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FAITHBUCKS.COM
Rainforest enables vertical software companies to embed payment processing directly into their platforms - solving the complexity that previously forced software companies to direct customers to separate banks or resellers for payment processing. Founded by Joshua Silver, who spent nearly 20 years in payments starting with PatientCo (a healthcare billing company that scaled to process billions for major healthcare organizations), Rainforest now serves as the enabling layer for thousands of vertical software companies. In this episode of BUILDERS, Joshua shares the unconventional GTM decisions that shaped Rainforest's trajectory: from making contracts a product feature to implementing a zero bugs policy, and why he measures podcast success by qualified lead conversion rather than download counts. Topics Discussed: The embedded payments opportunity: why software companies stopped directing customers to banks Building in highly regulated environments where traditional MVP approaches fail The extended foundation-building phase required before processing the first payment Transitioning from 2.5-3 years of founder-led sales to a scalable GTM motion Using contract terms as competitive differentiation rather than negotiation leverage Implementing a zero bugs policy and its impact on service costs and retention Building thought leadership through the Payment Strategy Show and Vertex conference Lead quality metrics over vanity metrics for content investments GTM Lessons For B2B Founders: Hire from the industry and invest disproportionately in technical onboarding: Rainforest maintains one of the highest concentrations of payments talent on a percentage basis—nearly everyone has worked in payments or payments-adjacent roles. But hiring isn't enough. Joshua obsesses over training because in complex sales, prospects ask detailed technical questions and "the moment that you give bad answers or don't know your stuff, they're going to detect that and that's going to detract a lot from the trust." When selling technical infrastructure, surface-level product knowledge kills deals. Every touchpoint—engineers, support, account execs—must understand not just how the product works, but why it works that way. Engineer your standard contract to eliminate negotiation cycles: Joshua inverted conventional wisdom by making Rainforest's standard contract "overly favorable to the client"—no hidden terms, no punitive clauses, no exclusivity provisions. The result: "We don't have to spend a lot of legal time going back and forth. We don't have to invest a lot of time and by the way, burning a lot of goodwill too in contract negotiations." Prospects consistently report the legal process was shockingly easy compared to competitors. This isn't about being naive—it's strategic capital allocation. Joshua's philosophy: "Pick the fights that really matter and everything else is just rounding." Time spent in legal negotiations is wasted time that could be spent onboarding customers. Embed sales capabilities into your customer success function: Rainforest trains their CS team on negotiation tactics, value selling, and objection handling—competencies rarely developed in post-sale teams. Joshua noted the primary goal is customer assistance, but growth is an underlying objective. This isn't about making CS "do sales"—it's about equipping them to have commercial conversations when customers naturally express expansion interest. The key enabler: strong product-market fit means "we don't have to sell it that much. It's really a conversation about solutioning." Enforce a zero bugs backlog in high-stakes environments: Joshua's unofficial core value—"don't f with the money"—manifests in their zero bugs policy. It's not that they never create bugs; it's that "we don't tolerate living with them. We don't have a backlog of bugs to fix." When a bug is validated, they fix it immediately. His head of engineering recently discussed this on a podcast because people find it radical. The payoff: "When you have a higher quality product, you don't have to invest as much in service because the product just works and you have naturally happy customers." For infrastructure products where errors cascade into customer incidents, the accumulated cost of technical debt vastly exceeds the upfront investment in quality. Qualify content success by whether it's converting your ICP: Joshua rejects vanity metrics entirely. When asked about podcast ROI, he said: "I'd rather have 100 highly qualified listeners that are great targets for us than have 100,000 listeners and not have 100 qualified ones." They track this rigorously—every inbound lead is asked how they discovered Rainforest, and an increasing percentage cite the podcast. Prospects explicitly say "we heard the podcast and nobody else is putting this content out there." The metric isn't downloads; it's whether qualified buyers are self-identifying through your content and entering sales conversations pre-educated and pre-sold. Build ecosystem assets without demanding immediate attribution: Rainforest launched Vertex—a curated conference for vertical software founders and operators—that explicitly isn't a Rainforest sales event or user conference. Joshua doesn't track lead conversion from the conference: "That's not one of the key metrics. We actually look at NPS score as one of the key metrics. Did people find value in the conference?" They're running it twice this year because attendees report it's the highest-quality conference they attend annually. His philosophy: "Go create value, legitimate, genuine value for the ecosystem and they will come to us." They deliberately limit attendance to several hundred and choose venues that physically can't accommodate massive scale—maintaining intimacy as a forcing function against growth-for-growth's-sake. Plan for extended pre-market build phases in regulated industries: Joshua's advice for payments founders: "Make sure you know what you're getting into. It's a big build and there's very low tolerance for misses." Before processing their first payment, Rainforest had to achieve PCI compliance, SOC2 compliance, and implement comprehensive security infrastructure. Only then could they begin customer development with close network contacts. He contrasts this with his standard founder advice: build an MVP, sell quickly, get feedback, iterate. In payments, that playbook doesn't work—"you actually have to build so much of the foundation first just to process your very first payment." Founders in regulated spaces need patient capital and realistic timelines that acknowledge compliance infrastructure isn't optional. Institutionalize "ruthlessly simplify" as an operating principle: One of Rainforest's core values is ruthless simplification, which Joshua applies to "the legal contract, the engineering documentation, anything." He asks his team repeatedly when reviewing anything: "Can we simplify it? Can we simplify it? Can we simplify it?" The output quality dramatically improves. He references the Tim Ferriss framing: "What would this look like if it were simple?" When applied consistently, it cuts approximately 50% from plans, strategies, and deliverables—even when the creator thought they were already building simply. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
Radical AI is building scientific superintelligence—AGI for science—through a closed-loop system that combines AI agents with fully robotic self-driving labs to accelerate materials discovery. The materials science industry has a fundamental innovation problem: discovering a single new material system takes 10-15+ years and costs north of $100 million. This economic reality has frozen innovation across aerospace, defense, semiconductors, and energy—industries still deploying materials developed 30 to 100 years ago. In this episode, Joseph Krause, Co-Founder and CEO of Radical AI, explains how his company is attacking the root causes: serial experimentation workflows, systematically lost experimental data, and the manufacturing scale-up gap. Working with the Department of Defense, Air Force Research Lab on hypersonics systems, and as an official partner to the DOE's Genesis mission, Radical AI is focused on high entropy alloys that maintain mechanical properties in extreme environments—the kind of enabling technology that unlocks entirely new product categories rather than optimizing existing ones. Topics Discussed: The structural economics preventing materials innovation: 10-15 year timelines, $100M+ discovery costs, and why companies default to decades-old materials Three fundamental process failures in scientific discovery: serial workflows that prevent parallelization, the 90%+ of experimental data that lives only in lab notebooks, and the valley of death between lab-scale discovery and manufacturing scale-up How closed-loop autonomous systems capture processing parameters during discovery—temperature ranges, pressure requirements, humidity impacts, precursor form factors—that map directly to manufacturing conditions High entropy alloys as beachhead: 10^40 possible combinations from the periodic table, requiring materials that maintain strength and corrosion resistance at 2,000-4,000°F in oxidative environments created by hypersonic flight The strategic rationale for simultaneous government and commercial GTM: government for long-shot applications like nuclear fusion and access to world-class science institutions; commercial customers in aerospace, defense, automotive, and energy for near-term product applications Why Radical AI focuses on enabling technology rather than optimization technology—solving for markets where novel materials unlock new products, not incremental margin improvements GTM Lessons For B2B Founders: Engineer downstream adoption barriers into your initial system architecture: Joseph identified that customer skepticism centered on manufacturability, not discovery speed. Most prospects understood AI could accelerate experimentation but questioned whether discoveries could scale to production without restarting the entire process. Radical AI's response was architectural: their closed-loop system captures processing parameters—temperature ranges, pressures, precursor concentrations, humidity effects, form factors like powders versus pellets—during the discovery phase. This data maps directly to manufacturing conditions, eliminating the traditional restart cycle. The lesson: In deep tech, the adoption barrier isn't usually your core innovation—it's the adjacent problems customers know will surface later. Engineer those solutions into your system from day one rather than treating them as future optimization problems. Select beachheads where problem complexity matches your technical advantage: Radical AI chose high entropy alloys not because the market was largest, but because the search space is intractable for humans—10^40 possible combinations that would take millions of years to experimentally test. This creates a natural moat where their ML-driven autonomous system has exponential advantage over traditional approaches. Joseph explicitly distinguished "enabling technology" (unlocking new products) from "optimization technology" (improving margins on existing products), then targeted markets with products ready to deploy but blocked by materials constraints. The strategic insight: beachhead selection should optimize for where your technical approach has structural advantage and where success unlocks new market creation, not just better unit economics. Structure dual-track GTM to derisk technology while building commercial pipeline: Radical AI simultaneously pursues government contracts (DOD, Air Force Research Lab, DOE Genesis) and commercial customers (aerospace, defense primes, automotive, energy). This isn't market hedging—it's strategic complementarity. Government provides access to the world's most advanced scientific institutions, funding for applications with 10-20 year horizons like nuclear fusion, and willingness to bridge the valley of death that scares commercial buyers. Commercial customers provide clear near-term product applications, faster revenue cycles, and market validation. Joseph views them as converging rather than divergent, since transformative materials apply across both. The playbook: in frontier tech, government and commercial aren't either/or choices—structure them as parallel tracks that derisk each other while your technology matures. Reframe the economics of the innovation process itself: Joseph didn't pitch faster materials discovery—he reframed the entire process from serial to parallel, from data-loss to data-capture, from discovery-manufacturing gap to integrated workflow. This changes the fundamental economics: instead of 10-15 years and $100M+ per material, the conversation shifts to discovering and scaling multiple materials simultaneously with manufacturing parameters already mapped. This reframing unlocks budgets from companies that had stopped innovating because the traditional process was economically irrational. The insight: when industries have stopped innovating entirely, the problem isn't usually that existing processes are too slow—it's that the process itself is structurally broken. Identify and articulate the broken process, not just the speed/cost improvement. Lead with civilizational impact to filter for long-term aligned stakeholders: Joseph explicitly positions Radical AI as "building a company that fundamentally impacts the human race" and tells prospective talent, "if you are focused on a mission and not a job, this is the place for you." This isn't recruiting copy—it's strategic filtering. In frontier tech with 10-15 year commercialization horizons, you need customers, partners, investors, and talent who think in decades, not quarters. Mission-driven positioning attracts stakeholders aligned with category creation over optimization and filters out those seeking incremental improvements. It also provides air cover for decisions that prioritize long-term technological breakthroughs over short-term revenue optimization. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
