Podcasts about FTE

There are hundreds of SaaS metrics, but which ones truly matter for SaaS leaders who want to scale, raise capital, and maximize company valuation? In episode #313, Ben Murray breaks down the five essential metrics every SaaS executive must understand — whether you're a founder, CFO, or operator. From bookings to retention, gross profit, OpEx, and the ROSE efficiency metric, you'll learn how to read your SaaS P&L like a top operator, and why these metrics are critical to driving durable growth, improving investor metrics, and strengthening your business model. What You'll Learn Bookings – Signed contracts for ARR commitments, the fuel of your revenue engine. Retention – Gross revenue retention, net revenue retention, and customer retention are the ultimate health checks for recurring revenue. Margins (Gross Profit) – Why accurate COGS vs. OpEx separation matters for forecasting, profitability, and valuation. OpEx Profile – How much you should invest in R&D, sales, marketing, and G&A as a percentage of revenue. ROSE Metric (Return on SaaS Employees) – A powerful measure of organizational efficiency and path to profitability, stronger than revenue per FTE. Why These Metrics Matter Finance & Accounting: They form the backbone of your SaaS P&L and cash flow forecasting. Investor Metrics: Investors use these to evaluate efficiency, scalability, and risk. Valuation: Strong retention, margins, and efficiency drive higher SaaS valuations. Business Leaders: Understanding these numbers enables smarter decisions at both the departmental and company levels. Resources Mentioned Free Webinar – Deep dive into these five metrics, plus tips, frameworks, and pro insights: https://www.thesaasacademy.com/pl/2148701264 Quote from Ben “Every SaaS leader doesn't need to calculate these metrics themselves — but they must understand them. These numbers tell the story of your business.”

Send us a textWhat are you waiting to give yourself permission to do?Let me guess. You want to leave work on time. Say no to that extra committee. Cut down your FTE. Set an actual boundary with that colleague who dumps last-minute requests on you.But you're waiting. Waiting for someone in authority to tell you it's okay. Waiting until you've "earned" enough loyalty points. Waiting until you feel expert enough, senior enough, liked enough.Here's the hard truth: That permission isn't coming.The Permission Trap That's Keeping You StuckWe're brilliant at following rules and understanding hierarchy - it's how we survived medical school and residency. But when it comes to the rest of our lives, we're still constantly seeking permission, even without naming it.You tell yourself:"I don't have enough seniority for that""I haven't proven my worth to the group yet""I don't have the social currency""I'm not expert enough"But here's what you're missing: The systems benefit from us not having boundaries. There's no world where leadership wakes up and says, "You know what? You've worked hard enough. Here are tickets to Hawaii, and we're canceling all your patients next week."It's not happening. No amount of good deeds will earn you that outcome.The Extra Layer for Women in MedicineAs women in medicine, we carry an additional burden. We've been socialized to:Feel grateful to be here "alongside the menfolk"Apologize frequently and not take up spaceBe team players at the expense of our wellbeingWork with inadequate support while being told we're "not being team players" if we objectWe're expected to be self-sacrificing, work without boundaries, and do it all for less compensation than our male colleagues.When your male colleague gets automatic chaperone support for procedures (giving them extra hands), while you're unglowing and regloving alone - that's not coincidence. That's systemic under-resourcing that you've been taught to accept.What You're Really Afraid OfLet's name what's underneath this permission-seeking:Conflict. But conflict is already happening - you're just having it all internally through resentment and exhaustion.Judgment. Being called "difficult" (raise your hand if you've been there). But you're already judging yourself more harshly than anyone else would.Being wrong. Like when they tell you, "If you drop your FTE, we can't guarantee you'll ever be able to increase it." My friends, there's always enough work. This is gaslighting and fear-mongering.Not being "nice." You're afraid of losing your title as the approachable one everyone goes to with questions. But you're worth more than just being nice.How to Start Giving Yourself Permission1. Name your needs. What do you actually need? Not what would be nice - what do you NEED? Quiet time, adequate sleep, connection, support, movement. Stop minimizing these as optional.2. Don't pr Support the showTo learn more about my coaching practice and group offerings, head over to www.healthierforgood.com. I help Physicians and Allied Health Professional women to let go of toxic perfectionist and people-pleasing habits that leave them frustrated and exhausted. If you are ready to learn skills that help you set boundaries and prioritize yourself, without becoming a cynical a-hole, come work with me.Want to contact me directly?Email: megan@healthierforgood.comFollow me on Instagram!@MeganMeloMD

Show Notes: David A. Fields talks about how AI is affecting consulting firms. David clarifies that his company's active client base is 30-50 firms, and they are being asked more frequently to help firms with an AI strategy. In terms of size, 20% of their business is solo consultants, while the rest are mostly businesses that range from $2 million to $100 million.  Consulting Firms and AI Adoption David explains that the average revenue per FTE in consulting has remained around $250,000 for the past decade.He notes that firms are looking to create the same revenue with fewer people, which is the big promise of AI. He mentions the wide range of AI adoption rates among firms, from those just starting with chatbots to those seeing significant productivity gains. He also highlights the impact of AI on hiring junior people, with firms debating whether to hire junior analysts or use AI for faster, cheaper work. How High-Adopter Firms Use AI The conversation turns to examples of high-adopter firms and the tools they use. David describes a Canadian client that has seen 60% productivity gains by replacing functions with AI, including analysis, presentations, and proposals. The client has taken a hard line on not hiring anyone if AI can replace the function, leading to significant productivity gains and faster client results. David explains that the client uses AI to create summaries of context discussions, and templates for presentations and proposals, which are then populated with data. Additionally, AI speeds turnaround time, and has reduced the need to hire more people to do analysis or when the number of clients increases. Challenges and Opportunities in AI Adoption  David discusses the challenges of creating effective AI templates and the importance of good direction for AI tools. He mentions that firms are often building AI templates in-house with some direction from experts. He talks about the variety of AI tools available, including general-purpose tools like ChatGPT and specialized tools for specific tasks. David emphasizes the importance of staying flexible and not fully committing to any one tool by subscribing to an annual membership, as the landscape is constantly changing. Variation in AI Adoption by Functional Areas The discussion moves on to variations in AI adoption by functional areas like strategy, operations, marketing, etc. David explains that adoption rates are more driven by the founder's mindset and operational orientation rather than the specific function. He notes that some industries feel less pressure to adopt AI, while others recognize that AI delivers the analytical horsepower that is needed to stay relevant. There are varying levels of AI adoption across different firms. Predictions for AI in 2026 David predicts that the next few months will be spiky, with specialists who can provide practical applications of AI faring better. He mentions that generalist recommendation givers may struggle more. It is recognized that clients often prefer consultants with specific industry experience, which can be a challenge for AI tools. He also mentions the  limitations of AI research. When it comes to advice for junior consultants looking to enter the field, David suggests that domain expertise and knowledge that AI tools don't have are crucial for getting into consulting firms. He emphasizes the importance of being a top user of AI tools and for junior consultants to differentiate themselves by mastering AI tools and demonstrating their value to firms. Timestamps: 02:40: Impact of AI on Hiring and Revenue in Consulting Firms  05:59: Specific AI Tools and Practices in High-Adopter Firms 11:12: Challenges and Opportunities in AI Adoption  14:56: Variation in AI Adoption by Functional Areas 19:26: Predictions for AI in 2026 and Beyond  21:06: Advice for Junior Consultants  Links: Website: DavidAFields.com.    Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.  

I invited Atalia Horenshtien to unpack a topic many leaders are wrestling with right now. Everyone is talking about AI agents, yet most teams are still living with rule based bots, brittle scripts, and a fair bit of anxiety about handing decisions to software. Atalia has lived through the full arc, from early machine learning and automated pipelines to today's agent frameworks inside large enterprises. She is an AI and data strategist, a former data scientist and software engineer, and has just joined Hakoda, an IBM company, to help global brands move from experiments to outcomes. The timing matters. She starts on the 18th, and this conversation captures how she thinks about responsible progress at exactly the moment she steps into that new role. Here's the thing. Words like autonomy sound glamorous until an agent faces a messy real world task. Atalia draws a clear line between scripted bots and agents with goals, memory, and the ability to learn from feedback. Her advice is refreshingly grounded. Start internal where you can observe behavior. Put human in the loop review where it counts. Use role based access rather than feeding an LLM everything you own. Build an observability layer so you can see what the model did, why it did it, and what it cost. We also get into measurements that matter. Time saved, cycle time reduction, adoption, before and after comparisons, and a sober look at LLM costs against any reduction in FTE hours. She shares how custom cost tracking for agents prevents surprises, and why version one should ship even if it is imperfect. Culture shows up as a recurring theme. Leaders need to talk openly about reskilling, coach managers through change, and invite teams to be co creators. Her story about Hakoda's internal AI Lab is a good example. What began as an engineer's idea for ETL schema matching grew into agent powered tools that won a CIO 100 award and now help deliver faster, better outcomes for clients. There are lighter moments too. Atalia explains how she taught an ex NFL player the basics of time series forecasting using football tactics. Then she takes us behind the scenes with McLaren Racing, where data and strategy collide on the F1 circuit, and admits she has become a committed fan because of that work. If you want a practical playbook for moving from shiny demos to dependable agents, this episode will help you think clearly about scope, safeguards, and speed. Connect with Atalia on LinkedIn, explore Hakoda's work at hakoda.io, and then tell me how you plan to measure your first agent's value. ********* Visit the Sponsor of Tech Talks Network: Land your first job  in tech in 6 months as a Software QA Engineering Bootcamp with Careerist https://crst.co/OGCLA  

