Podcasts about Gantt

Welcome back to the Ultimate Guide to Partnering® Podcast. AI agents are your next customers. Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ https://youtu.be/vEdq8rpBM3I In this data-rich keynote, Jay McBain deconstructs the tectonic shifts reshaping the $5.3 trillion global technology industry, arguing that we are entering a new 20-year cycle where traditional direct sales models are obsolete. McBain explains why 96% of the industry is now surrounded by partners and how successful companies must pivot from “flywheels and theory” to a granular strategy focused on the seven specific partners present in every deal. From the explosion of agentic AI and the $163 billion marketplace revolution to the specific mechanics of multiplier economics, this discussion provides a roadmap for navigating the “decade of the ecosystem” where influence, trust, and integration—not just product—determine winners and losers. Key Takeaways Half of today's Fortune 500 companies will likely vanish in the next 20 years due to the shift toward AI and ecosystem-led models. Every B2B deal now involves an average of seven trusted partners who influence the decision before a vendor even knows a deal exists. Microsoft has outpaced AWS growth for 26 consecutive quarters largely because of a superior partner-led geographic strategy. Marketplaces are projected to grow to $163 billion by 2030, with nearly 60% of deals involving partner funding or private offers. The “Multiplier Effect” is the new ROI, where partners can make up to $8.45 for every dollar of vendor product sold. Future dominance relies on five key pillars: Platform, Service Partnerships, Channel Partnerships, Alliances, and Go-to-Market orchestration. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Keywords: Jay McBain, Canalys, partner ecosystem, channel chief, agentic AI, marketplace growth, multiplier economics, B2B sales trends, tech industry forecast, service partnerships, strategic alliances, Microsoft vs AWS, distribution transformation, managed services growth, SaaS platforms, customer journey mapping, 28 moments of truth, future of reselling, technology spending 2025, ecosystem orchestration, partner multipliers. T Transcript: Jay McBain WORKFILE FOR TRANSCRIPT [00:00:00] Vince Menzione: Just up from, did you Puerto Rico last night? Puerto Rico, yes. Puerto Rico. He dodged the hurricane. Um, you all know him. Uh, let him introduce himself for those of you who don’t, but just thrilled to have on the stage, again, somebody who knows more about what’s going on in, in the, and has the pulse on this industry probably than just about anybody I know personally. [00:00:21] Vince Menzione: J Jay McBain. Jay, great to see you my friend. Alright, thank you. We have to come all the way. We live, we live uh, about 20 minutes from each other. We have to come all the way to Reston, Virginia to see each other, right? That’s right. Very good. Well, uh, that’s all over to you, sir. Thank you. [00:00:35] Jay McBain: Alright, well thank you so much. [00:00:36] Jay McBain: I went from 85 degrees yesterday to 45 today, but I was able to dodge that, uh, that hurricane, uh, that we kind of had to fly through the northern edge of, uh, wanna talk today about our industry, about the ultimate partner. I’m gonna try to frame up the ultimate partner as I walk through the data and the latest research that, uh, that we’ve been doing in the market. [00:00:56] Jay McBain: But I wanted to start here ’cause our industry moves in 20 year cycles, and if you look at the Fortune 500 and dial back 20 years from today, 52% of them no longer exist. As we step into the next 20 year AI era, half of the companies that we know and love today are not gonna exist. So we look at this, and by the way, if you’re not in the Fortune 500 and you don’t have deep pockets to buy your way outta problems, 71% of tech companies fail over the course of 10 years. [00:01:30] Jay McBain: Those are statistics from the US government. So I start to look at our industry and you know, you may look at the, you know, mainframe era from the sixties and seventies, mini computers, August the 12th, 1981, that first IBM, PC with Microsoft dos, version one, you know, triggered. A new 20 year era of client server. [00:01:51] Jay McBain: It was the time and I worked at IBM for 17 years, but there was a time where Bill Gates flew into Boca Raton, Florida and met with the IBM team and did that, you know, fancy licensing agreement. But after, you know, 20 years of being the most valuable company in the world and 13 years of antitrust and getting broken up, almost like at and TIBM almost didn’t make payroll. [00:02:14] Jay McBain: 13 years after meeting Bill Gates. Yeah, that’s how quickly things change in these eras. In 1999, a small company outta San Francisco called salesforce.com got its start. About 10 years later, Jeff Bezos asked a question in a boardroom, could we rent out our excess capacity and would other companies buy it? [00:02:35] Jay McBain: Which, you know, most people in the room laughed at ’em at the time. But it created a 20 year cloud era when our friends, our neighbors, our family. Saw Chachi PT for the first time in March of 2023. They saw the deep fakes, they saw the poetry, they saw the music. They came to us as tech people and said, did we just light up Skynet? [00:02:58] Jay McBain: And that consumer trend has triggered this next 20 years. I could walk through the richest people in the world through those trends. I could walk through the most valuable companies. It all aligns. ’cause by the way, Apple’s no longer at the top. Nvidia is at the top, Microsoft. Second, things change really quickly. [00:03:17] Jay McBain: So in that course of time, you start to look at our industry and as people are talking about a six and a half or $7 trillion build out of ai, that’s open AI and Microsoft numbers, that is bigger than our industry that’s taken over 50 years to build. This year, we’re gonna finish the year at $5.3 trillion. [00:03:36] Jay McBain: That’s from the smallest flower shop to the biggest bank. Biggest governments that Caresoft would, uh, serve biggest customer in the world is actually the federal government of the us. But you look at this pie chart and you look at the changes that we’re gonna go through over the next 20 years, there’s about a trillion dollars in hardware. [00:03:54] Jay McBain: There’s about a trillion dollars in software. If you look forward through all of the merging trends, quantum computing, humanoid robots, all the things that are coming that dollar to dollar software to hardware will continue to exist all the way through. We see services making up almost two thirds of this pie. [00:04:13] Jay McBain: Yesterday I was in a telco conference with at and t and Verizon and T-Mobile and some of the biggest wireless players and IT services, which happen to be growing faster than products. At the moment, there is more work to be done wrapping around the deal than the actual products that the customer is buying. [00:04:32] Jay McBain: So in an industry that’s growing at 7%. On top of the world economy that’s grown at 2.2. This is the fastest growing industry, and it will be at least for the next 10 years, if not 2070 0.1% of this entire $5 trillion gets transacted through partners. While what we’re talking to today about the ultimate partner, 96% of this industry is surrounded by partners in one way or another. [00:05:01] Jay McBain: They’re there before the deal. They’re there at the deal. They’re there after the deal. Two thirds of our industry is now subscription consumption based. So every 30 days forever, and a customer for life becomes everything. So if every deal in medium, mid-market, and higher has seven partners, according to McKinsey, who are those seven people trying to get into the deal? [00:05:25] Jay McBain: While there’s millions of companies that have come into tech over the last 10 to 20 years. Digital agencies, accountants, legal firms, everybody’s come in. The 250,000 SaaS companies, a million emerging tech companies, there’s a big fight to be one of those seven trusted people at the table. So millions of companies and tens of millions of people our competing for these slots. [00:05:49] Jay McBain: So one of the pieces of research I’m most proud of, uh, in my analyst career is this. And this took over two years to build. It’s a lot of logos. Not this PowerPoint slide, but the actual data. Thousands of people hours. Because guess what? When you look at partners from the top down, the top 1000 partners, by capability and capacity, not by resale. [00:06:15] Jay McBain: It’s not a ranking of CDW and insight and resale numbers. It is the surrounding. Consulting, design, architecture, implementations, integrations, managed services, all the pieces that’s gonna make the next 20 years run. So when you start to look at this, 98% of these companies are private, so very difficult to get to those numbers and, uh, a ton of research and help from AI and other things to get this. [00:06:41] Jay McBain: But this is it. And if you look at this list, there’s a thousand logos out of the million companies. There’s a thousand logos that drive two thirds of all tech services in the world. $1.07 trillion gets delivered by a thousand companies, but here’s where it gets fun. Those companies in the middle, in blue, the 30 of them deliver more tech services than the next 970. [00:07:08] Jay McBain: Combined the 970 combined in white deliver more tech services. Then the next million combined. So if you think we live in an 80 20 rule or maybe a 99, a 95 5 rule, or a 99 1 rule, we actually live in a 99.9 0.1 parallel principle. These companies spread around the world evenly split across the uh, different regions. [00:07:35] Jay McBain: South Africa, Latin America, they’re all over. They split. They split among types. All of the Venn diagram I just showed from GSIs to VARs to MSPs, to agencies and other types of companies. But this is a really rich list and it’s public. So every company in the world now, if you’re looking at Transactable data, if you’re looking at quantifiable data that you can go put your revenue numbers against, it represents 70 to 80% of every company in this room’s Tam. [00:08:08] Jay McBain: In one piece of research. So what do you do below that? How do you cover a million companies that you can’t afford to put a channel account manager? You can’t afford to write programs directly for well after the top down analysis and all the wallet share and you know exactly where the lowest hanging fruit is for most of your tam. [00:08:28] Jay McBain: The available markets. The obtainable markets. You gotta start from the community level grassroots up. So you need to ask the question for the million companies and the maybe a hundred thousand companies out there, partner companies that are surrounding your customer. These are the seven partners that surround your customer. [00:08:48] Jay McBain: What do they read, where do they go, and who do they follow? Interestingly enough, our industry globally equates to only a thousand watering holes, a thousand companies at the top, a thousand places at the bottom. 35% of this audience we’re talking. Millions of people here love events and there’s 352 of them like this one that they love to go to. [00:09:13] Jay McBain: They love the hallway chats, they love the hotel lobby bar, you know, in a time reminded by the pandemic. They love to be in person. It’s the number one way they’re influenced. So if you don’t have a solid event strategy and you don’t have a community team out giving out socks every week, your competitors might beat you. [00:09:31] Jay McBain: 12% of this audience loves podcasts. It’s the Joe Rogan effect of our industry. And while you know, you may not think the 121 podcasts out there are important, well, you’re missing 12% of your audience. It’s over a million people. If you’re not on a weekly podcast in one of these podcasts in the world, there’s still people that read one of the 106 magazines in the world. [00:09:55] Jay McBain: There are people that love peer groups, associations, they wanna be part of this. There’s 15 different ways people are influenced. And a solid grassroots strategy is how you make this happen. In the last 10 years, we’ve created a number of billionaires. Bottom up. They never had to go talk to la large enterprise. [00:10:15] Jay McBain: They never had to go build out a mid-market strategy. They just went and give away socks and new community marketing. And this has created, I could rip through a bunch of names that became unicorns just in the last couple of years, bottoms up. You go back to your board walking into next year, top down, bottom up. [00:10:34] Jay McBain: You’ve covered a hundred percent of your tam, and now you’ve covered it with names, faces, and places. You haven’t covered it with a flywheel or a theory. And for 44 years, we have gone to our board every fourth quarter with flywheels and theory. Trust me, partners are important. The channel is key to us. [00:10:57] Jay McBain: Well, let’s talk at the point of this granularity, and now we’re getting supported by technology 261 entrepreneurs. Many of them in the room actually here that are driving this ability to succeed with seven partners in every deal to exchange data to be able to exchange telemetry of these prospects to be able to see twice or three times in terms of pipeline of your target addressable market. [00:11:26] Jay McBain: All these ai, um, technologies, agentic technologies are coming into this. It’s all about data. It’s all about quantifiable names, faces, and places. Now none of us should be walking around with flywheels, so let’s flip the flywheels. No. Uh, so we also look at, and I sold PCs for 17 years and that was in the high times of 40% margins for partners. [00:11:55] Jay McBain: But one interesting thing when you study the p and l for broad base of partners around the world, it’s changed pretty significantly in this last 20 year era. What the cloud era did is dropped hardware from what used to be 84% plus the break fix and things that wrap around it of the p and l to now 16% of every partner in the world. [00:12:16] Jay McBain: 84% of their p and l is now software and services. And if you look at profitability, it’s worse. It’s actually 87% is profitability wise. They’ve completely shifted in terms of where they go. Now we look at other parts of our market. I could go through every part of the pie of the slide, but we’re watching each of the companies, and if you can see here, this is what we want to talk about in terms of ultimate partner. [00:12:43] Jay McBain: Microsoft has outgrown AWS for 26 straight quarters. They don’t have a better product. They don’t have a better price, they don’t have better promotion. It’s all place. And I’ll explain why you guess here in the light green line. Exactly. The day that Google went a hundred percent all in partner, every deal, even if a deal didn’t have a partner, one of the 4% of deals that didn’t have a partner, they injected a partner. [00:13:09] Jay McBain: You can see on the left side exactly where they did it. They got to the point of a hundred percent partner driven. Rebuilt their programs, rebuilt their marketplace. Their marketplace is actually larger than Microsoft’s, and they grew faster than Microsoft. A couple of those quarters. It is a partner driven future, and now I have Oracle, which I just walked by as I walked from the hotel. [00:13:31] Jay McBain: Oracle with their RPOs will start to join. Maybe the list of three hyperscalers becomes the list of four in future slides, but that’s a growth slide. Market share is different. AWS early and commanding lead. And it plays out, uh, plays out this way. But we’re at an interesting moment and I stood up six years ago talking about the decade of the ecosystem after we went through a decade of sales starting in 1999 when we all thought we were born to be salespeople. [00:14:02] Jay McBain: We managed territories with our gut. The sales tech stack would have it different, that sales was a science, and we ended the decade 2009, looking at sales very differently in 2009. I remember being at cocktail parties where CMOs would be joking around that 50% of their marketing dollars were wasted. They just didn’t know which 50%. [00:14:23] Jay McBain: And I’ll tell you, that was really funny. In 2009 till every 58-year-old CMO got replaced by a 38-year-old growth hacker who walked in with 15,348 SaaS companies in their MarTech and ad tech stack to solve the problem, every nickel of marketing by 2019 was tracked. Marketo, Eloqua, Pardot, HubSpot, driving this industry. [00:14:50] Jay McBain: Now, we stood up and said the 28 moments that come before a sale are pretty much all partner driven. In the best case scenario, a vendor might see four of the moments. They might come to your website, maybe they read an ebook, maybe they have a salesperson or a demo that comes in. That’s four outta 28 moments. [00:15:10] Jay McBain: The other 24 are done by partners. Yeah, in the worst case scenario and the majority scenario, you don’t see any of the moments. All 28 happen and you lose a deal without knowing there ever was a deal. So this is it. We need to partner in these moments and we need to inject partners into sales and marketing, like no time before, and this was the time to do it. [00:15:33] Jay McBain: And we got some feedback in the Salesforce state of sales report, which doesn’t involve any partnerships or, or. Channel Chiefs or anything else. This is 5,500 of the biggest CROs in the world that obviously use Salesforce. 