Jome built a marketplace for new construction homes by solving a transparency problem most people don't know exists: the vast majority of new builds never appear on Zillow, Redfin, or traditional MLS systems. In this episode of BUILDERS, I sat down with Dan Hnatkovskyy, CEO and Co-Founder of Jome, to unpack how he identified a massive category gap during Austin's pandemic housing boom and scaled from scraping builder websites to partnering with 1,700+ builders including 92 of the top 100. Dan shares the specific market moments that unlocked builder partnerships, how he discovered Google's separate product category for new construction, and why early LLM traffic became a meaningful acquisition channel. Topics Discussed: Why IDX feeds and MLS requirements systematically exclude new construction inventory The three market inflection points that accelerated builder partnerships from 500 to 1,500+ in 12 months How Google's separate new construction product category created an arbitrage opportunity against brand-focused builders The manual MVP: Typeform + text message delivery before building any real product Why the mortgage rate lock-in effect (50%+ of mortgages under 3.5% vs 6-7% prevailing rates) compounds the housing shortage Accidentally discovering ChatGPT and Perplexity were driving closed transactions through analytics instrumentation The decision to optimize entirely for buyers despite builders being the sole revenue source GTM Lessons For B2B Founders: Map structural exclusions in existing distribution systems: New construction homes can't enter MLS because they often lack finished addresses, real images, or completed properties—requirements designed for resale homes. This structural incompatibility created a $400B+ blind spot. Dan didn't just find underserved customers; he identified a category systematically locked out of dominant distribution. B2B founders should analyze whether incumbent platforms have structural requirements that exclude segments of the market, not just underserve them. Exploit paid search category mismatches between buyer intent and seller behavior: Dan discovered Google maintains separate product categories for new construction versus resale homes. Zillow and Redfin competed intensely in resale, but new construction was dominated by individual builders (Lennar, DR Horton) who assumed brand-driven intent—similar to car manufacturers. The reality: buyers search "new construction homes in Austin," not "Lennar homes." This category/behavior mismatch created immediate arbitrage. B2B founders should audit whether buyers search by problem/outcome while incumbents bid on brand terms, creating white space for aggregators. Time enterprise outreach to industry stress events, not product readiness: Jome scaled from 500 to 1,500 builders in one year by capitalizing on three specific moments: (1) pandemic demand surge when builders needed millennial/Gen Z reach, (2) 2022 quantitative tightening when builders feared demand collapse, (3) Zillow's 2023 policy change excluding builders with under 10 communities. Dan didn't wait for product-market fit—he mapped when prospects would be most receptive to any solution. B2B founders should create a calendar of industry stress events (regulatory changes, market corrections, competitor policy shifts) and time outreach to these windows regardless of product maturity. Instrument conversion funnels to detect emergent channels before consensus forms: Jome discovered meaningful lead volume and closed transactions from ChatGPT and Perplexity through analytics, not strategy. Only after seeing the data did they experiment with what Dan calls "reinforcement learning with LLMs"—promoting positive results to train the models. This wasn't about SEO or prompt engineering; it was about measurement infrastructure that surfaced signal before the channel was obvious. B2B founders should track referral sources at the closed deal level, not just top-of-funnel, to catch emerging platforms while unit economics are still favorable. Manually deliver value at zero margin before building product: Before any integrations or platform, Jome ran Google Ads to a Typeform, manually created searches in their agent-facing tool, and texted results to buyers. Dan's framework: "Start with manually creating value...and then step by step, improve it, automate it, make it more efficient." He launched this on a personal credit card and got immediate signal. B2B founders should resist the urge to build scalable product until they've proven someone will pay for (or convert on) manual delivery of the outcome. Optimize for the non-paying side when you're building a two-sided marketplace: Despite 100% of revenue coming from builder commissions, every product decision optimizes for buyer experience. Dan's logic: "If we want to bring value to the builders...we need to start with the buyers. We need to create the best possible home buying journey." This isn't idealism—it's recognition that in transaction-based models, buyer liquidity determines builder participation. B2B founders in marketplace businesses must identify which side is supply-constrained and build obsessively for the other side. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
What Does It Mean to Think Like an Owner in Property Management?Retail real estate is not won in boardrooms. It is won in the field. Chris Ressa sits down with Tine Helton, Regional Property Manager at DLC, to talk about the work that actually keeps open-air retail centers running across Illinois, Indiana, and Ohio. From tenant relationships to infrastructure issues, Tine walks through what it means to own the day-to-day when performance, responsiveness, and consistency are the difference between a good center and a great one.Tine's path into property management started on the leasing side, where she learned how a deal turns into a real, operating business. That curiosity led her into operations, professional certifications through IREM, and a leadership role focused on getting better at the craft, not just holding the title. The conversation digs into why education, ethics, and peer networks still matter in a business that moves fast and demands real accountability.At DLC, Tine shares what stood out most: a culture that backs its people and expects them to take ownership of outcomes. The result is a practical look at how strong operators build better properties, stronger tenant partnerships, and long-term performance in open-air retail.What You'll HearWhy the best property managers operate like owners, not order-takersHow leasing knowledge becomes an operational advantage once the deal is signedWhat IREM certifications actually change in day-to-day decision-making and leadershipHow to turn education and peer networks into real career leverageWhat strong culture looks like when performance and accountability matterHow Midwest open-air centers stay competitive through consistency, speed, and follow-throughChapters00:00 – The Operator's SeatChris introduces Tine Helton and sets the stage for a conversation about what it really takes to run retail centers, not just lease them.01:00 – From Leasing to LeadershipTine explains how her early work supporting leasing teams shaped the way she thinks about operations, tenants, and long-term performance.02:45 – Choosing the Harder PathA look at why she moved into property management and embraced the challenge of being accountable for everything that happens after the deal is done.04:00 – The IREM AdvantageTine breaks down how certifications, ethics, and peer networks through IREM sharpened her decision-making and accelerated her career.07:30 – Turning Education into OpportunityHow investing in professional development led directly to promotions, leadership roles, and industry recognition.12:45 – Joining DLC and Thinking Like an OwnerWhat stood out about DLC's culture and why ownership, accountability, and support matter in daily operations.15:40 – Growth Without a CeilingTine shares why continuous learning, new disciplines, and community involvement keep her pushing forward.17:45 – Defining a Successful YearWhat success looks like when it is measured by team performance, process improvement, and being a leader others can count on.
Doctronic became the first AI in the world legally licensed to practice medicine through Utah's AI Learning Lab regulatory sandbox in December 2025. In this episode of BUILDERS, I sat down with Matt Pavelle, Co-founder and Co-CEO of Doctronic, to learn how he and his co-founder (a physician) launched an AI-powered primary care chatbot in September 2023, validated demand through Facebook chronic condition groups and minimal Google Ads spend, and navigated uncharted regulatory territory to offer $4 prescription renewals for chronic conditions—targeting the medication non-adherence problem that causes 125,000 preventable deaths and costs $100B annually. Topics Discussed: Why friends with excellent health insurance still couldn't get medical answers quickly Building clinical accuracy into GPT-3.5 when context windows were small and hallucinations were rampant The tactical launch: Google Ads plus Facebook chronic condition groups in September 2023 Architecting safety: RAG with tens of thousands of physician-written clinical guidelines The study: 99.2% agreement rate between AI treatment plans and human doctor reviews across 500 patients Navigating Utah's AI Learning Lab: the only regulatory sandbox that mitigated medical licensing laws Securing AI malpractice insurance through Lloyd's Market—a first in the industry The three-phase oversight model: 100% human review, then 10%, then spot checks Expansion strategy: targeting other state regulatory sandboxes and international governments GTM Lessons For B2B Founders: Launch with the minimum feature set that proves your core hypothesis: Pavelle shipped Doctronic in September 2023 without user accounts—chats disappeared when closed unless users saved them manually. Within days, user requests for persistent chat history validated demand. The insight: your MVP should test one assumption, not solve every user need. If you're hesitating to launch because features are missing, ask whether those features are actually required to validate your hypothesis or just things you assume users want. Use specificity to unlock early adoption in skeptical markets: Rather than targeting "healthcare" broadly, Pavelle posted in Facebook groups for specific chronic conditions, offering a free AI backed by clinical guidelines. Half the groups banned them for commercial activity, but the other half engaged immediately. The lesson: in regulated or skeptical markets, narrow targeting with explicit safety mechanisms (clinical guidelines, physician co-founder credibility) converts better than broad positioning. Identify where your skeptics congregate and address their specific objections upfront. Design system architecture to prevent failure modes, not just tune models: Doctronic's safety architecture separates AI decision-making from prescription execution. The LLM asks questions and determines renewal safety, but deterministic code outside the AI verifies the prescription exists, checks dosage accuracy, and confirms the schedule. Even if adversarial prompting compromises the LLM, the deterministic layer prevents bad outcomes. Founders building high-stakes AI products should architect multiple independent verification layers rather than relying on prompt engineering or temperature tuning alone. Target regulatory pain points with quantified deaths and costs: Pavelle approached Utah with specific numbers: 125,000 preventable deaths annually from medication non-adherence, 30-40% caused by renewal friction, and a $100B economic burden. These statistics—combined with Utah's rural population and physician shortage—made the problem impossible to ignore. When approaching regulators, lead with mortality and cost data that make inaction untenable, not just efficiency gains or convenience improvements. Regulatory sandboxes require proof of safety methodology, not just technology demos: Utah's AI Learning Lab didn't just grant Doctronic permission—they required a three-phase oversight structure where human physicians review 100% of initial prescriptions in each medication class, then 10%, then ongoing spot checks. Pavelle also secured AI malpractice insurance through Lloyd's Market before launch. The insight: regulatory innovation offices want risk mitigation frameworks, not promises. Build and fund your oversight methodology before approaching regulators, and treat insurance underwriting as a third-party validation of your safety claims. Publish clinical validation studies before scaling—they become your regulatory and sales asset: The study showing 99.2% agreement between Doctronic's AI and human physicians across 500 patient encounters became the foundation for regulatory conversations and public trust. Founders in regulated spaces should budget for formal validation studies early—these aren't marketing expenses, they're the permission structure for everything that follows. Work backward from what regulators and enterprise buyers need to see, then design studies that generate that specific evidence. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
After building products at Microsoft (Xbox, Surface), a gaming startup acquired by Disney, Twilio, and Box, Vanessa Larco joined NEA where she led seed investments in Greenlight (debit card for kids), Majuri (C2C jewelry), and Limitless (acquired by Meta). She served on Robinhood's board for five and a half years through IPO and the GameStop crisis. In this conversation, Vanessa breaks down the specific traits that separate top 1% founders from the rest, why venture capital is experiencing structural chaos from simultaneous mega-fund expansion and generational transition, and why technical founders who deeply understand consumer behavior change represent the next wave of breakout companies. Topics Discussed: How customer-focused decision-making at Robinhood during GameStop contradicted public perception The specific paradox great founders must balance: maniacal focus versus recruiting ability Why venture is simultaneously dealing with fund size chaos and generational leadership transition The decision framework for staying in venture versus returning to operating Why consumer is radically underinvested despite users' demonstrated willingness to pay for "magical" experiences How AI tools create internet-scale behavior change by synthesizing information rather than just accessing it The authentic voice problem in VC personal branding and platform-specific challenges GTM Lessons For B2B Founders: Great founders possess maniacal focus on the right problems, not all problems: Vanessa describes exceptional founders as having an "insatiability" where "they pick the thing and they can focus on the thing and not get distracted by anything else and be maniacal about it." This isn't generic persistence—it's the ability to identify which specific problem deserves obsessive attention while ignoring everything else. Employees often push back ("we have these other fires"), but top founders maintain "one track" focus. The implementation challenge: most founders spread maniacal energy across too many initiatives. The best founders are "obsessive compulsive about how they build" on 1-2 things maximum, then deliberately de-prioritize everything else, even when it feels irresponsible. Incentive structure misalignment creates unwinnable scenarios: During GameStop, Robinhood faced retail traders whose incentives were fundamentally incompatible with traditional market participants. As Vanessa notes, "if your team and your company is bound by a certain set of incentives and you're up against someone with a very different set of incentives, that never really ends well." The Wall Street Bets mantra—"we can stay irrational longer than they can stay solvent"—explicitly weaponized this mismatch. For founders: map not just competitor strategies but their underlying incentive structures. Are they optimizing for growth, profitability, strategic acquirer appeal, or something else? When your incentives conflict with a market participant's (customer, partner, regulator, competitor), you cannot win through superior execution alone—you need structural repositioning. Technical founders who ship faster capture AI-era market position: Vanessa specifically seeks "technical founders with an eye for consumer behavior change" because "speed is really important in this era." This isn't about being first to market—it's about iteration velocity. When foundational models improve every few months and user expectations evolve weekly, the team that can "deliver on it faster than anyone else" compounds advantages. Non-technical founders add product/sales/fundraising cycles between insight and deployment. Technical founders collapse these cycles, testing behavioral hypotheses in days rather than quarters. In markets where "what's possible" changes monthly, this velocity differential determines who owns category definition. Behavior change wedges beat feature superiority: Vanessa looks for founders who understand "how this new technology is changing how people behave and changing what people expect of their tools" and can identify "what need can I fulfill better because I can build this thing that couldn't be built before." The critical insight: users don't adopt based on capability—they adopt when technology enables a behavior they already want but couldn't execute. She emphasizes products that are "radically faster, radically cheaper, radically easier" (not 10% better) and founders who understand "how they'll wedge into behaviors." Implementation framework: don't ask "what can this technology do?" Ask "what behavior is currently blocked by cost/speed/complexity that this technology removes the blocker for?" Category creation happens post-problem-solving, not pre-launch: Discussing Robinhood's positioning, Vanessa reveals how the team "stayed focused" on enabling "people to continue participating in the markets" rather than defending an abstract category. The company focused on structural problems (settlement times, capital requirements) rather than category messaging. For founders: solve the acute problem your customer articulates, even if it seems tactically narrow. Category definition emerges after you've solved related problems for enough customers that the pattern becomes obvious. Premature category creation forces you to defend an abstract positioning rather than deepen specific problem-solving. Personal brand building only works at the intersection of authenticity and utility: Vanessa admits "I can't find my authentic voice on Twitter to save my life" and her successful posts are "when I'm on an airplane and it's delayed by like over an hour and I'm angry." Meanwhile, "video and audio, way more my comfort zone" but requires "discipline that I don't think I yet possess." The lesson for founders: audience building helps ("people then know what you are, what you stand for... it helps establish trust faster, it helps people find you") but forced authenticity backfires. Better to own one channel where your natural communication style works than maintain mediocre presence across all platforms. LinkedIn for thoughtful analysis, Twitter for real-time reaction, podcasts for deep conversation—pick the format that doesn't require you to perform. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
