty exposes the dark underbelly of modern dependency engineering—how corporations systematically turn free individuals into captive consumers through biological, psychological, and economic addictions. From pharmaceuticals that hook you for life to hyper-palatable foods and addictive apps, Monty reveals how “customer lifetime value” is just code for human farming, where independence is eroded for perpetual profit.  Monty dives deep into real-world examples: Purdue Pharma's deliberate strategies to create dependence with OxyContin, as uncovered in internal documents  ; Eli Lilly's knowledge of Prozac's permanent neurochemical changes and severe discontinuation syndrome since 1984  ; and the infamous 2018 Goldman Sachs report questioning if “curing patients” is a sustainable business model, favoring chronic treatments instead.   He also uncovers the DSM-5's expansion of mental disorders in 2010, influenced by pharmaceutical ties  ; AstraZeneca's proton pump inhibitors creating “annuity patients” through long-term use  ; and Meta's (Facebook's) 2021 leaked memo admitting Instagram worsens body image issues for 32% of teen girls to keep users hooked.  Beyond drugs, Monty explores food engineering at Frito-Lay, where flavors are lab-designed to mimic cocaine-like dopamine hits  ; Meta's 2017 internal tactics using variable rewards to ensure users return compulsively ; and the shift to subscription models in software and finance that make opting out impossible.This episode challenges listeners to audit their dependencies—medications, apps, subscriptions—and reclaim autonomy. End with a call to action: Research your “needs,” break the hooks, and become unfarmable. Tune in for tomorrow's unmasking of automated compliance.https://www.cnbc.com/2018/04/11/goldman-asks-is-curing-patients-a-sustainable-business-model.htmlhttps://arstechnica.com/tech-policy/2018/04/curing-disease-not-a-sustainable-business-model-goldman-sachs-analysts-say/https://www.statnews.com/2019/12/03/oxycontin-history-told-through-purdue-pharma-documents/https://pmc.ncbi.nlm.nih.gov/articles/PMC2622774/https://www.wisnerbaum.com/advocacy_campaigns/ssri-documents/https://www.scribd.com/document/413333146/Eli-Lilly-Prozac-Documents-What-Do-They-Revealhttps://arstechnica.com/tech-policy/2018/04/curing-disease-not-a-sustainable-business-model-goldman-sachs-analysts-say/https://www.aaup.org/academe/issues/2010-issues-4/diagnosing-conflict-interest-disorderhttps://pmc.ncbi.nlm.nih.gov/articles/PMC3302834/https://www.bradleygrombacher.com/nexium-proton-pump-inhibitor-lawsuit-claims-severe-patient-injurieshttps://www.astrazeneca.com/content/astraz/media-centre/press-releases/2023/astrazeneca-settles-nexium-and-prilosec-product-liability-litigations.htmlhttps://www.theguardian.com/technology/2021/sep/14/facebook-aware-instagram-harmful-effect-teenage-girls-leak-revealshttps://topclassactions.com/lawsuit-settlements/lawsuit-news/frito-lay-sued-over-no-artificial-flavors-claim-on-poppables-snacks/https://www.bakeryandsnacks.com/Article/2025/10/07/pepsico-sued-over-mold-made-citric-acid-in-poppables/ One on One Video call W/George https://tidycal.com/georgepmonty/60-minute-meetingSupport the show:https://www.paypal.me/Truelifepodcast?locale.x=en_US

Kids know their animals, pop music is getting worse according to science, not many of us think this year was a good one and Frito Lay has a couple new flavors heading our waySee omnystudio.com/listener for privacy information.

