Podcasts about ftes

This episode covers the April 23, 2026 Sacramento Metropolitan Air Quality Management District meeting, featuring the proposed FY 2026–27 budget and fee schedule, staffing and vacancy reports, and public feedback on the Community Emissions Reduction Plan. Key highlights: the proposed roll-up budget of $49.6M revenue and $56.1M expenditures (use of fund balance), a proposed 2.72% CPI fee increase, five vacant FTEs unfunded for 26–27, updates to the restricted incentives fund and a six-year forecast, and plan revisions addressing tree canopy, truck routing (AB 98), and local jurisdiction comments. The meeting included public hearings, motions to approve actions, and a closed session with no reportable actions.

SaaStr 851: The Agents, Episode 002. Managing 20+ AI Agents: Lazy Agents, Stealth Churn & the Death of 60% Solutions In Episode 2 of The Agents, Amelia Lerutte, Chief AI Officer at SaaStr, and Jason Lemkin, Founder and CEO of SaaStr, share the trials, tribulations, victories, and minor defeats of managing 20+ AI agents in production. With three humans and 20+ AI agents now driving more revenue and output than SaaStr did with 20+ FTEs in 2020, this weekly series goes deep on what's actually working, breaking, and changing in the agentic era. This week's episode covers: 00:00 Welcome to The Agents Episode 2 01:00 Lazy Agents: How an AI agent silently deleted Amelia's session from the SaaStr Annual top 10 06:30 When agents blame the API: agentic accountability and the need for daily QA 09:00 The 60% Solution Problem: Why HubSpot's new AEO tool failed and got vibe coded better in 10 minutes 14:00 Figma Make vs. Replit, Lovable, and v0: Why no one will pay for "good enough" AI products 17:30 Classic Figma is now Grandpa Software: Production breakdowns and why Illustrator's agent is winning 21:00 Stealth Churn in Canva, ChatGPT, and beyond: The hidden metric every leader needs to watch 27:00 Why Claude Cowork created lock-in and killed ChatGPT usage for Amelia 30:00 Forward Deployed Engineers vs. Self-Serve: Why FDE light is the answer for SMB AI deployments 36:00 Vector breaks the agent freeze: How a 15-minute CEO-led deployment won SaaStr's business 40:00 The Agent API Test: Which APIs work best with AI agents (Salesforce wins, Marketo fails) 46:00 Resend, 11 Labs, and OpenRouter: The new gold standard for agent-friendly APIs 50:00 The Marketo collapse: When your marketing automation platform can't honor unsubscribes 55:00 Building an AI VP of Finance: Why collections is the next agent frontier at SaaStr 1:00:00 SaaStr Annual 2026 is three weeks away: May 12-14 in the SF Bay Area Topics covered: AI agents, agent management, lazy agents, stealth churn, vibe coding, Replit, Lovable, v0, Figma Make, HubSpot AEO, Claude Cowork, forward deployed engineers, FDE, self-serve AI, Vector, Salesforce, Marketo, Resend, 11 Labs, agent APIs, AI VP of Finance, collections automation, SaaStr Annual 2026 SaaStr Annual 2026 | May 12-14 | Come learn how to build, deploy, and manage AI agents from the leaders at Salesforce, Replit, Vercel, Cloudflare, and more. Register at saastr.ai Subscribe for weekly episodes of The Agents and the SaaStr Podcast. #AIAgents #SaaS #SaaStr #AgenticAI #VibeCoding

Welcome to another energizing solo episode of Build a Better Agency! This week, host Drew McLellan draws on his 25+ years of agency experience to deliver both a rallying cry and a clear-eyed reality check for independent agency owners: the chaos swirling around AI, consolidation, and economic uncertainty isn't the threat it appears to be — it's an invitation. For owners who are willing to evolve, this may be the best decade in history to run an independent agency. Diving deep into the macro forces reshaping the industry, Drew McLellan unpacks the five trends that every agency owner needs to understand right now — from the collapse of institutional trust landing squarely in your lap, to the cracks forming inside the big holding company networks, to the seismic shift in how clients find and hire agencies. He shares data from AMI's own 2026 Agency Edge Research alongside findings from the Edelman Trust Barometer, painting a compelling picture of why independent, niche, founder-led boutiques are uniquely positioned to thrive while the giants stumble. Beyond the trends, Drew maps out five concrete opportunities your agency can pursue in the next three to ten years — from repositioning as a strategic advisor rather than a vendor, to monetizing AI the right way, to riding the in-house reversal as brands unwind internal teams they can no longer sustain. You'll hear real data on what's happening to AGI per FTE, why generalist agencies are losing ground, and what the consulting world can teach us about where agency revenue is headed next. If you're tired of feeling anxious about the future and ready to see the opportunity hiding inside the uncertainty, this episode is essential listening. Whether or not you make it to the Build a Better Agency Summit in May, Drew McLellan's guidance will challenge you to stop waiting for the dust to settle — and start building the agency you actually want to own. A big thank you to our podcast's presenting sponsor, White Label IQ. They're an amazing resource for agencies who want to outsource their design, dev, or PPC work at wholesale prices. Check out their special offer (10 free hours!) for podcast listeners here. What You Will Learn in This Episode: Why this is the best decade to own an independent agency for those willing to evolve their business model How consolidation among holding companies creates lucrative opportunities in the neglected middle market segment Five major opportunities that will define successful agencies over the next decade Why AI adoption gives small shops the sophistication level that previously required holding company resources How to transform from vendor relationships into strategic advisor partnerships that command premium pricing The specialization imperative that delivers 10-20% higher margins than generalist agencies Why your agency is positioned as the most trusted entity in the new economy How to monetize AI properly by focusing on outcomes rather than tool usage The workforce evolution requiring fewer FTEs but more strategic value creation

Introduction What happens when the insurance industry's dominant agency management platform decides manual data entry is no longer acceptable? Applied Systems is betting its product roadmap on a three-ring strategy they call the "digital round trip," combining embedded AI, strategic acquisitions, and platform overhauls to eliminate the operational drag that costs agencies thousands of hours per year. This deep dive unpacks the core strategy shifts, the specific technologies driving change, and the leadership decisions behind a platform serving 37,000 agencies and 300,000 users. Key Topics The Digital Round Trip Framework - Applied's three concentric rings: core agency management (Epic), carrier collaboration (Ivans, Cytora), and embedded AI. Each ring represents a strategic investment layer aimed at turning Epic from a system of record into a system of action. Cytora Acquisition and Zero-Training AI - How Cytora's "agentic team" of seven LLMs running at different temperature settings extracts structured data from unstructured inputs (emails, PDFs, voice calls) without pre-labeled training data, cutting submission prep from hours to minutes. Epic AutoFill for Benefits and Commercial Lines - AI-powered extraction that reads SBC documents and complex vehicle schedules in seconds, saving an estimated 30 minutes per plan and 2-3 hours per commercial submission in manual data entry. Epic Max: The Natural Language Copilot - Applied's AI assistant targeting the 2-3 hours per day agency staff spend searching for information. Goal: recapture 12,000 hours (equivalent to 6 FTEs) in its first year through instant natural language queries with auditable source chains. BPO Disruption - Applied's aggressive stance that AI should replace outsourced data entry, directly challenging the business model of agencies spending $500K+ annually on BPO for routine tasks. Agency Valuation and M&A Implications - How AI adoption and system consolidation make agencies more attractive to acquirers. Clean data, lower operating costs, and standardized workflows command premium multiples. Notable Quotes "Their strategy comes from clients saying, we're spending way too much money outsourcing stuff that the software should just do." "The initial fear of AI seems to be turning into FOMO on AI. Because if your competitor is saving 2 hours per person per day, you literally can't afford not to adopt." "An agency that uses this tech to streamline workflows, clean up its data, lower operating costs becomes way more attractive to buyers. It's the after photo." "Automating the simple decisions is becoming table stakes. Using AI to master the triage and routing of the most complex risks to the human brain might be the real competitive advantage in the next decade of insurtech." Resources Applied Systems: Applied Systems: https://www.appliedsystems.com/ AppliedNet Conference: https://www.appliednet.com/ Host & Organization: Joshua R. Hollander on LinkedIn: https://www.linkedin.com/in/joshuarhollander/ Horton International (USA): https://www.horton-usa.com/ Insurtech Leadership Podcast (LinkedIn Showcase): https://www.linkedin.com/showcase/insurtech-leadership-show Subscribe & Review If you enjoyed this episode, subscribe on your favorite platform and leave a review. The Insurtech Leadership Podcast is available on YouTube, Podbean, Apple Podcasts, and Spotify.