aiOla is pioneering speech-to-data technology that transforms unstructured speech into actionable data for enterprise operations. As a serial entrepreneur on his sixth startup, Co-Founder Amir Haramaty built aiOla after witnessing firsthand how traditional AI implementations fail to deliver ROI in enterprise settings. The company has developed proprietary technology that achieves near-100% accuracy in challenging environments with heavy jargon, multiple languages, and difficult acoustics. With strategic investors including a major airline and partnerships with Nvidia, Accenture, and USG, aiOla is addressing the fundamental challenge that 95% of enterprise AI pilots fail to show value by focusing on immediate, measurable ROI through speech-based data capture. Topics Discussed: The genesis of aiOla from consulting work revealing AI's implementation gaps in traditional enterprises Solving the triple challenge of speech recognition: accuracy in jargon-heavy environments, separating signal from noise, and converting speech to structured workflow data aiOla's "jargonic" approach: creating hyper-personalized language models for specific processes without retraining Early customer acquisition through serendipitous encounters and demonstrating immediate ROI Vertical expansion strategy from food manufacturing to aviation, travel, hospitality, and retail Channel partnership strategy refined from previous startups to achieve scale The shift from convincing customers about speech technology to being pulled into diverse use cases Building the aiOla Intelligate orchestration layer to dynamically select optimal speech recognition models GTM Lessons For B2B Founders: Make CFOs your best friend, not IT departments: Amir explicitly targets CFOs rather than IT as primary buyers because "it doesn't matter how small or big you are, you still have to do more with less." While IT serves as facilitators, CFOs control budgets focused on operational efficiency and ROI. B2B founders should identify which executive truly owns the pain point and budget authority, even if IT will implement the solution. Deploy capital strategically to remove obstacles before they emerge: aiOla convinced their airline investor to provide working capital specifically to fund POCs for prospects without existing budgets. This eliminated the "we don't have pilot budget" objection before it arose. B2B founders should proactively identify and neutralize common barriers in their sales process, whether through creative deal structures, proof-of-concept funding, or implementation support. Prioritize instant ROI over long-term transformation promises: Amir explicitly avoids "digital transformation" conversations, instead selecting use cases delivering "biggest impact within shortest period of time with minimum obstacle possible." The airline baggage tracking example saved 110,000 hours immediately, creating momentum for expansion. B2B founders should resist selling comprehensive transformation and instead identify narrow use cases with quantifiable, rapid returns that create internal champions. Replicate proven use cases across customers rather than customizing: Once aiOla achieved success with specific applications like CRM data entry or pre-op inspections, they "stop, print, replicate" rather than reinventing for each customer. This approach reduced a two-hour inspection process to 34 minutes in food manufacturing, then replicated across industries. B2B founders should document successful implementations as repeatable playbooks and resist the urge to over-customize for each prospect. Channel success requires speaking the partner's economic language: When working with telcos, Amir demonstrated that his solution increased ARPU by 34% and reduced churn by 17%—the only two metrics telcos prioritize. He built predictable models showing exactly how many units each channel rep would sell by geography. B2B founders pursuing channel strategies must translate their value proposition into the specific KPIs that drive partner economics and compensation. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
GLP-1s have quickly become a cornerstone of obesity and metabolic care — but the real challenge isn't whether they work, it's how the healthcare system uses them. Leaders are grappling with tough questions around hype, access, safety, cost, and long-term sustainability. In this episode, recorded live at the 2025 HLTH conference, Rae Woods moderates a candid conversation with four physician leaders: Angela Fitch, MD: Co-founder and Chief Medical Officer at Knownwell Florencia Halperin, MD: Chief Medical Officer at Form Health Spencer Nadolsky, MD: CEO and Founder of Vineyard Nathan Wood, MD: Director of Culinary Medicine at Yale Drawing from frontline clinical experience and emerging data, the panel explores why medication only approaches fall short, how wraparound care improves outcomes and adherence, and what it will take for GLP 1s to deliver true value for patients, employers, and payers. We're here to help: Ep. 229: Live from HLTH: What Can't GLP-1s Do? Ep. 248: Drugs, surgeries, and shortages: the state of obesity care in 2025 Ep. 222: It's not just GLP-1s; here's what comprehensive weight management looks like Ep. 279: ‘Food as medicine': What it is, why it matters, and how to do it right 5 trends shaping pharma strategy for 2026 (and how to adapt) Innovative solutions to today's obesity care challenges From reactive to proactive care: 4 key takeaways about today's COVID-19 landscape A transcript of this episode as well as more information and resources can be found on RadioAdvisory.advisory.com.
- Minnesota Gov. Tim Walz compares ICE actions in his state to the Holocaust, drawing rebukes from the U.S. Holocaust Memorial Museum and Monday's The Right Squad panel. - Border Czar Tom Homan takes charge of immigration enforcement in Minneapolis and will report directly to President Trump, with Newsmax correspondent Jon Glasgow reporting from the streets on Wake Up America. - On Carl Higbie FRONTLINE Monday, Carl calls out leftist outrage over the Minneapolis shooting. - On Finnerty Monday, Andy Ngo discusses an alleged group chat sharing “insurrection” tactics. - On National Report Monday, Judge Andrew Napolitano examines the legality of the Minneapolis shooting. - The Trump administration earns a federal court win as a judge stays a lower court ruling that had prevented ICE officers from arresting, detaining, or retaliating against protestors in Minneapolis without probable cause. Today's podcast is sponsored by : SELECT QUOTE : Life insurance is never cheaper than it is today. Get the right life insurance for YOU, for LESS, and save more than fifty percent at http://SelectQuote.com/NEWSMAX NOBLE GOLD : This is the year to create a stable financial future — Go to http://NobleGoldInvestments.com/NEWSMAX and download their free Gold & Silver Guide. When you open a qualified account, you'll receive a complimentary 3 oz Silver Virtue Coin Listen to Newsmax LIVE and see our entire podcast lineup at http://Newsmax.com/Listen Make the switch to NEWSMAX today! Get your 15 day free trial of NEWSMAX+ at http://NewsmaxPlus.com Looking for NEWSMAX caps, tees, mugs & more? Check out the Newsmax merchandise shop at : http://nws.mx/shop Follow NEWSMAX on Social Media: -Facebook: http://nws.mx/FB -X/Twitter: http://nws.mx/twitter -Instagram: http://nws.mx/IG -YouTube: https://youtube.com/NewsmaxTV -Rumble: https://rumble.com/c/NewsmaxTV -TRUTH Social: https://truthsocial.com/@NEWSMAX -GETTR: https://gettr.com/user/newsmax -Threads: http://threads.net/@NEWSMAX -Telegram: http://t.me/newsmax -BlueSky: https://bsky.app/profile/newsmax.com -Parler: http://app.parler.com/newsmax Learn more about your ad choices. Visit megaphone.fm/adchoices
Testimonies impressions humor and faith here! At some point the guy in charge of the music volume fell asleep but there is too much of value here not to share!FAITHBUCKS.COM
Confirm uses organizational network analysis to surface hidden high performers and toxic actors that traditional performance reviews miss - identifying the quiet contributors everyone relies on and the problematic employees who manage up effectively. In this episode of BUILDERS, I sat down with David Murray, Cofounder & CEO of Confirm, to dissect their most painful go-to-market lessons. David shares why leading with methodology superiority torpedoed their early sales, the specific discovery framework that flipped their win rate, and how they segment the four distinct HR buying motions that require completely different sales approaches. Topics Discussed: Why traditional performance reviews are 60% manager bias according to research by Maynard Goff How organizational network analysis identifies introverted high performers and manages-up toxic actors The catastrophic early GTM mistake: positioning against existing processes Discovery frameworks for conservative buyers in compliance-heavy functions Talk ratio targets and silence techniques from clinical psychology applied to enterprise sales Channel testing methodology that identified LinkedIn ads as their primary acquisition driver The four-quadrant framework for HR sales: CHRO vs line manager, company-wide vs HR-only tools Messaging strategies that balance shock factor with substantive education GTM Lessons For B2B Founders: Discovery trumps differentiation in category creation: Confirm's design partner had promoted toxic employees and lost quiet high performers in the same cycle—a perfect case study for their ONA methodology. But when they pitched other HR leaders with "here's why your approach is broken," they hit walls. The shift: stop selling methodology, start diagnosing pain. Reference what you've observed at similar companies—"Some folks at your size tell us they struggle with X, is that true for you?"—then let prospects surface their version of the problem. Only after they've articulated their pain do you map your differentiated approach to their specific context. Target buyer timing, not just buyer titles: Confirm identified a specific trigger: HR leaders in their first 1-2 months at a new company. These leaders are hired to make change and need early wins. The outreach question: "How are you looking to make your mark?" This surfaces whether they're hungry for innovation or managing political capital. A newly hired CHRO has different motivations than a 5-year veteran protecting their process choices. Map your outreach to career timing, not just seniority. Enforce 50/30/20 talk ratios in discovery: David's target: prospects speak 60-80% of discovery calls, with 50% being acceptable. If you're talking more than half the time, you're pitching, not discovering. The clinical psychology technique: positive encouragers ("yeah," "huh") plus deliberate silence after open-ended questions. Prospects will fill silence with the real issues—budget constraints, political dynamics, past vendor failures. This intel is gold for multi-threading and objection handling later. Test channel-message fit with minimal spend: Confirm's approach: "do everything a little bit and see what sticks." They found LinkedIn ads with precise targeting (title, company size, recent job changes) delivered qualified pipeline cost-effectively, while other channels didn't. The framework: allocate 10-15% of budget across 5-6 channels for 60 days, measure cost-per-qualified-meeting, then concentrate spend. Plan for 3-6 month creative refresh cycles as audiences develop ad fatigue—this isn't set-and-forget. Map your product to the HR buying matrix: David identifies four distinct quadrants: (1) CHRO buyer, company-wide deployment = traditional enterprise sale, 6-18 month cycles, heavy multi-threading required; (2) CHRO buyer, HR-only tool = shorter cycles but still executive selling; (3) Line manager buyer, company-wide = requires bottom-up adoption mechanics; (4) Line manager buyer, HR-only = SMB-style transactional sale. Confirm operates in quadrant 1—the longest, most complex sale. Most founders don't explicitly map which quadrant they're in, leading to mismatched sales motions and blown forecasts. Use provocative messaging with technical substance: "One-click performance reviews" generated meetings because it triggered both excitement (managers hate writing reviews) and concern (is AI replacing human judgment?). The key: the shock factor gets the meeting, but you need depth on the call. Confirm's explanation: the AI aggregates data from Asana, Jira, OKRs, peer feedback, and self-reflections to reduce recency bias, then generates a draft managers edit. The dystopian concern becomes a feature when you explain the data anchoring. Surface-level shock without technical credibility burns trust. Adjust for organizational risk tolerance by function: HR and healthcare share conservative buying cultures due to compliance, documentation, and legal requirements. David contrasts this with selling to CTOs or engineers who "kick tires and want to break things." This affects everything: longer evaluation cycles, more stakeholders in legal/compliance, emphasis on security and data handling, reference checks weighted heavily. If you're selling to risk-averse functions, adjust your content (white papers, compliance documentation), your timeline expectations, and your change management positioning. Reframe education as extraction, not instruction: David's mental model shift: "I need to learn from them" replaced "I need to educate them." In practice: "I've heard from others that calibration meetings consume 10+ hours per cycle with unclear outcomes. They tried approaches like forced ranking or manager-only decisions. Have you experimented with either?" This positions you as a pattern-matcher across their peer group, not a lecturer. They become receptive to alternatives because you've demonstrated you understand their world through other customers' experiences. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