89% of salespeople today use partners every day. For the 11% who don’t, 58% plan two within a year. [00:15:57] Jay McBain: If you add those two numbers together, that’s magically the 96% number. They recognize that every deal has partners in it. In 2024, last year, half of the salespeople in the world, every industry, every country. Miss their numbers. For the minority who made their numbers, 84 point percent pointed to partners as the reason why they made their numbers. [00:16:21] Jay McBain: It was the cheat code for sales, so that modern salesperson that knows how to orchestrate a deal, orchestrate the 28 moments with the seven partners and get to that final spot is the winning formula. HubSpot’s number in separate research was 84% in marketing. So we’re starting to see partners in here. We don’t have to shout from the mountaintops. [00:16:44] Jay McBain: These communities like ultimate Partner are working and we’re getting this to the highest levels in the board. And I’ll say that, you know, when 20 years from now half of the companies we know and love fail after we’re done writing the book and blaming the CEO for inventing the thing that ended up killing them, blaming the board for fiduciary responsibility and letting it happen. [00:17:06] Jay McBain: What are the other chapters of the book? And I think it’s all in one slide. We are in this platform economy and the. [00:17:31] Jay McBain: So your battery’s fine. Check, check, check, check. Alright, I’ll, I’ll just hold this in case, but the companies that execute on all five of these areas, well. Not only today become the trillion dollar valued companies, but they become the companies of tomorrow. These will be the fastest growing companies at every level. [00:17:50] Jay McBain: Not only running a platform business, but participating in other platforms. So this is how it breaks out, and there are people at very senior levels, at very big companies that have this now posted in the office of the CEO winning on integrations is everything. We just went through a demographic shift this year where 51% of our buyers are born after 1982. [00:18:15] Jay McBain: Millennials are the number one buyer of the $5 trillion. Their number one buying criteria is not service. Support your price, your brand reputation, it’s integrations. The buy a product, 80% is good as the next one if it works better in their environment. 79% of us won’t buy a car unless it has CarPlay or Android Auto. [00:18:34] Jay McBain: This is an integration world. The company with the most integrations win. Second, there are seven partners that surround the customer. Highly trusted partners. We’re talking, coaching the customer’s, kids soccer team, having a cottage together up at the lake. You know, best men, bate of honors at weddings type of relationships. [00:18:57] Jay McBain: You can’t maybe have all seven, but how does Microsoft beat AWS? They might have had two, three, or four of them saying nice things about them instead of the competition. Winning in service partnerships and channel partnerships changes by category. If you’re selling MarTech, only 10% of it today is resold, so you build more on service partnerships. [00:19:18] Jay McBain: If you’re in cybersecurity today, 91.6% of it is resold. Transacted through partners. So you build a lot of channel partnerships, plus the service partnerships, whatever the mix is in your category, you have to have two or three of those seven people. Saying nice things about you at every stage of the customer journey. [00:19:38] Jay McBain: Now move over to alliances. We have already built the platforms at the hyperscale level. We’ve built the platforms within SaaS, Salesforce, ServiceNow, Workday, Marketo, NetSuite, HubSpot. Every buyer has a set of platforms that they buy. We’ve now built them in cybersecurity this year out of 6,500 as high as cyber companies, the top five are starting to separate. [00:20:02] Jay McBain: We built it in distribution, which I’ll show in a minute. We’re building it in Telco. This is a platform economy and alliances win and you have alliances with your competitors ’cause you compete in the morning, but you’re best friends by the afternoon. Winning in other platforms is just as important as driving your own. [00:20:20] Jay McBain: And probably the most important part of this is go to market. That sales, that marketing, the 28 moments, the every 30 days forever become all a partner strategy. So there’s still CEOs out there that believe platform is a UI or UX on a bunch of disparate products and things you’ve acquired. There’s still CFOs out there that Think platform is a pricing model, a bundle model of just getting everything under one, you know, subscription price or consumption price. [00:20:51] Jay McBain: And it’s not, platforms are synonymous with partnerships. This is the way forward and there’s no conversation around ai. That doesn’t involve Nvidia over there, an open AI over here and a hyperscaler over there and a SaaS company over here. The seven layer stack wins every single time, and the companies that get this will be the ones that survive this cycle. [00:21:16] Jay McBain: Now, flipping over to marketplaces. So we had written research that, um, about five years ago that marketplaces were going to grow at 82% compounded. Yeah, probably one of the most accurate predictions we ever made, because it happened, we, we predicted that, uh, we were gonna get up to about $85 billion. Well, now we’ve extended that to 2030, so we’re gonna get up to $163 billion, and the thing that we’re watching is in green. [00:21:46] Jay McBain: If 96% of these deals are partner assisted in some way, how is the economics of partnering going to work? We predicted that 50% of deals by 2027. Would be partner funded in some way. Private offers multi-partner offers distributor sellers of record, and now that extends to 59% by 2030, the most senior leader of the biggest marketplace AWS, just said to us they’re gonna probably make these numbers on their own. [00:22:14] Jay McBain: And he asked what their two competitors are doing. So he’s telling us that we under called this. Now when you look at each of the press releases, and this is the AWS Billion Dollar Club. Every one of the companies on the left have issued a press release that they’re in the billion dollar club. Some of them are in the multi-billions, but I want you to double click on this press release. [00:22:35] Jay McBain: I’m quoted in here somewhere, but as CrowdStrike is building the marketplace at 91% compounded, they’re almost doubling their revenue every single year. They’re growing the partner funding, in this case, distributor funding by 3548%. Almost triple digit growth in marketplace is translating into almost quadruple digit growth in funding. [00:23:01] Jay McBain: And you see that over and over again as, as Splunk hit three, uh, billion dollars. The same. Salesforce hit $2 billion on AWS in Ulti, 18 months. They joined in October 20, 23, and 18 months later, they’re already at $2 billion. But now you’re seeing at Salesforce, which by the way. Grew up to $40 billion in revenue direct, almost not a nickel in resell. [00:23:28] Jay McBain: Made it really difficult for VARs and managed service providers to work with Salesforce because they couldn’t understand how to add services to something they didn’t book the revenue for. While $40 billion companies now seeing 70% of their deals come through partners. So this is just the world that we’re in. [00:23:44] Jay McBain: It doesn’t matter who you are and what industry you’re in, this takes place. But now we’re starting to see for the first time. Partners join the billion dollar club. So you wonder about partnering and all this funding and everything that’s working through Now you’re seeing press releases and companies that are redoing their LinkedIn branding about joining this illustrious club without a product to sell and all the services that wrap around it. [00:24:10] Jay McBain: So the opening session on Microsoft was interesting because there’s been a number of changes that Microsoft has done just in the last 30 days. One is they cut distribution by two thirds going from 180 distributors to 62. They cut out any small partner lower than a thousand dollars, and that doesn’t sound like a lot, but that’s over a hundred thousand partners that get deed tightening the long tail. [00:24:38] Jay McBain: They we’re the first to really put a global point system in place three years ago. They went to the new commerce experience. If you remember, all kinds of changes being led by. The biggest company for the channel. And so when we’re studying marketplaces, we’re not just studying the three hyperscalers, we’re studying what TD Cynic is doing with Stream One Ingram’s doing with Advant Advantage Aerosphere. [00:25:01] Jay McBain: Also, we’re watching what PAX eight, who by the way, is the 365 bestseller for Microsoft in the world. They are the cybersecurity leader for Microsoft in the world and the copilot. Leader in the world for Microsoft and Partner of the Year for Microsoft. So we’re watching what the cloud platforms are doing, watching what the Telco are doing, which is 25 cents out of every dollar, if you remember that pie chart, watching what the biggest resellers are converting themselves into. [00:25:30] Jay McBain: Vince just mentioned, you know, SHI in the changes there watching the managed services market and the leaders there, what they’re doing in terms of how this industry’s moving forward. By the way, managed services at $608 billion this year. Is one and a half times larger than the SaaS industry overall. [00:25:48] Jay McBain: It’s also one and a half times larger than all the hyperscalers combined. Oracle, Alibaba, IBM, all the way down. This is a massive market and it makes up 15 to 20 cents of every dollar the customer spend. We’re watching that industry hit a trillion dollars by the end of the decade, and we’re watching 150 different marketplace development platforms, the distribution of our industry, which today is 70.1% indirect. [00:26:13] Jay McBain: We’re starting to see that number, uh, solidify in terms of marketplaces as well. Watching distributors go from that linear warehouse in a bank to this orchestration model, watching some of the biggest players as the world comes around, platforms, it tightens around the place. So Caresoft, uh, from from here is the sixth biggest distributor in the world. [00:26:40] Jay McBain: Just shows you how big the. You know, biggest client in the world is that they serve. But understand that we’re publishing the distributor 500 list, but it’ll be the same thing. That little group in blue in the middle today, you know, drives almost two thirds of the market. So what happens in all this next stage in terms of where the dollars change hands. [00:27:07] Jay McBain: And the economics of partnering themselves are going through the most radical shift that we’ve seen ever. So back to the nineties, and, and for those of you that have been channel chiefs and running programs, we went to work every day. You know, everything’s on fire. We’re trying to check hundred boxes, trying to make our program 10% better than our competitors. [00:27:30] Jay McBain: Hey, we gotta fix our deal registration program today, and our incentives are outta whack or training programs or. You know, not where they need to be. Our certification, you know, this was the life of, uh, of a channel chief. Everybody thought we were just out drinking in the Caribbean with our best partners, but we were under the weight of this. [00:27:49] Jay McBain: But something interesting has happened is that we turned around and put the customer at the middle of our programs to say that those 28 moments in green before the sale are really, really important. And the seven partners who participate are really important. Understanding. The customer’s gonna buy a seven layer stack. [00:28:09] Jay McBain: They’re gonna buy it With these seven partners, the procurement stage is much different. The growth of marketplaces, the growth of direct in some of these areas, and then long term every 30 days forever in a managed service, implementations, integrations, how you upsell, cross-sell, enrich a deal changes. So how would you build a program that’s wrapped around the customer instead of the vendor? [00:28:35] Jay McBain: And we’re starting to hear our partners shout back to us. These are global surveys, big numbers, but over half of our partners, regardless of type, are selling consulting to their customer. Over half are designing architecting deals. A third of them are trying to be system integrators showing up at those implementation integration moments. [00:28:55] Jay McBain: Two thirds of them are doing managed services, but the shocking one here is 44% of our partners, regardless of type, are coding. They’re building agents and they’re out helping their customer at that level. So this is the modern partner that says, don’t typecast me. You may have thought of me in your program. [00:29:14] Jay McBain: You might have me slotted as a var. Well, I do 3.2 things, and if I don’t get access to those resources, if you don’t walk me to that room, I’m not gonna do them with you. You may have me as a managed service provider that’s only in the morning. By the afternoon I’m coding, and by the next morning I’m implementing and consulting. [00:29:33] Jay McBain: So again, a partner’s not a partner. That Venn diagram is a very loose one now, as every partner on there is doing 3.2 different business models. And again, they’re telling us for 43 years, they said, I want more leads this year it changed. For the first time, I want to be recognized and incentivized as more than just a cash register for you. [00:29:57] Jay McBain: I want you to recognize when I’m consulting, when I’m designing, when you’re winning deals, because of my wonderful services, by the way, we asked the follow up question, well, where should we spend our money with you? And they overwhelmingly say, in the consulting stage, you win and lose deals. Not at moment 28. [00:30:18] Jay McBain: We’re not buying a pack of gum at the gas station. This is a considered purchase. You win deals from moment 12 through 16 and I’m gonna show you a picture of that later, and they say, you better be spending your money there, or you’re not gonna win your fair share or more than your fair share of deals. [00:30:36] Jay McBain: The shocking thing about this is that Microsoft, when they went to the point system, lifted two thirds of all the money, tens of billions of dollars, and put it post-sale, and we were all scratching our heads going. Well, if the partners are asking for it there, and it seems like to beat your biggest competitors, you want to win there. [00:30:54] Jay McBain: Why would you spend the money on renewal? Well, they went to Wall Street and Goldman Sachs and the people who lift trillions of dollars of pension funds and said, if we renew deals at 108%, we become a cash machine for you. And we think that’s more valuable than a company coming out with a new cell phone in September and selling a lot of them by Christmas every year. [00:31:18] Jay McBain: The industry. And by the way, wall Street responded, Microsoft has been more valuable than Apple since. So we talk in this now multiplier language, and these are reports that we write, uh, at AMIA at canals. But talking about the partner opportunity in that customer cycle, the $6 and 40 cents you can make for every dollar of consumption, or the $7 and 5 cents you can make the $8 and 45 cents you can make. [00:31:46] Jay McBain: There’s over 24 companies speaking at this level now, and guess what? It’s not just cloud or software companies. Hardware companies are starting to speak in this language, and on January 25th, Cisco, you know, probably second to Microsoft in terms of trust built with the channel globally is moving to a full point system. [00:32:09] Jay McBain: So these are the changes that happen fast. But your QBR with your partners now less about drinking beers at the hotel lobby bar and talking dollar by dollar where these opportunities are. So if you’re doing 3.2 of these things, let’s build out a, uh, a play where you can make $3 for every dollar that we make. [00:32:28] Jay McBain: And you make that profitably. You make it in sticky, highly retained business, and that’s the model. ’cause if you make $3 for every dollar. We make, you’re gonna win Partner of the year, and if you win partner of the year, that piece of glass that you win on stage, by the time you get back to your table, you’re gonna have three offers to buy your business. [00:32:51] Jay McBain: CDW just bought a w. S’s Partner of the Year. Insight bought Google’s eight time partner of the year. Presidio bought ServiceNow’s, partner of the year over and over and over again. So I’m at Octane, I’m at CrowdStrike, I’m at all these events in Vegas every week. I’m watching these partners of the year. [00:33:05] Jay McBain: And I’m watching as the big resellers. I’m watching as the GSIs and the m and a folks are surrounding their table after, and they’re selling their businesses for SaaS level valuations. Not the one-to-one service valuation. They’re getting multiples because this is the new future of our industry. This is platform economics. [00:33:25] Jay McBain: This is winning and platforms for partners. Now, like Vince, I spent 20 minutes without talking about ai, but we have to talk about ai. So the next 20 years as it plays out is gonna play out in phases. And the first thing you know to get it out of the way. The first two years since that March of 23, has been underwhelming, to say the least. [00:33:47] Jay McBain: It’s been disappointing. All the companies that should have won the biggest in AI have been the most disappointing. It’s underperformed the s and p by a considerable amount in terms of where we are. And it goes back to this. We always overestimate the first two years, but we underestimate the first 10. [00:34:07] Jay McBain: If you wanna be the point in time person and go look at that 1983 PC or the 1995 internet or that 2007 iPhone or that whatever point in time you wanna look at, or if you want to talk about hallucinations or where chat chip ET version five is version, as opposed to where it’s going to be as it improves every six months here on in. [00:34:30] Jay McBain: But the fact of the matter is, it’s been a consumer trend. Nvidia got to be the most valuable company in the world. OpenAI was the first company to 2 billion users, uh, in that amount of speed. It’s the fastest growing product ever in history, and it’s been a consumer win this trillions of dollars to get it thrown around in the press releases. [00:34:49] Jay McBain: They’re going out every day, you know, open ai, signing up somebody new or Nvidia, investing in somebody new almost every single day in hundreds of billions of dollars. It is all happening really on the consumer side. So we got a little bit worried and said, is that 96% of surround gonna work in ag agentic ai? [00:35:10] Jay McBain: So we went and asked, and the good news is 88% of end customers are using partners to work through their ag agentic strategy. Even though they’re moving slow, they’re actually using partners. But what’s interesting from a partner perspective, and this is new research that out till 2030. This is the number one services opportunity in the entire tech or telco industry. [00:35:34] Jay McBain: 35.3% compounded