In this episode of Money Meets Medicine, Dr. Jimmy Turner and physician contract attorney Michael Johnson break down the personal finance side of physician compensation. From negative accrual contracts that treat your salary like a loan, to sign-on bonus clawback traps that can lock you into a bad job for years, they cover the financial landmines most doctors never see coming. You'll learn why some doctors end up owing money back to their employer, how a collections-based pay model left one physician with a six-figure IRS bill, and the sneaky ways sign-on bonuses can limit your career flexibility. Michael also walks through retirement matching pitfalls (and how a change in 401k contributions can quietly cut your compensation by $15,000+), the hidden cost of maternity leave when bonus structures aren't prorated, and why so many physicians in production models stop taking vacations entirely. Plus, practical strategies for negotiating reduced FTEs, flexible schedules, and better clawback terms — whether you're finishing training or considering a job change. Topics covered: negative accrual contracts, physician sign-on bonus clawbacks, 401k/403b employer matching, maternity leave compensation, physician contract negotiation, reduced FTE scheduling, collections-based pay, estimated taxes for 1099 physicians, and disability insurance for residents. Episode Links and Resources Every doctor needs own-occupation disability insurance.  Get it from a source you can trust: https://moneymeetsmedicine.com/disability Want to get a $100 discount to work with Michael Johnson Legal (a physician contract legal team)? Use this link --> https://moneymeetsmedicien.com/negotiate Want a free copy of The Physician Philosopher's Guide to Personal Finance?  Snag your copy here: https://moneymeetsmedicine.com/freebook   Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Peter Kujawa, executive vice president and GM of Service Leadership and IT Nation at ConnectWise Labor is roughly 75% of a managed service provider’s cost of goods, which makes compensation strategy one of the biggest levers in the business. In this episode of In The Channel, Robert Dutt sits down with Peter Kujawa, EVP and GM of Service Leadership and IT Nation at ConnectWise, to dig into the findings of the 2026 Annual IT Solution Provider Compensation Report. The conversation starts with the Canadian data, which shows that solution providers in this market are planning the lowest pay increases of any region surveyed – just 7% of employees are seeing raises above 6%, and 42% are getting 3% or less. Kujawa attributes that to macro-economic softness, pullbacks in hiring by large tech firms, and the return-to-office trend reducing the remote competition for talent that was driving up wages in 2021 and 2022. From there, the discussion turns to what separates top-quartile firms from the rest. Best-in-class MSPs pay their service teams roughly $10,000 less on average, but the reason isn’t underpayment – it’s a staffing model built on a higher ratio of Level 1 technicians, made possible by unified tech stacks and narrower customer profiles. Those same firms use three times as much incentive-based compensation as bottom-quartile operators, yet industry-wide adoption of incentive pay has barely moved despite years of data supporting it. The episode also covers early data on AI and automation in the service desk, where digital workers are starting to show up in Level 1 and Level 2 roles, and a look at sales and marketing investment benchmarks – including why the most profitable firms are adding lead generation roles instead of sales headcount. The full report is available from Service Leadership for $2,000 USD, or free for MSPs who contribute their data during the annual survey period. Read Full Transcript Robert Dutt: Hello and welcome to In The Channel from ChannelBuzz.ca, bringing news and information to the Canadian IT channel community for the last 16 years. I’m Robert Dutt, editor of ChannelBuzz.ca and your host for the show. If you run an MSP, labor is your single biggest cost – roughly 75 cents of every dollar you bring in. So knowing what to pay, who to pay more, and where you might be over or under investing in your people isn’t just an HR exercise, it’s a profitability question. Service Leadership, part of ConnectWise, has been benchmarking compensation across the IT solution provider space for years, and they’ve just released their 2026 annual report. What makes this year’s data especially interesting for our audience is that it includes dedicated Canadian data, and the Canadian picture looks quite different than the rest of the market. My guest today is Peter Kujawa, Executive Vice President and General Manager of Service Leadership and IT Nation at ConnectWise. Peter is a former MSP operator himself, and he brings a practitioner’s eye to the data that I think you’ll find really useful. Let’s get right into it, my chat with Peter Kujawa. Robert Dutt: Peter, thanks for joining us. Appreciate it. Peter Kujawa: Yeah, happy to be here. Thanks for having me on. Robert Dutt: I guess the name of the report kind of says what it does on the tin, but for listeners who aren’t familiar with the Service Leadership compensation report, can you kind of give us the 60-second version of what it is, how long it’s been running, and why you guys choose to run it? Peter Kujawa: The compensation report has run – I think this is our seventh or eighth edition of it – but what’s significant is we’ve been running it as an annual report for the last four years. The reason that we’ve made it an annual report is because when we hadn’t run the report for seven years – Service Leadership last had run it in 2015 – in 2021, wage inflation was running so high and causing so many challenges for MSPs that we were getting a lot of questions about what I should be paying my people, what are increases looking like, I’m getting requests for 10, 12, 14% increases, is this in line with the market. And we didn’t have the data. And we’re data people – we like to be able to not talk in theoretical, but talk in data. And so we decided to dust off the older methodology and we ran the report in 2022. It was so successful that we decided to make it an annual report. And so every year in October and November, we open up our portal and MSPs from all over the world enter their data into the system. Anybody who enters their data gets a free copy of the report. We publish it, and anybody else can still buy a copy of the report for $2,000 US. But the value of it’s incredible. What we’re able to do with the report that nobody else can is, because we measure profitability of the industry worldwide, we’re able to correlate what companies – what MSPs – are paying their people, and profitability. So in other words, you’ll see in the report entire sections of analysis saying, what is it that the top quartile most profitable companies are doing differently in terms of paying their people than the bottom quartile? So that provides a lot of really useful guidance. But really the meat of it is when you go into the actual tables. We have over 60 positions that we collect compensation data on from MSPs. And you can see, based on experience level, what MSPs are paying their people for these positions. One of our objectives going in was to be able to provide a report that only shows data from the industry. All of our data is industry-specific data. And why that’s important is, while a hospital system or an enterprise company or others may have level one help desk positions, or they might have project engineers or other positions that sound like MSP positions, in reality, the jobs of those positions are different than they are at MSPs. It’s really hard when you go out and you do a market-based compensation study to really understand, as an MSP, what I should be paying my people versus what enterprise pays for similar positions. So our data is industry-specific. We collect it every year. It’s really recent. We carve it up by region and do different things to give value to MSPs all over the world. Robert Dutt: You’ve said in the past that we’re in the golden age of running an MSP. The compensation data from this year’s report – does it back that up? Does it complicate things? Basically, what’s the headline here in terms of the compensation trend? Peter Kujawa: I would say both. And so first of all, yes, I said that – including last week at London from the main stage keynote. The last six years have been the best profitability years ever for the industry. Best in class has done better than ever. Bottom quartile has lost less money than ever. Still in many cases losing money, but that’s a different discussion. However, MSPs’ largest source of cost is what they pay their people. Delivering services is, by definition, a services-based business. So if I’m delivering managed services, I’m spending about 25% of my cost of goods on my tools. The other 75% or so is on my people. And MSP employees have historically had wage increases at about twice the rate of CPI. So the challenge for MSPs has been, I’m having to pay my people these increases, I’m seeing my cost of labor going up at twice the rate of inflation, I can only increase my customer’s cost by a certain degree. I probably can’t increase them year over year for too many years in a row at twice the rate of inflation. So I need to figure out how to be more efficient in my business. The good news for MSPs is that crazy wage inflation we saw back in ’21 and ’22 has mitigated in three of the four geos. The only exception is Europe. So it’s gotten better, but wage inflation is still a huge issue for MSPs. Since 2013, we measure the relationship between service revenue and the cost of your service team and wages. It’s one of our most important KPIs at Service Leadership. And we haven’t seen any improvement in that since 2013, despite the tools getting better, despite pricing increasing. MSPs have been stuck because wage inflation has been so hot. And so yes, the last six years have been the best time ever for MSPs. But MSPs have to fix this issue with labor costs. And so that’s what’s so exciting about AI and automation, the things that we’re doing at ConnectWise with zofiQ and our platform. These are things that give MSPs the opportunity to finally get ahead and really take a bite out of this labor cost issue. Robert Dutt: Let’s talk about Canada specifically. Your data shows that Canadian solution providers are planning the lowest pay increases of any region. I think it was only 7% of employees are getting raises north of 6%, 42% getting 3% or less. What’s behind that? Peter Kujawa: Well, I think there’s a bunch of things that are going on right now. Number one is, depending on the region, there’s some economic softness. And when there’s softness in the economy in general, that comes into the labor pool. So if other companies are not adding staff at the same rate, it takes some of the pressure off of MSPs in that area. So there’s definitely some of that going on. I think also just the overall tech economy, especially in North America – we’ve seen a lot of announcements about significant cuts from some of the larger tech companies. And that has a way of bleeding down into the MSP space. We saw the opposite in 2020 and ’21 and ’22, and that was all these companies are hiring and they’re adding remote labor all over. And all of a sudden, local MSPs are having to compete with some of the biggest tech companies in the world for their local talent because of remote work. Well, many of those – A, many of those companies have been cutting a lot of jobs and it’s been very publicized over the past year. B, remote work has changed as well. We have analysis in there showing that most companies in the MSP space have returned to the office. And that’s definitely something that I think you’ve seen in big tech as well. So those two things have taken some of the pressure off and improved those really high-level increases. And I think that’s what we’ve seen in three of our four markets. Robert Dutt: In terms of the Canadian numbers, I’m curious if you see them making – is it a company choice? Is it discipline, or is it a sign that Canadian MSPs are under more financial pressure than their peers in other markets? Peter Kujawa: I’d have to run and take a look at the data on the profitability of the Canadian market compared to some of the other markets right now. I’m not aware of any of that being an issue right now, but I could certainly take a look at that, Robert, and get back to you. I think it’s more a case of the North America trends on labor. It’s probably indicative of a general softness in the Canadian economy and just some concerns that companies have. When companies are concerned about what’s going on today in the macro economy in their region, they pull back on hiring. Well, when they pull back on hiring, that creates less opportunities for the employees of the MSP to jump ship and go somewhere else and get a big bump. Second of all, I think MSPs are known as great training grounds for tech employees, and the tech employees know this. Recruiters know this. MSPs are really fertile recruiting ground. Well, it’s a lot more tempting to take that offer when it looks like the economy is red hot and everybody’s growing. When it looks like, you know, things are pretty good for me at the MSP – I like what I do, and yes, I could go to this other company, but we’re seeing all these cuts at all these other companies, and my MSP is doing fine and growing and has been good to me – maybe I’m happy with a normal increase and maybe that huge increase I was looking at getting is not as tempting and I’m maybe not going to leverage it. So I think all these things tie together when you’re looking at what goes on in wage inflation in our industry. Robert Dutt: So from the other point of view, it kind of cuts the chances of it becoming a retention issue. As you say, there’s those kinds of loyalty factors built in. One of the more counterintuitive findings is that best-in-class MSPs – the top quarter in profitability – gave roughly three times fewer large pay increases than bottom quartile firms. What are they doing differently? Peter Kujawa: Yeah, it’s an interesting question. There’s a few factors that tie in. There’s some other linkage to what the best in class is doing differently, but I think specifically in terms of increases, there’s a couple things that play out. Number one is the best in class have built a business that is much easier to recruit somebody into and get that person to be productive faster. And what I mean by that is best-in-class companies are servicing a more narrow target customer profile. They are much more likely to have their customer base on a singular tech stack. So they’re not servicing multiple vendors per each thing that they offer. So let’s say, for example, firewall support – just a basic example. A best-in-class company is much more likely to have unified on a single vendor and have 100% of their managed service clients on that vendor’s products. As a result, it’s a lot easier for a new tech coming in to understand their offerings, to become productive faster. So they hire more level one techs and they’re able to recruit those techs and get them up and running easier. That gives them an advantage when there’s techs that are thinking of leaving and they need to match a higher increase in order to keep that tech. If you know that we’re going to lose a certain number of techs a year and we’re going to need to replace a certain number of techs a year and it’s fine, we’ll deal with it, we have the engine that’s capable of sustaining and bringing them in – well, then I’m more likely, when a tech comes in on a Friday and says, “Hey, I’ve got this offer. I like it here, but it’s a 20% increase or 15% increase. If you match it, I’ll stay” – well, if I’m a bottom quartile shop and I have all this additional complexity in my organization, it’s harder for me to get somebody up and running. I’m probably more likely to match that or come close to it if they stay. If I’m a best-in-class shop, I’m much more likely to say, “Hey, you’ve been great here. Glad we hired you two years ago or whenever. Keep in touch. And if you know anybody who’d be a good fit, send them our way.” So that’s one factor. Number two is, when you work at a bottom quartile MSP, it’s not a lot of fun. Process is not as good. As I said, you don’t have as much of a unified tech stack and target customer profile. As a result, the quality of your service delivery tends to suffer. You’re probably getting yelled at more often by your customers. It’s just, in general, not as enjoyable of a place to be. Best-in-class shops grow the fastest. When you’re working at a best-in-class MSP that’s growing at twice the rate of a bottom quartile MSP, that means there’s going to be more opportunity for you from a career perspective. Life is a lot more fun when you’re at a faster growing, more profitable firm. So those companies are able to be more discerning on the increases that they give. I think the other factor at play is the best-in-class MSPs tend to be much better at using data to make decisions. And that’s not just for what they pay their people – they use data and really understand what’s going on in their business, in their industry. They’re less likely to just throw around increases for the sake of increases, and they run their businesses in a tighter way. So I think there’s several things that tie into that. Robert Dutt: It sounds like the takeaway, the lesson, is not so much “pay less” as it is structure the organization more intentionally, more thoughtfully, and you’re able to – for all these reasons that you outline – keep people or better react when folks do want to move away for a much higher paycheck. Peter Kujawa: Yeah. Run your business at a higher operational maturity level, and you will get all sorts of other benefits from it, including this. One of the other slides that is in there that’s tied into what you just said is, we looked at on average, by category of employee, what is the best in class, median, and bottom quartile pay in each category. And one of the questions I get a lot from the report is, on average, the best in class pays their managed services team $10,000 a year less than the bottom quartile. It’s about $75,000 for bottom quartile, about $65,000 for best in class. So the question is, well, if I go work at a best-in-class MSP, am I being underpaid? Do I have to take a pay cut to go work at a best-in-class MSP, or are they just not fair with what they pay their people? The answer is, that’s not the way to look at that data. The best in class is able to pay less on average because, if you look at a managed service team, you have level one techs, level two techs, level threes. You also have service managers, you have vCIOs, project managers or project coordinators. So you have all these people that constitute the team, but the majority of the positions are your techs – level one, two, and three techs. Our data says that the best in class have a much higher percentage of level one techs. The bottom quartile have a much higher percentage of level two and three techs. So if I have two MSPs side by side, and they both have 10 techs in their tech team, but one of them has two level ones and the other eight are a mix of level twos and threes – well, those level twos and threes cost a lot more. So if I have another MSP that has 10 techs but six of them are level one techs and four of them are level two and three, those level one techs cost a lot less. If I add all those up and I divide by the number of employees I have, my average cost per tech is much lower if I have more level one techs than if I have more level two and three techs. So you can go to work at a best-in-class MSP and do well. In fact, they pay more incentive pay as a percentage on average. So if you’re really a rock star and you go in and do a great job at the business, you should actually be able to make as much or more money. Robert Dutt: You talked before about the 14% or so of gross margin benchmark for marketing spend. Are there similar concrete benchmarks in this report that an MSP owner could take back to their business this week and immediately act on in terms of improving profitability or improving the business? Peter Kujawa: Yes. There’s a number of them. I would say it would depend on the size or maturity of the MSP what they would act on or take back. But if nothing else, the first thing I would suggest is go into the actual data tables and see how your people compare and understand if – first of all, no MSP leader or owner ever hears from their people, “You know, I think we’re kind of overpaid. Why don’t we – we would like to see our pay reduced to the market,” right? There’s a constant pressure to do two things when you’re running an MSP. Number one is to pay more. Number two is to add more bodies. So I would go back first and foremost, look at the tables and say, here’s what I have for people, here’s their experience level, here’s where they’re at. How am I comparing to what I’m seeing in the market? That would be number one. Number two is I would, regardless of the size of the MSP, look at my incentive pay for both managers and staff positions. I would take a look at what percentage of total annual earnings are tied to incentive. The best in class on average ties about three times as much to incentive pay as the bottom quartile, for both staff and for managers. Well, how do they do that? There’s some best practices to incentive compensation. What you don’t want to do is go out tomorrow and just cut a percentage of pay out of your people’s base and shift it to incentive and say, “Hey, great news guys. Effective today, I just cut your pay by 10%, but now you get an incentive and you can actually earn a little bit more.” That will not go well. So there’s best practices for how to implement this. Start with your managers. Build the incentive, make sure you’ve got it right, you’re measuring it right. Then roll it out to your staff positions. What you’re incenting is really important. You want to make sure you’re tying it to the greatest degree of what they have control over. And you’re not just tying everything to the profitability of the business or sales growth. There are other things that people tend to have more influence over. So really understand incentive pay and how to leverage that as well. Depending on the size your MSP is, there’s also some really interesting information in there about some of the staffing composition. For example, we know that – you cited the 14% of gross margin should be invested in sales and marketing. That’s true. About 4% or so of that tends to go to marketing. About 10% of that tends to go to sales. But what’s interesting is, when we looked at staffing FTEs by role, the best in class are actually adding more lead gen people in marketing and the bottom quartile are adding more salespeople. So they’re both trying to grow their business. They’re both focused on new logo acquisition. But the best in class has learned that salespeople are expensive. They’re hard to find great ones. It takes a while to get them productive. When I have a good one, I’m much better off to invest some additional money in my marketing engine and use that marketing engine to drive more leads back to my salespeople and make sure that my salespeople are really doing what they’re best at all day. The bottom quartile tends to just add more sales bodies and hope that they can be more productive. So there are some differences in the report that get into some of those best practices. It’s part of the reason the ConnectWise partner program was designed the way that it was – to really help with lead gen and to help MSPs tackle some of those challenges. Because it’s really frustrating when you add salespeople and you’re spending a lot of money and you’re not seeing new sales come in. You want to make sure that they’re really productive. Robert Dutt: This year you’re tracking digital workers for the first time – AI agents, automation bots. How widespread is adoption right now amongst the firms in your data set? Are we talking about 5% experimenting, or is this something that’s pretty material in the results? Peter Kujawa: At this point, the data told us about what we expected, which is we’re really early on. Our goal this year was to collect a baseline number. And what we saw was that most MSPs as of last year did not yet have full-time digital workers, but where we did see them was in level one and level two tech roles, which – that’s where we’re seeing it in the industry in general. So that makes perfect sense to us. What we think we’ll see is, over the next couple of years, those numbers are going to start to ramp up pretty significantly. Robert Dutt: When you look at firms that are deploying digital workers and you look at their compensation data side by side, are they paying fewer people more, or are they just running leaner? Peter Kujawa: I think at this point, because of how early on they are, they’re just getting up and going. But where we’re starting to see the gains is you’re starting to see a little bit of a shift in the staffing model mix. Back to that firm that has 10 employees in their help desk – let’s say they’re best in class and they have six of those are level ones, three of them are level twos and they have one level three. What we’re starting to see is, as the report says, there’s about 23% or so turnover in your level ones. So as they are losing some of their level one techs, they’re not backfilling some of those positions at all or as quickly. As they’re building these efficiency gains into their help desk and starting to see some automation gains, we are starting to see some impact in profitability and in that staffing model. Again, we’re really in the early, early stages of this. We think it’ll start showing up significantly in the Service Leadership data by later this year, because our profitability data is always a quarter behind by definition. But anecdotally, some of the MSPs that we talk to are starting to see those gains, and they are starting to see that manifest with their level one staffing particularly. Robert Dutt: It’s going to be an interesting space to watch and see what that looks like as that trend line develops. If you’re a Canadian MSP owner, particularly a smaller MSP, and you could look at only two or three data points from this report to kind of pressure test your own comp strategy, what would you be looking at first? Peter Kujawa: I would look first at the data tables of the average by experience per position. So I would first start with all my most common positions. For most MSPs, those are going to be level one and maybe level two techs. And I’m going to look at by experience, what am I paying each of my people? So I’m going to use that. And then I’m going to go into my other positions through my organization. I’m going to use that to really pressure test – am I paying correctly? Number two is I would go in and look at my incentive pay. Do I have something tied to performance for every one of my people? If I do, am I doing this the right way? Have I set up the plans in a way that’s going to lead to better results for the business and for the employee when the employee does great? I mean, that’s one of the measures of an optimal incentive plan – when the employee overperforms and gets paid on an overperformance, everybody’s happy. If the employee is happy but the owner of the business is unhappy because the employee hit their overperformance, well, that’s bad. I’ve got a problem with my incentive. So I’m going to look at how I structured the incentive for everybody. Those would be number one and number two. Number three, I’m going to start looking at, depending on the size of MSP I am, what should my model be evolving into? I’m going to use this as part of my budgeting. So depending on the fiscal year timing, you might be early-stage fiscal year, you might be late-stage if you do a mid-year fiscal year. Regardless, I’m going to start looking at this data and start modeling it out to see how does this fit into my budget for next year. What should I be starting to plan on for changes I’m going to want to make in my compensation structure? Because you really want to get ahead of those and make sure that they fit into the overall business goals of what you’re trying to do. Robert Dutt: You mentioned near the top of the interview that wage inflation peaked in 2022. It’s been easing since. Is that a reason for MSPs to breathe easier, or is it masking something that they should be watching? Peter Kujawa: Yeah, it’s the opposite. In 2022, wage inflation was running upwards of 10% or more. We were seeing these crazy increases out in the market as a norm. But on the flip side, we were also seeing managed service organic revenue growth running at its peak – about 25%. And the reason it was so hot was a mix of a few things, but a significant contributing factor was price increases on managed service offerings. MSPs got much better at that time at understanding, I have a gun to my head from all this wage inflation – I better start doing some uncomfortable things with increasing pricing for my customer base. And they did. And we saw that in the data, which got the MSPs through it. They were able to maintain profitability, et cetera. So that was the good news. The bad news is that you can’t increase prices at that level indefinitely. And so yes, wage inflation is better, but again, we’re back to more of a normal increased cadence on pricing. And yet MSP wage inflation, even though it’s much, much better than 2022, still runs about twice the rate of CPI. MSPs cannot take their eye off the ball with this. It’s really important as we go forward that MSPs be focused on where can I drive efficiency gains in my business. Where do I have waste today? Forget AI and automation for a second. Are there employees that I’ve been carrying that are not producing, but I like them, and so I keep them around? I just haven’t been disciplined at making some tough decisions. If that’s the case, make those tough decisions first. Second is, every MSP out there needs to be focused on automation and AI. It’s not for luxury reasons. It’s for survival reasons. The industry is changing rapidly. Every MSP needs to be focused on how can I get more efficient with my cost of labor and how can I make sure that as I’m growing my business, I’m not growing my labor cost at an equivalent rate to the growth of my business. These things will ensure that not only will the MSP survive, but they should be able to improve their profitability. If they’re bottom quartile, get up to median. If they’re median, get up to best in class. And really be well positioned for the evolution of the industry over the next few years. So yes, it’s good news that wage inflation has improved. But it hasn’t taken the pressure off at all for MSPs to focus in on AI and automation. Robert Dutt: And my last question – what’s one thing that surprises you in this year’s data that you didn’t expect to find there? Peter Kujawa: That’s a great question, because nothing surprises me at this point ever looking at the data year in and year out. I think I continue to be really surprised by the bottom quartile and the median. We’ve been talking for years about incentive pay and tying your employees to performance. And yet we’re not seeing the needle move significantly in the bottom quartile and the median in that regard. I would have expected by now, with how many years we’ve been talking about this and publishing this data, that we would have seen some more significant improvements in tying employees’ pay to performance. But we’re not really seeing that significantly change. So again, if I’m a smaller, midsize MSP, or even a larger MSP, I’m going to use the report as an opportunity to go in and look at what we’re doing in that regard and make sure that we’re doing what we can to tie employee performance to their pay. Robert Dutt: It makes a lot of sense. I think that disconnect is a big neon sign pointing towards an opportunity to optimize. Peter, I appreciate your taking the time and walking us through so much of this data. There’s some real value in there for the MSP community. Peter Kujawa: Well, thanks for having me, Robert. Enjoyed the interview. Robert Dutt: There you have it – Peter Kujawa from ConnectWise and Service Leadership. I’d like to thank Peter for his time. He brought a lot of substance to this one. And thank you for listening. A few things I’m taking away from the conversation. First, that Canadian stat. We’ve got the lowest planned pay increases of any region in the report. Peter’s read on that is that it’s less about financial pressure and more about a macro environment that’s eased the competitive pressure on talent. Whether that’s a strategic advantage or a risk you’re not seeing yet is worth thinking about. Second, and this might be the most actionable piece – the best-in-class firms aren’t just paying less. They’re paying differently. More incentive-based comp, smarter staffing mix, investing in lead gen over sales headcount. That’s a playbook, not just a data point. And third, if you’re not using incentive pay yet, you’re in the majority, but that’s not necessarily where you want to be. We’ll have a link to the report in the show notes. If you’re enjoying the ChannelBuzz.ca podcast, do me a favor and follow or subscribe wherever you’re listening. We’re on Apple Podcasts, Spotify, YouTube, and most of the major directories. And if you’ve got a minute to leave a rating or a review, that goes a long way to helping other folks in the channel find the show. Until next time, I’m Robert Dutt for ChannelBuzz.ca, and I’ll see you in the channel.