Marco Rebohm, Chief Supply Chain Officer bei Thalia, ist heute zu Gast und spricht mit unserem Host Boris Felgendreher über die ambitionierte Transformation von Thalias Supply Chain und Logistik. Unter anderem geht es dabei um folgende Themen: - Buchhandel-Besonderheiten: eigene Terminologie (Remission), komplexes Netzwerk (Verlage, Barsortimenter, Auslieferungen) - Marktbild: Amazon als Game-Changer; Thalia als DACH-Marktführer stationär und digital (konsequentes Omnichannel) - Kennzahlen Thalia: ~1,9 Mrd. € Umsatz, >550 Filialen, ~6.800 Mitarbeitende, Tolino-Plattform - Differenzen zu anderen Branchen: wenige Transport-Player, Buchpreisbindung limitiert Preissetzung/Abverkauf - Standardprozess: Novitäten → Zentrallager/Cross-Dock → Filialallokation → Remission (körperlos/physisch) - Filiallogistik: geringe Backroom-Kapazitäten, Boxen/Paletten/CEP, teils JIT-Handling - Transformation: „Neues Lager ≠ neue Logistik“ → ganzheitliche Roadmap statt Einzellösung - Netzwerk: Zwei Zentrallager-Säulen – Hörselgau (Partner Rhenus) + neues eigenes Lager in Marl - Automatisierung/IT: AutoStore live in Hörselgau; größtes AutoStore (geplant) in Marl; SAP EWM, OMS, Forecast & Replenishment, perspektivisch APS - Vertikale Integration: geplanter eigener Druckbetrieb (Books-on-Demand) - Organisationsaufbau: Skalierung von ~60 auf ~500 (später 900–1000) FTE; Inhouse-Expertise, Programmmanagement - Sortimentsstrategie: drei Säulen – Buch, Geschenkartikel, Spielwaren (inkl. Zukäufe wie Krömer/Toysino, „Muck“ Münster) - Begründung Komplexität: Saisonalität & Long-Lead-Chains akzeptiert; AutoStore/Schnelldreherzonen passen zur SKU-Struktur - Make vs. Buy: bewusster Shift zur Prozesshoheit; Partner bleiben wichtig, aber Kernkompetenz intern - Risiken & Learnings: Bauverzögerungen (Wetter/Boden) → 7 Monate; Gegensteuerung über strenges Programm- und Meilenstein-Management - Ausblick: 10 Go-Lives in kurzer Folge; danach Stabilisierung und ab 2027 Feintuning & Innovation (Startups, KI) Hilfreiche Links: Thalia: https://www.thalia.de/ Marco Rebohm auf LinkedIn: https://www.linkedin.com/in/marco-rebohm-077282188/ Boris Felgendreher auf LinkedIn: https://www.linkedin.com/in/borisfelgendreher/ BVL: https://www.bvl.de/

This week on UTH, Imogen learns the ins and outs of family trust elections and family trust distributions tax with Robyn Jacobson, senior advocate at The Tax Institute. Tune in to hear more about: Why there is increased interest in family trusts and family trust elections. The key features of family trust elections. FTE, FTDT, IEE, and what they all mean. Why Robyn describes FTDT as “unforgiving”. Cases where FTDT liabilities are arising unexpectedly and/or impacting the ability to make distributions. You can contact the Accountants Daily team and podcast host Imogen at imogen.wilson@momentummedia.com.au.