growth ending at $267 billion in services. Companies are rebuilding themselves, building out practices, and getting on this train and figuring out which vendors they should hook their caboose to as those trains leave the station. But it kind of plays out like this. So in the next three to five years, we’re in this generative, moving into agentic phase. [00:36:01] Jay McBain: Every partner thinks internally first, the sales and marketing. They’re thinking about their invoicing and billing. They’re thinking about their service tickets. They’re thinking about creating a business that’s 10% better than their competitors, taking that knowledge into their customers and drive in business. [00:36:17] Jay McBain: But we understand that ag agentic AI, as it’s going to play out is not a product. A couple of years ago, we thought maybe a copilot or an agent force or something was going to be the product that everybody needed to buy, and it’s not a product, it’s gonna show up as a feature. So you go back in the history of feature ads and it’s gonna show up in software. [00:36:38] Jay McBain: So if you’re calling in SMB, maybe you’re calling on a restaurant. The restaurant isn’t gonna call OpenAI or call Microsoft or call Nvidia directly. They’re running their restaurant. And they may have chosen a platform like Toast Square, Clover, whatever iPads people are running around with, runs on a platform that does everything in their business, does staffing, does food ordering, works with Uber Eats, does everything end to end? [00:37:08] Jay McBain: They’re gonna wait to one of those platforms, dries out agent AI for them, and can run the restaurant more effectively, less human capital and more consistently, but they wait for the SaaS platform as you get larger. A hundred, 150 people. You have vice presidents. Each of those vice presidents already have a SaaS stack. [00:37:28] Jay McBain: I talked about Salesforce, ServiceNow, Workday, et cetera. They’ve already built that seven layer model and in some cases it’s 70 layers. But the fact is, is they’re gonna wait for those SaaS layers to deliver ag agentic to them. So this is how it’s gonna play out for the next three and a half, three to five years. [00:37:45] Jay McBain: And partners are realizing that many of them were slow to pick up SaaS ’cause they didn’t resell it. Well now to win in this next three to half, three to five years, you’re gonna have to play in this environment. When you start looking out from here, the next generation, you know, kind of five through 15 years gets interesting in more of a physical sense. [00:38:06] Jay McBain: Where I was yesterday talking about every IOT device that now is internet access, starts to get access to large language models. Every little sensor, every camera, everything that’s out there starts to get smart. But there’s a point. The first trillionaire, I believe, will be created here. Elon’s already halfway there. [00:38:24] Jay McBain: Um, but when Bill Gates thought there was gonna be a PC in every home, and IBM thought they were gonna sell 10,000 to hobbyists, that created the richest person in the world for 20 years, there will be a humanoid in every home. There’s gonna be a point in time that you’re out having drinks with your friends, and somebody’s gonna say, the early adopter of your friends is gonna say. [00:38:46] Jay McBain: I haven’t done the dishes in six weeks. I haven’t done the laundry. I haven’t made my bed. I haven’t mowed the lawn. When they say that, you’re gonna say, well, how? And they’re gonna say, well, this year I didn’t buy a new car, but I went to the car dealership and I bought this. So we’re very close to the dexterity needed. [00:39:05] Jay McBain: We’ve got the large language models. Now. The chat, GPT version 10 by then is going to make an insane, and every house is gonna have one of the. [00:39:17] Jay McBain: This is the promise of ai. It’s not humanoid robots, it’s not agents. It’s this. 99% of the world’s business data has not been trained or tuned into models yet. Again, this is the slow moving business. If you want to think about the 99% of business data, every flight we’ve all taken in this room sits on a saber system that was put in place in 1964. [00:39:43] Jay McBain: Every banking transaction, we’ve all made, every withdrawal, every deposit sits on an IBM mainframe put in place in the sixties or seventies. 83% of this data sits in cold storage at the edge. It’s not ready to be moved. It’s not cleansed, it’s not, um, indexed. It’s not in any format or sitting on any infrastructure that a large language model will be able to gobble up the data. [00:40:10] Jay McBain: None of the workflows, none of the programming on top of that data is yet ready. So this is your 10 to 20 year arc of this era that chat bot today when they cancel your flight is cute. It’s empathetic, it feels bad for you, or at least it seems to, but it can’t do anything. It can’t book you the Marriott and get you an Uber and then a 5:00 AM flight the next morning. [00:40:34] Jay McBain: It can’t do any of that. But more importantly, it doesn’t know who you are. I’ve got 53 years of flights under my belt and they, I’m the person that get me within six hours of my kids and get me a one-way Hertz rental. You know, if there’s bad weather in Miami, get me to Tampa, get me a Hertz, I’m driving home, I’m gonna make it home. [00:40:56] Jay McBain: I’m not the 5:00 AM get me a hotel person. They would know that if they picked up the flights that I’ve taken in the past. Each of us are different. When you get access to the business data and you become ag agentic, everything changes. Every industry changes because of this around the customers. When you ask about this 35% growth, working on that data, working in traditional consulting and design and implementation, working in the $7 trillion of infrastructure, storage, compute, networking, that’s gonna be around, this is a massive opportunity. [00:41:30] Jay McBain: Services are gonna continue to outgrow products. Probably for the next five to 10 years because of this, and I’m gonna finish here. So we talked a lot about quantifying names, faces, places, and I think where we failed the most as ultimate partners is underneath the tam, which every one of our CEOs knows to the decimal point underneath the TAM that our board thinks they’re chasing. [00:41:59] Jay McBain: We’ve done a very poor job. Of talking about the available markets and obtainable markets underneath it, we, we’ve shown them theory. We’ve shown them a bunch of, you know, really smart stuff, and PowerPoint slides up the wazoo, but we’ve never quantified it for them. If they wanna win, if they want to get access, if they want to double their pipeline, triple their pipeline, if they wanna start winning more deals, if they wanna win deals that are three times larger, they close two times faster. [00:42:31] Jay McBain: And they renew 15% larger. They have to get into the available and obtainable markets. So just in the last couple weeks I spoke at Cribble, I spoke at Octane, I spoke at CrowdStrike Falcon. All three of those companies at the CEO level, main stage use those exact three numbers, three x, two x, 15%. That’s the language of platforms, and they’re investing millions and millions and millions of dollars on teams. [00:42:59] Jay McBain: To go build out the Sam Andal in name spaces and places. So you’ve heard me talk about these 28 moments a lot. They’re the ones that you spend when you buy a car. Some people spend one moment and they drive to the Cadillac dealership. ’cause Larry’s been, you know, taking care of the family for 50 years. [00:43:18] Jay McBain: Some people spend 50 moments like I do, watching every YouTube video and every, you know, thing on the internet. I clear the internet cover to cover. But the fact is, is every deal averages around these 28 moments. Your customer, there’s 13 members of the buying committee today. There’s seven partners and they’re buying seven things. [00:43:37] Jay McBain: There’s 27 things orchestrating inside these 28 moments. And where and how they all take place is a story of partnering. So a couple of years ago, canals. Latin for channel was acquired by amia, which is a part of Informa Tech Target, which is majority owned by Informa. All that being said, there’s hundreds of magazines that we have. [00:44:00] Jay McBain: There’s hundreds of events that we run. If somebody’s buying cybersecurity, they probably went to Black Hat or they probably went to GI Tech. One of these events we run, or one of the magazines. So we pick up these signals, these buyer intent signals as a company. Why did they wanna, um, buy a, uh, a Canals, which was a, you know, a small analyst firm around channels? [00:44:22] Jay McBain: They understood this as well. The 28 moments look a lot like this when marketers and salespeople are busy filling in the spots of every deal. And by the way, this is a real deal. AstraZeneca came in to spend millions of dollars on ASAP transformation, and you can start to see as the customer got smart. [00:44:45] Jay McBain: The eBooks, they read the podcasts, they listened to the events they went to. You start to see how this played out over the long term. But the thing we’ve never had in our industry is the light blue boxes. This deal was won and lost in December. In this particular case, NTT software won and Yash came in and sold the customer five projects. [00:45:07] Jay McBain: The millions of dollars that were going to be spent were solved here. The design and architecture work was all done here. A couple of ISVs You see in light blue came in right at the end, deal was closed in April. You see the six month cycle. But what if you could fill in every one of the 28 boxes in every single customer prospect that your sales and marketing team have? [00:45:30] Jay McBain: But here’s the brilliance of this. Those light blue boxes didn’t win the deals there. They won the deals months before that. So when NTT and Software one walked into this deal. They probably won the deal back in October and they had to go through the redlining. They had to go through the contracting, they had to go through all the stuff and the Gantt chart to get started. [00:45:54] Jay McBain: But while your CMO is getting all excited about somebody reading an ebook and triggering an MQL that the sales team doesn’t want, ’cause it’s not qualified, it’s not sales qualified, you walk in and say, no, no. This is a multimillion deal, dollar deal. It’s AstraZeneca. I know the five partners that are coming in in December to solidify the seven layers, and you’re walking in at the same time as the CMOs bragging about an ebook. [00:46:21] Jay McBain: This changes everything. If we could get to this level of data about every dollar of our tam, we not only outgrow our competitors, we become the platforms of the next generation. Partnering and ultimate partnering is all here. And this is what we’re doing in this room. This is what we’re doing over these couple of days, and this is what, uh, the mission that Vince is leading. [00:46:43] Jay McBain: Thank you so much. [00:46:47] Vince Menzione: Woo. Day in the house. Good to see you my friend. Good to see you. Oh, we’re gonna spend a couple minutes. Um, I’m put you in the second seat. We’re gonna put, we’re gonna make it sit fireside for a minute. Uh, that was intense. It was pretty incredible actually, Jay. And so I’m, I think I wanna open it up ’cause we only have a few minutes just to, any questions? [00:47:06] Vince Menzione: I’m sure people are just digesting. We already have one up here. See, [00:47:09] Question: Jay knows I’m [00:47:10] Vince Menzione: a question. I love it. We, I don’t think we have any I can grab a mic, a roving mic. I could be a roving mic person. Hold on. We can do this. This is not on. [00:47:25] Vince Menzione: Test, test. Yes it is. Yeah. [00:47:26] Question: Theresa Carriol dared me to ask a question and I say, you don’t have to dare me. You know, I’m going to Anyway. Um, so Jay, of the point of view that with all of the new AI players that strategic alliances is again having a moment, and I was curious your point of view on what you’re seeing around this emergence and trend of strategic alliances and strategic alliance management. [00:47:52] Question: As compared to channel management. And what are you seeing in terms of large vendors like AWS investing in that strategic alliance role versus that channel role training, enablement, measurement, all that good stuff? [00:48:06] Jay McBain: Yeah, it’s, it’s a great question. So when I told the story about toast at the restaurant or Square or Clover, they’re not call, they’re not gonna call open AI or Nvidia themselves either. [00:48:17] Jay McBain: When you look out at the 250,000 ISVs. That make up this AI stack, there is the layers that happen there. So the Alliance with AWS, the alliance they have with Microsoft or Google is going to be how they generate agent AI in their platforms. So when I talk about a seven layer stack, the average deal being seven layers, AI is gonna drive this to nine, and then 11, then probably 13. [00:48:44] Jay McBain: So in terms of how alliances work, I had it up there as one of the five core strategies, and I think it’s pretty even. You can have the best alliances in the world, but if the seven partners trusted by the customer don’t know what that alliance is and the benefits to the customer and never mention it, it’s all for Naugh. [00:49:00] Jay McBain: If you’re go-to market, you’re co-selling, your co-marketing strategies are not built around that alliance. It’s all for naught. If the integration and the co-innovation, the co-development, the all the co-creation work that’s done inside these alliances isn’t translated to customer outcomes, it’s all for naugh. [00:49:17] Jay McBain: These are all five parallel swim lanes. All five are absolutely critically needed. And I think they’re all five pretty equally weighted in terms of needing each other. Yes. To be successful in the era of platforms. Yeah. [00:49:32] Vince Menzione: And the problem is they’re all stove pipe today. If, if at all. Yeah. Maintained, right. [00:49:36] Vince Menzione: Alliances is an example. Channels and other example. They don’t talk to one another. Judge any, we’ve got a mic up here if anybody else has. Yep. We have some questions here, Jacqueline. [00:49:51] Question: So when we’re developing our channel programs, any advice on, you know, what’s the shift that we should make six months from now, a year from now? The historical has been bronze, silver, gold, right? And you’ve got your deal registration, but what’s the future look like? [00:50:05] Jay McBain: Yeah, so I mean, the programs are, are changing to, to the point where the customer should be in the middle and realizing the seven partners you need to win the deal. [00:50:15] Jay McBain: And depending on what category of product you’re in, security, how much you rely on resell, 91.6%. You know, the channel partners are gonna be critical where the customer spends the money. And if you’re adding friction to that process, you’re adding friction in terms of your growth. So you know, if you’re in cybersecurity, you have to have a pretty wide open reseller model. [00:50:39] Jay McBain: You have to have a wide open distribution model, and you have to make sure you’re there at that point of sale. While at the same time, considering the other six partners at moment 12 who are in either saying nice things about you or not, the customer might even be starting with you. ’cause there is actually one thing that I didn’t mention when I showed the 28 moments filled in. [00:51:00] Jay McBain: You’ll notice that the customer went to AWS twice direct. AWS lost the deal. Microsoft won the deal software. One is Microsoft’s biggest reseller in the world. They just acquired crayon. NTT who, who loves both had their Microsoft team go in. [00:51:18] Question: Mm. [00:51:19] Jay McBain: So I think that they went to AWS thinking it was A-W-S-S-A-P, you know, kind of starting this seven layer stack. [00:51:25] Jay McBain: I think they finished those, you know, critical moments in the middle looking at it. And then they went back to AWS kind of going probably WWTF. Yeah. What we thought was happening isn’t actually the outcome that was painted by our most trusted people. So, you know, to answer your question, listen to your partners. [00:51:43] Jay McBain: They want to be recognized for the other things they’re doing. You can’t be spending a hundred percent of the dollars at the point of sale. You gotta have a point of system that recognizes the point of sale, maybe even gold, silver, bronze, but recognizing that you’re paying for these other moments as well. [00:51:57] Jay McBain: Paying for alliances, paying for integrations and everything else, uh, in the cyber stack. And, um, you know, recognizing also the top 1000. So if I took your tam. And I overlaid those thousand logos. I would be walking into 2026 the best I could of showing my company logo by logo, where 80% of our TAM sits as wallet share, not by revenue. [00:52:25] Jay McBain: Remember, a million dollar partner is not a million dollar partner. One of them sells 1.2 million in our category. We should buy them a baseball cap and have ’em sit in the front row of our event. One of them sells $10 million and only sells our stuff if the customer asks. So my company should be looking at that $9 million opportunity and making sure my programs are writing the checks and my coverage. [00:52:48] Jay McBain: My capacity and capability planning is getting obsessed over that $9 million. My farmers can go over there, my hunters can go over here, and I should be submitting a list of a thousand sorted in descending order of opportunity. Of where my company can write program dollars into. [00:53:07] Vince Menzione: Great answer. All right. I, I do wanna be cognizant of time and the, all the other sessions we have. [00:53:14] Vince Menzione: So we’ll just take one other question if there are any here and if not, we’ll let I know. Jay, you’re gonna be mingling around for a little while before your flight. I’m [00:53:21] Jay McBain: here the whole day. [00:53:22] Vince Menzione: You, you’re the whole day. I see that Jay’s here the whole day. So if you have any other questions and, and, uh, sharing the deck is that. [00:53:29] Vince Menzione: Yep. Alright. We have permission to share the deck with the each of you as well. [00:53:34] Jay McBain: Alright, well thank you very much everyone. Jay. Great to have you.