In this episode, the hosts break down a 30-year-old site prep and grading business in coastal North Carolina, debating whether steady demand and durable relationships outweigh the heavy equipment CapEx risks.Business Listing – https://www.bizbuysell.com/business-opportunity/excavation-grading-and-hauling-business-for-sale/2464393/Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.Looking to build a professional website in minutes? Try Wix: https://wix.pxf.io/c/6898629/3115214/25616?trafcat=templateHubSpot is the backbone for how businesses scale without chaos. Try them out here: https://go.try-hubspot.com/OeG9Vr

In this episode, the hosts break down a 30-year-old site prep and grading business in coastal North Carolina, debating whether steady demand and durable relationships outweigh the heavy equipment CapEx risks.Business Listing – https://www.bizbuysell.com/business-opportunity/excavation-grading-and-hauling-business-for-sale/2464393/Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.Looking to build a professional website in minutes? Try Wix: https://wix.pxf.io/c/6898629/3115214/25616?trafcat=templateHubSpot is the backbone for how businesses scale without chaos. Try them out here: https://go.try-hubspot.com/OeG9Vr

Recorded live at AdventHealth, this episode explores what it truly means to operationalize employee wellbeing at scale — and why it cannot live inside a single benefits line item.Kristin Duquaine, Executive Director of Employee Wellbeing, and Sarah Hawkins, Senior Manager of Employee Wellbeing, share how AdventHealth embedded wellbeing into its brand promise of “Feel Whole,” translating it into strategy, structure, and measurable impact.Wellbeing Is Not a Program — It's a SystemIn many healthcare organizations, wellbeing is folded into an EAP or buried in the health plan. At AdventHealth, it has dedicated leadership, executive visibility, and cross-functional integration.Kristin, a nurse with nearly three decades at AdventHealth, explains how her clinical experience shaped her belief that holistic wellbeing — mind, body, and spirit — drives long-term outcomes. That philosophy now informs systemwide workforce strategy.Measuring What MattersWellbeing ROI rarely shows up in Year 1.The team is building a centralized data strategy to evaluate engagement, health risk movement, chronic condition outcomes, mental health impact, and differences across workforce segments. The goal is not participation alone — it is bending long-term workforce stability curves.The Health Champion MultiplierA cornerstone of the strategy is the Health Champion Network: 2,800 volunteer team members advocating for wellbeing within their departments.Key insight: volunteers, not “voluntold.”Champions are culture carriers and influencers. Departments with champions show significantly higher engagement in wellbeing programs.For smaller hospitals without dedicated FTEs, this offers a scalable model: build a grassroots network, equip them with tools, and multiply impact without adding headcount.Advice for Smaller HR TeamsIf you only have a few hours a week:• Make communication consistent, not episodic.• Tap natural influencers inside departments.• Integrate wellbeing into daily leader messaging.Wellbeing is not about marathons or meal plans. It is about helping people see themselves in the solution.This episode proves scale and humanity can coexist — when leadership commits to both.From Our Sponsor(s)...Optimize Pharmacy Benefits with RxBenefitsElevate your employee benefits while managing costs. Did you know hospital employees fill 25% more prescriptions annually than other industries? Ensure cost-effective, high-quality pharmacy plans by leveraging your hospital's own pharmacies. Discover smarter strategies with RxBenefits.Learn More here - https://rxbene.fit/3ZaurZN HealthCare Associates Credit Union partners with healthcare organizations to offer a no-cost financial wellness benefit for employees. Built specifically for healthcare professionals, HACU provides everyday banking, loans, mortgages, and financial education - all with no added administrative burden for HR teams. Learn more at HACU's Human Resource Benefit or email directly at busdev@hacu.org and we are happy to take you through the process whether it's opening a membership for yourself or bringing us on as your employee benefits partner. HealthCare Associates Credit Union — a healthier benefit for healthcare HR leaders and their teams.  Support the show