In the final episode of Manager Minute, host Carol Pankow closes out the series with a powerful conversation featuring Chanda Hermanson, Director of Montana Combined Vocational Rehabilitation (VR). Chanda's lifelong passion for the field—shaped by family connections and early volunteering—has guided Montana's innovative approach to serving people with disabilities across a vast and rural state. Together, they reflect on Montana's recent breakthroughs, including legislative support for counselors, expanded telecommunications access, and the funding of a Blind Adjustment program. They also discuss the tough but necessary decision to enter Order of Selection, and how aligning with state priorities in behavioral health and foster care strengthens VR's impact. This inspiring finale reminds VR leaders nationwide to stay mission-focused, innovative, and unwavering in their commitment to meaningful employment opportunities for all.   Listen Here   Full Transcript:   {Music}   Chanda: What are their priorities? The people that are making these decisions. Who's the chair of the committee? What do they want? Right. And really figuring out what the governor's office priorities are. These types of things. And then figuring out how to get ourselves into those conversations. Listen, listen, listen and then infiltrate.   Carol: I know you don't have a crystal ball, but if you did, what do you have for some thoughts on what VR leaders need to pay attention to and what's on the horizon for VR?   Chanda: That's tough. I wish I had a crystal ball. I think all of our crystal balls are broken right now.   Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow.   Carol: Welcome to the manager minute. Joining me in the studio today is Chanda Hermanson, director of Montana Combined. So, Chanda, how are things going in Montana.   Chanda: It's good, busy, busy work and lots going on, but going good overall.   Carol: Well, it's so great to have you back on the podcast. I looked back through the archives. Saw you were last with me November of 2021 and we were talking about, "Is Your Fiscal Management Managed Building a Solid Foundation for Fiscal Fitness". And you've done and you continue to do so, an outstanding job assembling a stellar team to support the fiscal side of the House. And of course, Anna Montana is one of our very favorite people. So for our listeners, I had the opportunity to reconnect with Chanda during the region eight meeting in South Dakota, and 45 incredible staff from the region came together for training, connection and sharing and it was a really fun two days. Eric, director of South Dakota General, was leading a portion of the meeting and folks were going around sharing about challenges and opportunities when it got to Chanda. She shared some truly inspiring things happening in Montana. And I thought right then and there. That is what I want to talk about on my last podcast. Over the last five years, we've covered so many meaningful topics, and we need to go out on a high note. This is our 54th and final episode of The Manager Minute. So together we started conversations, started a movement of rapid and meaningful engagement, tackled tough topics like order selection and finance work to bridge the gap between the DSA and the DSU highlighted so many innovative Diff grants and exciting initiatives from across the country. I truly believe we've helped plant seeds of change nationwide, so let's dig in. So, Chanda, for those who may not know you, can you remind our listeners about your background and how you got into VR?   Chanda: Sure. I have been in the field about 20 years formerly, but I was in the field volunteering and doing other things previous to the formal employment with Voc rehab. My parents both worked in the field, so I was lucky enough to grow up in a household where this was our daily dinner conversations, and my parents and my siblings are recipients of Voc Rehab services, so the program's near and dear to me. When I was 19, the Montana started the Youth Leadership Forum. That was my mom's program at the time, and I was able and told that I she needed volunteers to work this summer program for youth with disabilities. And I came home and helped through that and fell in love with the work more directly than I did growing up. So since then, I tried other things along the way. But this is definitely where I'm meant to be and I'm so lucky to be here. I love it.   Carol: That is super cool. I didn't remember that about you, I love it. My mom, she had been volunteer coordinator at our state hospital back in Faribault, Minnesota when I was growing up, so I remember very well going with her and helping, and I would volunteer for things and ended up working there before it closed and kind of just gotten into the whole field of disabilities. So our parents definitely can help us, like lead the way. That is just cool.   Chanda: I didn't realize you had also.   Carol: Tell us about Montana Combined, how many staff and consumers do you serve? And kind of what's your budget?   Chanda: Like our budget's about $19 million a year annually, give or take, where things are going on. We have about 100 staff supporting the rehab program in our blind and low vision service programs, too. So that's the number of staff we have on board. We also have separate things out differently. So we have Pre-ETS in there. They're their own bureau. We have blind and low vision. They're their own bureau. And then we function together as a combined voc rehab program. Though we are serving about 5000 people under voc rehab and 3000 students in Pre-ETS.   Carol: Wow. So you're not small. Sometimes people are thinking, oh, maybe you're from a small state. You're not a smallish program, you're more a mid-size.   Chanda: And people are very far apart here. The numbers maybe don't look that much, but when you need to get to everybody in every corner of Montana, it's a trek.   Carol: Yeah, and travel is rough. Like, it's not an easy haul.   Chanda: No.   Carol: So let's talk about your good news. What exciting developments do you have to share?   Chanda: Yeah. So we just ended our 2025 legislative session in May. Our legislative body meets every other year for 90 days. So it is a fast and furious process. But we survived. That's always the first thing we did get through it. But we did get out pretty successfully compared to a lot of our peers in public health and human services and a lot of other programs just statewide. We went into the session asking, well, just start this off to we are lucky enough to traditionally get our state match without a problem. It's always just part of what they, it's our start of our base budget so that we are fortunate for that. Where we struggle is our staffing levels and getting the appropriation to get the FTE, we need to really provide a quality service to people more than managing those cases. We don't have autonomy over the number of employees we can hire, so that's always our struggle. So we went in asking for four FTE to support the individualized placement and supported employment model, and serving the serious, disabling mental illness population for counselors for that project and then one FTE to work in the state hospital. We are in and out of the state hospital, constantly taking applications and helping people prepare for work before discharge. We just thought that it would behoove us to actually just have a staff member in the hospital setting, rather than being disruptive going in and out. We also, outside of Oak Ridge, have asked for some more appropriation to support our telecommunication access work and two more FTE there, just given the high increase in need and work. And then we also requested funding and an FTE to create a Blind Adjustment program to meet the gap in services that we created when the homemaker was no longer allowed as an employment goal. So those were our asks. We didn't get everything we asked for, but we did come out with two new counselors for the STMI-IPS work and our telecommunication money into FTE. So while that's not directly related to VR, it does help our voc rehab program and help those participants in gaining access to equipment and services to make sure their communication needs are met. And then we also did get the funding for the Blind Adjustment program. So that was really exciting. It's been hard for us to turn away people that are going through the onset of vision loss, and if they're not really wanting to talk about work, it's under the age of 55. That's definitely been an area of opportunity. So we're excited to get to serve those folks now in a different way.   Carol: That is super amazing, because it's almost like unheard of lately where people have kind of good news where you went in, you asked for these things and you got stuff.   Chanda: That some of it not all, but some of it. And I also we didn't ask for it. It wasn't part of our decision package request. But our providers did a great job lobbying this year and they got themselves a couple of provider rate increases, so it amounts to about a 17% provider rate increase. And so that comes along with more state general funds. So that's going to give us more ability to draw down some realignment that maybe we wouldn't have been able to if those guys didn't lobby for those provider rate increases.   Carol: So good on you. That is pretty incredible. I know IPS is a really popular program across the country and successful. It's wanted and very foundational. It's got good statistics about what has happened with that. Your telecommunications project. You talk a little more about that, what it all does.   Chanda: Yeah. Our telecommunication access program provides phone equipment and maybe cell phones or some of your old big button phones and different speaker system type of things that we also cover the relay system in Montana, and we provide for transcription on zoom and public meetings and various groups around the state. So with the increased need for people to access broadband and internet. Type of activities we are seeing. Not only is the need increasing, but the cost of all of it's increasing too. So we're really happy to get to support that.   Carol: Yeah, that is very cool. I know broadband was a big issue in Minnesota for a long time. When I was working at the Department of Employment and Economic Development, we had a broadband initiative because I wondered if yours had a little to do with that, because we have super rural areas. I mean, you definitely we have the Twin Cities, you know, metro area, but you get out state. It's tough. And people are talking about, you know, if you wanted to be self-employed or different things you can do via internet. Well, yeah, only if you can access that. If there's no connectivity, you're done. Like you don't even have that option out there. So I really get to pay attention firsthand at how important access to communication is for everybody.   Chanda: So important. And we already are experiencing, you know, in the disability community, isolation issues just in general. So this is really a great solution to get to people if they're out in a very frontier part of Montana. This can help really get them a sense of community in other ways.   Carol: Yeah, that's just direct boots on the ground. Wonderful access for folks, I love that. So I'm sure you had to do some background stuff. You didn't just waltz in and go, hey, I want this stuff. Give it to me. They're not likely. They're like, yeah, we like you, Shannon, but not that much. We need something. What kind of things did you pull together, like, data wise, to support your request?   Chanda: Sure. Well, first, it's just paying attention to what elected officials priorities are. That's the first kind of anecdotal data to be gathering. So really listening to the governor's initiatives and what his priorities are, along with, again, these elected officials that are on our committee subcommittee making the decisions about are the first decisions about our budget, which is the most important decision as it works our way through the entire session. So through that, we really observed that there's strong emphasis on behavioral health systems change in Montana in foster care, too, and we realize we are part of that system, not in the way that everybody was talking about it or thinking about it. I'm a lot more of what they're having to talk about, right? As case management and housing and all the other things. And employment doesn't even rise to the surface when you're hearing those things, because it's just different mindset. And so we took that and leveraged it to start joining those conversations and talk about how employment is a social determinants of health for the population, and all the benefits of employment that augments and assists all the things that they are talking about. It helps with treatment and recovery and provide stability can help with the housing issues. It gives people a sense of purpose. All of this prevents relapse and homelessness. And so just really getting to take the opportunity to join the conversation and talk about it in a different way to just educate folks on how employment can support all of this other work they're doing. A lot of people tend to lean into safety, safety, safety, when they're making these decisions, not realizing that employment is part of that safety. And I think a lot of times people really get linear thinking like, okay, you need x, y, and Z, and then you're going to be ready for employment, not realizing that employment can come in any step of the way and really change the trajectory of all those other things you're providing them. So through that, we dug into the data. What are our caseloads look like? What is the general population for people needing behavioral health services in Montana? And we found that 34% of Montana's caseload are individuals with behavioral health disabilities. So that equates to about 1500 people on our caseload right now. And when you look at the general census in Montana, there's about 163,000 people with health disability. So we are only serving a sliver. And we know that typically through our research that two thirds of people with behavior, health disabilities typically want to go to work. So through combining all of that data and telling a story and telling stories of people successfully navigating this in their communities. I do believe that that's what helped us get across the finish line, to make sure that we can really do more work, and we're excited. It is important to us.   Carol: Yeah, you were really smart. I mean, you were listening. I can hear you. You were listening to what people were talking about. And how could you leverage and be part of that conversation, which takes time. I'm sure you didn't do this in a day. I mean, this takes years. Like building relationships and getting invited to those meetings and being able to discuss those ideas. I think that is brilliant. What would you say to your fellow colleagues across the country who might be wanting to consider something similar in their state? Like, what would you suggest to them on how to start or how to get kind of involved or part of those conversations?   Chanda: I'm just going to reiterate again. Listen, listen, listen. It's the beat of our drum. The last 2 or 3 years of the leadership team here in Montana has been listen. Listen, listen and then infiltrate. So what are people talking about? What are their priorities? The people that are making these decisions. Who's the chair of the committee? What do they want? Right. And really figuring out what the governor's office priorities are, these types of things, and then figuring out how to get ourselves into those conversations. And we're really lucky in rehab because we touch everything, whether it's manufacturing coming into the state or behavioral health issues, or what can we do to improve foster care systems in Montana, you name it. Many of the things that the legislators are worried about and are making decisions about, we touch so we can get ourselves at the table and talk about how we can influence what they're talking about and how we're already making an impact. It's so cool what we do.   Carol: It is cool because we have such variety. It makes the job super creative, like you can really do a variety of things that are amazing and wonderful and impact people's lives in such a big way. Like you say, with employment, you know that trajectory. Sometimes people think you need all these things first? But boy, you get that job, which also helps in with your housing and all the other things that are going on. You can intersect at any point. I love that, I think that's really good. I know you don't have a crystal ball, but if you did, what do you have for some thoughts on what VR leaders need to pay attention to and what's on the horizon for VR?   Chanda: That's tough. I wish I had a crystal ball. I think all of our crystal balls are broken right now. I don't have a thought of what is on the horizon, but I do know that we just need to stay focused on our mission and values and the vision of what we have and don't falter. We have and work for one of the coolest programs out there and get to be innovative and creative and like we were just referring to, we can pivot and message around so many things that make what we do compelling to different decision makers. I think that's pretty unique, and I think there's ways to take advantage of that to make sure that we survive and thrive regardless of what happens, because we do have so much impact across the board. So but if we don't, we need to stay focused on our mission and values to make sure we're successful and don't get lose sight of that along the way.   Carol: I agree with that 100%. I think living into our mission and doing it well and not drifting kind of all over the place. If we get people disabilities into employment and good employment, not just food, filth and flowers, but real employment, that's what it's all about. And when we get distracted by other stuff, or maybe our performance doesn't look as good and all of that, we got to stay focused early, head down. Here's what we're trying to do, because that's the whole reason this wonderful program has existed for over 100 years. So head down, do the thing.   Chanda: Yes.   Carol: 100%. That is awesome. Well, this actually wraps up our final episode of The Manager Minute. Now, I know you have some other news. Probably. Do you want to talk about it today? Because you are going an Order of Selection, and I know states are facing that as well. We've talked to a couple states lately about that, talked with Indiana, talked with Cora in Kentucky. And while we have all this wonderful work going forward, we still have this lever that Congress lets us pull when we don't have all the resources to serve every single person coming at the door. And for you, this is a really live situation that's happening as we speak.   Chanda: Correct. We actually went into Order Selection today. We closed categories two and three. So it's been a long process working with RSA since February. But we're happy. It's bittersweet. I mean, we're not happy to get order of selection, but for the health of the program and to make sure that we can continue to provide high quality services and to not dilute client services, it's what needed to happen. Our caseloads are unmanageable. We're looking at caseloads that are about 170, on top of just the general cost of services continuing to increase. Our fiscal forecasting was clear we needed to get into order sooner than later so we could manage the best we can.   Carol: It's a good way to look at it, because you don't want the services to dilute, because it ends up where staff are kind of applying an order without the order being in play. You get a lot of people getting a little bits of stuff instead of people really getting what they need. And so it does provide a more organized way in which to structure and to handle all of this. And I like that about it. I think Congress wouldn't put it into place. If we weren't allowed to pull the lever and make that happen, it does make it organize it. It helps your staff to be able to do the work that they want to do and to help people to get into employment. So I think that is very good. Do you have any thoughts for your colleagues on that too? Because I've had several calls, even in the last week. Again, people are like, I think we're looking at this. Any tips for people out there?   Chanda: The one thing I would say is relook at your CSNA, get familiar with your data that's out there. That's going to be important as you look at amending your state plan and contact RSA sooner than later. I had received that advice from a colleague and that was I wouldn't, I don't think have naturally contacted RSA that soon in the process and I'm glad I did.   Carol: Yeah, that's 100% smart advice. Definitely talking to your team sooner than later. They can help you along the way, for sure, with that. Well, I wish you good luck with all that implementing. I know it's tough. I mean, it is tough in the messaging, but I know also you have built back from even when we talked in 21 that financial solid group. And so your fiscal forecasting is on Anna is on it. You have really good people and they are doing really good stuff with making sure you have the data for making good decisions. I just think your team has been very amazing and that has been an a lot credit to you in helping to build that foundation.   Chanda: Well thank you. We have an awesome team and I truly can't believe that that podcast was four years ago. That was definitely a different time. And we have improved and built infrastructure now, sound methods and internal controls. So it's good to know that the decisions that we're making are dead driven, inaccurate, and that is what we need to do to stay healthy.   Carol: It's a whole different world. It really is. And it is funny. It's been four years, but I sure appreciate you being on today. And so this does wrap up my final episode of The Manager Minute, and I want to say thanks to every listener, guest, and colleague who's been part of this journey. Keep leading with purpose and passion because what you do changes lives every single day. And Jeff, you get the honor of hitting the lights. We're `out.   {Music}   Outro Voice: Conversations powered by VR, one manager at a time, one minute at a time, brought to you by the VR TAC for Quality Management. Catch all of our podcast episodes by subscribing on Apple Podcasts, Google Podcasts or wherever you listen to podcasts. Thanks for listening!

durée : 00:45:58 - Meitat chen, meitat porc - Aurore Baillet et Audrey de Luca, de la Calandreta Bel Solelh de Bergerac, nous parlent de la rentrée scolaire de cette école associative occitane et de la soirée pour son 10ème anniversaire, le 20 septembre à La Traverse de Bergerac. Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

A small imaging center uncovered hidden waste in patient access when scheduling workflows didn't match their tech stack. By streamlining tools, cutting manual steps, and aligning technology with real staff processes, they saved FTE hours, improved throughput, and reduced bottlenecks that drive revenue loss in imaging centers across the U.S.

durée : 00:14:30 - Journal de 12h30 - "Nous serons à nouveau une seule famille" : la promesse de Volodymyr Zelensky au peuple ukrainien alors que le pays célèbre aujourd'hui l'anniversaire de son indépendance.

durée : 00:28:39 - Les Nuits de France Culture - par : Philippe Garbit - Par Diane Kolnikoff - Avec Jérôme Charyn, Ellen Hinsey et C. K. Williams - Réalisation Claude Giovannetti - réalisation : Virginie Mourthé - invités : Jerome Charyn

durée : 00:03:24 - 3 - À Boussens, la fête bat son plein depuis vendredi 15 août et jusqu'à dimanche. Concerts, tournoi de pétanque, restauration... Le comité des fêtes fait tout pour entretenir du lien entre les habitants du village. Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

durée : 00:40:09 - Le 18/20 · Le téléphone sonne - La Féria de Dax, qui débute aujourd'hui, compte parmi les grands rendez-vous du Sud-Ouest, vitrine d'un patrimoine festif, mais en péril. En quatre ans, 30 % des fêtes traditionnelles ont disparu, fragilisées par le manque de moyens et les controverses. Comment ces fêtes se réinventent-elles ? Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

durée : 00:02:06 - Les Estivales de Neuf-Brisach - Le 13 août, la cité fortifiée de Vauban se transforme en grande place festive avec la troisième édition des Estivales. Entre musique entraînante, saveurs régionales et artisanat local, la Place d'Armes vibrera au rythme de DJ Pacos et des rencontres conviviales. Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

What SaaS metrics actually move the needle on your company valuation? In episode #304, Ben Murray shares his “Power 3” SaaS metrics — the three investor metrics that consistently signal scalable growth and increase SaaS valuations. While many articles list “top metrics” without context, these three have proven to be the most impactful in boardrooms, investor meetings, and due diligence. If you want to attract investors, strengthen your business model, and maximize your valuation, start by mastering these three metrics. What You'll Learn: Gross Profit Why high gross profit (80%+ for pure-play SaaS) is a foundation for growth. How revenue mix and margins by stream impact scalability and valuation. Gross Revenue Retention (GRR) Why GRR is the ultimate measure of product stickiness. How poor retention erodes efficiency and drags on working capital. ROSE (Return on SaaS Employees) Ben's proprietary alternative to “revenue per FTE.” Now updated to account for AI-driven roles that replace human labor. Why ROSE is more accurate for modern SaaS org efficiency. Why These Metrics Matter for Investors & Valuation Investors look for predictable, efficient growth — these metrics show exactly that. High gross profit and retention indicate a sustainable business model. ROSE reveals operational efficiency that supports long-term profitability. Together, these KPIs create a clear narrative for maximizing company valuation. Resources Mentioned: The Power 3 SaaS Metrics — Blog post + downloadable templates: https://www.thesaascfo.com/the-power-3-saas-metrics-that-predict-if-youll-scale-or-stall/ Quote from Ben: “If I could only choose three metrics to see if you're scaling the right way, it would be gross profit, gross revenue retention, and ROSE.”