"Curiosity isn't a soft skill. It's a performance capability—and organizations are paying the price for ignoring it." Summary What if the most powerful leadership capability isn't having the right answers—but asking better questions? In this On the Brink with Andi Simon episode, Dr. Deborah Clary, author of The Curiosity Curve, explains why curiosity is a measurable driver of performance, engagement, and innovation—and how leaders can deliberately rebuild it to create stronger, more human-centered cultures. Why Curiosity May Be the Missing Link in Leadership and Culture Change In this episode of On the Brink with Andi Simon, I had the pleasure of speaking with Dr. Deborah Clary, author of The Curiosity Curve and a purpose-driven leader whose work sits at the intersection of leadership development, organizational culture, and performance. What emerged from our conversation was both refreshing and deeply needed: a reminder that curiosity—something many leaders unintentionally abandon as they rise—may be the very capability organizations need most right now . Deborah's journey is anything but linear. Straight out of business school, she began her career not in a corporate office but as a route driver for Frito-Lay in Detroit—wearing a uniform, managing a route, and learning leadership from the inside out. That truck, she says, became her classroom. Over the next four decades, Deborah moved through senior roles at Coca-Cola, Jack Daniel's, and Humana, eventually earning a PhD focused on leadership development and organizational design. Yet it was her growing fascination with human behavior—what makes leaders effective and cultures thrive—that ultimately shaped her work today . What Is Curiosity—Really? Deborah defines curiosity simply but powerfully: being genuinely interested in yourself, in others, and in the situation at hand. It's not about having the right answers. It's about asking better questions—and staying open long enough to explore them. That distinction matters, especially in organizations where leaders often believe their role is to know, decide, and direct. As Deborah shared, many leaders become "incurious" not because they lack interest, but because time pressures, performance demands, and past success reinforce the idea that they must always have the answer. Over time, curiosity is treated like a luxury—when in fact, research shows it is a driver of performance . The Engagement Crisis—and Why Leaders Matter More Than Ever One of the most striking parts of our conversation focused on employee disengagement. Gallup data shows engagement levels at historic lows, with millennials—now a critical segment of the leadership pipeline—showing especially high levels of disengagement. When Deborah and her research team conducted focus groups, they found a consistent theme: "My leader doesn't know me—and doesn't seem to care to know me." This wasn't about surface-level recognition or personal details. Employees wanted leaders to be curious about their ideas, their aspirations, and how they could contribute meaningfully. In other words, they wanted leaders who asked thoughtful questions instead of simply providing directives. Curiosity, Measured—and Made Actionable What makes Deborah's work especially compelling is that curiosity isn't treated as a vague personality trait. Through a validated assessment, she measures curiosity across four dimensions: Exploration Openness to new ideas Inspirational creativity Focused engagement In one executive team she worked with, the results revealed a powerful—and uncomfortable—truth. While most executives scored high in curiosity, the CEO did not. The organization was struggling with innovation, market share, and retention. When the data was shared openly, the CEO recognized that his resistance—not the team—was the bottleneck. His willingness to acknowledge this became a breakthrough moment for the organization . That story underscores a central theme of the episode: leaders shape culture not by intention alone, but by how open—or closed—they are to curiosity. Watch our podcast on YouTube. From Short-Term Answers to Long-Term Leadership Curious leadership, Deborah explained, is about playing the long game. The short game is giving answers. The long game is exploring possibilities, testing ideas, and learning from outcomes—even when they fail. This requires psychological safety. Leaders must normalize statements like, "I don't know—let's explore this together."When leaders model curiosity, they give others permission to think, experiment, and grow. Over time, this builds confidence, ownership, and engagement across the organization . Why This Matters Now? In fast-changing markets, yesterday's solutions rarely solve tomorrow's problems. Yet many organizations still rely on outdated assumptions, rigid hierarchies, and fear of failure. As an anthropologist, I see this pattern often: cultures resist change even when change is essential. Curiosity interrupts that pattern. It helps leaders see what they've been missing, hear voices that have been quiet, and test new ways forward. In Deborah's words, curiosity is contagious—and learnable. It can be rebuilt, one question at a time. If you're a leader navigating uncertainty, disengaged teams, or stalled innovation, this conversation offers both insight and hope. You don't need all the answers. But you do need the courage to ask better questions. And that may be exactly what helps you—and your organization—get off the brink. For more about Debra Clary, check out her website and LinkedIn Page. Connect with me: Website: www.simonassociates.net Email: info@simonassociates.net Learn more about our books here: Rethink: Smashing the Myths of Women in Business Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success On the Brink: A Fresh Lens to Take Your Business to New Heights Listen + Subscribe: Available wherever you get your podcasts—Apple, Spotify, Stitcher, YouTube, and more. If you enjoyed this episode, leave a review and share with someone navigating their own leadership journey. Reach out and contact us if you want to see how a little anthropology can help your business grow.  Let's Talk! From Observation to Innovation, Andi Simon, PhD CEO | Corporate Anthropologist | Author Simonassociates.net Info@simonassociates.net @simonandi LinkedIn