BONUS: Breaking Through The Organizational Immune System - Why Software-Native Organizations Are Still Rare With Vasco Duarte In this BONUS episode, we explore the organizational barriers that prevent companies from becoming truly software-native. Despite having proof that agile, iterative approaches work at scale—from Spotify to Amazon to Etsy—most organizations still struggle to adopt these practices. We reveal the root cause behind this resistance and expose four critical barriers that form what we call "The Organizational Immune System." This isn't about resistance to change; it's about embedded structures, incentives, and mental models that actively reject beneficial transformation. The Root Cause: Project Management as an Incompatible Mindset "Project management as a mental model is fundamentally incompatible with software development. And will continue to be, because 'project management' as an art needs to support industries that are not software-native." The fundamental problem isn't about tools or practices—it's about how we think about work itself. Project management operates on assumptions that simply don't hold true for software development. It assumes you can know the scope upfront, plan everything in advance, and execute according to that plan. But software is fundamentally different. A significant portion of the work only becomes visible once you start building. You discover that the "simple" feature requires refactoring three other systems. You learn that users actually need something different than what they asked for. This isn't poor planning—it's the nature of software. Project management treats discovery as failure ("we missed requirements"), while software-native thinking treats discovery as progress ("we learned something critical"). As Vasco points out in his NoEstimates work, what project management calls "scope creep" should really be labeled "value discovery" in software—because we're discovering more value to add. Discovery vs. Execution: Why Software Needs Different Success Metrics "Software hypotheses need to be tested in hours or days, not weeks, and certainly not months. You can't wait until the end of a 12-month project to find out your core assumption was wrong." The timing mismatch between project management and software development creates fundamental problems. Project management optimizes for plan execution with feedback loops that are months or years long, with clear distinctions between teams doing requirements, design, building, and testing. But software needs to probe and validate assumptions in hours or days. Questions like "Will users actually use this feature?" or "Does this architecture handle the load?" can't wait for the end of a 12-month project. When we finally discover our core assumption was wrong, we need to fully replan—not just "change the plan." Software-native organizations optimize for learning speed, while project management optimizes for plan adherence. These are opposing and mutually exclusive definitions of success. The Language Gap: Why Software Needs Its Own Vocabulary "When you force software into project management language, you lose the ability to manage what actually matters. You end up tracking task completion while missing that you're building the wrong thing." The vocabulary we use shapes how we think about problems and solutions. Project management talks about tasks, milestones, percent complete, resource allocation, and critical path. Software needs to talk about user value, technical debt, architectural runway, learning velocity, deployment frequency, and lead time. These aren't just different words—they represent fundamentally different ways of thinking about work. When organizations force software teams to speak in project management terms, they lose the ability to discuss and manage what actually creates value in software development. The Scholarship Crisis: An Industry-Wide Knowledge Gap "Agile software development represents the first worldwide trend in scholarship around software delivery. But most organizational investment still goes into project management scholarship and training." There's extensive scholarship in IT, but almost none about delivery processes until recently. The agile movement represents the first major wave of people studying what actually works for building software, rather than adapting thinking from manufacturing or construction. Yet most organizational investment continues to flow into project management certifications like PMI and Prince2, and traditional MBA programs—all teaching an approach with fundamental problems when applied to software. This creates an industry-wide challenge: when CFOs, executives, and business partners all think in project management terms, they literally cannot understand why software needs to work differently. The mental model mismatch isn't just a team problem—it's affecting everyone in the organization and the broader industry. Budget Cycles: The Project Funding Trap "You commit to a scope at the start, when you know the least about what you need to build. The budget runs out exactly when you're starting to understand what users actually need." Project thinking drives project funding: organizations approve a fixed budget (say $2M over 9 months) to deliver specific features. This seems rational and gives finance predictability, but it's completely misaligned with how software creates value. Teams commit to scope when they know the least about what needs building. The budget expires just when they're starting to understand what users actually need. When the "project" ends, the team disbands, taking all their accumulated knowledge with them. Next year, the cycle starts over with a new project, new team, and zero retained context. Meanwhile, the software itself needs continuous evolution, but the funding structure treats it as a series of temporary initiatives with hard stops. The Alternative: Incremental Funding and Real-Time Signals "Instead of approving $2M for 9 months, approve smaller increments—maybe $200K for 6 weeks. Then decide whether to continue based on what you've learned." Software-native organizations fund teams working on products, not projects. This means incremental funding decisions based on learning rather than upfront commitments. Instead of detailed estimates that pretend to predict the future, they use lightweight signals from the NoEstimates approach to detect problems early: Are we delivering value regularly? Are we learning? Are users responding positively? These signals provide more useful information than any Gantt chart. Portfolio managers shift from being "task police" asking "are you on schedule?" to investment curators asking "are we seeing the value we expected? Should we invest more, pivot, or stop?" This mirrors how venture capital works—and software is inherently more like VC than construction. Amazon exemplifies this approach, giving teams continuous funding as long as they're delivering value and learning, with no arbitrary end date to the investment. The Business/IT Separation: A Structural Disaster "'The business' doesn't understand software—and often doesn't want to. They think in terms of features and deadlines, not capabilities and evolution." Project thinking reinforces organizational separation: "the business" defines requirements, "IT" implements them, and project managers coordinate the handoff. This seems logical with clear specialization and defined responsibilities. But it creates a disaster. The business writes requirements documents without understanding what's technically possible or what users actually need. IT receives them, estimates, and builds—but the requirements are usually wrong. By the time IT delivers, the business need has changed, or the software works but doesn't solve the real problem. Sometimes worst of all, it works exactly as specified but nobody wants it. This isn't a communication problem—it's a structural problem created by project thinking. Product Thinking: Starting with Behavior Change "Instead of 'build a new reporting dashboard,' the goal is 'reduce time finance team spends preparing monthly reports from 40 hours to 4 hours.'" Software-native organizations eliminate the business/IT separation by creating product teams focused on outcomes. Using approaches like Impact Mapping, they start with behavior change instead of features. The goal becomes a measurable change in business behavior or performance, not a list of requirements. Teams measure business outcomes, not task completion—tracking whether finance actually spends less time on reports. If the first version doesn't achieve that outcome, they iterate. The "requirement" isn't sacred; the outcome is. "Business" and "IT" collaborate on goals rather than handing off requirements. They're on the same team, working toward the same measurable outcome with no walls to throw things over. Spotify's squad model popularized this approach, with each squad including product managers, designers, and engineers all focused on the same part of the product, all owning the outcome together. Risk Management Theater: The Appearance of Control "Here's the real risk in software: delivering software that nobody wants, and having to maintain it forever." Project thinking creates elaborate risk management processes—steering committees, gate reviews, sign-offs, extensive documentation, and governance frameworks. These create the appearance of managing risk and make everyone feel professional and in control. But paradoxically, the very practices meant to manage risk end up increasing the risk of catastrophic failure. This mirrors Chesterton's Fence paradox. The real risk in software isn't about following the plan—it's delivering software nobody wants and having to maintain it forever. Every line of code becomes a maintenance burden. If it's not delivering value, you're paying the cost forever or paying additional cost to remove it later. Traditional risk management theater doesn't protect against this at all. Gates and approvals just slow you down without validating whether users will actually use what you're building or whether the software creates business value. Agile as Risk Management: Fast Learning Loops "Software-native organizations don't see 'governance' and 'agility' as a tradeoff. Agility IS governance. Fast learning loops ARE how you manage risk." Software-native organizations recognize that agile and product thinking ARE risk management. The fastest way to reduce risk is delivering quickly—getting software in front of real users in production with real data solving real problems, not in demos or staging environments. Teams validate expected value by measuring whether software achieves intended outcomes. Did finance really reduce their reporting time? Did users actually engage with the feature? When something isn't working, teams change it quickly. When it is working, they double down. Either way, they're managing risk through rapid learning. Eric Ries's Lean Startup methodology isn't just for startups—it's fundamentally a software-native management practice. Build-Measure-Learn isn't a nice-to-have; it's how you avoid the catastrophic risk of building the wrong thing. The Risk Management Contrast: Theater vs. Reality "Which approach actually manages risk? The second one validates assumptions quickly and cheaply. The first one maximizes your exposure to building the wrong thing." The contrast between approaches is stark. Risk management theater involves six months of requirements gathering and design, multiple approval gates that claim to prevent risk but actually accumulate it, comprehensive test plans, and a big-bang launch after 12 months. Teams then discover users don't want it—and now they're maintaining unwanted software forever. The agile risk management approach takes two weeks to build a minimal viable feature, ships to a subset of users, measures actual behavior, learns it's not quite right, iterates in another two weeks, validates value before scaling, and only maintains software that's proven valuable. The second approach validates assumptions quickly and cheaply. The first maximizes exposure to building the wrong thing. The Immune System in Action: How Barriers Reinforce Each Other "When you try to 'implement agile' without addressing these structural barriers, the organization's immune system rejects it. Teams might adopt standups and sprints, but nothing fundamental changes." These barriers work together as an immune system defending the status quo. It starts with the project management mindset—the fundamental belief that software is like construction, that we can plan it all upfront, that "done" is a meaningful state. That mindset creates funding models that allocate budgets to temporary projects instead of continuous products, organizational structures that separate "business" from "IT" and treat software as a cost center, and risk management theater that optimizes for appearing in control rather than actually learning. Each barrier reinforces the others. The funding model makes it hard to keep stable product teams. The business/IT separation makes it hard to validate value quickly. The risk theater slows down learning loops. The whole system resists change—even beneficial change—because each part depends on the others. This is why so many "agile transformations" fail: they treat the symptoms (team practices) without addressing the disease (organizational structures built on project thinking). Breaking Free: Seeing the System Clearly "Once you see the system clearly, you can transform it. You now know the root cause, how it manifests, and what the alternatives look like." Understanding these barriers is empowering. It's not that people are stupid or resistant to change—organizations have structural barriers built on a fundamental mental model mismatch. But once you see the system clearly, transformation becomes possible. You now understand the root cause (project management mindset), how it manifests in your organization (funding models, business/IT separation, risk theater), and what the alternatives look like through real examples from companies successfully operating as software-native organizations. The path forward requires addressing the disease, not just the symptoms—transforming the fundamental structures and mental models that shape how your organization approaches software. Recommended Further Reading Vasco's article on 5 examples of software disasters that show we are in the middle of another software crisis NoEstimates movement: Vasco Duarte's work and book Impact Mapping: Gojko Adzic's framework Lean Startup: Eric Ries, "The Lean Startup" Outcome-based funding model Spotify squad model: Henrik Kniberg's materials Chesterton's fence paradox About Vasco Duarte Vasco Duarte is a thought leader in the Agile space, co-founder of Agile Finland, and host of the Scrum Master Toolbox Podcast, which has over 10 million downloads. Author of NoEstimates: How To Measure Project Progress Without Estimating, Vasco is a sought-after speaker and consultant helping organizations embrace Agile practices to achieve business success. You can link with Vasco Duarte on LinkedIn.