Podcast: Simply ICS CyberEpisode: S1 E2: How to get started in ICS, OT and SCADAPub date: 2025-03-05Get Podcast Transcript →powered by Listen411 - fast audio-to-text and summarizationIn episode 2 of Simply ICS Cyber, we answer the following questions for those interested in starting a career in ICS (industrial control systems), OT (operational technology):- What is Capex vs Opex? And, why does it matter when getting a job?- What is the compensation versus actual pay?- What does the OT side consider as important skills?- How are the rising FTE and consultant wages affecting winning ICS/OT work? Links to learn more about ICS, OT, SCADA:- ICS Village: https://www.icsvillage.com - Contact ICS Village: https://www.icsvillage.com/contact-us - NICE Framework (Find OT in the Competency Areas): https://niccs.cisa.gov/workforce-development/nice-framework - SANS ICS NICE: https://www.sans.org/nice-framework/industrial-control-systems Join us every other Wednesday for Season 1 of the Simply ICS Cyber podcast, with your hosts, Don C. Weber and Tom VanNorman.Connect with your hosts on LinkedIn:- Don https://www.linkedin.com/in/cutaway - Tom https://www.linkedin.com/in/thomasvannorman =========================Simply Cyber empowers people who want a rewarding cybersecurity career=========================All the ways to connect with Simply Cyber https://SimplyCyber.io/Socials=========================The podcast and artwork embedded on this page are from Simply Cyber Media Group, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

ZEAL Network SE H1 2025: Key TakeawaysZEAL Network SE: Digital Growth Momentum Continues in H1 2025Presented by CFO Andrea Behrendt on seat11a.comZEAL Network SE continues its strong digital performance in H1 2025 with an impressive 76% growth in EBITDA, expanding customer numbers, and the successful scaling of its online games and charity lottery segments. In her seat11a.com presentation, CFO Andrea Behrendt highlights the successful execution of ZEAL's long-term digital strategy, even in a challenging jackpot environment.H1 2025 Financial Highlights (vs. H1 2024): - Revenue: €101.5 million (+32.3%) - EBITDA: €35.4 million (+76%) - EBIT: €31.1 million (+92.5%) - Net profit after tax: €19.5 million (-47%, due to one-time tax gain in 2024) - EBITDA margin: 34.8% (vs. 26.2% in H1 2024)ZEAL's core lottery business generated €90.9 million in revenue, while the games segment surged by 49%, reaching €6.7 million. Despite only two jackpot peaks vs. six in the prior-year period, the company maintained strong billings and successfully activated new customer cohorts, demonstrating the resilience of ZEAL's customer acquisition strategies.Customer & Platform Growth: - Lottery billings: €527.3 million (+4%) - Monthly Active Users (lottery): 1.52 million (+12%) - Average billing per user: €58.03 (slightly down due to jackpot volatility) - Games MAUs: 26k (+32%) - Games ARPU: €42.40 (+15%)While new customer registrations were down 16% due to lower jackpot incentives, ZEAL still reached 499k new users, thanks to targeted brand marketing and platform engagement strategies. Cost-per-lead (CPL) rose to €46.93, reflecting broader media testing and inflation in media costs.Games & Platform Expansion:ZEAL now offers more than 480 online games, with strong usage growth and clear monetisation upside. The company continues to develop this vertical as a strategic pillar, targeting €14 million in annual games revenue in 2025.Traumhausverlosung Update: - 3rd draw concluded in June 2025, raising €1.6 million for charity - 4th draw (St. Peter-Ording) launched in September and shows very strong momentum - Total contributions to charity to date: €5.4 million - ZEAL expects over €30 million in billings from this segment in FY2025Operational Performance and Cost Dynamics: - Personnel costs rose 21% due to a 27% increase in headcount (from 195 to 247 FTE) and management restructuring - Marketing costs increased by 14%, reflecting stronger brand activity and market tests - Direct/indirect costs increased due to developer commissions, software, consultants, and one-off housing purchases associated with the raffle business - Despite these, EBITDA margin rose to 34.8%, highlighting solid operating leverage2025 Guidance Confirmed: - Revenue: €195–205 million - EBITDA: €55–60 million - Marketing spend: €60–70 million - Ongoing investments into charity lottery and online games▶️ Other videos: Elevator Pitch: https://seat11a.com/investor-relations-elevator-pitch/ Company Presentation: https://seat11a.com/investor-relations-company-presentation/ Deep Dive Presentation: https://seat11a.com/investor-relations-deep-dive/ Financial Results Presentation: https://seat11a.com/investor-relations-financial-results/ ESG Presentation: https://seat11a.com/investor-relations-esg/ T&C This publication is intended solely for informational purposes and does not constitute investment advice. By using this website, you agree to our terms and conditions as outlined on www.seat11a.com/legal and www.seat11a.com/imprint.

durée : 00:03:20 - Vos animations de l'été à Saverne - Concerts au bord de l'eau, ambiance détendue et grosse effervescence à venir. Avec les Jeudis du port et la Fête de la bière qui s'annonce monumentale pour les 180 ans de la brasserie Licorne, la ville donne envie de trinquer… et de danser ! Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

02 août – NiedermodernLa microbrasserie du Septénaire propose la 2ème édition de son festival sur le site de la microbrasserie, le 02 août, avec 3 concerts, des animations et de la restauration.Prévente des billets 23€ sur www.septenair.fr / 32€ en caisse du soirMicrobrasserie du Septénaire 10 rue de l'Artisanat - 67350 NIEDERMODERNOn en parle avec Sébastien REUTENAUER.Les interviews sont également à retrouver sur les plateformes Spotify, Deezer, Apple Podcasts, Podcast Addict ou encore Amazon Music.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Ces samedi 26 et dimanche 27 juillet 2025, la commune de Bergheim, village préféré des Français en 2022, met une nouvelle fois le gewurztraminer à l'honneur à l'occasion d'une fête qui lui est entièrement dédiée. Le samedi soir, place à la musique aevec plusieurs lieux de concerts, dont un set DJ afin d'attirer les plus jeunes. Le dimanche, apéro, repas et parade avec 18 chars et groupes sur le thème du médiéval. Tout le village sera bloqué à la circulation, des places PMR sont cependant mises en place.François Muller, Président du Comité des fêtes apporte des précisions.Les interviews sont également à retrouver sur les plateformes Spotify, Deezer, Apple Podcasts, Podcast Addict ou encore Amazon Music.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

In episode #298 of SaaS Metrics School, Ben Murray dives deep into one of his favorite metrics: ROSE – Return on SaaS Employees. If you're aiming to build a durable SaaS business or position your company for a private equity exit, this episode is a must-listen. Ben explains why ROSE is far more insightful than traditional Revenue per FTE and how it helps evaluate organizational efficiency by factoring in the actual investment made in your people—including fully burdened employee and contractor costs.

durée : 00:41:13 - Le 18/20 · Le téléphone sonne - La fête nationale du 14 juillet résonne chaque année comme un rituel républicain. Mais que signifie-t-elle aujourd'hui pour les Français ? En particulier dans le contexte du retour de la guerre en Europe ? Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

Most GTM teams are stuck in a 10-year-old playbook — Anthony Enrico, Founder and CEO of LeanScale, shows how to break the cycle. Previously Head of RevOps at Boast.AI, where he helped scale the company past $20M ARR, Anthony now advises and enables dozens of founders and revenue leaders to engineer growth without burning headcount. He also shares how they help high-growth startups scale RevOps with a lean, efficient GTM motion. Specifically, Anthony discusses:(05:25) Startups replace brute-force growth with RevOps to boost revenue per FTE.(15:49) Most teams underinvest in the brand despite its long-term impact.(20:29) Use a data warehouse — not your CRM — for unified reporting.(25:18) Clay transforms RevOps with scalable, integrated data enrichment.(30:48) Default uses AI to route leads and trigger workflows across tools.(35:42) Amplemarket targets fundraisers and job changes with precise outreach.(40:28) AI is most effective when humans fine-tune for quality and authenticity.(44:44) Early days are easiest — scaling means harder niches and messaging.(54:46) Bootstrapping forced them to hire fewer, better people and build processes early.(01:03:33) A solo GTM dashboard tracks pipeline, ops and conversion rates.Resources Mentioned:Anthony Enricohttps://www.linkedin.com/in/anthonyenrico/LeanScale | LinkedInhttps://www.linkedin.com/company/leanscale/LeanScale | Websitehttps://www.leanscale.teamAmplemarkethttps://www.amplemarket.com/Clayhttps://www.clay.com/Ocean.iohttp://ocean.ioDefaulthttps://www.default.com/ChurnZerohttps://churnzero.com/Riversidehttps://riverside.fm/This episode is brought to you by:Leverage community-led growth to skyrocket your business. From Grassroots to Greatness by author Lloyed Lobo will help you master 13 game-changing rules from some of the most iconic brands in the world — like Apple, Atlassian, CrossFit, Harley-Davidson, HubSpot, Red Bull and many more — to attract superfans of your own that will propel you to new heights. Grab your copy today at FromGrassrootsToGreatness.comEach year the U.S. and Canadian governments provide more than $20 billion in R&D tax credits and innovation incentives to fund businesses. But the application process is cumbersome, prone to costly audits, and receiving the money can take as long as 16 months. Boast automates this process, enabling companies to get more money faster without the paperwork and audit risk. We don't get paid until you do! Find out if you qualify today at https://Boast.AILaunch Academy is one of the top global tech hubs for international entrepreneurs and a designated organization for Canada's Startup Visa. Since 2012, Launch has worked with more than 6,000 entrepreneurs from over 100 countries, of which 300 have grown their startups to seed and Series A stage and raised over $2 billion in funding. To learn more about Launch's programs or the Canadian Startup Visa, visit https://LaunchAcademy.caContent Allies helps B2B companies build revenue-generating podcasts. We recommend them to any B2B company that is looking to launch or streamline its podcast production. Learn more at https://contentallies.com#RevOps #GTMstrategy #B2Bgrowth #Product #Marketing #Innovation #StartUp #GenerativeAI #AI