Episode 40 explores how healthcare leaders can build winning teams despite tight budgets and limited FTEs by using sports roster principles: system-first design, strategic deployment of talent, and targeted training. The host outlines a five-position framework (anchors, reliable core, developmental, specialists, and flexibility), explains the premium-labor trap, and gives four practical challenges to map your roster, identify multipliers, eliminate costly gaps, and fix systems before evaluating personnel.   Get our latest book and other gifts.. bredtolead.com

Simon Bastrup Grud udkom i december 2025 med bogen "Den Jødiske Løftesøn", som er en dramatisering af Første Mosebog. Her udfoldes den fantastiske beretning om Abraham, Isak og Jakob, som har fået et løfte af Gud om, at deres afkom skal bringe velsignelse til verden. I denne udsendelse fortæller Simon blandt andet, hvorfor Guds løfte til Abraham og hans efterkommere er så vigtigt også her flere tusind år senere.  Vært: Anders Hjorth Vindum _________________ Den Jødiske Løftesøn er 125 sider lang og kan købes lige her

https://www.youtube.com/watch?v=EF8e-rMB7So .entry-img img{ display:none !important; } .single .hentry .entry-img{ display:none !important; } https://open.spotify.com/episode/3kYIPViq648aqBM8MzHlcM Scaling quickly is every growth company's dream, but it's also the phase where finance is under the greatest threat. Rapid headcount expansion, evolving pricing, complex contracts, and rising investor expectations all hit at once—and every weakness in your finance stack is amplified. Understanding why this phase is so dangerous, and how to design the right controls, systems, and billing infrastructure, is critical if you want to protect cash, avoid revenue leakage, and build a resilient, investor‑ready business. In this episode, Kevin Appleby talks with Shadid Talukder, Strategic Finance Lead at Posh AI, about why the fastest phase of scaling is also the most dangerous for finance. They explore how a lean three-person finance team manages rapid ARR growth, complex enterprise contracts, and investor pressure for both growth and efficiency. Within Posh AI's finance stack, Zenskar plays a central role in billing and revenue recognition for a complex SaaS business selling into banks and credit unions. As pricing and contract structures evolved—across monthly, annual, and multi‑year deals—manual spreadsheets became too risky and operationally heavy. Zenskar now acts as a single system of record for contracts, subscriptions, line items, and future invoices, forecasting and scheduling billing over the life of each deal. This dramatically reduces manual reviews, mitigates missed invoices and revenue leakage, and lets Posh scale billing complexity without proportionally scaling finance headcount or operational risk. Key topics covered: Zero-to-one finance in a fast-scaling AI startup: Shadid joined Posh AI when “the books were literally empty” and helped the company triple ARR while building financial models, reworking an initially non-scalable chart of accounts, and installing core finance processes from scratch  Scaling headcount vs. VC expectations and burn: As Posh grew from ~30 to ~80 FTEs, shifting VC expectations forced a move from “growth at all costs” to tighter burn multiples, proving that rapid scaling without disciplined financial guardrails quickly becomes dangerous for finance  Running a modern finance org with a very lean team: Posh operates with a three-person finance function—SVP Finance, Strategic Finance (Shadid), and Accounting—where no work is “above” anyone, and leaders still handle AP/AR emails themselves, demonstrating what lean but high-caliber finance looks like in practice  Zenskar as a critical control for complex SaaS billing and revenue: To cope with complex, evolving pricing and a mix of monthly, annual, and multi-year contracts, Posh implemented Zenskar as a centralized system of record for contracts, subscriptions, and future invoices—significantly reducing the risk of missed billings and revenue leakage that could materially distort burn and board reporting  Deliberate restraint in tooling and tech stack: After initially “buying software like crazy,” Posh reversed course, cutting underused tools and adopting a strict standard that any new system must have a foundational, clearly justified use case; core stack is QuickBooks + spreadsheets + Zenskar + Ramp, with careful use of GPT for productivity rather than headcount replacement  Balancing growth, profitability, and dilution risk: Shadid outlines that the next phase is defined by sustaining growth while pushing toward profitability, making every incremental hire and dollar of software spend a high-stakes decision—especially when additional fundraising brings dilution, complex cap-table dynamics, and heightened investor pressure for returns About Posh AI Posh AI is an AI‑native SaaS company focused on transforming customer engagement for banks and credit unions. By combining conversational AI with deep domain knowledge of financial services, Posh helps institutions automate routine interactions, deliver personalized experiences, and operate more efficiently, while meeting the strict reliability and compliance standards of regulated industries. About Zenskar   Zenskar is a billing and revenue platform built for modern SaaS companies with complex pricing and contracts. At Posh AI, Zenskar serves as the single source of truth for all customer contracts, subscriptions, and invoice schedules. Once a deal closes, the finance team loads key terms into Zenskar, which then automates invoicing over the contract term. By moving off spreadsheet‑driven billing, Posh AI uses Zenskar to: Reduce manual billing work and one‑off reviews Prevent missed or incorrect invoices that can distort burn and board reporting Confidently support varied billing cadences and sophisticated deal structures This makes Zenskar a core control mechanism that enables Posh to scale faster while keeping finance lean and tightly governed. Links Shadid Talukder on LinkedIn Kevin Appleby on LinkedIn GrowCFO Mentoring Timestamps:  0:00–0:04 Kevin introduces Shadid Talukder and his Strategic Finance role at Posh AI. 0:02–0:04 Shadid shares how he built finance from zero as Posh AI tripled ARR. 0:04–0:06 Posh scaled from ~30 to ~80 FTEs as investor focus shifted to burn efficiency. 0:09–0:11 Posh runs a full finance function with a three-person, hands-on team. 0:11–0:15 Shadid explains why Posh relies on QuickBooks, spreadsheets, and simplicity. 0:15–0:19 Zenskar became the system of record for managing complex SaaS billing and contracts. 0:19–0:23 After overbuying tools, Posh adopted strict controls to keep the stack lean. 0:22–0:23 Custom scripts and APIs replace traditional FP&A platforms. 0:23–0:26 GPT tools are used to boost productivity without adding headcount. 0:27–0:30 Shadid outlines the challenge of growing fast while staying within spend guardrails. 0:30–0:34 The discussion covers Series B trade-offs, dilution, and investor expectations. 0:35–0:38 Shadid reflects on decision pressure and the importance of founder trust. 0:38–0:40 He explains how he operates a high-impact finance role remotely with periodic in-person sessions. Find out more about GrowCFO If you enjoyed this podcast, you can subscribe to the GrowCFO Show with your favorite podcast app. The GrowCFO show is listed in the Apple podcast directory, Spotify and many others. Why not subscribe there today? That way, you never miss an episode. GrowCFO is a great place to extend your professional network. Join GrowCFO as a free member today and participate in our regular networking events and webinars. Premium members can also access our extensive training center and CFO Digital Toolkit. You can enroll in our flagship Future CFO or Finance Leader programs here. You can find out more and join today at growcfo.net

In this episode of the Federal Help Center Podcast, Ryan Atencio breaks down a practical, AI-powered approach to opportunity shredding—the fastest way to determine whether a government contract is worth pursuing before wasting time and resources. You'll learn how a custom AI "shredder" prompt can instantly extract the who, what, when, where, why, estimated FTEs, security clearance requirements, key personnel roles, contract structure, and even potential incumbents—without manually reading dozens of pages. The episode also covers how this summary becomes a clean internal go/no-go decision tool, why brevity matters when sending opportunities upstream, and how visual summaries (like infographics) can dramatically improve decision speed and clarity. Key Takeaways Speed wins contracts. AI-driven shredding replaces manual highlighting and cuts RFP review time from hours to minutes. Go/No-Go is the real objective. Early summaries should answer only one question: Do we pursue or walk away? Brevity beats brilliance. Decision-makers won't read walls of text—clear summaries (or visuals) get faster approvals. If you want to learn more about the community and to join the webinars go to: https://federalhelpcenter.com/  Website: https://govcongiants.org/  Connect with Encore Funding: http://govcongiants.org/funding Join 2026 Surge Bootcamp Starting January 31: https://govcongiants.org/surge 

Stability isn't something you earn once you're “big enough” or “finally staffed up.” It's something you design on purpose—or you pay for it later in burnout, panic fundraising, and house-of-cards vibes.In this episode, Brooke Richie-Babbage is back to flip the script on what capacity really means. Capacity is about changing the conditions under which your work happens, so the how of the work gets easier, less fragile + way more sustainable.We're talking broken mugs, creaky floors, cash cliffs, “build years” vs. “growth years,” and why “stability is a leadership choice” might be the most freeing (and challenging) mindset shift you make in 2026. If you've ever thought, “We'll feel stable when we finally _______,” this episode's your loving interruption.You'll walk away with clarity + next steps to build real capacity, including how to:Redefine capacity + stability as design problems, not personal failures → Shift from “I just need the right people / next grant / better tool” to “Where is our organization fragile, and how do we strengthen the container—systems, rhythms, decision-making—so the work doesn't require heroics?”Narrow priorities + clean up decision-making so everything stops bottlenecking at the leader → Get practical about choosing fewer, deeper priorities; naming what you're not doing this year; and mapping who actually owns which decisions—so your ED (or you) isn't secretly holding six out of ten critical calls.Build stability through simple financial + operational rhythms (not just more hires) → Learn how to read your own “financial weather patterns,” plan for cash cliffs before they hit, decouple capacity from FTEs, and tap tools, fractional support, your board + community as legitimate capacity—not just “nice to haves.”Episode Highlights:Dive Deeper: Episode 614: https://www.weareforgood.com/episode/614Episode 464: https://www.weareforgood.com/episode/463Thank you to our partners

Points of Interest00:02 – 01:49 – Introduction: Marcel welcomes Kristen back to the show and sets up another practical client case study focused on a real agency engagement.01:50 – 04:00 – The flex-labor, video production agency profile: Kristen outlines the agency's model: a small FTE core, 10–20 contractors, just under $2M in revenue, and constant cash flow stress tied to contractor payments.04:01 – 06:21 – Why video production and events are so punishing for cash flow: Marcel explains how big production days and lumpy project work make earned revenue, contractor management, and cash flow especially tricky for this type of agency.05:05 – 07:16 – Growth, service-line complexity, and early unprofitability signals: Kristen describes how larger clients, new service lines with tight price ceilings, shifting deadlines, and creeping unprofitability pushed the founders to hit pause and seek help.06:22 – 07:25 – Becoming “exit curious” changes the stakes: Marcel notes that the owners had started thinking about selling, and viewing the business through an enterprise value lens made their efficiency and profitability issues feel more urgent.07:26 – 11:05 – Spreadsheets, PM tools, and the stalled silver-bullet implementation: Kristen walks through the spreadsheets they built, the expensive all-in-one PM platform they bought, and how personnel changes left the implementation half-done and overwhelming.09:06 – 13:58 – Why PM tools fail without a profitability framework: Marcel unpacks the gap between the tool's promises and reality, highlighting how unclear definitions of cost rates, pass-through expenses, margins, and scope make it impossible to configure a PM system effectively.14:52 – 18:52 – The client's original thesis vs. the real problem: Kristen shares that the client blamed headcount, tools, and “project management issues,” while Marcel points out their weak time-tracking culture and the failure to treat producers as true delivery costs.19:05 – 22:12 – Diagnosis: a business model and unit economics problem: Kristen explains how reviewing the cash-basis P&L, time data, spreadsheets, and contracts revealed that the core issue was delivery margin and pricing, not execution quality or PM discipline.24:52 – 27:42 – Fixing the data: contractor classification and cash-basis adjustments: Kristen describes using Parakeeto's decision tree to classify contractors as delivery expenses, annualizing their cost and hours, and reverse-engineering hours from invoices, while Marcel adds tips for reducing noise in cash-based books.28:18 – 35:57 – Rebuilding the model: estimator tool, 70% margin, and hire-vs-contractor math: Kristen shows how the estimator tool exposed project-level unit economics and ABR targets, then explains how they improved time tracking, pricing strategy, contracts, and PM tool setup, plus modeled when it actually made sense to hire FTEs instead of using contractors.36:43 – 39:01 – Key lessons and reassurance for nuanced agency models: Kristen closes by emphasizing that every agency has quirks, but a clear framework can still make it profitable, while Marcel underscores the value of external support in untangling model vs. execution problems.Show NotesAgency Fee CalculatorLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