Xmas Special: Why project management tools fail software development - and what works instead! In this BONUS episode, we dive deep into The Project Management Trap, continuing our exploration from Episode 1 where we established that software is societal infrastructure being managed with tools from the 1800s. We examine why project management frameworks - designed for building railroads and ships - are fundamentally misaligned with software development, and what happens when we treat living capabilities like construction projects with defined endpoints. The Origin Story - Where Project Management Came From "The problem isn't that project management is bad. The problem is that software isn't building a railroad or a building, or setting up a process that will run forever (like a factory)." Project management emerged from industries with hard physical constraints - building the Transcontinental Railroad in the 1860s, coordinating factory machinery, managing finite and expensive materials. The Gantt chart, invented in the 1910s for factory scheduling, worked brilliantly for coordinating massive undertakings with calculable physics, irreversible decisions, and clear completion points. When the rails met, you were done. When the bridge was built, the project ended. These tools gave us remarkable precision for building ships, bridges, factories, and highways. But software operates in a completely different reality - one where the raw materials are time and brainpower, not minerals and hardware, and where the transformation happens in unique creative moments rather than repeated mechanical movements. The Seductive Clarity Of Project Management Artifacts "In software, we almost never know either of those things with certainty." Project management is tempting for software leaders because it offers comforting certainty. Gantt charts show every task laid out, milestones mark clear progress, "percent complete" gives us a number, and a defined "done" promises relief. The typical software project kickoff breaks down into neat phases: requirements gathering (6 weeks), design (4 weeks), development (16 weeks), testing (4 weeks), deployment (2 weeks) - total 32 weeks, done by Q3. Leadership loves this. Finance can budget it. Everyone can plan around it. But this is false precision. Software isn't pouring concrete where you measure twice and pour once. Every line of code is a hypothesis about what users need and how the system should behave. That 32-week plan assumes we know exactly what to build and exactly how long each piece takes - assumptions that are almost never true in software development. The Completion Illusion "Software products succeed by evolving. Projects end; products adapt." "Done" is the wrong goal for living software. We expand on the Slack story from Episode 1 to illustrate this point. If Slack's team had thought in project terms in 2013, they might have built a functional tool with channels, direct messages, file sharing, and search - shipped on time and on budget by Q2 2014, project complete. But that wasn't the end; it was the beginning. Through continuous user feedback and evolution, Slack added threaded conversations (2017), audio/video calls (2016), workflow automation (2019), and Canvas for knowledge management (2023). Each wasn't maintenance or bug fixing - these were fundamental enhancements. Glass's research shows that 60% of maintenance costs are enhancements, not fixes. By 2021, when Salesforce acquired Slack for $27.7 billion, it bore little resemblance to the 2014 version. The value wasn't in that initial "project" - it was in the continuous evolution. If they'd thought "build it, ship it, done," Slack would have died competing against HipChat and Campfire. When Projects Succeed (Well, Some Do, Anyway) But Software Fails "They tried to succeed at project management. They ended up failing at both software delivery AND project management!" Vasco references his article "The Software Crisis is Real," examining five distinct cases from five different countries that represent what's wrong with project thinking for software. These projects tried hard to do everything right by project management standards: detailed requirements (thousands of pages), milestone tracking, contractor coordination, hitting fixed deadlines, and proper auditing. What they didn't have was iterative delivery to test with real users early, feedback loops to discover problems incrementally, adaptability to change based on learning, or a "living capability" mindset. Project thinking demanded: get all requirements right upfront (otherwise no funding), build it all, test at the end, launch on deadline. Software thinking demands: launch something minimal early, get real user feedback, iterate rapidly, evolve the capability. These projects succeeded at following project management rules but failed at delivering valuable software. What Software-Native Delivery Management Looks Like "Software is unpredictable not because we're bad at planning - it's unpredictable because we're creating novel solutions to complex problems, and in a completely different economic system." If not projects, then what? Vasco has been exploring this question for years, since publishing the NoEstimates book. The answer starts with thinking in products and capabilities, not projects - recognizing that products have ongoing evolution, capabilities are cultivated and improved rather than "delivered" and done, and value is measured in outcomes rather than task completion. Instead of comprehensive planning, we need iteration and constant decision-making based on validated hypotheses: start with "We believe users need X," run experiments by building small and testing with real users, then learn and adapt. Instead of fixed scope, define the problem (not the solution), allow the solution to evolve as you learn, and optimize for learning speed rather than task completion.  The contrast is clear: project thinking says "We will build features A, B, C, D, and E by Q3, then we're done." Software-native thinking says "We're solving problem X for users. We'll start with the riskiest hypothesis, build a minimal version, ship it to 100 users next week, and learn whether we're on the right track." The appropriate response to software's inherent unpredictability isn't better planning - it's faster learning. References for Further Reading Vasco Duarte's article on the Software Leadership Workshop newsletter: "The Software Crisis is Real"  Glass, Robert L. "Facts and Fallacies of Software Engineering" - Fact 42: "Enhancement is responsible for roughly 60 percent of software maintenance costs. Error correction is roughly 17 percent. Therefore, software maintenance is largely about adding new capability to old software, not fixing it." NoEstimates Book: How To Measure Project Progress Without Estimating Slack evolution timeline: Company history and feature releases  The unexpected design challenge behind Slack's new threaded conversations Slack voice and video chat Slack launches admin workflow automation and announcement channels  Meet Slack Canvas - Slack's answer to the knowledge management problem. About Vasco Duarte Vasco Duarte is a thought leader in the Agile space, co-founder of Agile Finland, and host of the Scrum Master Toolbox Podcast, which has over 10 million downloads. Author of NoEstimates: How To Measure Project Progress Without Estimating, Vasco is a sought-after speaker and consultant helping organizations embrace Agile practices to achieve business success. You can link with Vasco Duarte on LinkedIn.