We talk with Todd Miller about the militarization of the border. Todd Miller has researched and written about border issues for more than 15 years, the last eight as an independent journalist and writer. He resides in Tucson, Arizona, but also has spent many years living and working in Oaxaca, Mexico. His work has appeared in the New York Times, TomDispatch, The Nation, San Francisco Chronicle, In These Times, Guernica, and Al Jazeera English, among other places.Miller has authored three books: The forthcoming Empire of Borders: The Expansion of the U.S. Border Around the World (Verso, 2019), Storming the Wall: Climate Change, Migration, and Homeland Security (City Lights, 2017), and Border Patrol Nation: Dispatches from the Front Lines of Homeland Security (City Lights, 2014). Do you get the newsletter? A Correction Podcast Episodes RSS
What if you lived like the Whole Entire Bible is actually true and has happened and is going to happen?FAITHBUCKS.COM
CalmWave is tackling ICU alarm fatigue—a problem where patients generate up to 1,600 alarms per day because clinicians lack data-driven guidance on setting vital sign thresholds. The company processes 32 million data points daily from a single 14-hospital system by fusing high-frequency vital signs from Philips InteliBridge with EMR data from Epic in real time. This represents 10 billion data points annually at current run rate. Ophir Ronen, a sixth-time founder who previously sold to PagerDuty, built CalmWave by applying enterprise IT operations patterns to healthcare infrastructure. The company secured its first comprehensive system-wide agreement within months of launch and now holds 51 patents with 20 more pending as medical device manufacturers pursue distribution partnerships. Topics Discussed Why middleware interoperability is a prerequisite for clinical safety, not a feature The technical challenge of fusing 10x more data from vitals systems than EMR systems Building trust through transparent AI that exposes mathematical reasoning to clinicians Scaling from 7 million to 32 million daily data points across hospital rollout phases How CalmWave's common signal format enables data scientists to work with clean datasets Positioning alarm fatigue as a beachhead into broader hospital operations platforms The innovation investment arm validation pathway for startup enterprise sales Extending the signals-incidents-events pattern to energy, defense, and manufacturing GTM Lessons For B2B Founders Interoperability becomes your moat when it's a safety prerequisite: CalmWave couldn't provide safe alarm recommendations using only vital signs data without knowing which medications had been administered that could affect those vitals. This forced them to build bidirectional integration with both Philips InteliBridge (high-frequency vitals) and Epic EMR before addressing the clinical problem. The integration layer itself—which normalizes, enriches, and structures data into their common signal format—became defensible IP. Ophir noted that high-frequency vitals data is "erased on a rolling 30-day basis" at most hospitals, making CalmWave's fused dataset genuinely novel. Founders in healthcare or other regulated industries should identify whether data fusion across siloed systems is required for safety or efficacy, then build that integration capability as core infrastructure rather than expecting customers to solve it. Transparent AI sells better than black box AI in clinical environments: When presenting to 30 senior leaders including a notoriously difficult CMO, CalmWave walked through the mathematical basis of their algorithms—demonstrating exactly how they calculate safe alarm threshold adjustments. The CMO stood up mid-presentation and said, "You guys shouldn't even call yourselves AI. This is math and statistics. I understand exactly what you're doing. Well done. This is truly innovative." This validation from clinical leadership came from showing the work, not from accuracy metrics alone. Founders selling AI into risk-averse environments should build explainability into their core product architecture, enabling clinicians to understand why each recommendation is generated rather than treating interpretability as a post-hoc feature. Innovation investment arms provide validation pathways that bypass procurement: CalmWave's breakthrough came when an innovation investment arm from a major health system reached out after three months of due diligence, then placed them in front of clinicians. Two weeks before signing a comprehensive system-wide agreement, they presented to the C-suite. This pathway avoided traditional vendor procurement cycles. The innovation arm acted as internal champion, pre-validating the startup's approach before exposing them to decision-makers. Founders targeting large healthcare systems should identify which organizations have dedicated innovation or venture arms, recognizing these groups are measured on finding novel solutions rather than minimizing vendor risk. Beachhead problems in enterprise must be urgent enough to overcome startup friction: Ophir explicitly chose alarm fatigue because health systems with IT budgets in the hundreds of millions needed "something compelling enough to make them engage" with a startup. ICU alarm fatigue has regulatory scrutiny, patient safety implications, and nursing burnout consequences that create executive-level urgency. The problem was important enough that clinical leadership would tolerate the integration complexity and vendor risk of working with an early-stage company. Founders should evaluate beachhead opportunities not just by market size but by whether the pain point has organizational consequences severe enough to justify betting on an unproven vendor. Adjacent domain pattern recognition creates non-obvious competitive advantages: CalmWave's team came from building large-scale operations platforms at PagerDuty, where they developed expertise in processing massive streaming data, correlating events, and reducing alert noise. They recognized that ICU alarm fatigue followed the same structural pattern as IT operations alarm fatigue—too many alerts without context. This allowed them to apply a proven architectural approach (signals → alarms → incidents → events) to a new vertical where healthcare incumbents lacked that specific systems thinking. One hospital generates 7 million data points daily; their platform now handles 32 million across multiple facilities. Founders with deep operational expertise in one domain should actively map their architectural patterns to adjacent verticals where incumbents haven't solved analogous problems at scale. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
This week Chris and Jamal dive headfirst into fresh Wayfarer movement, community chatter, and one of the trickiest topics explorers face: when — and how — to report problematic Wayspots. The duo opens with some classic banter before jumping into the latest Wayfarer News, including long-stuck nominations finally reaching resolution, speculation on when 2026 Wayfarer Ambassador applications might open, and why some Niantic reviews seem to clear faster than others. From there it's on to From the Comments! as the hosts react to listener feedback about restaurant nominations, broken Wayfarer tools, and Jamal's infamous tinfoil-hat theory about shifting approval speeds. The main discussion centers on a hot forum topic: “To report, or not report?” Chris and Jamal break down why cleaning up the map matters, what actually qualifies for removal, and where things get murky with private residential property, emergency services locations, nonexistent Wayspots, and borderline cases that are bad — but not necessarily abuse. They also tackle what real abuse looks like, how to recognize it, and whether AI and suspicious photos should raise red flags. Plus… the Professor steps in for a heartfelt moment of tough love about reporting correctly — hand-holding included. Let's explore. Stick around for: ✅ Spatial / Scopely News ✅ Tales From Canada ✅ Wayspots / Coal of the Week ✅ Dad Jokes (of course!) Show Credits Hosts: Jamal Harvey & Chris Bell Writer: Chris Bell Producer: Jamal Harvey Executive Producer: Kate Konz Show Historian: Matty G Recorded: 22 Jan 2026 Published: 25 Jan 2026 Season 5, Episode 2 Contact Us wayspotters@pokemonprofessor.com Voicemail / SMS: 704-426-3710 Support the Show Patreon: patreon.com/PokemonProfessor Website: wayspotters.com Follow! Instagram: @wayspotterspodcast Twitter/X: @wayspotters TikTok: @imakewayspots YouTube: @WayspottersPodcast Twitch: twitch.tv/pokemonprofessornetwork Community & Friends Wayfarer Discord: discord.gg/niawayfarer German Wayfarer Discord: discord.gg/ThTZCZH5 Facebook Group: facebook.com/groups/2241761169257836 Solstice:
From the Front Lines; Assault at a Shoe Store; The Freaky Experience Behind Jamie One Lung; One taste
President Donald Trump & Vice President JD Vance speak to the annual anti-abortion March for Life in Washington, DC; Hundreds of businesses in Minnesota close their doors to protest U.S. Immigration & Customs Enforcement (ICE) operations; FBI Director Kash Patel announces the arrest in Mexico of Ryan Wedding, accused major drug trafficker and former Canadian Olympic snowboarder; British Prime Minister Keir Starmer condemns comments by President Trump that NATO troops had stayed “a little off the front lines” during the war in Afghanistan; California Attorney General Rob Bonta (D) announces a lawsuit over whether the state or the federal government has the power regulate off shore oil pipelines. He says it is the 55th lawsuit California has filed against the Trump Administration; DC's Mayor and the governors of Maryland and Virginia declare states of emergency ahead of the big winter storm heading east. Learn more about your ad choices. Visit megaphone.fm/adchoices
When winter weather threatens East Texas, preparation starts long before the first freeze.In this episode, we sit down with leaders from the City of Tyler's Streets and Fire Departments to talk through how crews prepare for cold conditions, respond in real time, and keep residents safe when temperatures drop. From road treatment and emergency response to behind-the-scenes coordination, they share what it takes to keep Tyler moving during winter weather events.You'll also hear practical tips for the community, including how to prepare your home, protect your pipes, care for your pets, and stay informed as conditions change.Whether you're curious about how the City prepares or looking for simple ways to get ready yourself, this episode offers a clear look at winter weather readiness in Tyler.Roses & Weeds is hosted by the City of Tyler's Communication Department. If you have any questions, comments, or ideas for future show topics, please reach out to us at PublicRelations@TylerTexas.com and be sure to use #RosesAndWeeds on all your questions to the City of Tyler on social media.
Amplio operates a two-sided marketplace that helps manufacturers monetize surplus inventory and decommissioned industrial equipment rather than writing off assets or paying for disposal. The company has won contracts with GM and SpaceX despite competing against liquidators with 30-year local relationships. In a recent episode of BUILDERS, we sat down with Trey Closson, Co-Founder and CEO of Amplio, to unpack how the company executed a complete business model pivot from supply chain risk software to marketplace, discovered that enterprise deals close faster than SMB despite conventional wisdom, and built repeatable GTM motions in a fragmented $100B+ market previously dominated by local operators. Topics Discussed: Executing Amplio's pivot from supply chain risk software to surplus inventory marketplace Moving four truckloads of inventory through a WeWork to prove the business model Closing GM and SpaceX inbound from Google Ads as the PMF validation signal Displacing 30-year incumbent relationships through corporate + local dual threading Why enterprise contracts closed faster than SMB deals in Amplio's specific context Scaling beyond founder-led sales to repeatable AE motions Operating a two-sided marketplace: supply acquisition strategy vs. demand conversion GTM Lessons For B2B Founders: Manual heroics prove economics before automation: When a customer offered Amplio $25 million in surplus inventory, Trey had no warehouse, no logistics infrastructure, and no playbook. What was supposed to be four pallets became four full truckloads delivered to their WeWork. Trey and one employee physically moved inventory boxes off pallets into their office space, then figured out how to sell it while the WeWork management threatened eviction. The core insight: "the first time solving a problem, it doesn't need to be an automated, efficient process, it just needs to be okay. A customer has a problem, we need to figure out a way to solve that problem." Only after proving they could profitably solve the problem multiple times did they invest in automation and efficiency. For founders, the implication is clear—delay infrastructure investment until you've manually proven unit economics and repeatability, even if execution requires unsustainable effort. True PMF signals come from zero-relationship wins: Trey leveraged 15 years of supply chain relationships to secure initial customers and build product infrastructure. But he identifies the precise PMF inflection point: "middle of last year, we had both GM and SpaceX respond to a Google Ad." These companies had zero connection to Trey or his co-founder, found Amplio through SEM, and chose them over traditional liquidators they'd worked with for years. This is the distinction between "my network will buy from me" and "the market will buy from us." Founders should use their Rolodex to achieve velocity and prove the concept, but recognize that true product-market fit only exists when customers with no founder relationship choose your solution over established alternatives. Enterprise velocity depends on payment direction and urgency profile: Amplio deliberately focused on enterprise after being told by multiple founders to avoid "hunting whales." They discovered enterprise closed faster than SMB for three structural reasons. First, SMBs had unrealistic recovery expectations—wanting $900K back on $1M inventory when market reality is cents on the dollar, creating unresolvable expectation gaps. Second, enterprises had the problem across 100+ facilities with no dedicated owner and urgent mandates from finance or supply chain leadership. Third, because Amplio pays customers rather than charging them, legal review velocity increased dramatically. As Trey explains: "the lawyers thankfully determine, because we're not getting paid by them, that there's low risk for them in terms of signing a contract with us." Founders should map their specific deal structure and customer urgency profile rather than defaulting to SMB-first based on generic advice. Displace entrenched relationships through dual-threading: The surplus liquidation market is hyper-fragmented with hundreds of thousands of local liquidators, many holding 30-year plant-level relationships. Amplio's breakthrough: "partnering together with that person at the corporate level we can indicate not only can we solve the problem locally, but we can also do it across the entire enterprise." They pair the local plant manager with corporate procurement or finance leadership, demonstrating local problem-solving plus enterprise-wide scalability that local liquidators cannot match. This dual-threading strategy neutralizes the incumbent's relationship advantage while showcasing the efficiency and consistency that corporate leadership values. For founders entering relationship-driven markets, identify the corporate stakeholder whose enterprise-wide objectives trump individual facility loyalty. Accelerate trust through predictable execution in low-NPS markets: Industrial liquidation is a "really low NPS industry—nobody loves working with their liquidator." In markets with poor customer satisfaction and commoditized offerings, trust accelerates when you focus on "say-do ratio"—if you commit to something, execute it. Amplio often solves adjacent problems outside their core offering and frequently removes inventory from warehouses faster than economically optimal to make customers "look like an absolute hero." This over-delivery in low-satisfaction markets creates disproportionate differentiation. The tactical implementation: understand what problems the organization is trying to solve beyond your core product, find ways to solve those problems even if not monetizable, and prioritize making your champion successful over optimizing every transaction. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