We don't do AI predictions lightly. Everyday AI is trusted by millions each year to help guide them through the muddy AI waters. So in the same way you'd want transparency out of your AI models, we're rolling back the clock on our January 2025 AI predictions we dished with our Roadmap Review. We're busting out the receipts. At the time, these AI predictions seemed nutty. So, did we lead you astray? Or, did we pave the road to paydirt? Let's dive in y'all. 2025 AI Roadmap Rewind: From AI Agent Orchestrators to Deepfakes. The New Tech Order -- An Everyday AI Chat with Jordan WilsonNewsletter: Sign up for our free daily newsletterMore on this Episode: Episode PageJoin the discussion:Thoughts on this? Join the convo and connect with other AI leaders on LinkedIn.Upcoming Episodes: Check out the upcoming Everyday AI Livestream lineupWebsite: YourEverydayAI.comEmail The Show: info@youreverydayai.comConnect with Jordan on LinkedInTopics Covered in This Episode:AI Agent Orchestrators as Job TitleAI Agents in Company Hiring TrendsEnterprise Reasoning Data Collection GrowthAI Driving Professional Services Pricing CrisisUniversal Basic Income and AI Job LossOpen Source AI Models Surpassing ProprietaryChinese AI Model Global Market ImpactPerplexity Answers Engine Business PivotFrontier AI API Price DropsVC Funding Surge in Embodied AIAdvancements in AI Video Generation ToolsAI's Disruption of Traditional Internet ModelsSocial Media Deepfake Misinformation SurgeTimestamps:00:00 "2025 AI Predictions Explained"04:02 "2025 AI Predictions Insights"08:49 AI Agents Classified as Employees11:23 "Transformers vs. Reasoning Models"16:15 AI Impact on Consulting Jobs18:51 "AI Impacts Jobs, Spurs UBI"23:12 Open Models Surge in AI27:13 "Perplexity's AI Pivot Journey"29:23 "Embodied AI Sector Growth"31:36 "Embodied AI Transforms Logistics"36:42 "AI-Driven Internet Future"39:16 Deepfake Fraud Crisis Escalates42:25 AI Success Roadmap RevealedKeywords:Agent orchestrators, AI agent orchestration, AI job titles, orchestration engineer, AI agent architect, human-AI collaboration leader, Adobe agent orchestrator, AO, AI agents, digital FTEs, digital full time employees, AI agent hiring, agent compute costs, Agent Force, hiring digital labor, reasoning models, company reasoning data collection, reasoning token consumption, synthetic data generation, private reasoning engines, unstructured data, proprietary data, professional services pricing crisis, law sector AI disruption, consulting AI transformation, accounting Send Everyday AI and Jordan a text message. (We can't reply back unless you leave contact info) Ready for ROI on GenAI? Go to youreverydayai.com/partner 

Poster Title: The High Cost of Understaffing: A Case Study in Surgical Pathology Consequences   Authors: Emily Nangano, MS, PA(ASCP)cm; Gillian Bass; Rob Terranova Abstract: Laboratories are the diagnostic backbone of healthcare, yet staffing decisions are often driven by budget constraints rather than operational needs. This case study examines the real-world consequences of delayed staffing action within the anatomic pathology department at a large academic medical center. Faced with a predicted shortfall in grossing coverage due to reduced resident support and unchanged PA staffing levels, institutional leadership opted against proactive hiring. As a result, grossing FTEs fell from 6.5 to 3.5, and histology staffing experienced a drop to 3 technicians from the usual 9 due to attrition and burnout. This staffing collapse led to turnaround time delays of up to 6–8 weeks and forced the lab to outsource specimen processing. Over the following seven months, the institution spent nearly $4 million on reference lab services. Staff morale declined sharply, clinician trust eroded, and senior PAs and histotechs resigned. Even after additional staff were hired, it took more than a year to stabilize operations. This poster presents supporting data, including FTE changes, outsourcing costs, and turnaround time impacts. It also explores how temporary, qualified locum tenens staffing solutions—such as Pathologists' Assistants and histotechnologists, and cytologists—can help bridge coverage gaps and prevent costly disruptions. Ultimately, this case underscores the critical importance of timely, proactive staffing strategies. The hidden costs of under-resourcing the laboratory go beyond dollars—they affect staff well-being, institutional reputation, and patient care outcomes.

In this thought-provoking episode of the Fleet Success Show, host Marc Canton is joined by RTA's senior consultant and fleet legend Tony Yankovich for a no-nonsense conversation about what it really takes to build an efficient, right-sized fleet operation.Tony breaks down the “3Ws” framework—Workload, Workforce, and Workplace—and explains how each element impacts the others. Whether you're struggling with outdated shops, understaffed teams, or an aging fleet, this episode delivers clarity on how to analyze, model, and communicate the changes your operation needs.You'll also hear real-world strategies for:Measuring true technician capacity (not just headcount)Communicating up to leadership with data (not desperation)Adjusting staffing, shop space, or outsourcing based on your fleet availabilityHow poor replacement planning leads to bloated fleets and burned-out teamsIf you're stuck in reactive mode and want to operate your fleet with more strategy and less chaos—this episode is your roadmap. Key Takeaways:The 3Ws: Workload, Workforce, and Workplace must be evaluated together—not in silos.Why replacement planning is the lynchpin for solving other fleet issues (availability, technician overload, fleet creep).How to distinguish between technician headcount (FTs) and true wrench-turning labor (FTEs)—and why that gap matters.How old equipment causes spare creep, lower availability, and a domino effect across labor and facility requirements.Presenting to leadership with scenario-based data (not just headcount requests).   Speaker Bios:

Welcome to our review of PR pitches and mergers and acquisitions in the UK PR scene with Andrew Bloch. Here we discuss the biggest pitch wins, mergers and acquisitions that the PR sector has seen in November 2025.Andrew is the lead consultant PR, social, content and influencer at the new business consultancy firm AAR and a partner at PCB Partners, where he advises on buying and selling marketing services agencies.Andrew also runs the advisory firm Andrew Bloch & Associates.Before we start, make sure you get your tickets quickly for our PR Masterclass: Agency Growth Forum . It's on Wednesday 26th November 2025, 8:30 am to 5:00 pm GMT. Both face-to-face and virtual tickets are available. The event is held in central London.PitchesVinted appoint Axe+Saw – Social media brief to manage Instagram and TikTok channels globally. Airbus appoint MHP Group – Europe's largest aeronautics and space company appoint a new retained strategic comms adviser following a formal tender process. MHP Group includes agencies MHP, Mischief and La Plage.Formula E appoint M+C Saatchi Sport and Entertainment – global brand and corporate comms brief following a 6 way pitch.Tomme Tippee appoint The Romans for a global PR and influencer brief.Alcohol Change UK appoint Shook and Shape History to deliver its 2026 campaign. Alcohol Change is the charity behind Dry January.The Investment Association appoint M+C Saatchi to deliver a cross-banking sector campaign. The Investment Association – a trade body representing investment managers and investment management firms in the UK Will lead the creative and media delivery of The UK Retail Investment campaign, which will encourage more people to become investors. Co-Op appoint Speed Communications for a joint consumer and corporate brief. Will work alongside in-house team to execute creative, insight-led campaigns through media relations, thought leadership and storytelling.Net Company appoint Cavendish Consulting for government relations and pr brief.Philips Hue appoint Tin Man for a global consumer PR brief.M&A activity for OctoberHeadland acquire Bladonmore - an international digital, brand and content comms agency. W. Bladonmore will retain its identity and has 50 FTEs in London and NY. This is Headland's first acquisition since LDC, the private equity investor which is part of Lloyds Banking Group, reinvested in the business in October 2024, having first partnered with the firm in 2021. Headlands is £33M rev in 2024. Clients include Accenture, BAE systems, Danone, KFC, OcadoGolley Slater 100% of shares sold to EOT. 130 members.Next 15 merges 5 companies to form new B2B marcomms firm Pretzl. The new business will be led by Clive Armitage, current CEO of Agent 3. The b2b marketing firms Agent3 Group, Publitek, This Machine, Velocity and Twogether will be unified. Will launch in Feb 26 - 300 employees across 12 offices in North America, Europe and APAC.

Behavioral scientist Jon Levy, author of Team Intelligence: How Brilliant Leaders Unlock Collective Genius, joins to talk about why he collects astronauts, Olympians, and other outliers for secret salons—and what they've taught him about trust and connection. He explains why status isn't the same as popularity, how our networks quietly determine our habits and fortunes, and why so-called "authentic" leaders are really just people who match our prewritten narratives. Plus, a Spiel on a government shutdown that changed very little in the real world beyond making everyone mad at Washington and Democrats mad at each other. Also: the "Bono, Lead Singer of U2 Disorder," museum "wayfinding," and one New York Times rice recipe that produced enough leftovers to feed six FTEs. Produced by Corey Wara Email us at ⁠⁠⁠⁠thegist@mikepesca.com⁠⁠⁠⁠ To advertise on the show, contact ⁠⁠⁠⁠ad-sales@libsyn.com⁠⁠⁠⁠ or visit ⁠⁠⁠⁠https://advertising.libsyn.com/TheGist⁠⁠⁠⁠ Subscribe to The Gist: ⁠⁠⁠⁠https://subscribe.mikepesca.com/⁠⁠⁠⁠ Subscribe to The Gist Youtube Page: ⁠⁠⁠⁠https://www.youtube.com/channel/UC4_bh0wHgk2YfpKf4rg40_g⁠⁠⁠⁠ Subscribe to The Gist Instagram Page: ⁠⁠⁠⁠GIST INSTAGRAM⁠⁠⁠⁠ Follow The Gist List at: ⁠⁠⁠⁠Pesca⁠⁠⁠⁠ ⁠⁠⁠⁠Profundities | Mike Pesca | Substack⁠⁠⁠⁠

Show Notes / SummaryWhy launch hospice now: continuity, fewer hospitalizations, value-based alignmentClarifying myths: CNA hours on hospice, attending provider still leads careRAF & staffing logic: ~$6k/mo hospice per diem ↔ RAF ~5; translating RAF → weekly CNA/CHW hoursNurse incentives: $150 per admission; double telehealth-assist credit on hospice patientsSoftware + workflow: Athena ↔ WellSky (care plans, documentation, pull-through)Facility model: converting buildings; estimating FTEs from hospice census + RAFChaplain/social work: leverage in-region LSWs; connect to patient's faith communityRespite options: Medicare respite/GIP + GUIDE program for dementia (up to $2,500yr)Therapy as palliative strength: weekly PTA/COTA; telehealth supportAfter-hours model: optional call, $300 RN death/critical visit; $150 for non-nurse critical checksGuardrails: clinical judgment first; financials inform—not dictate—care www.YourHealth.Org

Implement AI deploys teams of digital workers that work together to boost growth, increase capacity, optimise costs, and improve customer and prospect engagement.Through our AI Operating System (AIOS), a fully managed AI Agent Platform built around Agent Teams, an Agentic CRM, and an Agentic Task Engine, businesses can start with a single digital worker and scale to 50 or more across departments such as sales, support, analysts, and computer use. All setup and configuration is fully handled, so no technical expertise is needed.With more than 400 integrations, organisations save time, increase productivity, and scale faster. Grow your workforce, not your payroll.Learn more at www.implementai.ioIn this episode of The Implement AI Podcast, hosts Piers Linney and Dr Aalok Y. Shukla unpack the shift from human-only teams to hybrid workforces powered by Productive Capacity Units (PCUs). Joined by Frankie James, founder of the Ideas Community and Great British Entrepreneur Awards, they explore how AI can multiply output without adding headcount, freeing time, scaling engagement, and helping relationship-led businesses grow without losing their human touch.Speak to our AI agents and start your capacity journey Hosted on Acast. See acast.com/privacy for more information.

Çdo mëngjes zgjohuni me “Wake Up”, programi i njëkohshëm radio-televiziv i “Top Channel” e “Top Albania Radio”, në thelb ka përcjelljen e informacionit më të nevojshëm për mëngjesin. Në “Wake Up” gjeni leximin e gazetave, analiza të ndryshme, informacione utilitare, këmbimin valuator, parashikimin e motit, biseda me të ftuarit në studio për tema të aktualitetit, nga jeta e përditshme urbane e deri tek arti dhe spektakli si dhe personazhe interesantë. Zgjimi në “Wake Up” është ritmik dhe me buzëqeshje. Gjatë tri orëve të transmetimit, na shoqëron edhe muzika më e mirë, e huaj dhe shqiptare. 