In the show's final hour, Darin Gantt of Panthers.com stops by to preview the final 4 weeks of the Panthers season, and Corey Miller joins the show to weigh in on the college football playoffs and what Shane Beamer is trying to do to bounce back from a disappointing 2025 season.See omnystudio.com/listener for privacy information.

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Ryan Shaner and Sidney Gantt join Zac Amico and discuss peeing in bottles, the weird Asian guy who told a lady he wanted to fuck her, the NYC butt-slapper, inbreeding in British royalty and other communities, Amish midgets, the janitor peeing in water bottles and spreading STDs and so much more! (Air Date: December 3rd, 2025)Support our sponsors!BodyBrainCoffee.com - Use promo code: ZOO15 to get 15% off!Zac Amico's Morning Zoo plug music can be found here: https://www.youtube.com/watch?v=oMgQJEcVToY&list=PLzjkiYUjXuevVG0fTOX4GCTzbU0ooHQ-O&ab_channel=BulbyTo advertise your product or service on GaS Digital podcasts please go to TheADSide.com and click on "Advertisers" for more information!Submit your artwork via postal mail to:GaS Digital Networkc/o Zac's Morning Zoo151 1st Ave, #311New York, NY 10003You can sign up at GaSDigital.com with promo code: ZOO for a discount of $1.50 on your subscription and access to every Zac Amico's Morning Zoo show ever recorded! On top of that you'll also have the same access to ALL the shows that GaS Digital Network has to offer!Follow the whole show on social media!Ryan ShanerTwitter: https://twitter.com/_shaner_comedy_Instagram: https://instagram.com/shanercobbedySidney GanttTwitter: https://twitter.com/SidneyGanttInstagram: https://www.instagram.com/sidneyganttZac AmicoTwitter: https://twitter.com/ZASpookShowInstagram: https://instagram.com/zacisnotfunnyDates: https://punchup.live/ZacAmicoSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Ian Fidance and Sidney Gantt join Shannon And Figs! They discuss their mutual haunting down in New Orleans, Ian being a mess eating chicken in his hot tub, a ghost trying to tuck Sidney into bed, them both hearing ghostly voices in the hallway trying to lure guests out to a party and more plus how they spent their time in The Big Easy, Shannon seeing some gnarly before and afters over the course of the day, kids being forced to play drums on Burbon street and so much more!Air Date: 11/25/25Support our sponsorshttps://bodybraincoffee.com - use the code DING20 to get 20% off!https://yokratom.com/ - Home of the $60 Kilo*Send in your stories for Bad Dates, Bad Things, and Scary Things to...* thethingispodcast@gmail.com The Thing Is...Podcast Merch available athttps://gasdigitalmerch.com/collections/the-thing-isThe Thing Is... Airs every Tuesday, at 5:30pm ET on the GaS Digital Network! The newest 20 episodes are always free, but if you want access to all the archives, watch live, chat live, access to the forums, and get the show five days before it comes out everywhere else - you can subscribe now at gasdigital.com and use the code TTI to get a one week free trial.Follow the show on social media! Ian Fidance - Instagram: @ianimal69Sidney Gantt - Instagram: @sidneyganttShannon Lee-Instagram: https://www.instagram.com/shannonlee6982/Mike Figs-Instagram: https://www.instagram.com/comicmikefigs/YouTube: @comicmikefigsSubscribe On YouTube: https://www.youtube.com/channel/UC87Akt2Sq_-YEd_YrNpbS2QShannon's Amazon Wishlisthttps://www.amazon.com/hz/wishlist/ls/3Q05PR2JFBE6T?ref_=wl_shareSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

It's LIVE from SKANKFEST 2025 in New Orleans as Zac Amico hosts esteemed guests Dan St. Germain, Ryan Shaner, Sidney Gantt, Chris Faga, Chris Stanley, Dave Temple, & Rob Stant for a swampy and campy sequel to the franchised fate of one unfortunate and fuming Victor Crowley. With an overacted performance by the late great Tony Todd, and taking place in none other than New Orleans, it's Adam Green's Hatchet II from 2010!Original Air Date: 11/21/25Subscribe to Zac's BRAND NEW show, Zac Amico's Morning Zoo!https://www.youtube.com/@ZacsMorningZooFor the FULL watch-along experience, visit GaSDigital.com and use promo code ZAC at signup and SAVE $1.50 on your monthly subscription, plus access to all of our video episodes, completely Ad-Free & UNCENSORED!Support Our Sponsors!Fans over the age of 21, visit YoKratom.com for all your Kratom needs. No promo code necessary, just head over to YoKratom.com, home of the $60 kilo!Follow The Show!Dan St. Germain:SPECIAL: https://youtu.be/LWafzY7HERshttp://youtube.com/@BurbsBroshttps://www.instagram.com/danst.germainRyan Shaner:http://youtube.com/@TheEndPodhttp://instagram.com/shanercobbedySidney Gantt:http://youtube.com/@WorldWarFunComedyhttp://instagram.com/sidneyganttChris Faga:SPECIAL: http://youtube.com/watch?v=TxIHJU2LotUhttp://youtube.com/@HighSocietyRadioPodcasthttp://instagram.com/chrisfrombklynChris Stanley:http://youtube.com/@HighSocietyRadioPodcasthttp://x.com/stanman42069Dave Temple:http://youtube.com/@NNFAPodcasthttp://instagram.com/imdavetempleRob Stant:http://youtube.com/@TwoInTheStinkPodcasthttp://instagram.com/robstantcomedyZac Amico:http://punchup.live/zacamicohttp://youtube.com/@midnightspookshowhttp://instagram.com/zacisnotfunnyhttp://twitter.com/zaspookshowGaS Digital:http://youtube.com/@gasdigitalnetworkhttp://instagram.com/gasdigitalhttp://twitter.com/gasdigitalSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week we welcome Jiyun Hyo, co-founder and CEO of Givance, for a conversation about moving legal AI past shiny summaries toward verified work product. Jiyun's path runs from Duke robotics, where layered agents watched other agents, to clinical mental health bots, where confident errors carry human cost. Those lessons shape his view of legal tools today: foundation models often answer like students guessing on a pop quiz, sounding sure while drifting from fact.A key idea is the “last ten percent gap.” Many systems reach outputs that look right on first pass yet slip on a few crucial details. In low-stakes tasks, small misses are a nuisance. In litigation, one missing email or one misplaced time stamp risks ruining trust and admissibility. Jiyun adds a second problem: when users ask for a tiny correction, models tend to rebuild the whole output, so precision edits become a loop of fixes and new breakage.Givance aims at that gap through text-to-visual evidence work. The platform turns piles of documents into interactive charts with links back to source files. Examples include Gantt charts for personnel histories, Sankey diagrams for asset flows, overlap views for evidence exchanges, and timelines that surface contradictions across thousands of records. Jiyun shares early law-firm use: rapid fact digestion after a data dump, clearer client conversations around case theory, and courtroom visuals that help judges and juries follow a sequence without sketching their own shaky diagrams.Safety, supervision, and security follow naturally. Drawing on robotics, Jiyun argues for a live supervisory layer during agentic workflows so alerts surface while negotiations or analyses unfold rather than days later. Too many alerts, though, create noise, so tuning confidence thresholds becomes part of product design. On security, Givance works in isolated environments, strips identifiers before model calls, and keeps architecture model-agnostic so newer systems slot in without reopening privacy debates.The episode ends on market dynamics and the near future. Jiyun sees mega-funded text-first platforms as market openers, normalizing AI buying and leaving room for second-wave multimodal tools. Asked whether the search bar in document review fades away, he expects search to stick around for a long while because lawyers associate a search box with control, even if chat interfaces improve. The bigger shift, in his view, lies in outputs, more interactive visuals that help legal teams spot gaps, test case stories, and present evidence with clarity.Listen on mobile platforms:  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠[Special Thanks to ⁠Legal Technology Hub⁠ for their sponsoring this episode.] ⁠⁠⁠⁠⁠Email: geekinreviewpodcast@gmail.comMusic: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Jerry David DeCicca⁠⁠⁠⁠⁠⁠⁠⁠⁠Transcript:

Sidney Gantt, Maddi Mays, and Miranda Meadows join Zac Amico to discuss a McDonald's manager who passed out while working, the worst jobs they've ever had, Miranda open-air pooping in South India, looking after wiping, pooping strange colors, the best chicken spots, Jenna Jameson finding religion, white women diseases and much more!(Air Date: November 17th, 2025)Support our sponsors!SmallBatchCigar.com - Use promo code: GAS10 for 10% off plus 5% bonus points!YoKratom.com - Check out Yo Kratom (the home of the $60 kilo) for all your kratom needs!Visit https://prizepicks.onelink.me/LME0/ZOO and use code ZOO and get $50 in lineups when you play your first $5 lineup!Zac Amico's Morning Zoo plug music can be found here: https://www.youtube.com/watch?v=oMgQJEcVToY&list=PLzjkiYUjXuevVG0fTOX4GCTzbU0ooHQ-O&ab_channel=BulbyTo advertise your product or service on GaS Digital podcasts please go to TheADSide.com and click on "Advertisers" for more information!Submit your artwork via postal mail to:GaS Digital Networkc/o Zac's Morning Zoo151 1st Ave, #311New York, NY 10003You can sign up at GaSDigital.com with promo code: ZOO for a discount of $1.50 on your subscription and access to every Zac Amico's Morning Zoo show ever recorded! On top of that you'll also have the same access to ALL the shows that GaS Digital Network has to offer!Follow the whole show on social media!Sidney GanttTwitter: https://twitter.com/SidneyGanttInstagram: https://www.instagram.com/sidneyganttMaddi MaysInstagram: https://instagram.com/MaddiMaysMiranda MeadowsInstagram: https://instagram.com/MirandaMeadowsZac AmicoTwitter: https://twitter.com/ZASpookShowInstagram: https://instagram.com/zacisnotfunnyDates: https://punchup.live/ZacAmicoSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Uptown Charlotte's cultural block is home to three museums that opened within months of each other, helping define the city's modern arts identity. Among them is the Bechtler Museum of Modern Art, a compact, instantly recognizable building anchored by the mirrored “Firebird” sculpture — one of the most photographed artworks in North Carolina. Inside, the museum holds a world-class collection of European and American modernism, much of it acquired by the Swiss Bechtler family through personal relationships with artists.In this episode of The Charlotte Ledger Podcast, host Steve Dunn talks with Todd D. Smith, executive director of the Bechtler, about how the museum fits into Charlotte's artistic ecosystem, its partnership with neighbors like the Mint and the Gantt, and why modern art still matters in a world overflowing with images. Smith also discusses the museum's recent work to make art more accessible — from therapeutic “art on prescription” programs to collaborations with visually impaired artists that reimagine how we experience texture, sound and space.For more information on the Bechtler Museum of Modern Art, visit Bechtler.org.This episode is sponsored by Coca-Cola Consolidated, Charlotte's local bottler and the largest Coca-Cola bottler in the US. Coca-Cola Consolidated demonstrates a strong commitment to supporting veterans and military families through initiatives like the Veterans Resource Group, Hiring Our Heroes partnerships, and community engagement events, recognizing the value of their service and skills. Learn more at www.cokeconsolidated.com/BehindtheBottle.For more information on The Charlotte Ledger, visit TheCharlotteLedger.com. This episode of The Charlotte Ledger Podcast was produced by Lindsey Banks. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit charlotteledger.substack.com/subscribe

In part 2, we start off by sampling the new "bedmuziq" track from Cuz'n Demond. It's another BANGA!!!!!!! Then Dr. LaKeisha Gantt tell us why she is the best candidate for the next Mayor of the Classic City, Athens, Ga.

Mayoral Candidate Dr. Lakeisha Gantt joins us in the "Barbershop" to discuss her plans to become the next Mayor of the Classic City, Athens, Ga.

Send Vikki any questions you'd like answered on the show!Sometimes it can feel like the only thing that matters is whether you are “on track” or not. We measure our self-worth in progress, we report to our supervisors about where we are against our plans, and the only answer we can think of to “how's it going?” is “busy”. In this episode I talk about why you are so much more than a Gantt chart and how believing that can change the way we interact with our supervisors, our friends and families and, most importantly, how we treat ourselves. This is perfect for anyone who is fed up of feeling behind all the time.If you liked this episode, you should check out “how to cope with annoying comments at Christmas” (even if it's not Christmas!)****I'm Dr Vikki Wright, ex-Professor and certified life coach and I help everyone from PhD students to full Professors to get a bit less overwhelmed and thrive in academia. Please make sure you subscribe, and I would love it if you could find time to rate, review and tell your friends! You can send them this universal link that will work whatever the podcast app they use. http://pod.link/1650551306?i=1000695434464 I also host a free online community for academics at every level. You can sign up on my website, The PhD Life Coach. com - you'll receive regular emails with helpful tips and access to free online group coaching every single month! Come join and get the support you need.

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A company spends $10M over two years on a critical software product, but after firing one vendor and hiring a second, they still have nothing to show for it. This case study details the 5-step action plan used to rescue a failing project, restore internal credibility, and get product delivery back on track. From revamping the product roadmap and redefining vendor contracts to empowering a true product owner, this episode is a masterclass in turning around a high-stakes technology transformation. Discover how to shift from analysis paralysis to momentum and learn why strategy is meaningless without an execution engine you can trust. We also uncover how the team found a surprise opportunity to build new AI products by leveraging decades of institutional data they already had. In this episode: How to create a living technology and product roadmap that aligns both business stakeholders and frontline users. The critical shift from project management (Gantt charts and deliverables) to product management (business outcomes and priorities). Actionable strategies for vendor governance, including tying payment milestones to the delivery of working software. Using incremental delivery and weekly demos to catch misunderstandings early and de-risk the development process. How to move from "analysis paralysis" to action by designing small experiments to test new AI product ideas. Unlock the full potential of your product team with Integral's player coaches, experts in lean, human-centered design. Visit integral.io/convergence for a free Product Success Lab workshop to gain clarity and confidence in tackling any product design or engineering challenge. Subscribe to the Convergence podcast wherever you get podcasts including video episodes to get updated on the other crucial conversations that we'll post on YouTube at youtube.com/@convergencefmpodcast Learn something? Give us a 5 star review and like the podcast on YouTube. It's how we grow.   Follow the Pod Linkedin: https://www.linkedin.com/company/convergence-podcast/ X: https://twitter.com/podconvergence Instagram: @podconvergence  

Na'im Ali and Sidney Gantt join Zac Amico and discuss Shannon lying to Na'im to get him to the studio on time, weird bathroom rules, the corpse at the club, the black author who warning young black boys to avoid snow bunnies, the best black super hero, the first high five, fighting at Benihana, the woman who sold her soul for Labubu dolls, Florida Roulette and so much more! (Air Date: September 17th, 2025) Support our sponsors!Control Body Odor ANYWHERE with @shop.mando and get 20% off + free shipping with promo code ZOO at https://www.shopmando.com #mandopod BodyBrainCoffee.com - Use promo code: ZOO15 to get 15% off!Zac Amico's Morning Zoo plug music can be found here: https://www.youtube.com/watch?v=oMgQJEcVToY&list=PLzjkiYUjXuevVG0fTOX4GCTzbU0ooHQ-O&ab_channel=BulbyTo advertise your product or service on GaS Digital podcasts please go to TheADSide.com and click on "Advertisers" for more information!Submit your artwork via postal mail to:GaS Digital Networkc/o Zac's Morning Zoo151 1st Ave, #311New York, NY 10003You can sign up at GaSDigital.com with promo code: ZOO for a discount of $1.50 on your subscription and access to every Zac Amico's Morning Zoo show ever recorded! On top of that you'll also have the same access to ALL the shows that GaS Digital Network has to offer!Follow the whole show on social media!Na'im AliTwitter: https://twitter.com/Naim__AliInstagram: https://instagram.com/Naim__AliSidney GanttTwitter: https://twitter.com/SidneyGanttInstagram: https://www.instagram.com/sidneyganttZac AmicoTwitter: https://twitter.com/ZASpookShowInstagram: https://instagram.com/zacisnotfunnyDates: https://punchup.live/ZacAmicoSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

MMALOTN is back to give you breakdowns and predictions for Dana White's Contender Series 2025 Week 6. THIS PATREON IS FOR THE FIGHT LINK DATABASE, NOT MY PICKS/BETS/WRITE UPS.