i6 Group is connecting the fragmented aviation fuel ecosystem-airlines, fuel suppliers, and service providers-through a real-time digital platform that eliminates paper-based processes at over 260 airports worldwide. After launching with British Airways at Heathrow in 2015 and recently closing their Series B with German PE firm Itrium, i6 is proving that even heavily regulated, risk-averse industries can achieve step-function operational improvements through software. In this episode of BUILDERS, Alex Mattos, CEO and Managing Director of i6 Group, breaks down how they navigated decade-long enterprise sales cycles, leveraged strategic customers as Series A investors, and are now building toward profitability to maximize exit optionality. Topics Discussed: The surprising analog nature of aviation fuel operations despite advanced aircraft technology i6's pivot from defense fuel system testing to commercial aviation digitization The multi-party fuel ecosystem: airlines, suppliers, service providers, and logistics chains Strategic approach to landing British Airways and Virgin Atlantic as launch customers Fundamental differences between European fuel optimization vs. US supply chain management models Multi-stakeholder enterprise sales involving fuel teams, flight ops, pilot unions, and CFOs Strategic Series A with customer-investors: British Airways, JetBlue, Shell, and World Fuel Services Series B transition from strategic to PE backing focused on scaling operations and go-to-market Network effects driving compounding value as airport coverage expands Path to self-sustainability and exit strategy considerations GTM Lessons For B2B Founders: Target brand DNA, not just budget, for early enterprise customers: i6 deliberately approached Virgin Atlantic because of Richard Branson's reputation for "being entrepreneurial, taking a risk, doing something different." This wasn't naive brand worship—it was strategic targeting based on organizational risk tolerance. When selling complex infrastructure to enterprises pre-product-market fit, a prospect's innovation track record matters more than their budget size. Map your early pipeline based on cultural willingness to partner with startups, not just technical fit. Invest in non-paying reference customers as currency for tier-one deals: Virgin Atlantic became i6's first operational deployment without payment. This wasn't charity—it was strategic capital allocation. The working reference at Virgin directly unlocked British Airways: "we turned up, demonstrated what we were doing...we've done this trial with Virgin and here's the results, and it went really well." For founders selling to conservative enterprises, one live deployment at a credible brand is worth more than a dozen pitch decks. Budget 6-12 months of runway for strategic pilots that generate proof points, not revenue. Create forcing functions with specific follow-up commitments: When British Airways said "if you're still here in six months, come back," most founders would hear soft rejection. Alex heard a calendar commitment and returned "to the day" with results. This precision signaling—we take your requirements seriously enough to track them to the day—separates serious vendors from tire-kickers. When enterprises set conditional bars, treat them as binding contracts and demonstrate execution discipline through exact follow-through. Position for market disruption by maintaining warm enterprise relationships: i6 benefited when an incumbent competitor liquidated, creating urgent procurement needs at British Airways. But luck favors the prepared—they had already established credibility through their Virgin deployment. Maintain enterprise relationships even when deals seem stalled. In concentrated B2B markets, competitive exits, budget releases, and trigger events happen regularly. Your position in the consideration set when disruption hits determines whether you capture the opportunity. Engineer word-of-mouth in concentrated industries through excellence, not marketing: Four months after Heathrow deployment, Dubai airport approached i6 unsolicited: "we've heard great things." In the aviation fuel community—which Alex describes as "surprisingly small"—exceptional execution travels faster than any outbound motion. This changes GTM strategy: in concentrated industries, over-invest in customer success and operational excellence at early deployments rather than spreading thin across many accounts. Your first customers are your sales team. Segment GTM by operational model, not just geography or company size: i6 discovered European airlines optimize for fuel efficiency and real-time decisions, while US airlines (controlling their own supply networks since the late 1980s) prioritize supply chain visibility: "how much fuel did we put in the plane, how much have we had delivered, how much have we got left." These aren't feature preferences—they're fundamentally different jobs-to-be-done driven by market structure. Don't assume global enterprises have unified needs. Segment by operational model and regulatory environment, then customize messaging and roadmap accordingly. Stage investor expertise to match company evolution, not just valuation milestones: Series A brought strategic investors who were actual users (British Airways, JetBlue, Shell, World Fuel Services) for product validation and network access. Series B brought PE firm Itrium for "scaling the business...building and growing our sales and revenue teams." This wasn't opportunistic—it was deliberate staging of capital sources to match capability gaps. Don't optimize fundraising purely on valuation or dilution. Map your next 18-month bottleneck (product validation vs. operational scaling vs. market expansion) and raise from investors who've solved that specific problem. Build for profitability to control your exit timing and terms: Alex's goal is avoiding Series C entirely: "we build and establish a fully self-sustaining business...the business becomes fully sustainable in the next couple of years." This isn't conservatism—it's strategic optionality. Reaching profitability eliminates the forced march toward subsequent rounds, letting you choose between IPO or M&A based on market conditions rather than cash position. For infrastructure plays with long implementation cycles, factor sustainability into your growth model early, even if it moderates topline growth rates. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
California Rep. Pete Aguilar joins Jake and Anna at the townhouse to talk appropriations, California politics, redistricting, internal dynamics shaping the House and much more. Then CNN's Sarah Ferris and our very own Heather Caygle join after the interview for a fun That's Not Gonna Fly! Learn more about your ad choices. Visit megaphone.fm/adchoices
As flu season intensifies and public health misinformation continues to circulate, counties remain on the front lines of protecting community health.In this episode of the Conduit Street Podcast, Michael Sanderson and Karrington Anderson are joined by Dr. Meena Brewster, Health Officer for St. Mary's County, to discuss how local health departments operate as both strategists and first responders within Maryland's shared public health system. The conversation explores this year's challenging flu season, vaccine confidence, and the role counties play in delivering trusted, science-based guidance to residents.Dr. Brewster also highlights St. Mary's County's innovative Health Hub, a MACo award-winning, nationally recognized integrated model that brings behavioral health, crisis services, and community supports together to better serve residents and reduce strain on emergency and justice systems. The episode closes with a broader look at Maryland's Commission on Public Health and the long-term investments needed to strengthen public health infrastructure across the state.Learn More: Building the Future of Maryland Public Health Safeguard Vaccine Access for Marylanders Vax Act of 2026 Follow us on Socials!MACo on TwitterMACo on Facebook
Supersede manufactures structural building products from recycled industrial and agricultural plastic waste, creating drop-in replacements for plywood and OSB. What makes their approach notable isn't the environmental mission - it's the deliberate market sequencing strategy that let them reach the top 10 boat builders globally within months of launch. CEO and Co-Founder Sean Petterson, whose father died on a construction job and who previously built and sold a construction safety equipment company, knew the construction market's reputation for slow adoption would kill them before they could prove their product. So instead of pitching the $12B+ annual US construction market directly, they started with marine applications where regulatory pressure, product toxicity issues, and performance failures created urgent buying windows. In this episode, Sean breaks down how they used trade show metrics to validate product-market fit, why they're absorbing shipping costs to prove regional demand before building plants, and the operational art of scaling manufacturing capacity against pipeline conversion timing. Topics Discussed: Strategic market entry: why marine and RV serve as proving grounds and revenue generators before construction How material properties (waterproof, high density, VOC-free) dictated target application selection The regulatory catalyst: California's formaldehyde ban creating electrolysis problems in boat transoms Trade show execution at IBEX Tampa: converting sustainability pavilion traffic into top 10 builder partnerships Multi-plant expansion strategy: Phoenix for marine, Indiana for RV proximity to Elkhart manufacturing hub The timing challenge: balancing capex on new production lines against uncertain customer adoption curves Using shipping cost absorption as market validation before committing to regional manufacturing Product thickness decisions and the constraint of running 24/7 production on single SKUs Long-term infrastructure goal: lights-out factories in every state to hit 10% US market share GTM Lessons For B2B Founders: Map product attributes to urgent pain points, not general market needs: Sean's framework was ruthlessly specific—Supersede's material is waterproof, twice as dense as wood, VOC-free, and has superior fastener retention. Rather than positioning these as generic benefits, they mapped each attribute to acute pain: marine grade plywood costs 3-4x more, leaches formaldehyde and CCAs into water, and California's new regulations were causing electrolysis that corrodes aluminum transoms. This isn't marketing positioning—it's matching physics to procurement urgency. Founders should inventory their product's fundamental characteristics and find markets where each one solves an active crisis. Use expensive distribution as a validation tool before infrastructure investment: Supersede services Florida boat builders from their Phoenix plant despite shipping costs destroying margins. This is intentional—they're paying for market intelligence. Only after customers move from single units to full product lines do they commit manufacturing capex to that region. Sean's calculus: "As long as we have enough comfort in the unit economics to manage shipping costs, we can explore how markets look before sinking too much in." Most founders optimize for margin too early. Supersede optimizes for learning, treating distribution costs as cheaper than building the wrong plant in the wrong location. Create credibility through extreme durability testing, then cascade down: Sean describes pontoon boats with twin 300hp motors hitting 60mph over waves as their "value proposition crucible." This isn't about marine market success—it's about creating an unarguable proof point for every downstream market. When they enter construction, they won't debate whether their product can handle a roof load; they'll show years of data from conditions that make construction look gentle. The insight: win in the most punishing environment first, then every easier application becomes a layup. Most founders do the opposite—start easy, then struggle with credibility when moving upmarket. Sequence markets by sales motion similarity, not revenue size: The marine-to-RV-to-construction path isn't about market size—it's about operational leverage. Sean notes RV has "the same exact process, except they move a little quicker" as marine. Both are concentrated geographies (marine in Florida, RV in Elkhart), both have OEM buyers making high-volume decisions, both value durability and water resistance. This lets them reuse sales playbooks while building revenue. Construction, despite being 10x larger, requires completely different distribution (retail + wholesale), longer approval cycles (two years for major projects), and more diverse buyer personas (contractors, architects, developers, retailers). The sequencing strategy funds the capability build they'll need for construction without the distraction of learning three different GTM motions simultaneously. Treat trade shows as validation metrics, not lead generation: Supersede tracked specific conference-provided data at IBEX: highest searched booth, highest saved, most traffic despite being in the "sustainability pavilion" that attendees typically skip. They didn't just collect business cards—they validated that their value proposition resonated at scale before committing to a multi-plant buildout. Sean converted this signal into partnerships with all top 10 builders by volume within the show cycle. The lesson: use trade shows as market research tools with quantifiable success metrics, not as top-of-funnel activities. If you can't win a trade show in your target segment, you're not ready to scale. Balance production constraints against customer optionality to force prioritization: Supersede faces a counterintuitive challenge—they have demand for multiple product thicknesses but can only run 24/7 production on one thickness per line to maintain efficiency. This forces brutal customer prioritization decisions. As Sean puts it: "Which customer we like better." Rather than viewing this as a problem, recognize it as a focusing mechanism. Resource constraints force you to choose customers who value your core offering most rather than customizing yourself into complexity. Most founders try to serve everyone before proving they can serve anyone exceptionally. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
From cyber vulnerabilities to supply chain risk, Cipher Brief Expert and former National Intelligence Manager for Counterintelligence Sandrea Hwang tells State Secrets Podcast host Suzanne Kelly why modern national security threats are no longer distant or abstract and why protecting data, infrastructure, and innovation now requires whole-of-society cooperation.