E ftuar në “Live From Tirana” nëpërmjet një lidhje direkte nga Greqia, ka qenë moderatorja Dea Vieri. Ajo ka folur më shumë për pushimet jo në sezonin e pikut, pse zgjedh ajo shtatorin?

I am joined by ⁠Sean Lewis⁠, Director of Partnerships at Vicasso and the Serviceblazer User Group Leader for AMER.   We talk about his journey from customer support to sales to partnerships and everything in between. When he was selling, a Salesforce AE sent them a referral to a F100 company that really opened his eyes to the value of the partnership. Now Vicasso has two FTEs focused on partnerships to drive further top of the funnel growth. The partner team at Vicasso focuses on Salesforce AEs, SEs and leaders but has started to explore SI partnerships as well since Vicasso no longer provides SI work as part of their business as a pure ISV. Sean shares an incredibly valuable learning around focus when it comes to coselling with Salesforce.  One time they found that one Service Cloud RVP has 5x the number of existing accounts and were only in 5% of their total accounts. Hyperfocus means Sean and his team knows where they will provide value to them.If your app helps add value to Service Cloud users, the Serviceblazer community events might be worth your time to check out. Here is a link to ⁠join the serviceblazer slack community⁠.We talk a bit about Chris Voss' book called ⁠Never Split the Difference⁠, which is a sales classic everyone can get value out of. And Sean calls out ⁠Matt Kravitz⁠ as a great person to follow to learn about service cloud.And thanks again to ⁠Jon Schultz⁠ for the recommendation to have Sean on!This episode is brought to you by ⁠⁠⁠⁠⁠Invisory⁠⁠⁠⁠⁠. Invisory is designed to meet you where you are: in your cloud marketplace journey through a strong go-to-market strategy that helps drive prospect and co-sell opportunities with Salesforce, AWS, Microsoft, and Google.  v2

In this episode of Grow a Small Business, host Troy Trewin interviews Maria Nicholas Groves, founder of Talent Growth Partners, based in Milwaukee, USA. Starting in 2016, Maria built her talent advisory firm from $350K in year one to just under 2 million, growing 20% year over year. The business offers leadership development, coaching, fractional HR, and full-cycle recruiting with a team of 6 FTEs and 10 contractors. Maria shares how her team maintains an impressive Net Promoter Score of 88 by obsessing over client success. She also discusses the importance of culture, hiring for alignment, and consistently celebrating wins while scaling. Other Resources: An easy way to measure if your customers love you in 21 minutes – use the Net Promoter Score (NPS). And it's FREE. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? According to Maria Nicholas Groves, the hardest thing is balancing the need to consistently celebrate wins while also pushing toward future goals and ensuring the team stays aligned with the evolving vision. What's your favorite business book that has helped you the most? Maria Nicholas Groves shared that her favorite business book is What Got You Here Won't Get You There by Marshall Goldsmith, as it highlights the importance of staying agile and continually growing as a leader. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Maria Nicholas Groves shared that she starts each day with the Optimal Living Daily podcast. It's a short and diverse resource that helps set a positive mindset, drawing lessons from various authors and thought leaders. What tool or resource would you recommend to grow a small business? According to Maria Nicholas Groves, LinkedIn Learning is a great resource, along with leveraging AI tools like ChatGPT, CoPilot, or Gemini to increase efficiency. She also emphasizes understanding your personal learning style to maximize growth. What advice would you give yourself on day one of starting out in business? Maria Nicholas Groves shared that if she could give herself advice on day one, it would be: "Don't play small." She believes in going after big goals with confidence from the very beginning. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Building a kick-ass culture is just as important as having a healthy sales pipeline – Maria Nicholas Groves The companies that win are the ones that never take their eye off both sales and delivery – Maria Nicholas Groves Leadership is about aligning your team around vision while staying obsessed with client success – Maria Nicholas Groves      

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."  

In this episode of Grow a Small Business, host Troy Trewin interviews Tom Schwab, founder of Interview Valet, who built a $3M podcast marketing agency with 15 FTEs after exiting two prior businesses. He shares how turning off cold outreach and focusing on trust-based podcast marketing skyrocketed results. Tom reveals why “relationships are the ultimate currency”, how AI is changing the marketing game, and why he took a 6-week sabbatical to prove the business could thrive without him. Packed with wisdom for founders serious about scaling smart. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? According to Tom Schwab, the hardest part is patience and consistency. He explains that founders often want results quickly, but true growth requires staying the course and pushing through the slower, uncertain times. What's your favorite business book that has helped you the most? Tom Schwab shares that his favorite business book is "Thou Shall Prosper" by Rabbi Daniel Lapin. It shaped his thinking around the purpose of business, value creation, and ethical success. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Tom Schwab recommends the podcast "Follow Your Different" by Christopher Lochhead. He appreciates its eclectic guests and thought-provoking insights that often leave him asking deeper questions about his own business. What tool or resource would you recommend to grow a small business? Tom Schwab shares that mentor groups have been invaluable—especially peer-based organizations like Entrepreneurs' Organization (EO) and Collective 54. He emphasizes the importance of getting out of your bubble and learning from others' experience. What advice would you give yourself on day one of starting out in business? According to Tom Schwab, his advice on day one of starting out in business would be: focus more on relationships. He believes that “relationships are the ultimate currency” and that trust and human connection drive long-term success in business. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Relationships are the ultimate currency — trust pays the highest dividends – Tom Schwab Success isn't the destination, it's the progress toward a worthy goal – Tom Schwab Hope is not a strategy – clarity and action are – Tom Schwab      

Send us a textIn this episode, Tiago Matos, Associate Principal Scientist/Associate Director in Bioprocess Drug Substance and Commercialization at Merck & Co., shares a critical insight: continuous manufacturing in biologics currently demands 2–3x more time and FTEs than traditional fed-batch approaches. This highlights both the complexity of the shift - and the urgency for smarter digital tools and cross-functional collaboration.With over a decade of experience and a strong track record in biologics and smart manufacturing, Tiago brings a balanced view of the promise and practical challenges of digital transformation in bioprocessing.Top 3 Takeaways:Continuous Manufacturing is Coming - But Slowly: The infrastructure and tools aren't fully ready. Progress depends on better-integrated solutions and stronger collaboration across industry, equipment providers, and regulators.Collaboration is Key: No one drives transformation alone. Digital, automation, modeling, and process experts must work together - like building a functional protein from diverse amino acids.Digital Twins and AI Will Bridge the Gap: AI, soft sensors, and digital twins will help streamline control strategies. The goal isn't perfect models, but reliable, adaptive systems that improve in real time.Tiago's vision is both realistic and inspiring: the future of biologics manufacturing lies in openness, teamwork, and continuous learning.What challenges or questions do you face in the shift to digital bioprocessing?Here is what other guests had to say on this topic:Episodes 5-6: Hybrid Modeling: The Key to Smarter Bioprocessing with Michael Sokolov;Episodes 85-86: Bioprocess 4.0: Integrated Continuous Biomanufacturing with Massimo Morbidelli;Episodes 121-122: The Transformative World of Digital Solutions in Bioprocessing with Simon Wieninger.Connect with Tiago Matos:LinkedIn: www.linkedin.com/in/tiagobmatosMerck & Co.: www.merck.comNext step:Transform your bioprocess development strategy with a complimentary consultation. Schedule your expert session: https://bruehlmann-consulting.com/callReady to scale up? Join our exclusive 1:1 Strategy Call and learn proven methods to reduce development and manufacturing costs while maintaining product quality. Our bioprocess experts will help you navigate complex bioprocessing challenges and regulatory requirements. Limited spots available: https://stan.store/SmartBiotech

Kapish Vanvaria, EY Global and Americas Risk Consulting Leader, caught up with Emma Carroll, Head of Content at Source, on the latest episode of our The Future of the Firm podcast.   Kapish shared his insights on the following matters and more:     There have been some big changes in risk services in recent years, including technology innovation, the impact of regulatory changes, and an evolution of client expectations—in particular, clients wanting more sector-specific and personalised solutions.   The sweet spot for risk experts lies in offering strong domain expertise—for instance, top tier talent in regulatory compliance—and marrying that up with deep sector knowledge, while supporting this with insights from other industries as well.   To really solve business problems for clients, it often involves more than just consulting. Audit, legal, industry experts, and technology experts all need to have a seat at the table, and firms should look at creating shared KPIs to encourage this collaboration.   When bringing solutions to clients, firms should be using themselves as client zero, and working on the concept of ‘proof, not promises'. Testing solutions within the firm itself and showing its successes brings credibility to the offering.   When choosing which firms to shortlist, clients are most concerned about expertise, but an ability to implement is close behind. Firms can translate their expertise into implementation by never being afraid to fail and by going through the iterative process of finding what doesn't work to lead you to what does.   Firms are starting to supplement their workforce with digital FTEs. Beyond improving quality and reducing costs, this also allows work for be carried out more quickly. People become reviewers rather than doers and have more time to thrive as individuals.    If you enjoyed this conversation, don't miss our sister podcast, Business Leader's Voice. In a recent episode, we talked to Francine Bennett, Board Member at the Ada Lovelace Institute, about solving business problems with AI.

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."

Ajo që ndodh në shtëpinë e “Big Brother VIP”, padyshim që është më e ndjekura e më e komentuara në rrjetet sociale, si edhe në jetën e përditshme. Në lidhje me audiencën shumë të madhe të këtij spektakli ka mendime të ndryshme. Suksesi ka kaluar kufijtë e një spektakli në ekranin e televizorit e tani jemi përballë një fenomeni social që mund të quhet edhe si “Big Brother Mania”.

Ajo është shtëpia më e famshme në Shqipëri dhe padyshim që ngjarjet e krijuara në shtëpinë e “Big Brother VIP Albania” janë në qendër të vëmendjes. Banorët e “BBV4” po përfliten kudo në rrjet dhe janë kthyer në protagonistët e përditshmërisë sonë, duke transmetuar shumë emocione të forta teksa rrëfejnë historitë e tyre apo edhe gjatë përditshmërisë, konflikteve dhe raporteve me njëri-tjetrin.

Welcome to our review of PR pitches and mergers & acquisitions in the UK PR scene with Andrew Bloch. Here we discuss the biggest pitch wins and mergers & acquisitions that the PR sector has seen in March 2025Andrew is the lead consultant - PR, Social, Content and Influencer at the new business consultancy firm AAR and a partner at PCB Partners, where he advises on buying and selling marketing services agencies.Before we start, do check out the homepage of PRmoment. We're entering our pre summer golden events period and there is a LOT going on. We've got webinars, lunches, networking and face to face conferences and events.Everything is on the PR Calendar which you can access from the homepage of PRmoment but do check out our next webinars:In an Era of Global Doubt: How can Brand Communications be Optimistic? This webinar is on 29th April. This webinar is free to attend.Also check out this Creative Moment Creative Campaign Case Studies webinar on 30th April, tickets are £35 + vatAlso, thanks so much to the PRmoment Podcast sponsors the PRCA.Here's a summary of what Andrew and PRmoment founder Ben Smith discussed:PITCH WINSPapa Johns appoints The Romans – culture-first PR and social retained account; 6-figure brief to elevate brand creativity.Café Direct appoints Tin Man – UK PR and social for ethical coffee brand, Tin Man further expands its food division.Horlicks appoints Tangerine – Influencer and social brief for Kids Chocoland, targeting parents.Uber Boats appoints PC Agency – Global brief to promote London river bus service, including electric ferry launch.Sudocrem appoints Brazen – Extended PR, influencer, and social content to broaden audience reach.Stock Spirits Group appoints The Remarkables – EU brief for product launches, international expansion and ESG commitments.MGM+ appoints Academy – UK/EU retained agency for streaming platform's brand and content campaigns.Verify Me appoints Academy – Age verification tech provider; brief includes US and Europe expansion.O&CC appoints Brandnation – Integrated PR, influencer, marketing, and creative brief for retail brands.Segway Navimow appoints Sprekley PR – Launch of X3 robotic lawnmower with Paris event and product reviews.Molton Brown appoints PC Agency – Hotel amenities PR to increase hotel placements, B2B and B2C focus.Tristan Capital Partners appoints Duet London – Launch of Sicilian Ave in London as dining and social destination.Health Shield Friendly Society appoints Midnight – B2B brief to position as leading employee health benefits provider.SunLife appoints Third City – Raise awareness of financial services and promote new brand image.Love Finance appoints WPR – Paid social creative across TikTok and Meta for brand awareness and lead gen.The Brain Tumour Charity appoints Evergreen PR – GP education campaign to support faster brain tumour diagnosis.Capgemini appoints Fleishman Hillard – Global comms agency for integrated support and brand reputation management.Serco appoints MHP – Strategic and corporate comms brief for outsourcing company working with governments.Experience Oman appoints Finn Partners – PR and marketing to enhance awareness of Oman's tourism.M&A activityTogether Group acquired experiential tech agencies, Imerza and Visualisation One – expanding service lines in the luxury market with VR and game-engine tech.Sauce Communications buys a majority stake in The M Collective – creating The Sauce Collective, a luxury lifestyle PR and digital agency with 50 FTEs.Finn Partners acquired Rice C