My guest for Episode #330 of the My Favorite Mistake podcast is Debra Clary, a leadership strategist, researcher, and executive coach with more than four decades of experience at organizations including Frito-Lay, Coca-Cola, Jack Daniel's, and Humana. Episode page with video, transcript, and more She's also a TEDx speaker, former off-Broadway performer, and the author of the new book The Curiosity Curve: A Leader's Guide to Growth and Transformation Through Bold Questions. In this episode, Debra shares one of her favorite mistakes—an unexpected wrong train stop in Italy that turned into a memorable discovery—and how that happy accident helped shape her approach to curiosity, flexibility, and exploring the unexpected. That theme carries through the conversation as Debra and I discuss how curiosity shows up in leadership, why assumptions can derail teams, and why “having the answers” is often the wrong place to start. Debra walks us through the research behind The Curiosity Curve, including how her team developed a validated diagnostic for measuring curiosity and what they learned about its connection to engagement, retention, innovation, and decision speed. She shares practical examples of how leaders unintentionally shut down curiosity and how small shifts in inquiry can unlock better thinking and stronger team performance. We also explore how curiosity interacts with psychological safety, how leaders can avoid the trap of reflexive certainty, and why curiosity becomes even more important in high-pressure or high-uncertainty situations. Debra closes by discussing the role curiosity plays in an AI-driven world—why it remains uniquely human, and how tools like AI can actually help people deepen their inquiry rather than replace it. If you're interested in how leaders can cultivate better questions, better conversations, and better outcomes, this episode will spark ideas you can put to use right away. Questions and Topics: What's your favorite mistake? Were there similar moments in your career where a “missed stop” led to an unexpected opportunity? Was starting as a Frito-Lay route driver a deliberate development path, or was that unusual? Where did your passion for curiosity begin? Is there a way to gauge curiosity in a team or organization? How do you measure something like curiosity in a meaningful way? How do you help leaders learn to be more curious instead of just telling people to “be curious”? When hiring, is it better to select already-curious people or rely on the culture to develop curiosity? Is there such a thing as too much curiosity—can it slow execution or decision-making? From your research or coaching, what's an example of curiosity being missing and causing problems? How do you help leaders understand that curiosity and psychological safety are building blocks for innovation—not optional extras? Do you see leaders struggle with the difference between knowing, assuming, and figuring things out? In urgent or high-pressure situations, does stress make it harder for people to stay curious? Do you have examples where curiosity helped prevent a small mistake from turning into a big one? Have you seen situations where people used questions in unhelpful or critical ways while claiming they were being “curious”? How do you think about Ed Schein's idea of humble inquiry? Can AI replace curiosity—or does curiosity still give humans a unique advantage? Can interacting with AI actually help people strengthen their curiosity?

Dr. Debra Clary is a purpose-driven leader with a compelling message to share. Her enthusiasm lies in inspiring leaders and organizations in achieving business success through the enhancement of strategic alignment, team dynamics, and fostering a culture of curiosity.Bringing a wealth of experience from her roles in operations, strategy, marketing, and people development at prominent companies as Frito-Lay, Coca-Cola, Jack Daniel's, and Humana, Debra brings incredible business insights. Her dedication is evident in her commitment to working with leaders who aspire to elevate their impact and contribution to their respective organizations. With a doctorate in Leadership and Organizational Development, Debra continues to inspire and empower individuals and organizations on their journey to success. Connect with Dr. Debra Clary: Website: https://www.debraclary.com/ LinkedIn: https://www.linkedin.com/in/drdebraclary/ Amazon: https://www.amazon.com/dp/1639081380 TurnKey Podcast Productions Important Links:Guest to Gold Video Series: www.TurnkeyPodcast.com/gold The Ultimate Podcast Launch Formula- www.TurnkeyPodcast.com/UPLFplusFREE workshop on how to "Be A Great Guest."Free E-Book 5 Ways to Make Money Podcasting at www.Turnkeypodcast.com/gift Ready to earn 6-figures with your podcast? See if you've got what it takes at TurnkeyPodcast.com/quizSales Training for Podcasters: https://podcasts.apple.com/us/podcast/sales-training-for-podcasters/id1540644376Nice Guys on Business: http://www.niceguysonbusiness.com/subscribe/The Turnkey Podcast: https://podcasts.apple.com/us/podcast/turnkey-podcast/id1485077152