This episode examines what happens when strategy is applied in environments where institutional stability, reliable data, and conventional partners cannot be assumed. Former McKinsey partner and University of Notre Dame Professor Emerita Viva Ona Bartkus draws on decades of experience across management consulting, academic research, and frontline fieldwork in conflict-affected regions to explain why many standard strategy doctrines collapse outside developed markets. Bartkus reflects on her path through McKinsey, including what truly determines advancement inside elite professional services firms. She argues that early career performance is less about isolated brilliance and more about establishing trust, judgment, and reliability in the first months, when reputations are formed and remembered long after individual mistakes are forgiven. The conversation then turns to "frontline environments," defined as regions typically far from international hubs, under-invested, and operating with weak formal institutions. Bartkus outlines why these areas, often ignored during recent decades of globalization, represent substantial economic opportunity when approached with rigor rather than optimism. She explains why traditional international expansion models, particularly reliance on single local partners, can introduce severe strategic and ethical risk. Using concrete examples from Lebanon, West Africa, and rural Colombia, she details how broad-based partnerships, careful sequencing of investment, and disciplined listening are prerequisites for sustainable commercial activity. The discussion also addresses failure directly. Bartkus notes that more than half of frontline initiatives do not meet their objectives and explains how those failures sharpened her views on data verification, assumption testing, and understanding local motivations rather than projecting external logic. The episode concludes with a broader argument on the role of business in post-conflict recovery. Aid and humanitarian efforts matter, but without durable economic activity and the dignity of work, recovery stalls. For senior leaders, investors, and strategists, this conversation offers a sober, experience-driven view of what strategy requires when conditions are uncertain and stakes are real. Viva Ona Bartkus is Paul E. Purcell Associate Professor at the University of Notre Dame's Mendoza College of Business. She is a former partner at McKinsey & Company and the founder of the revolutionary course Business on the Frontlines. Get Business on the Edge here: https://rb.gy/a505d2 Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo
Chef Robotics has produced 80 million meals—more than all other food robotics companies combined. The company has cracked what dozens of well-funded startups couldn't: profitable deployment of AI-enabled robots in food manufacturing. In this episode of BUILDERS, Rajat Bhageria, Founder and CEO of Chef Robotics, reveals why he focused on manufacturing before restaurants, how a single contract term change accelerated his sales cycle, and why the food assembly problem requires intelligence that traditional automation can't provide. This is category creation in real-time, with expansion to Germany and the UK planned for 2026. Topics Discussed: Why 60-70% of commercial food labor is in assembly, not cooking or prep The systematic failures of B2C robotics companies (Zume) versus B2B approaches (Miso Robotics) Chef's manufacturing-first strategy to build training data and field operations scale Why six-axis robots with vision outperform gravity-fed dispensers for food variability Reframing contract structure from "site acceptance test" to "trial" for faster closes Trade show strategy: multiple robots across partner booths, not just your own The economics of robotics-as-a-service in traditionally capex-driven industries GTM Lessons For B2B Founders: Validate unit economics before building in hardware: Rajat secured early contracts before engineering anything. This wasn't just customer validation—it was economic validation. He identified that robotics companies fail when "they're trying to charge a human salary, but they're not able to provide the full set of tasks that a human is able to do in an eight hour shift." By selling first, Chef confirmed customers would pay for assembly automation specifically, not a general-purpose kitchen robot. For hard tech founders: pre-selling de-risks both product-market fit AND your business model assumptions. Target the labor concentration point, not the obvious automation opportunity: While competitors automated cooking (low labor intensity), Chef mapped the entire food production workflow and discovered assembly consumed 60-70% of labor hours. Rajat's insight: "One person can cook for 100 people or a thousand people. So even though the cooking process can take a while, you're amortizing it over a lot of people." This workflow analysis revealed where ROI actually existed. Founders should map labor distribution across their customer's entire operation, not just automate the most visible or technically interesting task. Build your moat through training data and field operations density: Chef's manufacturing focus isn't just about easier sales—it's strategic infrastructure. Rajat explained: "Today, Chef has done 80 million meals...If we can be really good at food manipulation, we have the biggest data set of training data...as we build more robots, our bill of material gets lower...We have people all over the country servicing these robots, which obviously those same people can service robots in restaurants." For AI-enabled hardware, your moat compounds through deployment volume, not just product features. Reframe risk through contract structure, not just pricing: Chef's breakthrough wasn't discounting—it was renaming their "site acceptance test" to a "trial." Rajat described the impact: "Literally exactly the same thing. It's kind of like you go to your Google Doc and you replace all SAT into trial. That has an immense impact on the sales velocity." The cognitive reframing transformed how buyers perceived commitment risk. For founders selling novel technology: audit your contract language for terms that trigger buyer risk aversion, even when the underlying mechanics protect them. Trade show ROI multiplies through partner booth placement: Rather than maximizing their own booth presence, Chef places robots in partner booths across the trade show floor. Rajat noted this approach yields more deal closures because "the champions saw the thing at the trade show." This isn't about lead volume—it's about removing skepticism. Manufacturing buyers don't believe flexible automation exists until they see it operating. For hard tech companies: distribute proof points across the physical spaces where your skeptical buyers already congregate. Customer success IS your market education strategy: In a nascent category with a "graveyard" of failed predecessors, Chef's market education relies entirely on reference customers. Cafe Spice scaled from 4 to 16 robots and now hosts prospective customer visits. Rajat's approach: give exceptional pricing to customers willing to become advocates. The conversion rate from a skeptical prospect visiting a working deployment far exceeds any other marketing channel. For category creators: your unit economics on early lighthouse customers should account for their sales force value, not just their revenue. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
Parable is building an end-to-end intelligence platform that quantifies how organizations spend their collective time—the foundation for measuring real AI impact. With a thousand data connectors ingesting activity and log data across the enterprise software stack, Parable constructs proprietary knowledge graphs that size opportunities and measure outcomes in hard dollars, not adoption metrics. In this episode of BUILDERS, I sat down with Adam Schwartz, Co-Founder & CEO of Parable, to explore why 95% of CFOs see no AI ROI, how his decade running profitable businesses under resource constraints shaped his focus on inputs over outcomes, and why 2026 requires moving AI from CapEx experimentation to measured OpEx. Topics Discussed: Why the 95% CFO stat on AI ROI matters as an arbiter of truth, despite backlash Building knowledge graphs from activity data to quantify collective time allocation across hundreds of people The fundamental problem: enterprises lack quantitative frameworks for operational efficiency pre-AI Running parallel ICP experiments to achieve sales-market fit before product-market fit Why Parable has never lost a POC once leaders see quantitative baselines Market dynamics creating false signals—unprecedented curiosity without buying intent The demarcation between companies treating AI as product work versus those waiting for vendor solutions Why AI transformation demands century-old management structures to be questioned GTM Lessons For B2B Founders: Engineer disqualification in momentum markets: Market-wide AI enthusiasm creates pipeline illusion. Prospects will engage indefinitely for education without purchase intent. Adam's framework: "How do we get people to say no to us and not drag us along... They want to keep talking because they want to learn and they want to know what's going on and they are genuinely interested." In enterprise sales during category shifts, build explicit qualification gates that force prospects to reveal resource commitment or disqualify. Extended evaluation cycles feel like traction but destroy unit economics. Use go-to-market as ICP discovery mechanism: Adam intentionally pursued multiple customer segments simultaneously—different company sizes and AI maturity stages—to let data reveal fit rather than rely on hypothesis. His memo to the team: "We're going to go after these three, you know, many different sizes of companies in order for us to decide like, who we like best." The key insight: get to problem-market fit and sales-market fit validation before optimizing product-market fit. This inverts conventional wisdom but works when TAM is massive and the bottleneck is identifying who feels pain acutely enough to buy now. Qualify on organizational structure, not verbal commitment: Every enterprise claims AI is strategic. Adam's hard filter: "Who in the organization is responsible for AI transformation? And if you don't have a one person answer to that question, you're not serious." Serious buyers have a named owner reporting to C-suite with dedicated budget and team. Buying Gemini, Glean, or other point solutions isn't a seriousness KPI—it's often passive consumption of AI as a byproduct of existing software relationships. Look for companies doing five-year work-backs on industry transformation and cascading effects on their operating model. Target post-experimentation, pre-scale buyers: Adam discovered the sweet spot isn't companies beginning their AI journey—it's those who've deployed initial programs and now need to prove value. "The market of people that have started to build AI into their operating model or into their strategy in like a coherent way, there's a team, there's an owner, there's budget... those are the people that we really want to be talking to." These buyers understand the problem viscerally because they're living it. They do product work daily—talking to stakeholders, generating use cases, building briefs, triaging roadmaps. They need your solution to professionalize what they're already attempting manually. Build measurement into your category narrative: The AI tooling market has over-indexed on soft efficiency claims that won't survive renewal cycles. Adam's warning: "There is too much hand waving around soft efficiency gains... you're going to have to renew and you need NRR and I don't think it's going to be that usage of the tool internally by employees and adoption is going to be enough." The last decade over-rotated to "everything drives revenue" due to VC pressure. This decade requires precision: does your product save time, reduce headcount needs, or accelerate revenue? Quantify it. Partner with measurement platforms if needed. Adam's insight on Calendly is instructive—it clearly saves time, but most buyers can't quantify how much, which weakens renewal economics. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
F2 is the AI platform for private markets investors, automating due diligence and portfolio monitoring workflows with agentic AI. After building ARK into a digital banking platform that scaled from tens of millions to tens of billions in loan volume, Donald Muir developed AI technology to automate debt placement on ARK's marketplace. When upmarket institutional lenders requested access to the AI for their entire deal flow—not just ARK's marketplace deals—Donald recognized the technology's standalone value. In this episode of BUILDERS, Donald shares how he's commercializing enterprise-grade AI for an industry where he personally spent years in the private equity bullpen, and how F2 is addressing the reliability and trust barriers that prevent AI adoption in high-stakes financial decision-making. Topics Discussed How F2 emerged from ARK's internal need to automate debt marketplace screening memos The technical approach to eliminating hallucination in Excel-based financial analysis Replicating private equity's "super day" interview format to prove AI capability with live deal data Sales team composition: hiring ex-finance professionals instead of traditional sales reps AI's role in evolving private equity analysts from menial tasks to system operators Product roadmap from due diligence to portfolio monitoring to deal syndication platform Maintaining operational independence while preserving strategic alignment with ARK GTM Lessons For B2B Founders Solve your own hardest problem first, then productize: Donald built F2's core technology to scale ARK's debt marketplace, focusing on the most difficult engineering challenge—reliable financial analysis of unstructured Excel data—because the marketplace required it. This resulted in technology that foundation models still haven't replicated over a year later. The aha moment came when institutional lenders wanted the AI for all their deal flow, not just marketplace transactions. Organic internal development created category-leading capabilities and validated product-market fit before commercialization. B2B founders should identify which internal operational challenges, if solved, could become standalone products serving the broader market. Design sales processes that mirror how your ICP evaluates talent: Donald replicated private equity's "super day" format where analyst candidates receive a data room, laptop without internet access, and three hours to produce an LBO model and investment thesis. F2 runs identical timed tests—customers send live deal data rooms under NDA, F2 generates investment committee memos using their templates, and presents same-day results. This proves the AI can perform at the standard funds use to evaluate human analysts they hire 18 months before start dates. B2B founders selling into industries with rigorous talent evaluation processes should reverse-engineer those frameworks into product demonstrations that speak to buyer expectations. Prioritize credibility over sales experience in technical markets: Donald's entire sales team consists of ex-finance professionals who lived in the seat—no traditional salespeople. These reps can screen-share investment memos created that morning and discuss them authentically with MDs and principals using industry-specific language. After 4.5 years running go-to-market at ARK, Donald teaches sales methodology to domain experts rather than teaching domain expertise to salespeople. For deals averaging half a billion dollars flowing through the platform, buyer credibility outweighs sales polish. B2B founders in specialized verticals should evaluate whether domain fluency or sales pedigree matters more for their specific buyer personas and deal complexity. Engineer for auditability before optimizing for speed: F2 focused on eliminating hallucination and achieving mathematical accuracy—solving what Donald calls the "reliability and trust" gap—before addressing workflow efficiency. The company name references the F2 keystroke used to audit Excel calculations at 3 AM in the PE bullpen. This positioning directly addresses the barrier preventing AI adoption for investment decisions: LLMs hallucinate, can't do math, and lack auditability. Only after proving the AI produces auditable, trustworthy output did F2 layer on speed benefits. B2B founders building for high-stakes decision environments should identify the fundamental trust barrier and make it the core technical focus before feature expansion. Leverage institutional knowledge as competitive differentiation: Beyond automating existing workflows, F2 enables firms to pipe in decades of institutional knowledge via API—instantly benchmarking new deals against thousands of historical transactions by vertical, revenue size, leverage levels, and management quality. This transforms screening memos from isolated analyses into context-rich evaluations informed by complete firm history. The AI doesn't just work faster; it has comprehensive context that individual analysts manually searching SharePoint folders could never access. B2B founders should identify where accumulated institutional data creates compounding value beyond point-in-time automation. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