What if you could tackle a persistent problem without guesswork? In Part 10 of the Path to Improvement series, John Dues and Andrew Stotz discuss how John's team uses Plan-Do-Study-Act (PDSA) cycles to calm a chaotic process with precision. Discover how to shift from blame to solutions by leveraging data and Deming thinking. You'll also find out where the team stands on their path to reducing chronic absenteeism in their schools. Listen now! #EducationLeadership #ContinuousImprovement #SystemsThinking #DemingInEducation   TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with John Dues, who is part of the new generation of educators striving to apply Dr. Deming's principles to unleash student joy in learning. The topic for today is mapping the process, part two. John, take it away.   0:00:23.5 John Dues: Hey, Andrew. It's good to be back. Yeah, we've now been talking about our efforts to improve chronic absenteeism for several episodes. And we've talked about two Plan-Do-Study-Act or PDSA cycles focused on where we were working with specific students and their families regarding obstacles to getting to school. And then we shifted gears, and we started running this PDSA cycle three that we talked about last time. And just as a refresher for listeners, the objective of PDSA three is to create a process map, basically. And the goal for the process map is to standardize our attendance intervention system. And I think one of the things that comes to mind when you sort of work on process maps or on important processes is this quote from Dr. Deming. He said, If you can't describe what you're doing as a process, you don't know what you're doing, which is pretty convicting when you really think about it. I think a lot of people initially will say, No, no, no, I know exactly what our process is. And then you say, Well, write it down, map it. And then it becomes much more apparent that most people most of the time have a very rough version in their head that they can't translate into an actual written process.   0:01:44.8 Andrew Stotz: And I'm curious why that is, because on the one hand, when I've done mapping a process, you end up with, Okay, but then there's this exception, and then there's this. And oh, yeah, but don't forget that. So there's like all these intricacies. That's one reason. And then there's another reason is why is that someone's tunnel vision on I know the process because I know the three parts of the process that I'm working with. Why do you think it's hard for people to understand the whole process?   0:02:11.9 John Dues: Well, I think that first reason is probably the biggest reason where there's when they actually start mapping it, there's all these things that they initially left out. And I think as soon as an organization gets to a certain number of employees and has a certain amount of complexity, or you have to add a person that's now going to do part of what you previously did because your role changed or something shifted, needs change, or whatever in the environment. And you have to bring them in. You realize pretty quickly that you can't rely on that stuff that lived in your head anymore. So I think it's a combination of all those things for why this becomes so important. And the other reason I mean, the reason you want to do this is so that there's a starting place, a standard place where people are working from so that whatever it is that the focus is that it can be improved. It's hard to do that when there's no set process to start with.   0:03:08.5 John Dues: Let me. I'll share my screen and just kind of as a refresher, take a look at some of that data that we've talked about so far on this chronic absenteeism front. So, you'll remember that we have this long range goal to improve chronic absenteeism. We've kind of talked about where we are now, where we want to be. So where we are now is in that sort of 40 to 50 % range in terms of chronic absenteeism. We want to be down in under 5%. We have eight years of data going back to the 16-17 school year. And the other thing we've talked about on the data front is that really we have this pre-pandemic world and this post-pandemic world when it comes to chronic absenteeism. For anybody that's watching, you can clearly see this on the process behavior chart or control chart that's on the screen where prior to COVID, we're sort of humming along around 25% chronic absenteeism, which is still high. But now, since COVID, we've since the pandemic, we've skyrocketed. So there's this clear, sort of, new reality, new system for schools like ours that...   0:04:23.7 Andrew Stotz: And can you, just for someone that may be just popping in and hearing this, can you just describe what is chronic absenteeism rate?   0:04:31.9 John Dues: Yes, chronic absenteeism is a standard federally defined level of absenteeism where kids are called chronically absent once they've missed 10% or more of the school year. So the percent of kids that are chronically absent is what's being displayed.   0:04:50.5 Andrew Stotz: So if a school has 100 kids, this chart is saying that 50% of them are chronically absent?   0:04:58.9 John Dues: Yes. Yep.   0:05:00.5 Andrew Stotz: Okay. Yep.   0:05:01.1 John Dues: And that's not since the pandemic happened. That's not atypical, especially for schools that serve a high population of students that are economically disadvantaged, basically, unfortunately. So that's the goal, sort of cut it by a significant amount, 40 to 50% down to less than 5%. So that's the goal. And we've looked at the... Last time we looked at sort of the processes that are currently in place. So just as a quick refresher, United Schools, where I work, is a small urban public charter school system. We have four campuses, and there's people from each of the campuses on this attendance improvement team. And what we've been doing lately is sort of mapping out the process that each campus is using. Each campus has their own little process for intervening with kids that are chronically absent. They have different people that are doing different parts of that process. And so we started with just saying, what is it that your process looks like?   0:06:09.3 John Dues: And we looked at a couple of those maps. So this first map is from one of the campuses. It's pretty simple. There's just one or two people involved. The way they represented it initially is just maybe 10 or 15 steps that they're going through to sort of identify who's having attendance issues, sending letters to families, contacting families, that type of thing. But you can see, initially, at least as they mapped it, it's a pretty simple process. And then when we looked at one of our other campuses and they mapped theirs out, it was a slightly more in-depth process. There's sort of more detail. There are more people involved in the process. I'd say there's probably a little more sophistication to sort of when and how they were intervening with parents. And a lot of the intervening is just sort of the compliance requirements. When a kid reaches a certain number of missed hours, we're required to send them a letter to their parents, for example. So a lot of the process currently focuses on sort of the legal requirements when it comes to absenteeism in Ohio's law. But these are two campuses that are about three miles apart, and you can see, even though they're following the same legal sort of requirements from the state, they have very different processes for how that work is being done.   0:07:38.9 Andrew Stotz: Or could you also say that this particular campus, the people involved may have a much deeper understanding of it or a desire to map it out with more detail? Or do you think it's significantly different?   0:07:52.3 John Dues: I think that this second one that looks like it has more steps, I think they have a person that's more of their sort of 1.0 FTEs, like more of their 1.0 FTE is focused on just attendance, whereas it's sort of like a divided responsibility.   0:08:09.7 Andrew Stotz: Wait, what's a 1.0 FTE?   0:08:12.1 John Dues: Like one full-time equivalent person. So a big part of the person's job is this attendance process. So they know this process pretty deeply. So they were able to map it in more detail, basically. So that was interesting. So part of this PDSA cycle three was, so the plan was really had sort of two steps. One, create a standardized process map for the system as a whole that everybody's going to work from. And then, once that's drafted, gather some feedback, both quantitative and qualitative feedback from our network leadership team. So that was the Plan. The Do was just make the map and then gather the input. So that's what's been happening of late with this team. But we can see pretty quickly what they did. And it certainly does help to have an improvement advisor, someone with a deep knowledge of the Deming philosophy and mapping processes, because he's the one at the meetings. He's the one sort of taking everything that the team is telling him, the process maps that the campus teams have done. And then he's putting it all together based at their input. And their input is certainly super important, but he's also very talented at building processes that are coherent and can be understood by many across our system.   0:09:40.3 John Dues: And so what he ended up doing using their input is he's now got a process map that includes not just the nuts and bolts like, okay, the kid has an attendance problem, and we have to send letters and do things like that. He's going back and created a process map that includes four different stages. So this first stage that if you're viewing this part of the process map is just for onboarding, which was completely missing from all of the campus maps. It wasn't on the... So the idea here is the very first thing, the beginning of this process is a new student enrolls. And as soon as they enroll, a family enrolls, there's going to be a number of things that happen, mostly on the educational side, like what is good attendance? So right from the get-go, one of the things they're going to do is they have this welcome folder that a family gets when they come for their tour or their orientation. And right in that welcome folder is going to be our attendance framework that defines what good attendance is and when, where it really starts to become an issue and impacts a kid's education. So this whole first process map, this whole first stage is about onboarding and educating the family and the student about what good attendance is, which was, again, completely missing from the process before.   0:11:10.2 John Dues: The second stage is attendance monitoring. So, the kid's been onboarded, school has started, and now there's a process to monitor every student's attendance, whether they have a problem or not. And this monitoring system is going to be standardized so that different notifications are being sent home to families, different sort of letters, letting them know when things are becoming a problem. So again, this whole process is about monitoring attendance after providing some of that education. And then, if through that monitoring, it becomes apparent that the student needs additional intervention, the next stage is sort of that attendance intervention plan. So this is where the full map before for each campus just focused on this part. And this is obviously, if you look at this compared to the campus maps, this is much more in detail about what's happening. I'd say, the other thing that's happening here is there's problem-solving with the family. So instead of just saying, warning, your kid has gotten to this number of missed hours, and you send that home in a letter, once that happens, you can see that there's actually Plan-Do-Study-Act cycles being run with the family and the student that are off track from attendance perspective and some individual problem solving is happening.   0:12:52.3 John Dues: See, we run three PDSA cycles to try to get them back on track. So that's a brand new component to this attendance system. And then from there, for some kids, if we get them back on track, then we don't have to take any further action. But for other students, there are some, again, some legal requirements. And so the last stage of that process is if we do have to file official truancy charges, sort of like what, or let the state know that the student is now truant, there's some steps that we take to make that filing. But that's far after many, many steps have been taken to educate, to run PDSA cycles with individual kids that are off track, to try to get the family and sort of the knowledge they need to understand, like how to keep their student on track when they're in school. So, there's a good chance that this will change pretty quickly, this process map, it's a good one, I think, having gone through it, it's a solid process, but it'll, as soon as it like gets battle tested, there's going to be updates. Now, that's not say you're going to change things willy nilly, but what you are going to do is you're going to learn what's working, what's not, you sort of have this hypothesis, but at least now, since everybody's working from the standard process, we can make improvements that then can go out to the entire system.   0:14:32.9 Andrew Stotz: Great. I'm curious, what is the definition of truancy these days? When I was in school, there was trouble in River City and it was trouble with a capital T and that rhyme with P and that stands for pool. So you had the trouble of all the kids hanging out at the pool place, but I'm just curious what's going on. What is the definition of truancy these days?   0:15:01.3 John Dues: Yeah, it's when they, I mean, students have to have missed a certain number of hours of instruction. And now instead of attendance being measured in days, there's basically a threshold that you hit in terms of numbers of hours missed that then you legally have to file truancy.   0:15:24.4 Andrew Stotz: But what does truancy mean?   0:15:27.3 John Dues: Truancy just means that you've missed a lot of school, basically.   0:15:31.1 Andrew Stotz: Okay.   0:15:31.4 John Dues: Yeah. Yeah. And in terms of reasons, when we did those first PDSAs, not all those kids were necessarily truant, but they all had serious absenteeism issues. I think what we talked about was that we found that there were many different issues that were sort of at the root of that, which is part of the challenge here is we have high numbers of chronic absenteeism and then lots of different reasons for that. And so how do you problem solve with all those different folks to help get them back on track? That's part of the challenge. For sure, part of the challenge. But so where the team is at now, so they've completed this third PDSA cycle. So the Do was to make the process map and then get the input from the leadership team. And now they're doing the Study and the Act. So the Study, one of the things I talked about was that the initial feedback from folks that aren't a part of the team was more education needed to happen during that onboarding process.   0:16:39.9 John Dues: So that was sort of like a blind spot before. Not that people didn't talk about it, but now it's systematized. Here's the piece of paper, the attendance framework you're going to give them. There's an orientation session on attendance. There's a session with students during their orientation about what's good attendance and how many days does that equate to in terms of missing school throughout the year, that types of things. Another big thing in the study was more personal touches throughout the process and not just sort of those notifications that I talked about, like the attendance warning letters. The group sort of talked about, while some of these letters are required, whether they're that effective or not is definitely in question.   0:17:25.1 John Dues: Another thing is we have a role at each campus that's called Dean of Family and Community Engagement. And so something like attendance is the responsibility of everybody in the school. But if there's a point person at each campus, it's that Dean of Family and Community Engagement. And so there's some worry about, like when I go back to this process, it's the Dean of Family and Community Engagement or DFCE, they're sort of the point person running these PDSAs and the PDSAs can be time intensive. So one of the concerns is, will they be able to sort of handle the workload that sort of comes with this new process? And I think that's definitely an open question, but at least it's on the radar. It's not like no one is saying, here's the process, go figure out how to make this work. That would be a bad way to do it. There's a recognition that we think we need to do some of this problem solving with individual cases, but there's also this recognition that there's going to be a time constraint for the DFCEs. And then another big X factor that was a part of this study write-up was transportation. Because we've talked about how bad transportation, yellow school buses have been in Columbus this year. We've had a lot of problems. And so what's that look like next year, and how does this factor in? When we did those interviews with students and families, it wasn't the primary reason for all families, but I think in about 50% of the families, transportation had some role in the attendance issues. So these are things that are on folks' minds as they're working through this.   0:19:06.5 Andrew Stotz: That's a lot of progress on this.   0:19:09.3 John Dues: Yeah, a lot of progress, I think. And you get questions like, is it worth all the time to do this? And it's like, is this improving anything? And if you're looking at the outcome, probably not yet. But now that there's this standardized process, I think we can actually make some inroads on this chronic absenteeism process. It would be very hard to do in the absence of this standardization that we're going through and this input from the group to put more sort of resources towards this to get some expertise in terms of putting together a process instead of leaving it up to individual people that maybe don't have this skill set.   0:19:53.9 Andrew Stotz: You also recently posted on your LinkedIn about the idea of a system and results. If you don't even understand the system, how are you going to get the results that you want from the system?   0:20:05.8 John Dues: Exactly. If you don't understand what's causing the problem, if you don't have a whole systems view, you could put a process in place that actually makes things worse, may make things better in one area, but make them worse in another area. So yeah, this is complicated stuff when you're trying to make change in a complex system like a school system.   0:20:25.7 Andrew Stotz: Interesting.   0:20:26.2 John Dues: Yeah, the last step is just the Act. So they're deciding what to do. Are they going to adopt this? Are they going to adapt it or abandon the idea? So I think we're not going to abandon it because obviously we're moving forward with this new process map. And it's, I would call this adapt though. So we're going to adapt this process map into the system, but very high likelihood that there are going to be many adjustments to it as it gets put into action. As I was just saying, it's not adopt because if it was adopt, this thing, this process map would be sort of run through a number of cycles where it had been tested, the kinks had been worked out, and it's sort of going to be, this is the way. So what we're doing now is adapt. So we're going to make some improvements based on this initial feedback we got from the leadership team. Now we'll make some additional adjustments, especially next school year because the school year is over during the initial implementation.   0:21:29.8 John Dues: And the other sort of part of the Act was if you read the steps in this process map from start to finish. There are a lot of artifacts that go along with this that don't exist. So for example, this attendance slide deck for new student orientation. That's a part of the process. We probably don't want to leave that up to each individual group to create on their own because what is the content of that? And so that has to be created. So there are a number of things like that, that the improvement advisor for the project is going to take on either creating himself or he's going to strongly support the creation. So those are also standardized across the network. So you see, it's a lot of work.   0:22:20.4 Andrew Stotz: Yeah.   0:22:22.2 John Dues: So that would be where we pick up with, once students come back in August, and that's kind of leaving things off at the end of this school year.   0:22:31.6 Andrew Stotz: That's great. I was mentioning about this little jingle that I was talking about, and it comes from a 1957 movie called The Music Man. And he says, his line is, there's trouble in River City, and it starts with T, and that rhymes with P, and that stands for pool. And it's this guy, he's a con man, a hustler, who's gone to the citizens of a town in River City, Iowa, telling them that the corrupting influence is the pool table in the town that's going to keep the kids from going to school. And he wants to start like a marching band. But for those old-timers that seen that movie, they'll love that reference. And if you haven't seen it, go see The Music Man on... I don't know. It's hard to find things on Netflix these days like that, but maybe it's on YouTube.   0:23:27.9 John Dues: Very classic, just like that.   0:23:30.2 Andrew Stotz: But I remember listening to that when I was young, because my parents always had musicals. My sisters actually played musicals on the record player. So you always was hearing the songs of musicals.   0:23:43.8 John Dues: Well, it seems like the truancy thing is, that's not a new problem necessarily.   0:23:48.1 Andrew Stotz: Oh, yeah, that's for sure. That's for sure. Well, why don't we wrap it up there? And on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to deming.org to continue your journey. And you can find John's book, "Win-Win: W. Edwards Deming, the System of Profound Knowledge, and the Science of Improving Schools" on Amazon. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming. "People are entitled to joy in work."  