Gantt talks Bryce Young, T-Mac, and previews Panthers-Cardinals.

Knock knock! Who's there? All three Hosts! All three hosts who? All three hosts, Jason, Andrew, and Martin! We'e got thumbs to give out! Martin is on time! Andrew is all about 365 and also wonders what the middle of 365 is like? A musical guest?! Also, we are secure AF now! E2EE 00:00:00 E2EE (https://en.wikipedia.org/wiki/End-to-end_encryption)

Panthers beat writer Darin Gantt joins the show to set the scene for the opening week of the NFL season, as he talks about the state of the OL going into the game against Jacksonville, he talks about the unique challenge preparing for Travis Hunter, expectations for Bryce Young, & more See omnystudio.com/listener for privacy information.

Marty and Eric provide ideas and resources for your consideration is using project management softwareWhy move past email?Email buries decisions/files in long threads.Slack (real-time chat + threads) + a project manager (kanban/tasks/timelines) make work visible, searchable, and faster.Slack is already common in higher ed for communication and collaborative learning; pairing it with a project manager levels up coordination.30-minute starter kitCreate a Slack workspace; invite your class/research team with university emails.Channels (starter set): #announcements, #general-questions, #project-alpha, #helpdesk, #random.Norms (pin these in #announcements): use threads, tag with @, add short TL;DRs, react for quick status.Project manager: Set up a board with lists/columns → Backlog → To Do → Doing → Review → Done.Task template: Goal, owner, due date, checklist, attachments, link to reading/IRB doc.Connect Slack ↔ project manager: enable the integration so task updates post to the right channel.Teaching use casesTeam projects: each team gets a Slack channel + its own board; require weekly “Done” screenshots.Office hours: scheduled Slack huddles; post a recap thread.Peer feedback: students comment on tasks; instructor summarizes in Slack.Late-work transparency: a Blocked list with reason + next step.Research use casesProtocol to practice: one task per milestone (IRB, recruitment, analysis, manuscript).R&Rs: a “Review → Revise → Resubmit” lane with checklists for each reviewer note.Data hygiene: Slack for coordination only; store data in approved drives; link rather than upload.Accessibility & equityEncourage asynchronous participation; clear headings, short paragraphs, alt text for images.Prefer threads to reduce noise; summarize meetings in a single recap post.Privacy, policy, ethics (esp. counseling/education)No PHI/PII or client details in Slack or the project manager; share links to secured storage instead.Align with FERPA and IRB guidance; pin a “What NOT to post” note.Set channel/board permissions; remove access at term/project end; export/archive if required.Adoption playbook (4 weeks)Week 0: Announce tools + 5 rules (threads, TL;DRs, owners, due dates, recap posts).Week 1: Move announcements to Slack; first sprint (one deliverable on the board).Week 2: Turn on Slack↔PM automations; introduce the Blocked ritual.Week 3–4: Gather feedback; prune channels/labels; codify norms.Asana   Asana.com Free 10 members 3 projectsMonday   Monday.comOpenProject — https://www.openproject.org/ Pros: Full suite (Gantt, Agile boards, time tracking); mature docs; robust Community Edition. Cons: Heavier to administer; some advanced features gated to Enterprise. Taiga — https://taiga.io/ Pros: Clean Scrum/Kanban workflow; easy start; open source. Cons: Best fit for agile use—fewer “classic PM” features than larger suites. Redmine — https://www.redmine.org/ Pros: Very mature; flexible trackers/wiki; huge plugin ecosystem. Cons: Dated UI; Ruby stack setup can be fiddly. Leantime — https://leantime.io/ Pros: Designed for “non-project managers” (inclusive UX); simple boards/roadmaps; self-host downloads. Cons: Smaller ecosystem than Redmine/OpenProject. WeKan — https://wekan.fi/ Pros: Trello-style Kanban; easy install options (e.g., Snap); MIT-licensed. Cons: Kanban-only; limited built-in reporting. Kanboard — https://kanboard.org/ Pros: Ultra-light, minimal Kanban; quick self-host; solid docs. Cons: Project is in “maintenance mode”; fewer advanced features. Plane (Community Edition) — https://plane.so/ Pros: Modern UI; issues/sprints/roadmaps; AGPLv3 CE. Cons: Still evolving; smaller academic user base. Nextcloud Deck — https://apps.nextcloud.com/apps/deck Pros: Kanban tightly integrated with Nextcloud Files/Calendar; mobile apps available. Cons: Requires a Nextcloud instance; not a full PM suite.Email:ThePodTalkNetwork@gmail.comWebsite: ThePodTalk.Net

8:30am Hour 3 - Jeremy White and Joe DiBiase talk with Darin Gantt about the Carolina Panthers offseason and if the team is primed for a big jump in 2025. They talk about Bryce Young's progression and the rookie standouts on their roster.

Clark Turner reveals the top 10 critical items contractors forget to include in their estimates, resulting in lost profits and awkward change order conversations. He shares practical strategies for building comprehensive estimates that protect your margins and enhance client relationships.• Due diligence line item covers pre-construction work like Gantt charts, selection workbooks, and MEP walks• Design fees for renderings, layouts, or interior designer consultation should always be included• Architectural and engineering costs need separate line items, especially for additions• Port-a-potties, temporary utilities, and job boxes are essential job site preparation items• Include separate line items for each required inspection to improve scheduling• Site protection costs for floor coverings, countertop protection, and dust barriers• Landscaping restoration is commonly forgotten but important for client satisfaction• Final cleaning ensures the project ends on a high note and prevents disputes• Create job templates in your estimating software to include these items by default• Document when clients decline services like cleaning to avoid disputes laterIf you want the full list of these 10 items or to learn more about our coaching services, visit prostruct360.com and schedule a call directly with me through the contact page.Have a question or an idea to improve the podcast? Email us at team@prostruct360.com or text us at +1 (678) 940-5747 Want to learn more about our software or coaching? Visit our website at ProStruct360.com