Send us a textIn this week's episode, Daphna hosts a powerful roundtable featuring Drs. Kerri Machut, Milenka Cuevas-Guaman, Emily Miller, Christine Bishop, and Christiane Dammann—leaders of a national effort to improve neonatology staffing. Together, they share insights from their recently developed recommendations, created through a Delphi consensus process and supported by a strategic grant from the AAP Section on Neonatal-Perinatal Medicine. These evidence-informed guidelines aim to promote safer, more sustainable, and more transparent staffing models in NICUs across the country. The team discusses key themes including defining clinical FTEs in hours per year, ensuring flexible scheduling, protecting time for scholarly and administrative work, and how to advocate for systemic change. Notably, these landmark recommendations have been accepted for publication in the journal Pediatrics and will be available online in May 2025. Listeners will also learn about an upcoming toolkit designed to help individuals and institutions apply these recommendations in practice. Whether you're a practicing neonatologist, a trainee, or in a leadership role, this conversation offers timely solutions to address burnout, support workforce well-being, and ultimately improve care for the smallest and sickest patients. As always, feel free to send us questions, comments, or suggestions to our email: nicupodcast@gmail.com. You can also contact the show through Instagram or Twitter, @nicupodcast. Or contact Ben and Daphna directly via their Twitter profiles: @drnicu and @doctordaphnamd. The papers discussed in today's episode are listed and timestamped on the webpage linked below. Enjoy!

The corporate world is changing, and businesses are no longer defaulting to full-time employees. Instead, they're building lean, high-performing teams using fractional talent. But what does that actually look like in practice?In this episode of The Corporate Escapee Podcast, Brett sits down with Ran Harpaz, a former corporate executive turned startup founder, who shares why he built his entire company with independent professionals—and why more businesses are following this model.Ran, whose background includes leadership roles at PayPal and McKinsey, explains why hiring solo professionals isn't just about cost savings—it's about culture, performance, and flexibility. He believes that the future of work is independent, and companies that embrace this shift will outperform those clinging to traditional employment models.Ran also introduces Lettuce, one of the first platforms designed specifically for solo business owners, which simplifies the financial side of running an independent business—automating banking, payroll, taxes, and compliance so escapees can focus on what they do best. What You'll Learn in This Episode:✅ Why companies are ditching full-time hires in favor of independent professionals✅ How the “Ocean's 11” model is replacing outdated corporate team structures✅ What business owners actually look for when hiring escapees✅ The key to landing solo work: focusing on your Zone of Genius✅ How the shift toward high-talent-density teams gives solos a competitive edge✅ Why Lettuce is making it easier than ever to run a solo business✅ Insights into the upcoming Solo Summit (Feb 26-27, 2025 Link Below)If you're still wondering whether escaping corporate is a smart, sustainable move, this episode paints a clear picture of where work is heading—and how you can be part of it.LinksFree Virtual Solo Summit Registration: https://tinyurl.com/escapeesolo Ran Harpaz LinkedIn: https://www.linkedin.com/in/ranharpaz/Lettuce.co: https://hubs.ly/Q02XnWz00

On the 224th episode of The Chronicle News Dump, hosts Aaron VanTuyl and Chronicle Editor-in-Chief Eric Schwartz regret the loss of 10% of their podcast FTEs and discuss snowstorms, the Hot Stove League annexation process, the Make Bribery Legal Again block party, Jim Walsh, and making the County Commissioners spend one SPOOOOKY night in the not-yet-open homeless shelter together.Email us at chroniclenewsdump@gmail.com.Brought to you by SUMMIT FUNDING, CHEHALIS OUTFITTERS and THE ROOF DOCTOR!Listen to past episodes or subscribe here: https://apple.co/3sSbNC5.

Joel Walker is the Co-Founder and Managing Director Platform Services of The Knowledge Group (tkg). He is based in Luxembourg. Last year Peter saw the tkg vendor selection system, which has details of millions of FTEs working in BPO and CX services globally. The system can help companies find the right supplier based on a large number of variables - it's an independent and impartial advice service that helps CX executives find the best service provider at the right price. Peter called Joel to talk about CX pricing and how to find the right partner. https://www.linkedin.com/in/joelwalker/ https://welovetoknow.com/contact/

Colin Zima, former Looker exec turned Omni CEO, reveals how he runs a 65-person Series B startup with no HR or G&A team. Learn why he believes in minimal bureaucracy, why founders should do the "dirty work," and what really breaks after a Google acquisition.*Email us your questions or topics for Kelli & Nolan: hrheretics@turpentine.coFor coaching and advising inquire at https://kellidragovich.com/HR Heretics is a podcast from Turpentine.—

Have you ever wondered if it's possible to scale your business to seven figures without a full-time team? In this episode, I sit down with Hina Khan, a peak performance mindset coach for CEOs, executives, and entrepreneurs, who did just that.     Tune in to learn Hina's philosophy on creating a business and life you love through ease, joy, and fun. Discover how to surround yourself with the right people, let go of limiting beliefs, and step into your identity as a powerful leader and salesperson.   Get full show notes and more information here: https://safimedia.co/WO32

Send us a textWelcome to our review of PR Pitches and mergers & acquisitions in the UK PR scene with Andrew Bloch. Here we discuss the biggest pitch wins and mergers & acquisitions that the PR sector has seen in November 2024.Andrew is the lead consultant - PR, Social, Content and Influencer at the new business consultancy firm AAR and a partner at PCB Partners, where he advises on buying and selling marketing services agencies.Andrew launched Andrew Bloch & Associates in 2020.If you haven't heard already I'm pleased to say we've now launched our PR Masterclass: The Intersection of Data, Planning and Measurement event. Attend this PR Masterclass to hear from experts on the latest techniques, tools and case studies about the use of data in modern communications.The other big news in public relations is that the PRmoment Awards 2025 are open.All the categories, the updated entry form and the 2025 entry pack can be viewed on the awards microsite.Also, thanks so much to the PRmoment Podcast sponsors the PRCA.3 mins Andrew on the current state of the PR market. How does the golden quarter compare to previous years.“Measurement is more critical than it ever has been.”PITCHES DFS appoint Red Consultancy and PR First. Teneo continues to work on financial comms.“Everyone loves a retail client.”Simply Business appoint Golin. Danone appoint Freuds.“This is a whopper… a fame making brief.”“The best agencies have had very good years organically (growth.)” Pret A Manger appoint Frank. Headland continues looks after corporate pr Levis appoint Burson – corp reputation brief  across the EU.  Stanley 1913 appoint The Romans – pr and influencer for drinkware brand (best known for Stanley cups – the quencher) UK, France, Germany, Netherlands. Product launches, brand partnerships.  Apply creative with local relevance. PG Tips appoint The Romans – retained pr and social- engaging tea lovers across UK. PG Tips now part of Liptons (formerly Unilever) Rebrand – new blends, packaging etc. previously a project client. Digital and social now a third of all biz for Romans. Cayman Islands Tourism Dept appoint Allison. Essity appoint PR Agency One.  B2B comms brief to raise the profile of the group and reinforce position as industry and category leader across brands. Fed Olsen Cruises appoint The Academy – consumer pr. Targeting new and existing passengers. Previously in-house.Tui (First Choice/Marella Cruises) appoint Ogilvy for a long term comms strategy and earned first activation. First Choice merged with TUI in 2007. Nest, the UK Government backed pension scheme, appoint H+K (now part of Burson) – Corporate reputational support services. Also work with Blurred to help promote purpose PR strategy.Uni of Warwick appoint Shook This month's round up of M&A activity:“This has been a boom month for the PR M&A sector.” Croud sell majority stake to ECI (PE) – Croud is a full service marketing company. Croud is estimated to be worth £180M+. Fee income of £23.5M.“Croud is one to watch for sure.” Coolr sell minority share to Growth Capital Partners (GCP.) Founded in 2017 by Adam Clyne. 120 full time employees (FTEs.) This acquisition will help deepen service offering and scale quicker including i

Të ftuar në studion e “Live From Tirana” kanë qenë dramaturgia Ulpianë Maloku dhe aktori Gesjon Selfo, për të folur më shumë mbi dramën e re “Rrënjë”. Kjo shfaqje do të mbahet më datë 30 tetor në orën 18:00 në Teatrin Metropol dhe hyrja është falas për të gjithë. Ja çfarë duhet të dimë mbi këtë vepër dhe pse cilësohet kaq e veçantë…

In this episode of the OODAcast, Bob Gourley sits down with Brandon Jones, CEO of Throughline, to explore his career journey, the importance of liberal arts in technology, and the innovative work of Throughline. The conversation highlights the value of a diverse educational background and the pivotal role of communication and storytelling in driving organizational success. Brandon Jones shares his foundational story, emphasizing the impact of his time at St. Mary's College in Maryland, where he graduated with a computer science degree while also engaging deeply with liberal arts. His experience playing basketball and becoming the all-time leading scorer for men's basketball at St. Mary's taught him valuable lessons in teamwork and decision-making. This liberal arts background fostered a creative spark that later influenced his leadership style. Jones and Gourley discuss the importance of blending science and liberal arts education. Jones highlights the critical thinking skills developed through studying philosophy and other liberal arts subjects. He emphasizes the need for understanding problems deeply before jumping to solutions, a principle that has guided his career and approach to leadership. After graduating, Jones began his career at Electronic Data Systems (EDS), where he worked on the Navy Marine Corps Internet at the Pentagon. This role exposed him to high-level operations and decision-making within the Navy. His transition to public service came when he joined the Naval Facilities Engineering Systems Command (NAVFAC), where he ultimately served as the Chief Information Officer (CIO). As the CIO of NAVFAC, Jones faced numerous challenges, including cybersecurity threats and the need for application rationalization. He successfully reduced the number of applications from 3,000 to 200 and secured significant funding to enhance cybersecurity for naval facilities. His proactive approach and ability to communicate complex issues through compelling storytelling were crucial in achieving these milestones. Jones underscores the importance of storytelling in leadership. At NAVFAC, he used visual storytelling to convey the critical need for cybersecurity measures, which resulted in securing $100 million in funding and 100 full-time equivalents (FTEs) for cybersecurity efforts. This approach demonstrated the power of combining technical expertise with effective communication. Throughline, an enterprise design and strategy firm, blends creative agency capabilities with management consulting. Jones describes Throughline as the “Amazon of Storytelling,” helping organizations communicate their strategies, visualize progress, and align talent with organizational goals. The firm's mission is to help human beings win, leading to organizational success. Jones acknowledges the competitive landscape but emphasizes Throughline's unique approach, rooted in a blend of IT and creative expertise. He highlights the importance of continuous learning, both personally and for his team. Jones reads extensively and invests in professional development to stay ahead in a rapidly evolving industry. The conversation also touches on the future of space exploration and technology, drawing on insights from Dr. Thomas PM Barnett's book, “America's New Map.” Jones discusses the importance of understanding global trends and taking strategic actions to build a desirable future. Throughline's collaboration on the book exemplifies their commitment to shaping the future through innovative thinking and strategic foresight. Brandon Jones' journey from a liberal arts college to leading Throughline demonstrates the value of a diverse educational background, the power of storytelling in leadership, and the importance of continuous learning. His insights provide valuable lessons for leaders and organizations navigating the complexities of today's technological landscape. Connect with Brandon on LinkedIn. Related Reading: Technology Convergence and Market Disruption: Rapid advancements in technology are changing market dynamics and user expectations. See: Disruptive and Exponential Technologies. Corporate Board Accountability for Cyber Risks: With a combination of market forces, regulatory changes, and strategic shifts, corporate boards and their directors are now accountable for cyber risks in their firms. See: Corporate Directors and Risk Geopolitical-Cyber Risk Nexus: The interconnectivity brought by the Internet has made regional issues affect global cyberspace. Now, every significant event has cyber implications, making it imperative for leaders to recognize and act upon the symbiosis between geopolitical and cyber risks. See The Cyber Threat Challenges in Cyber “Net Assessment”: While leaders have long tried to gauge both cyber risk and security, actionable metrics remain elusive. Current metrics mainly determine if a system can be compromised, without guaranteeing its invulnerability. It's imperative not just to develop action plans against risks but to contextualize the state of cybersecurity concerning cyber threats. Despite its importance, achieving a reliable net assessment is increasingly challenging due to the pervasive nature of modern technology. See: Cyber Threat