durée : 01:00:01 - Le journal de 13h - par : Bruno Duvic - Depuis 15 ans, ce réseau initié par la Cité de la Musique a permis à 12000 jeunes issus de familles modestes d'accéder à la musique classique. Sans le programme Démos, de jeunes musiciens n'auraient sans doute jamais poussé les portes des conservatoires. Retour et bilan de ce projet. Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

durée : 00:03:26 - Un monde connecté - par : François Saltiel - Jeff Bezos, patron d'Amazon, pour son mariage, envisage trois jours de noces à Venise. Une fête qui suscite la colère des insulaires. Bien plus qu'un événement mondain, cette débauche de richesse est un symbole des tensions de classe et des problèmes environnementaux liés au tourisme de masse.

durée : 00:08:52 - La Question du jour - par : Marguerite Catton - Ce week-end, les célébrations de la Fête de la musique ont relancé les soupçons des piqûres au milieu des foules. Si des arrestations ont eu lieu, le phénomène est difficilement identifiable, tant les enquêtes sont longues et les analyses toxicologiques peu concluantes. - réalisation : Félicie Faugère - invités : Agathe Foucault Porte-parole de la Police nationale

durée : 00:55:14 - Les informés de franceinfo - Tous les samedis, les correspondants de la presse européenne débattent de l'actualité autour de Victor Matet.

durée : 00:16:32 - Fête de la musique, un succès qui ne se dément pas

durée : 00:12:10 - L'invité de 7h50 du week-end - France Inter célèbre la Fête de la musique. Didier Varrod, directeur musical des antenne de Radio France et Michka Assayas, journaliste producteur de l'émission "Very good trip" sur France Inter, en direct du Hellfest, à Clisson, sont les invités de France Inter. Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

durée : 00:37:26 - Le 18/20 · Le téléphone sonne - La France s'apprête à célébrer comme chaque année, samedi 21 juin, la Fête de la musique. Pourquoi aimons-nous autant la mélodie ? Pourquoi la musique nous fait-elle autant de bien ?

durée : 00:07:47 - franceinfo junior - Alors que la Fête de la musique aura lieu le 21 juin en France, la rédaction de franceinfo junior invite Waxx pour parler de musique.

durée : 00:03:46 - Philosophie - par : Thibaut de Saint-Maurice - Fêter les pères sans célébrer le patriarcat ? Possible, en repensant la paternité. Plutôt que certitude et domination, adoptons une paternité de conviction, fondée sur choix, douceur et engagement. Une fête militante pour un lien libéré et renforcé.