Hubble Network is redefining what's possible in satellite connectivity by connecting standard Bluetooth chips to satellites over 500 kilometers away using advanced antenna arrays and digital beamforming. Founded in 2021 by Alex Haro (co-founder of Life360, which IPO'd in 2019 and grew to 80+ million monthly active users) and Ben Longmier (whose previous company's protocol became Amazon Sidewalk after acquisition), Hubble has launched seven operational satellites via SpaceX and is serving enterprise customers across intermodal logistics, off-grid construction, and outdoor recreation. In a recent episode of BUILDERS, I sat down with Alex to explore how Hubble is building the infrastructure layer for global IoT—positioning as the "T-Mobile of space" rather than competing in device markets. Topics Discussed: The technical architecture behind connecting Bluetooth to satellites: lowering bit rates, optimizing modulation, and deploying hundreds of antennas for digital beamforming SpaceX's rideshare program mechanics and what it actually takes to book satellite launches as a startup Why Hubble deliberately chose to be network infrastructure rather than building hardware for specific verticals The psychology barrier of overcoming Bluetooth's short-range association—even among experienced RF engineers from Google, Amazon, and Starlink Strategic focus decisions when facing unlimited market opportunity across construction, agriculture, mining, logistics, and defense Transparent pricing as a developer-first GTM strategy versus traditional enterprise carrier sales models The transition from Life360's consumer hardware exploration to founding a satellite networking company GTM Lessons For B2B Founders: Choose your competitive layer strategically—infrastructure scales differently than applications: Hubble explicitly positioned as network infrastructure, not a device manufacturer. Alex stated: "We're not focused on building the hardware or devices. We very much view ourselves as a networking company." This allows enterprise customers to integrate Hubble connectivity into their existing devices with just a software change to the Bluetooth chip. The result: each B2B customer can deploy hundreds or thousands of devices to their end users, creating exponential reach. For founders building horizontal technology, consider whether competing at the infrastructure layer—even if less immediately tangible—creates superior unit economics and market leverage versus building full-stack solutions. Developer-first positioning requires operational commitment, not just marketing: Hubble's pricing transparency wasn't a marketing tactic—Alex described it as "hardcore to our ethos" because their goal is connecting billions of devices. They explicitly modeled after Twilio and Stripe rather than Verizon or AT&T, making it possible for engineers to validate unit economics independently and start free trials without sales conversations. This wasn't debated internally because both co-founders and the early team aligned on this approach. For infrastructure companies targeting massive scale, half-measures on developer experience will fail—the entire go-to-market motion must support self-service validation and transparent economics. Constraint forces clarity—unlimited TAM demands disciplined ICP filtering: Despite viable use cases across construction, oil and gas, mining, agriculture, supply chain, and defense, Alex emphasized: "In the early stages, focus is the most important thing. Every hour matters and being able to focus matters quite a bit and defocusing yourself can really hurt." Hubble's "sexy hook of Bluetooth to space" generates inbound interest across industries, creating constant pressure to expand. Their active debate centers on which industry leaders are "solving important use cases" with existing customer bases of "hundreds, if not thousands of customers." For founders with horizontal technology, resist opportunistic deals—filter aggressively for partners who provide concentrated distribution rather than one-off deployments. Physical demonstration collapses credibility timelines for counterintuitive technology: Hubble faced skepticism even from sophisticated RF engineers because of hardwired associations between Bluetooth and short range. Alex noted: "Some of the investors that joined our A or B, they passed on our seed and A because they thought, well, I believe in Alex, but is this really physically possible?" Post-launch with working satellites, the conversation shifted from "is this possible?" to commercial terms. The lesson isn't just "show don't tell"—it's that for technically improbable innovations, rushing to demonstrable proof compresses months of explanation into minutes of validation. Founders should potentially sacrifice feature breadth to reach a single, undeniable proof point faster. Operational domain expertise reveals infrastructure gaps others can't see: Alex spent years as CTO of Life360 attempting to build connected hardware for families—smart pet collars, GPS watches for kids, fall detectors—but existing networks had "super short battery life, very bulky, no global coverage, way too expensive." He invested in Ben's previous mesh network company and became a close advisor before co-founding Hubble. The insight wasn't theoretical—it came from failing repeatedly to solve the problem with existing infrastructure. Founders should treat operational frustrations in previous roles as proprietary market intelligence: you've already paid the learning cost that competitors will need years to acquire. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
The biggest test of the second Trump Administration isn't Iran, and it isn't Venezuela. It's the city of Minneapolis, where Tim Walz and Keith Ellison are betting that rioters in the streets can force the Administration to back off of its deportation agenda. The team explains how this battle is a true "must-win" for President Trump, then talks to Frontlines reporter Vicky Richter about her new documentary on the threat of Islamization to the West. Watch every episode ad-free on members.charliekirk.com! Get new merch at charliekirkstore.com!Support the show: http://www.charliekirk.com/supportSee omnystudio.com/listener for privacy information.
In this year-end special of Add Passion and Stir, host Debbie Shore revisits 2025 conversations colliding with today's headlines: Trump administration's $10B freeze on childcare/social welfare funds, ICE raids terrorizing families, and KPMG's forecast of stagnant financial mobility trapping single moms. Maine Governor Janet Mills sued over school lunch threats and won universal free meals. DC restaurateurs Peter Schechter and Eric Bruner-Yang turned kitchens into safe houses amid intense ICE raids. Chastity Lord and Elaine Waxman reveal two-generation models that deliver a "three-X multiplier" for single moms, kids, and communities. Essential listening on food justice, child poverty, and state-level solutions.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
In this episode, Alexander Salerno, MD, MHA, MPH, founder and CEO of Nirvana Healthcare Management Services, shares how ongoing policy uncertainty around the Affordable Care Act is affecting providers and patients, particularly in underserved communities, and outlines what meaningful reform could look like to improve affordability, access, and accountability in healthcare.
The biggest test of the second Trump Administration isn't Iran, and it isn't Venezuela. It's the city of Minneapolis, where Tim Walz and Keith Ellison are betting that rioters in the streets can force the Administration to back off of its deportation agenda. The team explains how this battle is a true "must-win" for President Trump, then talks to Frontlines reporter Vicky Richter about her new documentary on the threat of Islamization to the West. Watch every episode ad-free on members.charliekirk.com! Get new merch at charliekirkstore.com!Support the show: http://www.charliekirk.com/supportSee omnystudio.com/listener for privacy information.
Infiltration report from Waynesville, NC!FAITHBUCKS.COM
This content has been developed for healthcare professionals only. Patients who seek health information should consult with their physician or relevant patient advocacy groups.For the full presentation, downloadable Practice Aids, slides, and complete CME/MOC/EBAH/AAPA information, and to apply for credit, please visit us at PeerView.com/GKD865. CME/MOC/EBAH/AAPA credit will be available until January 4, 2027.Redrawing Frontlines in MCL: The Upfront Expansion of BTKi Options & Modern Clinical Decision-making in Newly Diagnosed Disease In support of improving patient care, this activity has been planned and implemented by PVI, PeerView Institute for Medical Education, and HealthTree Foundation for Mantle Cell Lymphoma. PVI, PeerView Institute for Medical Education, is jointly accredited by the Accreditation Council for Continuing Medical Education (ACCME), the Accreditation Council for Pharmacy Education (ACPE), and the American Nurses Credentialing Center (ANCC), to provide continuing education for the healthcare team.SupportThis activity is supported by an independent educational grant from AstraZeneca.Disclosure information is available at the beginning of the video presentation.
This is The Briefing, a daily analysis of news and events from a Christian worldview.Part I (00:14 – 13:51)Aldrich Ames and His Deadly Betrayal: The Death of CIA Turncoat for Soviets Raises Massive IssuesAldrich Ames, C.I.A. Turncoat Who Helped the Soviets, Dies at 84 by The New York Times (Tim Weiner)Part II (13:51 – 20:23)Yet Another Problem with Surrogacy Emerges: Many Surrogate Mothers are Incurring Insurmountable Medical ExpensesSurrogacy Is a Multibillion-Dollar Business—but Surrogates Can Be Left With Big Debts by The Wall Street Journal (Katherine Long)Part III (20:23 – 24:27)Let's Face the Truth About Surrogacy: There's Massive Moral Problems in Even the Best Cases, and Many Surrogates are Hired by LGBTQ CouplesPart IV (24:27 – 26:56)Not Every Reproductive Act is Morally Acceptable: Babies are An Unalloyed Good, But Not Every Means of Conception is Good of Morally AcceptableSpycraft and Soulcraft on the Front Lines of History by Thinking in Public (R. Albert Mohler, Jr. and James Olson)Sign up to receive The Briefing in your inbox every weekday morning.Follow Dr. Mohler:X | Instagram | Facebook | YouTubeFor more information on The Southern Baptist Theological Seminary, go to sbts.edu.For more information on Boyce College, just go to BoyceCollege.com.To write Dr. Mohler or submit a question for The Mailbox, go here.
Boutique owners, bakers, winemakers, and dreamers — today’s show is packed with real stories from real people building something special. From Katy to Beaumont, Michael highlights the passion, grit, humor, and heart behind local businesses and why human connection still beats big‑box convenience every time.See omnystudio.com/listener for privacy information.
Axenya is rebuilding healthcare around chronic disease prevention through AI-powered continuous monitoring. Covering 100,000 lives in Brazil and processing 95 million clinical inferences monthly, the company pivoted from clinical technology provider to healthcare broker - achieving cash flow positive status before their Series A. In this episode of BUILDERS, I sat down with Mariano García-Valiño, CEO and Founder of Axenya, to learn how they spent $3 million building the "perfect product" before discovering no one would pay for it, why they acquired a small broker to unlock their revenue model, and their regulatory-constrained approach to geographic expansion. Topics Discussed: Axenya's shift from infectious disease to chronic disease management through wearables and AI The 12-month zero-revenue period after spending $3 million on product development Why doctors, patients, and health plans all failed as buyers despite clinical validation The broker acquisition that unlocked their business model Performance-based pricing: zero fees upfront, revenue from cost savings only Regulatory barriers determining expansion (Mexico viable, Argentina impossible, Europe requires model redesign) Field-force-driven GTM with 30+ salespeople for complex, high-ACV enterprise deals Path to cash flow positive before Series A and scaling playbook for 2026 // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
Plantd is reinventing engineered lumber by replacing trees with rapidly renewable biomass, scaling manufacturing technology that costs 100x less than traditional OSB production. With customers including DR Horton and growing demand across furniture, RV, and international markets, Plantd has attracted partnerships throughout the building materials industry. In this episode of BUILDERS, I sat down with Nathan Silvernail, Co-Founder & CEO at Plantd, to explore how his decade at SpaceX shaped his approach to building a capital-intensive hardware company that could transform the $65 billion engineered lumber market. Topics Discussed Building continuous OSB production systems versus $500M batch presses used by incumbents Securing DR Horton, furniture manufacturers, and building material companies as early customers Managing the bifurcation between OPEX-intensive manual processes and CAPEX transitions to AI robotic vision systems Designing machines for 400,000 panels/year output with sub-one-year payback at scale Navigating opinion-based building inspection processes where "no two blocks in this entire country build a house the same way" The strategic calculus of positioning away from climate tech to avoid green premium assumptions Scaling from pilot production to deploying 25-30 machines to meet current demand pipeline Achieving 70-layer panel construction versus 6-8 layers in timber-based OSB // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
MeidasTouch host Ben Meiselas reports on hell breaking loose in Minnesota as Trump's invasion has backfired and the people of Minnesota are fed up and Meiselas speaks with Status Coup reporter JT Cestkowski about his reporting from the frontlines and the exclusive footage he has captured. Remember to subscribe to ALL the MeidasTouch Network Podcasts: MeidasTouch: https://www.meidastouch.com/tag/meidastouch-podcast Legal AF: https://www.meidastouch.com/tag/legal-af MissTrial: https://meidasnews.com/tag/miss-trial The PoliticsGirl Podcast: https://www.meidastouch.com/tag/the-politicsgirl-podcast Cult Conversations: The Influence Continuum with Dr. Steve Hassan: https://www.meidastouch.com/tag/the-influence-continuum-with-dr-steven-hassan Mea Culpa with Michael Cohen: https://www.meidastouch.com/tag/mea-culpa-with-michael-cohen The Weekend Show: https://www.meidastouch.com/tag/the-weekend-show Burn the Boats: https://www.meidastouch.com/tag/burn-the-boats Majority 54: https://www.meidastouch.com/tag/majority-54 Political Beatdown: https://www.meidastouch.com/tag/political-beatdown On Democracy with FP Wellman: https://www.meidastouch.com/tag/on-democracy-with-fpwellman Uncovered: https://www.meidastouch.com/tag/maga-uncovered Learn more about your ad choices. Visit megaphone.fm/adchoices
Employers sit at the center of the U.S. health system as the primary funders of coverage for more than 150 million Americans, yet they struggle with rising costs, fragmented vendors, and uneven outcomes. In this episode, we talk with Dan Mendelson, MPP, CEO of Morgan Health at JPMorgan Chase & Co. and Founder and former CEO of Avalere Health. We explore his journey from health policy to now leading Morgan Health’s efforts to improve the quality, affordability and equity of employer-sponsored healthcare. We’ll learn how Morgan Health evaluates the employer market, where they’re placing investment bets, and how they are testing new care models inside JPMorgan’s own benefit. We then turn to Washington: Dan shares his take on the policy currents that matter most for employers and innovators over the next few years. Dan Mendelson, CEO, Morgan Health LinkedIn Forbes Contributions Avalere Health Balanced Budget Act of 1997 Jamie Dimon, Chairman and CEO of JPMorgan Chase & Co. Continuation of Health Coverage (COBRA) Vera Whole Health, Central Ohio Primary Care Centivo Embold Health Cigna Healthcare Quantum Health Thyme Care 60 Minutes, “$2 million gene therapy could save her baby’s life. But insurance wouldn’t pay” PBM Alternatives Pharmacy Benefit Managers (PBMs) Individual Coverage Healthcare Reimbursement Accounts (ICHRA) Questions or comments? Email us at comments@prescriptionforbetteraccess.com.Find us on social media! Follow us on X, LinkedIn, YouTube and Threads.