In this episode of Innovation Meets Leadership, host Natalie Born sits down with Jolynn Ledgerwood, learning and development expert, certified Gallup Strengths coach, and founder of Elevate Your Talent. With over 25 years of experience working with global brands like PepsiCo, Frito-Lay, and Toyota, Jolynn introduces us to a transformative methodology called LEGO® Serious Play, a hands-on approach that sparks creativity, strengthens collaboration, and unlocks hidden insights within teams.Together, Natalie and Jolynn explore how “thinking with your hands” activates up to 80% more brain power, why play is vital for innovation and well-being, and how leaders can create environments where every voice, from the CEO to the intern, has a seat at the table. From high school athletes to corporate teams, this episode proves that the opposite of play isn't work, it's stagnation.[00:00 – 03:00] Jolynn's Journey into LEGO® Serious PlayFrom corporate learning roles at PepsiCo and Toyota to creative facilitation.How LEGO® reinvented itself and how Jolynn discovered its team-building power.Only 100 certified practitioners in the U.S. versus 15,000 in Europe, why Americans still struggle to see “play” as productive.[03:01 – 07:00] The Science of Thinking with Your HandsUsing LEGO® unlocks up to 80% more brain power.The four-step methodology: question → build → share → reflect.How creativity allows all personality types, even quiet thinkers, to express themselves fully.[07:01 – 10:00] Building Trust and Curiosity Through PlayLEGO® Serious Play creates safe, judgment-free conversations.Why every build is “right” for the person who made it.Metaphors and subconscious meaning in simple pieces and the power of asking, “Tell me more about what you built.”[10:01 – 14:00] Real-World Example: A Basketball Team's TransformationFacilitating a workshop with a high school girls' team to build unity.How players gained empathy and emotional awareness through their builds.Discovering that supporting teammates means seeing beyond performance.[14:01 – 18:00] Courageous Leadership and Unexpected InsightsWhy it takes a brave leader to invite play into the workplace.LEGO® as a tool for perspective-taking and emotional intelligence.Seeing the same model from different angles and how it changes interpretation.[18:01 – 22:00] Building Culture in Times of ChangeHow LEGO® sessions rebuild morale after layoffs or restructuring.The danger of calling connection “fluff” and why it's business-critical.Creating “simple guiding principles” from each session to carry forward.[22:01 – 25:00] Play as a Pathway to InnovationThe opposite of play isn't work, it's depression.Inviting creativity through LEGO®, Play-Doh, or even watercolor.How play fosters engagement, focus, and retention in teams.[25:01 – 27:00] Final Reflections and Call to LeadersWhy leaders must make space for curiosity and fun at work.Mary Poppins wisdom: “In every job that must be done, there's an element of fun.”When teams play together, innovation follows naturally.Quotes:“It takes a courageous leader to bring play into the workplace.” – Jolynn Ledgerwood“Leaders who embrace creativity give permission for authenticity.” – Jolynn Ledgerwood“You never know what your team is capable of until you invite play into the process.” – Jolynn LedgerwoodWebsite: elevateyourtalent.coLinkedIn: Jolynn Ledgerwood Podcast: Play for PerformanceIf this conversation inspired you, leave a review and share this episode with a leader who's ready to reimagine what creativity and connection look like at work.

Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Taia Rashid and Daphne Carter.

Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Taia Rashid and Daphne Carter.

Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Taia Rashid and Daphne Carter.

In this episode of the Nine Finger Chronicles, host Dan sits down with Aaron Akers, a safety manager at Frito-Lay in Tennessee. They discuss Aaron's work responsibilities, experiences in food manufacturing, and the challenges of hunting in Tennessee. The conversation delves into deer population dynamics, hunting regulations, and the impact of urban sprawl on hunting opportunities. Aaron shares his strategies for hunting, memorable experiences, and even a fishing adventure that resulted in a nearly nine-pound bass. The episode highlights the connection between outdoor experiences and personal achievements, emphasizing the importance of enjoying the journey in both hunting and fishing. Takeaways: Aaron Akers is a safety manager at Frito-Lay in Tennessee. He has experience in food manufacturing, particularly with snacks. Hunting in Tennessee presents unique challenges due to terrain and deer population. The quality of deer has improved due to stricter hunting regulations. Urban sprawl is impacting hunting opportunities in Tennessee. Aaron uses trail cameras to monitor deer movement and plan hunts. He prioritizes hunting strategies based on seasonal changes and deer behavior. Memorable hunting experiences often involve camaraderie with friends. Fishing can provide similar excitement and achievement as hunting. It's important to instill a love for the outdoors in children. Learn more about your ad choices. Visit megaphone.fm/adchoices