Digital transformation in ERP is one of the most pressing and misunderstood challenges facing mid-market businesses today. In this episode, we're joined by veteran consultant Tory Bjorklund, CEO of VictoriaFi, to uncover why ERP projects fail, how to avoid common traps, and what leadership must do differently to succeed.If you're a business leader, IT manager, or operations director struggling with ERP implementation, this episode speaks directly to your challenges. Tory draws on 30+ years of experience advising manufacturing and distribution companies to unpack what really drives success in manufacturing digital transformation—and it's not the software.You'll hear how failed projects often stem from poor planning and misplaced ownership, how executive teams can reclaim strategic direction, and why business process improvement must guide every technical decision. Tory also breaks down how MES and WMS systems fit into a broader transformation roadmap, and why IT vs business leadership alignment is mission-critical.We also dive into the emerging role of AI in digital transformation, especially in diagnosing stalled initiatives, monitoring project burndown, and ensuring your data tells the truth. For anyone navigating enterprise software failure rates, Tory's real-world insight provides both the diagnosis and the prescription.Whether you're stuck at 80% completion or planning your first rollout, this episode delivers the clarity, strategy, and leadership wisdom you need to move forward with confidence.Timestamps:0:00 – Intro & Tory Bjorklund's background1:05 – Who VictoriaFi serves: Mid-size companies in manufacturing & distribution2:20 – What ERP, MES, and WMS systems actually mean4:55 – Why so many digital transformation projects fail6:40 – Symptoms of struggling ERP implementations8:45 – Knowing when to pivot vs. when to persist10:10 – How AI tools can identify project failure early12:30 – Adapting digital strategies for a changing business landscape14:45 – The critical role of business leadership vs. IT16:20 – Why software alone is not a strategy18:10 – Metrics that matter: revenue per FTE and real ROI20:00 – How to connect with Tory BjorklundTo check out the YouTube (video podcast), visit: https://www.youtube.com/@drchrisloomdphdDisclaimer: Not advice. Educational purposes only. Not an endorsement for or against. Results not vetted. Views of the guests do not represent those of the host or show.  Click here to join PodMatch (the "AirBNB" of Podcasting): https://www.joinpodmatch.com/drchrisloomdphdWe couldn't do it without the support of our listeners. To help support the show:CashApp- https://cash.app/$drchrisloomdphdVenmo- https://account.venmo.com/u/Chris-Loo-4Spotify- https://podcasters.spotify.com/pod/show/christopher-loo/supportBuy Me a Coffee- https://www.buymeacoffee.com/chrisJxClick here to check out our bookstore, e-courses, and workshops: https://www.drchrisloomdphd.com/shopClick here to purchase my books on Amazon: https://amzn.to/2PaQn4pFor audiobooks, visit: https://www.audible.com/author/Christopher-H-Loo-MD-PhD/B07WFKBG1FFollow our YouTube channel: https://www.youtube.com/chL1357Follow us on Twitter: https://www.twitter.com/drchrisloomdphdFollow us on Instagram: https://www.instagram.com/thereal_drchrislooFollow the podcast on Spotify: https://open.spotify.com/show/3NkM6US7cjsiAYTBjWGdx6?si=1da9d0a17be14d18Subscribe to our Substack newsletter: https://substack.com/@drchrisloomdphd1Subscribe to our Medium newsletter: https://medium.com/@drchrisloomdphdSubscribe to our LinkedIn newsletter: https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=6992935013231071233Subscribe to our email list: https://financial-freedom-podcast-with-dr-loo.kit.com/Thank you to all of our sponsors and advertisers that help support the show!Financial Freedom for Physicians, Copyright 2025

durée : 00:04:12 - Le Zoom de France Inter - Zoom ce matin sur la fabrique d'instruments à vents Selmer qui fête ses 140 ans. Et qui prépare son SELMER Music Festival, les 27 et 28 juin au Cirque d'hiver Bouglione, à Paris.

durée : 00:04:08 - Chroniques littorales - par : Jose Manuel Lamarque - Sophie Panonacle est la députée du bassin d'Arcachon, créatrice de la Fête de la Mer et des Littoraux...

Roger welcomes Ted Tucker, executive director of the Foundation for Teaching Economics (FTE) and Lisa Chang, director of operations and teacher programs at FTE, to discuss the organization's 50-year legacy of teaching the economic way of thinking to high school students and teachers. They share the fascinating history of FTE's founding in the 1970s, the pivotal role of leaders like Milton and Rose Friedman and Gary Walton, and how FTE has evolved to meet the needs of a changing world.They explore why economic literacy is so critical, yet often neglected today, how FTE's experiential and activity-based learning approach makes economics accessible, and why an engaging introductory economics course can be life-changing for students. Plus, insights on the difference between economic literacy and financial literacy and the unique power of understanding opportunity costs and trade-offs.Ted and Lisa reflect on the personal growth they see in students and teachers who attend FTE programs, share stories of alumni success and outline their vision for the next 50 years of economic education.The Liberty + Leadership Podcast is hosted by TFAS president Roger Ream and produced by Podville Media. If you have a comment or question for the show, please email us at podcast@TFAS.org. To support TFAS and its mission, please visit TFAS.org/support.Support the show

Send us a textWelcome to another edition of Ending Physician Overwhelm - this time recorded from the car because life happens, and we roll with it.The Question That Changes EverythingWhen we talk about cutting back on work or reducing FTE, we often focus on what we want less of. But here's what we miss: What do we actually want MORE of?This episode dives deep into a conversation I had with a coaching client who was looking to reconfigure her work schedule. We weren't just trying to work less for the sake of working less - we were being intentional about creating space for what truly matters.The Laundry Trap (And Why We're Not Cutting FTE for More Chores)Let's be crystal clear: We are not cutting our physician FTE in order to do more laundry.Yes, those piles of laundry create distress. Yes, the house needs attention. But if you find yourself cutting hours only to spend that precious time doing tasks that breed resentment and frustration, you've missed the point entirely.Three Areas Where You Need to Ask This Question1. At Work: What Professional Boundaries Have Shifted?That evening clinic you agreed to when you first started? The complex procedures you took on to save patients a referral? The schedule flexibility you once had that no longer serves your current life phase?Just because you were willing to do something before doesn't mean you're wrong to say no now.Your life has changed. Maybe you have aging parents, young children, or different priorities. There's nothing wrong with recognizing that what worked then doesn't work now.2. At Home: Where Are You Trading Time for the Wrong Things?If you have more money than time available, why are you still doing your own laundry, cleaning, and yard work?Your kids and partner need to learn life skills anyway. Get the humans in your house contributing, or pay someone else to handle what doesn't bring you joy.3. In Relationships: What Are You No Longer Willing to Tolerate?This applies everywhere - with patients, family, colleagues, and friends. Maybe you used to let visits run long, take on cases outside your expertise, or accommodate behaviors that drain your energy.You get to change your mind about what you'll accept.The Permission You've Been Waiting ForYou don't need to justify why something that was okay before isn't okay now. Evidence changes. Life circumstances change. Sometimes you just wake up and realize you need better boundaries because you're drowning.All of these reasons are valid.Your Action StepsGet clear on your values and goals - What do you actually want more of in your life?Identify your non-negotiables - What are you willing to be flexible on, and what absolutely isn't up for discussion?Practice the uncomfortable conversations - Whether it's asking for schedule changes at work or setting boundaries at home.Remember: Boundaries aren't selfish - They're necessary for sustainability and showing u Support the showTo learn more about my coaching practice and group offerings, head over to www.healthierforgood.com. I help Physicians and Allied Health Professional women to let go of toxic perfectionist and people-pleasing habits that leave them frustrated and exhausted. If you are ready to learn skills that help you set boundaries and prioritize yourself, without becoming a cynical a-hole, come work with me.Want to contact me directly?Email: megan@healthierforgood.comFollow me on Instagram!@MeganMeloMD

OverviewIn this freewheeling and fast-paced episode of The Jay Thomas Show, Jay and his co-hosts serve up a lively stew of state politics, school cell phone bans, cannabis legalization, gun laws, and some good ol' Fargo flair. Governor Kelly Armstrong joins for an extended chat, answering pointed listener questions and giving updates on legislative drama, property tax reform, and school policies. The show also dives into the real-world impact of marijuana legalization across the Red River in Minnesota, complete with listener stories, spirited debate, and hilarious off-the-cuff moments.

durée : 00:07:10 - franceinfo junior - Ce mardi, c'est le 50e anniversaire de la signature de la Convention de l'ESA. L'occasion de revenir sur l'histoire de l'Agence spatiale européenne avec Nathalie Tinjod, chargée de relations internationales et cheffe du projet Histoire à l'ESA.

durée : 01:28:24 - Relax ! du lundi 26 mai 2025 - par : Lionel Esparza - Fondé en 2005, l'ensemble Aedes fête ses 20 ans ! Pour l'occasion, Mathieu Romano est invité à nous raconter cette belle épopée.

Il y a ce premier verre. Celui que l'on commande avec l'assurance du rite. Celui qui fait office de prétexte léger, qui est programmé, prévu et qu'on se promet de ne pas faire suivre d'un second, voire d'un troisième. Et, puis, il y a ce moment précis, presque imperceptible, où l'on sait que l'on va en commander un deuxième. Où l'idée surgit avant même que l'on ait réellement terminé le premier. Non pas par soif. Non pas par politesse. Mais par une force plus subtile, plus souterraine, où se mêlent chimie du cerveau, dynamique du désir, et la fragile euphorie des instants suspendus. Pourquoi, alors, cette envie est si difficile à réfréner ? Pourquoi ce deuxième verre nous appelle-t-il, souvent, avec plus de force que le premier ?Dans ce nouvel épisode de Parlons Vin, la journaliste Alicia Dorey explique les raisons qui vous poussent à commander un deuxième verre.Et n'oubliez pas : parlons peu mais Parlons Vin !Vous pouvez écouter cet épisode sur Figaro Radio, le site du Figaro et sur toutes les plateformes d'écoutes.Voix : Alicia DoreyMontage : Antoine Lion-RantyPrise de son : Louis ChabainProduction exécutive : Aude Sérès, rédactrice en chef, pôle audio Le FigaroCoordination de production : Pôle audio Le FigaroCommunication : Réseaux sociaux Le FigaroVisuel & habillage : Studio design Le FigaroHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Sign up for early access to our upcoming finance course here>>> https://autumn-sky-2941.kit.com/0f2b011d3c  We host Michael Johnson in this episode as we discuss physician contracts and break down key elements every physician should know. From analyzing deals and understanding compensation models to navigating noncompete clauses and malpractice insurance, we cover it all! Michael Johnson graduated from Tulane Law School in 2014 and founded Michael Johnson Legal (MJL) in 2019 after practicing in business, insurance, and construction litigation. He founded MJL due to his passion for physicians. He believed they are underrepresented and untrained on the legal and business side of medicine, and felt that it was a worthy career pursuit to change this balance of power. His superpower is simplifying complexity into actionable advice. One legal myth he loves to debunk for clients is the myth that all physicians need to work a full throttle 1.0 FTE to succeed in their careers. He believes that for some physicians, this may be the ideal; however, for others, working something less than a 1.0 FTE may, in fact, protect the physician from moral injury and burnout, leading the physician to take better care of themself and prolong their career in medicine, ultimately benefiting more patients in the long run. Michael Johnson graduated with a B.S. from Auburn Montgomery in 2010 and served as captain of the tennis team. He also competed in the entry levels of professional tennis, junior Wimbledon, and for Team USA's Junior Davis Cup squad. In his spare time, he enjoys playing tennis, platform tennis, golf, and spending time with his wife and kids.  In this episode, we answer questions which you might have on navigating and negotiating contracts like a pro like; How should physicians analyze and negotiate their contracts? What's the difference between academic, hospital, and private practice deals? Compensation: What's included and what should you be aware of? Noncompetes, exit strategies, and termination rights: What's negotiable? Are tail insurance and moonlighting opportunities really negotiable? Signing bonuses: What's the catch? And much more! For listeners in medical school, residency, or fellowship, Michael's team would love the opportunity to do a free virtual didactics training on physician contracts for your program. Feel free to contact the team at contact@michaeljohnsonlegal.com Instagram: https://www.instagram.com/physiciancontracts/?hl=en  This episode is sponsored by St John Associates. St. John Associates is a physician recruiting firm that was recommended to us by one of our listeners. They've been around for over 33 years, matched thousands of physicians with healthcare employers across the country, and their services are completely free to job seeking physicians. Their orthopedic surgery team, one of the top national recruiting teams in the ortho market, has over 18 years of experience and hundreds of matches in all ortho subspecialties. Visit them at StJohnJobs.com/Ortho to get started with your completely free orthopedic job search today. Following that link will let them know that you found them through us.  