"The value of an hour of your time as an agency owner, if you're growing, is never going backwards."In this episode of Agency Journey, Gray “The Martian” MacKenzie joins Kuba to discuss the challenges and strategies for agency owners scaling their businesses beyond 10 full-time employees (FTEs). Gray shares valuable insights on both the psychological and operational aspects of this critical growth phase.If your agency is past the 10 FTE threshold—or close to it—this is a must-listen to prepare you for the obstacles that you're about to navigate.Episode Insights:

In this episode of Grow a Small Business, host Troy Trewin interviews Cath McDowell, the driving force behind Howrah Plumbing. Cath reveals her journey from managing a small business to scaling it to $47M in revenue with a team of 47 over 29 years. She shares insights on building a strong company culture and the challenges of growth. Tune in to learn how dedication and strategic leadership transformed her enterprise into a thriving success. Other Resources: Marketing Funding Flywheel Ebook Mark Ritson, ex-Business School Professor, now heads the CPD-accredited Mini MBA in Marketing with 20,000 alumni in 60 countries and a team of 8 FTEs. Craig West on how ESOPs can boost productivity by 7%-23%, triple team engagement, and double retention, plus insights on benefits, costs, and timelines. Tom Lewin on Employee Share Plans: boost staff retention, transparency. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, being a learner again when moving into a new industry, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? Cath McDowell believes the hardest part of growing a small business is maintaining a strong company culture while scaling. Balancing growth with the personal touch that built the business initially can be a significant challenge. What's your favourite business book that has helped you the most? Cath McDowell mentions that she doesn't have a favorite business book, as she primarily focused on training courses and practical skills for her professional development. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Cath McDowell doesn't have specific recommendations for podcasts or online learning resources for growing a small business. She prefers practical training and hands-on learning over online resources. What tool or resource would you recommend to grow a small business? Cath McDowell recommends having strong support around you as a key tool for growing a small business. She emphasizes the importance of a good team and supportive people who can help with daily tasks, job reviews, and equipment decisions. What advice would you give yourself on day one of starting out in business? Cath McDowell would advise herself to take holidays whenever possible and enjoy time off. She reflects that she never expected to stay at the same company for her entire career, and encourages balancing work with personal time. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Being committed to your business is a long-term dedication; it's not a short-term project — Cath McDowell Feedback from employees who've worked elsewhere can be incredibly valuable and reaffirming — Cath McDowell Creating a strong company culture means valuing what happens outside of work and rewarding your team — Cath McDowell      

In this episode of Grow Small Business, host Troy Trewin interviews Olly Richards, founder of Story Learning. Olly shares his journey from solo entrepreneur to managing a team of 14 and achieving seven-figure revenue. He emphasizes the importance of personal development in navigating business challenges, offering valuable insights into scaling a business effectively. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? According to Olly Richards, the hardest thing in growing a small business is managing oneself. He highlights the challenge of maintaining personal balance and clarity amidst the pressures of entrepreneurship, emphasizing the importance of self-management and mindset in achieving sustained growth and success. What's your favourite business book that has helped you the most? Olly Richards mentioned that his favorite business book, which has had a profound impact on him, is "The Surrender Experiment" by Michael Singer. He shared that while not traditionally categorized as a business book, its teachings on detachment from outcomes and managing one's mindset have significantly influenced his approach to business and life. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Olly Richards mentioned that he used to listen to podcasts extensively but has now stopped, preferring to focus intensely on his current tasks without distraction. He emphasized the importance of managing one's information intake carefully. Therefore, he did not recommend any specific podcasts or online learning resources for growing a small business during his interview. What tool or resource would you recommend to grow a small business? Olly Richards recommends using Trello for its visual and straightforward approach to project and task management. He also values traditional tools like pen and paper and Apple Notes for their simplicity and effectiveness in personal organization and productivity. What advice would you give yourself on day one of starting out in business? On day one of starting out in business, Olly Richards would advise himself to relax and enjoy the journey more. He would emphasize not taking everything too seriously and trusting that time will take care of everything, reminding himself that nothing matters as much as it seems in the moment.   Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Detachment from outcomes is key to entrepreneurial happiness and success – Olly Richards Enjoy the journey, because time takes care of everything else – Olly Richards Personal growth fuels business growth; invest in yourself – Olly Richards    

Are you struggling with a lack of alert, curious, responsive, and resourceful people in your business? Here, Shannon Waller takes a look at the frequently overlooked importance of the language you use when talking about the people operating in your business. By shifting your mindset regarding this one term, you can unlock the full potential of your team and elevate their performance. Tune in to learn how to transform your team into a powerhouse of unique individuals making impactful contributions together. Download Episode Transcript Show Notes: The language you use to refer to the people you've hired to work with you (“staff,” “employees,” or “team members”) reflects different mindsets and can impact engagement and performance. The term “staff” suggests bureaucracy, formality, and viewing people as fulfilling roles rather than as unique and creative individuals. “Employee” is more neutral but can still imply a transactional, replaceable view of team members. Referring to people as “team members” emphasizes their unique contributions and the collaborative, team-based nature of the work. How you think about your people is reflected in your actions. “Staff” and “employees” are frequently counted as FTEs and costs. Businesses think of costs as something to minimize, to make as efficient as possible, and to be cut as necessary to improve profits. People who are treated as costs—like the office paper supply—can feel they're being treated as things and not as people. Treating team members as investments rather than costs leads to better results. With investments, you put a little in to get a lot more in return. When you nourish unique capabilities in people, their contributions expand in ways you could not have predicted. When people don't work out as investments: Have you made sure you've found the right people who are motivated by their work and aligned with your business? Do they have the capacity for their role? Keeping bad investments is not good for your business in the long term. You may need to subtract so you can multiply. Dan Sullivan says, “I'm just a team member here. I just have a unique set of skills, and that's what I want to do. I need a ton of other people to make the projects that I want to be a part of happen.” Dan's commitment to his own Unique Ability® contribution to the business reinforces his commitment to supporting the Unique Ability contributions of everyone else on his team. Ask your team how they feel about the language used to describe them. Pay attention to how you refer to people no matter whom you're speaking with. People want to know they're valued as individuals and trusted to find opportunities to contribute the best way they know how. Resources: Leadership and Self-Deception by The Arbinger Institute EOS®: Entrepreneurial Operating System® “A Conversation With Kathy Kolbe: Conative Intelligence & The Importance of Caring First,” Team Success Podcast, ep. 259. Multiplication By Subtraction by Shannon Waller Unique Ability

E117: David interviews Shannon Denton, Co-founder and CEO of Wripple, who has developed a two sided marketplace that supports two ways to build a modern marketing team, hiring by role or hiring by project. A proven talent supply is screened and curated as individuals and as teams while agencies and enterprise brands  can shop the marketplace with cost transparency and confidence in the talent skill sets. This solves a big problem for talent: how to get the best gigs while staying independent with less hustling and more doing. This also solves a big problem for enterprise CMOs: how to control costs and fit talent to jobs without expanding FTEs. CMOs can extend their team with individual experts across more than 45 marketing roles to curate a team that meets their exact needs. Or, they can select from over 35 digital projects with configurable ready-made teams and deliverables, for a fixed price. With 150+ enterprise clients under contract, Wripple has been growing Quarterly Net Revenue at ~18% QoQ for the last 5 quarters. Currently on track to be EBITDA positive in Q4 of 2024 with projected net revenue for 2024 >200% of 2023, Wripple will add two new products with independent revenue streams in 2024. And, independent market research forcasts 92% of marketing leaders plan to INCREASE freelancer engagements in 2024. (recorded 4/30/24)Follow David on LinkedIn or reach out to David on Twitter/X @DGRollingSouth for comments. We invite your feedback and suggestions at ventureinthesouth.com or email david@ventureinthesouth.com. Learn more about RollingSouth at rollingsouth.vc or email david@rollingsouth.vc. Follow Paul on LinkedIn. Download our White Papers and Cheat Sheets HERE. Thanks for listening and remember: Our mission is to MAKE MONEY, HAVE FUN AND DO GOOD.

On episode 461 of The Nurse Keith Show nursing and healthcare career podcast, Keith interviews Maggie Lajaunie, BSN, MBA, RNC-NIC and Blaire McElroy, BSN, RN of Veta Health, a healthcare technology company focused on virtual nursing, remote patient monitoring, and other cutting-edge approaches to care delivery. In the course of their conversation, Keith, Maggie, and Blaire discuss how these care delivery models impact patients through empowerment and access. They also underscore the importance of including nurses in the early phases of developing new virtual programs, how nurses find themselves in unique and nontraditional roles in these technology-related spaces. Blaire joined the Veta Health team in November 2020 with 10+ years of healthcare experience specializing in cardiology, cardiothoracic surgery, and ICU. Blaire also worked in community health, assisted living/acute rehab, and palliative care. She has a passion for education and served as a preceptor for many students and nurses over the years. Maggie joined the Veta Health team in January 2023 with 16 years of experience in telehealth strategy and implementation, rural outreach growth strategy, and hospital nursing operations with HCA Healthcare. While most of her career has been focused on high-risk maternal care and NICU service lines, Maggie has also supported projects in critical care, psychiatry, and pediatrics, and completed the Quality University program at HCA Healthcare. She's led nursing teams of 100+ FTEs and brings experience in balancing clinical quality with operational efficiencies while creating positive and inclusive nursing cultures. Connect with Maggie Lajaunie, Blaire McElroy, and Veta Health: Veta Health Facebook Instagram X Maggie Lajaunie on LinkedIn Blaire on LinkedIn ----------- Nurse Keith is a holistic career coach for nurses, professional podcaster, published author, award-winning blogger, inspiring keynote speaker, and successful nurse entrepreneur. Connect with Nurse Keith at NurseKeith.com, and on Twitter, Facebook, LinkedIn, and Instagram. Nurse Keith lives in beautiful Santa Fe, New Mexico with his lovely fiancée, Shada McKenzie, a highly gifted traditional astrologer and reader of the tarot. You can find Shada at The Circle and the Dot. The Nurse Keith Show is a proud member of The Health Podcast Network, one of the largest and fastest-growing collections of authoritative, high-quality podcasts taking on the tough topics in health and care with empathy, expertise, and a commitment to excellence. The podcast is adroitly produced by Rob Johnston of 520R Podcasting, and Mark Capispisan is our stalwart social media ringmaster and newsletter wrangler.

Your major gifts strategy may be leaving millions on the table. And it's probably holding you back from the impact you know your organization could make.You have - or you are developing - relationships with ultra-high-net-worth individuals, but they're not stepping up to the level you need. But in truth, the person who needs to step up is you.Asking for a lot of money from a rich person face-to-face can be intimidating. Especially when you have worked so hard to build these relationships.My guest this week is Julie Ordoñez, founder of Courage Lab and Nonprofit Courage Lab Podcast, and a major gifts coach to thousands of nonprofits. Julie knows that wealthy donors aren't mind readers, and they don't write million-dollar checks on a whim. They're people like you and me. And they need a leader to show them what it takes to make their mark and leave a legacy.In this episode, Julie and I discuss: Keys to a culture of generosityWhat should fundraisers & development teams be focused on right now when it comes to individual givingCourage in nonprofit leadership Why character development is crucial to make our missions and visions a realityHow to ask more from the donors you have rather than constantly chase brand new donorsAbout Julie OrdoñezJulie Ordoñez is a major gifts strategist and coach on a mission to equip leaders with the courage to ask for more and raise multi-billions to solve the world's most pressing issues.With 14 years of experience in major gifts, Julie was top 1% performer at United Way of Greater Los Angeles among 90 FTEs, and at LIFT as well as New Story raise $2.5M in her first 12 months in the role in 2022. She has coached and trained over 200 nonprofit executives and major gifts teams since 2018.She's the founder of CourageLab, a 6-week major gifts training for leaders to get the courage and strategy to ask for more and raise major gifts and the host of the top-rated podcast Nonprofit CourageLab which hit #3 on the US nonprofit charts in Sept 2022.Connect with Julie on LinkedInFollow Julie on Instagram julieordonez.comTake my free masterclass: 3 Must-Have Elements of Social Media Content that Converts