Turnstile is reimagining quote-to-cash for the modern B2B world, where negotiated agreements create operational chaos that standard pricing never does. After selling Second Measure to Bloomberg, co-founders Michael Babineau and Lillian Chou experienced the irony firsthand: running a data analytics company while managing their own revenue operations through spreadsheets and manual processes. That incongruence became the catalyst for Turnstile, a self-serve revenue platform designed to support sales-led B2B companies from their first negotiated deal through tens of millions in ARR. In this conversation, Michael shares how they're solving the structured data problem that plagues B2B revenue operations, why eliminating custom development forced genuine platform flexibility, and how they're collapsing a traditionally 3-6 month implementation into a self-serve onboarding that takes minutes. Topics Discussed: Why negotiated B2B agreements create the structured data problem that breaks revenue operations Turnstile's compound startup approach spanning quote-to-cash to revenue recognition The internal ban on custom development that forced true configurability into the platform How supporting non-standard contracts from day one enables earlier market entry than traditional CPQ Revenue leakage and "truth drift" between contract terms and actual customer relationships The rippling-style GTM strategy: start with startups, grow into enterprise with your customers Positioning challenges when your category exists but your ICP doesn't know it yet Building for human operators and AI agents simultaneously on the same platform primitives Agentic dunning and the roadmap toward AI-automated revenue operations // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM
Happy 2026, everybody! We're kicking off this year with an episode from our partner Branch - mobile attribution platform and app analytics solutions for enterprises. Join Adam and Amanda of Branch as they sit down with Shumel Lais, a mobile growth expert with over a decade of experience, to explore the essential strategies for launching and scaling subscription apps. From setting up proper analytics and understanding payback periods to navigating iOS challenges and leveraging AI, this episode delivers practical insights for both startup founders and established app developers. Learn why immediate ROI isn't always the goal, when to start paid acquisition, and how to build a sustainable growth strategy in today's complex mobile landscape. Links and Resources: Shumel Lais on LinkedIn Day30 website Branch website Business Of Apps - connecting the app industry Quotes from Shumel Lais: “In the app ecosystem, there's traditionally two key verticals: gaming and non-gaming subscription apps. The gaming folks are typically pretty well resourced when it comes to BI and data science, but on the non-gaming side it's lacking — and that's really where we've seen the opportunity.” “There are a lot of really exciting things possible with data science and machine learning. The question is how good we can get the signals that feed these black-box algorithms through prediction.” “What I see with early-stage teams is a desire to recoup their investment almost immediately. That makes sense when cash is constrained, but the bigger apps grow faster because they're willing to wait six to twelve months to get that money back." Host Business Of Apps - connecting the app industry since 2012
Are you enjoying this? Are you not? Tell us what to do more of, and what you'd like to hear less of. The Reykjavík Grapevine's Iceland Roundup brings you the top news with a healthy dash of local views. In this episode, Grapevine publisher Jón Trausti Sigurðarson is joined by Heimildin journalist Aðalsteinn Kjartansson, and Grapevine friend and contributor Sindri Eldon to roundup the stories making headlines in recent weeks. On the docket this week are: The Icelandic Annual End-Of-Year Skit ShowThe last joint cultural event all of Iceland collectively enjoy, to various degrees, takes place on New Years's Eve. We try to explain what it is. Greenland and Venezuela Last night Iceland's PM Kristrún Frostadóttir wrote on her Facebook “Greenland is a part of the Kingdom of Denmark. Nothing about Greenland without Greenland. Iceland stands in full solidarity behind our friends.” This morning, Iceland's Foreign Minister, Þorgerður Katrín Gunnarsdóttir, wrote an Op-Ed on visir.is saying, opening with “It is clear that the international system we have lived with since the end of the Second World War is shaking at its foundations. At work are what can rightly be called the threatening forces of history, generating uncertainty far beyond what we have been accustomed to and creating dangers that would have seemed implausible only a few years ago.” Both of these statements are responses the USA's seizure of Venezuela's president, and Trump's subsequent comments about taking over Greenland.Gas Prices Drop By A ThirdThe price of gas dropped by a third on the first day of the year, subsequent to changes in how the Icelandic state collects tax from automobiles. An Icelander Dies On The Front Lines In UkraineA 51 year old Icelander, Kjartan Sævar Óttarsson, died on the front lines in Ukraine in and around the 20th of December, according to the man's brother. Kjartan had travelled to Ukraine on December 7th from Gothenburg Sweden, and neither what he was tasked with on the front lines, nor what lead to his death, has been reported on as of yet.What's Coming Up In 2026?The show's host ponder what this new year will bring us.------------------------------------------------------------------------------------------SHOW SUPPORTSupport the Grapevine's reporting by becoming a member of our High Five Club: https://grapevine.is/high-five-club/Or donate to the Grapevine here:https://support.grapevine.isYou can also support the Grapevine by shopping in our online store:https://shop.grapevine.is------------------------------------------------------------------------------------------ This is a Reykjavík Grapevine podcast.The Reykjavík Grapevine is a free alternative magazine in English published 18 times per year, biweekly during the spring and summer, and monthly during the autumn and winter. The magazine covers everything Iceland-related, with a special focus culture, music, food and travel. The Reykjavík Grapevine's goal is to serve as a trustworthy and reliable source of information for those living in Iceland, visiting Iceland or interested in Iceland. Thanks to our dedicated readership and excellent distribution network, the Reykjavík Grapevine is Iceland's most read English-language publication. You may not agree with what we write or publish, but at least it's not sponsored content.www.grapevine.is
A CMO Confidential Interview with DJ Patil, Great Point Ventures investor and former U.S. Chief Data Scientist in the Obama Administration. DJ discusses why AI adoption is "lumpy" like unbaked cake mix, the difference between large models and focused applications, and why consultants are probably not the best way to make progress. Key topics include: Maslow's Hierarchy of AI with power, data and water as the foundation; a timeline juxtaposition of AI evolution versus culture and policy change; and his belief that marketers have a unique position to add "human connectivity" in to the mix. Tune in to hear a view on AI and health care as well as how Waymo almost ruined a date night. What does AI adoption *really* look like inside large organizations—and why does it feel so uneven?In this episode of **CMO Confidential**, host **Mike Linton** sits down with **DJ Patil**—former U.S. Chief Data Scientist, AI leader at eBay and LinkedIn, and longtime advisor and investor—for a clear-eyed update from the front lines of AI.DJ explains why AI progress feels “lumpy,” why culture—not technology—is the biggest blocker to ROI, and what boards, CEOs, and CMOs must do now to avoid falling behind. From autonomous warfare and small models to Wall Street hype cycles, job displacement, and what AI means for the future of marketing, this is a practical, executive-level conversation about what's real, what's noise, and what comes next.If you lead a company, manage a brand, sit on a board, or are building a career in marketing, this episode will recalibrate how you think about AI adoption, investment, and organizational change.
The U.S.-led arrest of Venezuelan President Nicolás Maduro may have been framed as a crackdown on drug trafficking, but its ripple effects could extend deep into agricultural markets across the Americas. In this Frontlines episode, Shaun Haney of RealAgriculture speaks with Jacob Shapiro of the Bespoke Group to explore the implications of Maduro’s removal—not just... Read More
The first and hardest place to live out the gospel is in the home. But often we do not think about how the Scripture applies to the home. To read the original post, visit https://www.thegospelcoalition.org/article/home-is-front-lines-of-christian-living/
“I'm seeing crime, chaos, and death on the streets of America. ... The homeless are being used. And Antifa, the far left activists, they want to keep the tent encampments on America's streets to show that capitalism isn't working,” said Jonathan Choe, a reporter for Turning Point USA's Frontlines and a senior journalism fellow at the Discovery Institute.At Turning Point USA's AmFest conference, I sat down with Choe to discuss his investigations into Antifa and the homelessness epidemic in America.While some nonprofits are really helping people, Choe said, he believes a sizable portion of the sector has become a multi-billion-dollar “cash cow” of grift and counterproductive aid.“For years now, the so-called experts of the medical community—instead of getting people into treatment and recovery—have been giving away free meth pipes, fentanyl foil,” he said.In 2025, he and several of his colleagues worked on a joint study by the Capital Research Center and the Discovery Institute that revealed a notable intersection between Antifa and the homelessness nonprofit space, he said.Antifa members have embedded in the homelessness nonprofit sector and many of them have day jobs in the space, he said.“A lot of [Antifa's] ideas to bring communism, Marxism, to destabilize America, to usher in a brand new communist revolution that's part of the homeless industrial complex now,” he said.In October 2025, Choe and other journalists, including Andy Ngo, participated in a White House roundtable to share their knowledge about Antifa with President Donald Trump.A month earlier, Trump had signed an executive order designating Antifa as a domestic terrorist organization. And in July 2025, he signed another order called “Ending Crime and Disorder on America's Streets” that takes a more aggressive treatment-first instead of housing-first approach to homelessness.Many states, including Washington and California, are now suing the Trump administration.Views expressed in this video are opinions of the host and the guest, and do not necessarily reflect the views of The Epoch Times.
While our team is out on winter break, please enjoy this episode of The Microsoft Threat Intelligence Podcast from our partners at Microsoft. In this episode of the Microsoft Threat Intelligence Podcast, host Sherrod DeGrippo is joined by Chloé Messdaghi and Crane Hassold to unpack the key findings of the 2025 Microsoft Digital Defense Report; a comprehensive look at how the cyber threat landscape is accelerating through AI, automation, and industrialized criminal networks. They explore how nation-state operations and cybercrime have fused into a continuous cycle of attack and adaptation, with actors sharing tooling, infrastructure, and even business models. The conversation also examines AI's growing impact, from deepfakes and influence operations to the defensive promise of AI-powered detection, and how identity compromise has become the front door to most intrusions, accounting for over 99% of observed attacks. Listeners will gain perspective on: How AI is shaping both attacker tradecraft and defensive response. Why identity remains the cornerstone of global cyber risk. What Microsoft's telemetry—spanning 600 million daily attacks—reveals about emerging threats and evolving defender strategies. Questions explored: How are threat actors using AI to scale deception and influence operations? What does industrialized cybercrime mean for organizations trying to defend at scale? How can defenders harness AI responsibly without overreliance or exposure? Resources: Download the report and executive summary Register for Microsoft Ignite View Chloé Messdaghi on LinkedIn View Crane Hassold on LinkedIn View Sherrod DeGrippo on LinkedIn Related Microsoft Podcasts: Afternoon Cyber Tea with Ann Johnson The BlueHat Podcast Uncovering Hidden Risks Discover and follow other Microsoft podcasts at microsoft.com/podcasts Get the latest threat intelligence insights and guidance at Microsoft Security Insider The Microsoft Threat Intelligence Podcast is produced by Microsoft and distributed as part of N2K media network. Learn more about your ad choices. Visit megaphone.fm/adchoices
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