durée : 00:25:38 - LSD, la série documentaire - par : Elodie Maillot - Le disco brille encore dans nos nuits. Il reste un synonyme fort de libération dont s'emparent les fêtards, les poètes, et les artistes qui puisent aussi dans ses racines underground pour réinventer une joie collective. Mais le ré-enchantement est-il devenu une arme politique ? - réalisation : Thomas Dutter

In this episode: In this episode, Aaron and Terryn unpack the complexities of hiring decisions: when to hire, who to bring on board, and how to do it effectively. They explore the pros and cons of hiring internally versus engaging an agency, emphasizing the importance of aligning hires with your budget and growth goals. From building a leadership team of “leader-doers” to navigating the pitfalls of overhiring, they share practical strategies to avoid costly missteps, like the dreaded scenario of letting go of new hires due to poor planning.   The conversation also covers the financial realities of hiring, with insights on labor ratios (10-15% for online businesses, 18-22% for brick-and-mortar) and the hidden costs of onboarding. Aaron and Taryn discuss the benefits and challenges of working with agencies, offering tips on setting clear expectations and incentivizing performance to ensure a strong return on investment. They also touch on the role of virtual assistants (VAs), stressing the need for strong leadership and clear deliverables to maximize their value while avoiding risky delegations, like handing over sensitive financial controls.   Tune in to learn how to hire strategically, manage budgets wisely, and build a team that fuels sustainable growth. For more resources, including a free 30-minute video on EOS tools, drop “EOS” or “Traction” in the podcast's social channels. Catch The Ops Experts Club next week for more insights to elevate your operations!   Minute by Minute: 0:00 Introduction 2:40 Do we hire internal or go outside?  5:29 Don't hire the wrong leader 10:06 We need more revenue to build more team 13:31 Hiring an agency vs FTE 19:56 Offshore hiring

durée : 00:19:43 - Journal de 18h - Beaucoup de monde notamment à Dunkerque, autour des salariés d'ArcelorMittal, qui a annoncé un plan social. Les appels à nationaliser l'entreprise ont fusé.

www.marktreichel.comhttps://www.linkedin.com/in/mark-treichel/Episode Overview:In this episode of With Flying Colors, Mark Treichel tackles two hot topics ahead of the upcoming NCUA Board meeting:The Staff Buyout Program: With 145 FTEs already accepting voluntary separation packages—roughly 12% of NCUA's workforce—Mark explores the deeper implications. Could the agency be targeting a symbolic sub-1,000 FTE threshold? Poll results and inside intel help paint the picture.The Wildfire Relief Briefing: Mark offers context for why the interagency appraisal relief rule—issued in January—is now being briefed to the NCUA Board in April.Plus, a timely listener tip leads to a discussion of Treasury Secretary Scott Bessant's recent remarks about reshaping regulatory culture—calling for more transparency, better tailored supervision, and a possible redefinition of "safety and soundness."

Jessica Harris is the owner of Four Sisters Childcare in Linden, Utah — a thriving center named after her four daughters. Alongside her husband, she's built a program that's now serving 91 full-time equivalent students with a capacity of 86 and a waitlist. But her real work goes beyond enrollment.   In this episode, Jessica shares her journey from running a home daycare to leading a full-blown center, all while growing as a leader, navigating fear, and learning how to truly step into her power. She opens up about the deep personal habits that ground her, the way she teaches resilience to her staff, and how she learned to treat herself like the CEO of her own life with systems, policies, and boundaries.   She talks with Kris about how she rebuilt from burnout, found peace in structure, and created a culture where small daily wins add up to big growth.   Key Takeaways: [2:58] Kris is heading to Bali to work on her leadership, mindset, and spiritual growth. [7:02] Jessica and her husband run Four Sisters Childcare, named after their four daughters. The center started as an in-home program and now serves 91 FTE students with a waitlist. [8:28] A push from Kris at a conference inspired Jessica to expand into a center — an idea that changed everything. [11:42] Jessica was never someone who dreamed big, but learning to shift her mindset has helped her move from fear to confidence. [16:59] The past year brought clarity: her center's “why” is teaching resilience, not just to children, but to her staff. [19:04] Personal growth, including spiritual habits and consistency, helped Jessica move through fear and burnout. [22:02] Missing her daily practices for just two weeks during Summit reminded her how essential small habits are for inner peace. [23:29] Jessica teaches her staff to create “personal policies and procedures” the same way a company would, down to details like where to leave a retainer at night. [26:51] Her team resonated deeply with the message, and starting small helped them follow through on goals they'd struggled with for years. [28:09] Jessica applies the CEO mindset to social media habits too: setting systems and supervision helps her stay accountable without cutting Instagram out entirely. [30:46] Systems = success. Whether it's the gym or your phone, adjusting your system helps you follow through. [36:41] Just like sharing your brownies, it's important to share your strengths and successes. [38:17] Marketing strategy: strong Google Ads, Facebook, and Instagram stories, a busy road, rotating banners, and word-of-mouth from alumni families. [41:56] Jessica and her husband pursued a second location but learned through the process that they needed a little more time to prepare. [44:25] Not getting the building was a hard lesson in acceptance but also an opportunity for growth, reflection, and systems testing.   Quotes: “Get comfortable being uncomfortable, and you'll see the growth.” — Jessica [12:30] “I have slowly been learning my passion and realizing that resilience, along with communication, is just huge. It's huge.” — Jessica [19:05] “We are our own CEOs, and we have to have policies and procedures for ourselves, and we have to follow them just like a company. If you don't do that, it fails.” — Jessica [23:29] “If you do what you say you're going to do, then you have a higher level of deservingness, self-love, and value.” — Kris [27:50] “When things either go my way or don't go my way, it's like, I'm not going to put power into wanting to claw at it and control it and need it and be in resistance to the fact that it's not working. It's just to be in acceptance and it'll flow.” — Jessica [45:08]   Sponsored By: ChildCare Education Institute (CCEI) Use code CCSC5 to claim a free course!   Mentioned in This Episode: Kris Murray @iamkrismurray The Child Care Success Company The Child Care Success Academy The Child Care Success Summit Grow Your Center Childcare Education Institute: use code CDARenewal22 to get $100 off your renewal Four Sisters Child Care

In episode #273, I'm sharing some insight from a Mark Roberge talk in Tempe, AZ at PHX FWD. Should we believe the ARR per FTE hype? - Is my SaaS being left behind? - Should we believe the hype? - Current benchmarks for ARR per FTE Be in the know! Join our SaaS community. https://www.thesaasacademy.com/offers/ivNjwYDx/checkout

In this episode, Drs. Patrick Georgoff, Teddy Puzio, and Jason Brill are joined by special guest Dr. Pat Murphy, who helps us delve into the evolving field of acute care surgery (ACS), exploring its history, challenges, and the nuances of defining full-time employment in this demanding specialty. The discussion highlights the origins of ACS as a response to unmet emergency surgical needs and its three foundational pillars: trauma surgery, emergency general surgery, and surgical critical care, with additional roles like surgical rescue evolving over time. Dr. Murphy share insights into the workload, including night shifts, call schedules, and the toll on surgeons' health, emphasizing the importance of fair compensation, equitable shift distribution, and transparency in job expectations. The episode underscores the value ACS surgeons bring to hospitals, likening them to essential infrastructure like firefighters, with their impact often unrecognized in traditional productivity metrics like RVUs.    Dr. Murphy would like to thank the many collaborators who made this volume of work possible including the many acute care surgeons who have taken the time to participate in the research and their dedication to patient care and surgeon wellbeing Learning Objectives: 1)        Define and understand the evolution of acute care surgery as a surgical subspecialty, including its historical development, key components (trauma, surgical critical care, emergency general surgery, surgical rescue), and its unique role within the surgical landscape. 2)        Analyze the concept of "full-time equivalent" (FTE) for acute care surgeons, considering factors such as call schedules, shift length, service demands, and the impact of varying case volumes and intensities on workload. 3)        Discuss the challenges of defining and measuring the value of acute care surgeons, considering factors beyond traditional productivity metrics (e.g., RVUs) such as the impact of surgical rescue, patient safety, and the value of 24/7 availability in preventing adverse outcomes. 4)        Explore the importance of recognizing the unique demands and contributions of acute care surgeons, including the impact of high-stress environments, irregular schedules, and the importance of work-life balance and clinician well-being on long-term sustainability within the specialty. This episode of Big T Trauma was sponsored by Teleflex, a global provider of medical devices. Learn more at teleflex.com and at the Teleflex Trauma and Emergency Medicine LinkedIn page. ***SPECIALTY TEAM APPLICATION LINK: https://docs.google.com/forms/d/e/1FAIpQLSdX2a_zsiyaz-NwxKuUUa5cUFolWhOw3945ZRFoRcJR1wjZ4w/viewform?usp=sharing Please visit https://behindtheknife.org to access other high-yield surgical education podcasts, videos and more.  If you liked this episode, check out our recent episodes here: https://app.behindtheknife.org/listen BIG T Trauma Series: https://app.behindtheknife.org/podcast-series/big-t-trauma