Welcome back to Snafu with Robin Zander. In this episode, I'm joined by Bree Groff, consultant, writer, and author of Today Was Fun. We talk about why mischief belongs at work, how humor and flirtation create real psychological safety, and the bold design choices behind her unforgettable book cover. Bree shares how she moved from CEO roles to full creative freedom, and how that shift helped her find her voice. We discuss marketing in 2025, how AI might reshape work and writing, and why personal agency, not hours, is the most important lever in a workweek.  Bree offers practical insights for leading with joy, helping kids future-proof their lives, and deciding what's “enough” in a world that always demands more. She also reflects on writing the book while parenting, consulting, and building her own business, and what it means to embrace the joy of not knowing what comes next. Bree will also be joining us live at Responsive Conference 2025, and I'm thrilled for you to hear her on stage. If you haven't gotten your tickets yet, get them here. Books Trickster Makes This World: Mischief, Myth, and Art — Lewis Hyde Anansi Boys — Neil Gaiman Work Less, Do More: Designing the 4-Day Week — Alex Pang Shorter: Work Better, Smarter, and Less―Here's How — Alex Pang Rest: Why You Get More Done When You Work Less — Alex Pang Perennial Seller: The Art of Making and Marketing Work that Lasts — Ryan Holiday Today Was Fun — Bree Groff The 4-Hour Workweek —Tim Ferriss Responsive: What It Takes to Create a Thriving Organization — Robin Zander Podcasts/Videos TED Talk: How to Start a Movement — Derek Sivers Start (0:00) The Story Behind the Book Cover (00:07.822) Robin opens with a personal observation: Bree's nails are the exact shade of green as her book cover – a smiley face on a highlighter yellow-green background.  Bree laughs and explains the choice behind the bold, offbeat cover: It was designed by Rodrigo Corral, known for iconic covers like The Subtle Art of Not Giving a Fck*. When she first saw it (at 3 a.m.), she gasped and loved it — it stood out and made a statement. The smiley is cheeky but not cheesy; it suggests optimism with a bite. The color isn't quite yellow — it's that “gross green” that almost hurts to look at. That tension is the point. “It's got some edge... not your straight-up yellow.” This tension – bright and fun, but just a bit weird or off –  is exactly the tone she wanted for the book and for herself. The Wink That Makes Work Fun Again (01:51) Robin brings up his old graduation photo: he posed slightly off-center, adding a knowing smirk. At the time, he didn't know why he chose that shot, but later realized it made people curious, like a small rebellion baked into something formal. Bree relates completely. She talks about: Why humor and a bit of mischief matter in professional settings. The concept of flirtation – not romantic, but playful: A wink in a branding campaign. A reference that only a few insiders get. A running joke between team members. Mischief creates risk and intimacy, both essential for real connection. These small acts of rebellion are actually signs of psychological safety and creativity. “You need a little bit of flirtation at work... a wink that says, ‘we're in this together.'” She argues that fun isn't a distraction – it's a sign that something is working. Tricksters, SNAFUs, and the Role of Risk in Work (05:49.219) Robin brings in the idea of the trickster, from folklore characters like Anansi and Coyote to his podcast title SNAFU. These figures don't follow the rules, and that's what makes them interesting. Bree expands on the connection between play and professionalism: There's a cultural script that says “seriousness = competence.” But in her experience, some of the best work moments involve play, risk, and even slight embarrassment. Being human together – laughing too loud, saying something weird, trying something bold – is what builds bonds. Real joy at work comes from these edge moments, not the sanitized ones. “You have to go beyond professionalism to access the most fun parts of work.” They agree that creating spaces where people can color outside the lines is not just fun – it's productive. Beyond Palatable: From People-Pleasing to Belonging (08:29.068) Robin shares a lesson from his mother: that once you leave high school, life is no longer a popularity contest. But he's realized that in business, especially branding, people often still chase approval and “likability.” Bree offers a deeper lens: Being “palatable” – meaning universally acceptable – is actually the opposite of being memorable. People who try to please everyone end up blending in. What she wants is to be delicious, or at least striking, not for everyone, but unforgettable to some. She draws a line between Fitting in: performing a version of yourself to meet social norms. Belonging: being your full, vibrant self and finding others who welcome it. “Please don't chew me up. I'm not palatable — I'm not trying to be.” This philosophy shows up in her book's voice, design, and in how she shows up in the world. Selling a Book in 2025: Bottles in the Ocean (12:21.838) What's it been like trying to promote a book in 2025? Bree describes her strategy as both scrappy and intuitive: She thinks of book marketing as sending “a million notes in bottles” – not knowing which will land. Her approach includes: Partnering with a publicist. Creating swag kits with branded gear. Pitching the book to “chatty” communities (e.g., alumni groups, newsletters, podcast audiences). Posting regularly, even when it feels silly. She cites the idea of “luck surface area”: the more interesting things you do, and the more people you tell, the more chances something will stick. “You do interesting things and talk about them a lot... and maybe something takes off.” Still, she acknowledges that luck plays a role. There's no guaranteed playbook, just momentum and hope. Is It Worth Talking About? (14:47.63) Robin references a quote from Tucker Max: that all marketing, in the end, is just word-of-mouth. Bree shares what guided her during the writing process: Her goal was to create something remarkable — in the literal sense: Something people would want to talk about. Not just good – but distinct, resonant, and weird enough to share. She wanted to avoid the “business book voice” – flat, generic, overly polished. She lights up when she talks about: Strangers sharing the book on social. Friends are texting her about it. An old college boyfriend resurfaced after reading it. “When that starts happening... You realize the machine is working.” She's less interested in best-seller lists and more focused on impact – ideas spreading from person to person, because they hit. Finding Her Voice: From Blogger to Book Author (16:36.665) Bree traces the evolution of her writing life: Started a travel blog in her early 20s and loved it immediately. Played with writing publicly over the years: occasional posts on LinkedIn, Fast Company, and later Substack (which began two years ago, alongside early book ideation). Writing always felt natural, but being a public voice within organizations came with constraints: “Even when I was CEO, I still felt the need to toe the party line.” Going solo changed everything: No longer represents a company's brand – just her own. Writing feels more honest, bolder, and more fun when it's “Bree Groff's opinions” alone. Stepping out independently accelerated her writing voice and gave her creative freedom. Writing in the Age of AI (18:19.63) Robin asks: Does writing still matter in the world of AI? Bree's take: She's a verbal processor — writing is how she discovers what she believes. “I never know how an article is going to end… I write my way into the idea.” She rarely uses AI in writing (aside from Grammarly). She prefers human composition even for emails. Writing helps her organize and refine her thinking: “I'll write a sentence and go – wait, do I believe that? And rewrite.” What writing offers that AI can't (yet): Emotional authenticity. A confessional power — like stand-up comedy: humans telling uncomfortable truths, out loud. She hopes we'll someday have digital labels like: “This was made by a human.” Robin presses for Bree's take on what AI changes – for better or worse. Bree's pessimistic view: Mass unemployment is a likely risk. Not convinced by the “tech creates more jobs” argument – even referencing Jevons Paradox: as things become more efficient, we just use more of them. “I can't quite think my way out of the unemployment problem.” Bree's optimistic vision: We're burned out. AI could fix that. If used right, AI can reduce workloads, not eliminate humans: “Wouldn't it be great if we used these efficiencies to help people live happy, regulated lives?” This would require a policy change, like tax incentives for companies that adopt a 4-day workweek. But she admits: that's a long shot. “It would take a lot for companies to prioritize reducing burnout over cutting costs.” Entrepreneurship Isn't a 4-Day Workweek (And That's Okay) (25:04.686) Robin challenges Bree's hope with reality: Entrepreneurship is chaotic and demanding, as when he launched both a restaurant and a conference in one year. When building something from scratch, the work is relentless. “There's no 4-day workweek when you're going zero to one.” He notes Bree's book could become a “perennial seller,” but only if she builds that momentum now — and that means hustle. Bree agrees — and offers nuance: She's in a launch phase. The last 6 weeks have been intense: Nights, weekends, articles, appearances. Her daughter is in a full-day camp to support this push. But it's intentional and temporary. She frames her philosophy like this: Overwork can be fun, energizing, even addictive –  if it's seasonal. She's already planned recovery: A two-week log-off in late August. A blocked-out first week of September for reset. Bree continues on the myth of “reasonable” work limits: There's nothing special about 40 or 60 hours. The only reason we cap out is that we literally run out of time. Businesses will take as much as you give, and now AI won't hit those limits. So we have to decide what's enough, not the market. “If we're going to cap work somewhere, why not cap it lower and enjoy our lives?” She reminds us: Deadlines and pace are levers, not laws. You can pull other levers, like starting earlier, extending timelines, or balancing your team differently. Robin shares that his intense physical regimen (handstands, running, cold plunges, hikes) isn't about health prescriptions — it's about joy. That same mindset applies to work. If building his company lights him up, great – but it's a personal choice, not a universal blueprint. Bree underscores that agency is key: the danger arises when a founder's choice to overwork becomes the cultural expectation for everyone else. A CEO has different stakes than employees; assuming equal sacrifice is unfair and toxic. Overwork becomes problematic when choice is removed or social pressure distorts it. They introduce the idea of opportunity cost: Every hour spent grinding is an hour not spent with loved ones, moving your body, or simply resting. Many delay self-care with the illusion they'll "catch up later" – but your body and relationships exist in the now. Robin recalls a brutal 2016: two startups, no time, lost relationships – a visceral reminder that everything has a cost. Work, But Make It Weird (36:39) Robin draws a parallel between their playful ethos and The 4-Hour Workweek: redefining productivity with mischief and authenticity. He asks Bree how leaders can lead differently – more playfully – without violating norms or HR policies. Bree delivers a gem: Her team once suggested that a CEO explain their product to a bunch of 7-year-olds on a picnic blanket. They scripted techy questions ("What's your tech stack?") for the kids, hired a comedy consultant, and filmed the whole thing. It was wild, unexpected… and the most beloved part of an otherwise traditional company week. The magic was in the vulnerability and humanity of the CEO — letting people into his home, sharing space with kids, and showing joy. Bree's advice to leaders: Rearrange the office furniture for no reason. Use Comic Sans in a slide just to annoy a designer. Hide jokes in presentations that only two people will catch. Amuse yourself. That's reason enough, and it models psychological safety and play for everyone else. Robin calls this “the courage to play” – the bravery to step out of line just enough to invite others into the fun. Bree builds on this: We're often afraid that having fun will make us look stupid – but that fear is misplaced. She quotes Amy Poehler: “Nobody looks stupid when they're having fun.” Play is an act of self-assurance, not frivolity. Bree shares a personal win: she turned a project Gantt chart into a hand-drawn arcade-style horse race. No one else joined in, but she loved it. And that joy, in and of itself, is a worthy output. Work According to a 10-Year-Old (42:21.176) Robin asks: How does Bree's daughter describe what she does? Her answer? “You help people work together.” Bree beams — that's not far off. Her daughter has even become her little publicist, linking nail polish to Bree's book and promoting it to strangers. Robin dreams of having kids and wonders about their future in a rapidly evolving world. Bree is grateful her daughter is 10, not 22 – the future feels so uncertain that not knowing is oddly freeing. College may or may not matter; she might be a marketing manager or start an artist retreat in Tuscany. The one stable prediction? Human connection. Jobs built on empathy, presence, and the hug – literal or metaphorical – will always have value. Robin jokes (but not really) about resisting the idea of robot romantic partners. Bree wonders: Will we be seen as biased for resisting AI companionship? Is that the next generational tension? The Only Skill That Might Still Matter in 2040 (43:55.959) Robin asks: What durable skills should Gen Alpha learn in a world of AI and noise? Bree's first thought: “understanding human behavior” — but AI might already be better at that. So she lands on something deeper: The skill of knowing what kind of life you want to lead. It's rarely taught, and sorely needed. That's why so many people wake up at 40, mid-career, with a law degree but no love for the law, and end up switching to something that finally feels like them. Teaching kids to listen to their appetites and curiosities might be the most powerful, future-proof education we can offer. Bree argues that most people were never taught to ask foundational questions about the life they truly want: From childhood to college, we follow preset tracks – curriculum, majors, careers. If you're lucky, you get an elective or two. But real self-inquiry? Rare. We're missing education on key lifestyle preferences: What kind of schedule do I like? What kind of people energize me? Do I want to live in a city or near nature? How much solitude, structure, or chaos is ideal for me? Bree believes this underdeveloped self-awareness is the root cause of burnout: People follow “the path,” get promoted, tick boxes, and still feel unsatisfied. Companies gladly fill the vacuum with corporate ladders and titles – senior director, VP, etc. But we rarely stop to ask: Do I want my boss's job? Her hope for her daughter: not just career success, but aliveness. To develop the instincts and courage to ask: What do I want to get out of my short time here? And to find joy in helping others experience a bit more light while they're here, too. “Who Are You and What Is Your Purpose?” (51:33.666) Robin shares a surprising memory: a third-grade class titled Who Are You and What Is Your Purpose? He doesn't remember the content – school was tough for him then – but the title stuck. It captured something real and deep that still resonates. Bree lights up: “Okay, I take it all back – someone was teaching this, and it was you!” They land on a core truth: that mischief, self-knowledge, and authenticity are deeply intertwined. Knowing who you are is the first step. And honoring the weird, playful part of yourself makes life better — and work richer. Order, Chaos & a Trello Board (53:51) Robin pivots: What did Bree learn about writing through this book, especially while juggling parenting and client work? Bree shares her full process: She started with a Trello board: each list represented a chapter. Over many months, she collected bits of inspiration: ideas from the shower, great quotes, Substack entries, research snippets – all filed as cards. This meant when it came time to write, she wasn't starting from scratch. Her trick: separate idea collection from prose creation. Once she had a "pile of disorganized meat," she could stitch it together with intention. She scheduled 4-hour blocks to write ~1,000 words per session – 50 sessions = a 50,000-word book. She was thoughtful about pacing and reader experience: "That was a heavy part – maybe time for a joke. "I've been light for a while – maybe we need some grounding research." The outcome: a process that respected her creativity, time, and humanity. The Joy of Not Knowing What's Next (54:45.848) Robin asks: Now that the book is out, what's next? Bree doesn't know, and that feels exciting. She's booked through the fall with workshops, consulting, media, and speaking. But beyond that? It's open. She's leaning into serendipity: Publishing the book drew new, inspiring people into her life – people like Robin. She's open to building the classic “author-speaker-consultant” portfolio. Or possibly returning to SYPartners, depending on what fits. Or a totally new path. What makes it possible? A jumpy career history – she's used to leaps. A baseline of financial stability – and a partner with a more predictable job. Uncertainty isn't terrifying when you trust yourself to figure it out. “I can see through October. That's enough.” Robin wraps with heartfelt praise: Few first books feel as personal and reflective of their author as Today Was Fun. Even fewer come with so many shared connections vouching not just for the content, but the author herself. Where to Find Bree Groff (58:13.58) He urges people to read the book and see Bree on stage at the Responsive Conference (Sept 17–18). Bree shares where to find her: Website: breegroff.com Substack, LinkedIn, Instagram – all linked from her site. People Mentioned: Rodrigo Corral Lewis Hyde Neil Gaiman Tony Hsieh James Clear Tucker Max Alex Pang Ryan Holiday Tim Ferriss Amy Poehler Derek Sivers Justin Gordon BJ Fogg Seth Godin Organizations / Companies Zander Media SYPartners Nobel Zappos Microsoft Trello Substack AOL LinkedIn Instagram  

Sidney Gantt joins Zac Amico and they discuss Dave Temple not being able to make it in, Sidney's family visiting NYC, Hulk Hogans funeral and who attended, Bam Margera's post about the Hulk Hogan cloud, talking dirty and farting during sex, the grandma who got blown away by a kitchen jar, Toight or Noight - Autumn Nelson, the female cop posting about giving more ticket because she didn't get laid, mean things that moms say, songs that play during closing time and so much more!(Air Date: August 6th, 2025)Support our sponsors!BodyBrainCoffee.com - Use promo code: ZOO15 to get 15% off!Zac Amico's Morning Zoo plug music can be found here: https://www.youtube.com/watch?v=oMgQJEcVToY&list=PLzjkiYUjXuevVG0fTOX4GCTzbU0ooHQ-O&ab_channel=BulbyTo advertise your product or service on GaS Digital podcasts please go to TheADSide.com and click on "Advertisers" for more information!Submit your artwork via postal mail to:GaS Digital Networkc/o Zac's Morning Zoo151 1st Ave, #311New York, NY 10003You can sign up at GaSDigital.com with promo code: ZOO for a discount of $1.50 on your subscription and access to every Zac Amico's Morning Zoo show ever recorded! On top of that you'll also have the same access to ALL the shows that GaS Digital Network has to offer!Follow the whole show on social media!Sidney GanttTwitter: https://twitter.com/SidneyGanttInstagram: https://www.instagram.com/sidneyganttZac AmicoTwitter: https://twitter.com/ZASpookShowInstagram: https://instagram.com/zacisnotfunnySee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Darin Gantt of Panthers.com joins the show to set the scene for tonight's preseason opener against the Browns, he talks about what we should expect to see from the starters, including Bryce Young, what went into the decision to play the starters in the opener, and makes a passionate case for both Luke Kuechly and Steve Smith to get into Canton sooner rather than later See omnystudio.com/listener for privacy information.

See omnystudio.com/listener for privacy information.

Sex gets better with age...if we let it! In this episode, DB sits down with her mom, badass OBGYN Dr. Rebecca Levy-Gantt, to talk all about sex and aging, They get into responsive desire, menopause, hormones, vaginal estrogen (gamechanger!), and why more women than ever are asking for what they want in the bedroom. Plus: how to talk to your doctor about your pleasure! GUEST DETAILSDr. Rebecca Levy-Gantt is an obstetrician and gynecologist who has been taking care of women of all ages for more than thirty years. She is on LinkedIn, and her practice website is Premierobgynnapa.com. ABOUT SEASON 12 Season 12 of Sex Ed with DB is ALL ABOUT PLEASURE! Solo pleasure. Partnered pleasure. Orgasms. Porn. Queer joy. Kinks, sex toys, fantasies—you name it. We're here to help you feel more informed, more empowered, and a whole lot more turned on to help YOU have the best sex. CONNECT WITH US Instagram: @sexedwithdbpodcast TikTok: @sexedwithdbTwitter: @sexedwithdb Threads: @sexedwithdbpodcast YouTube: Sex Ed with DB SEX ED WITH DB SEASON 12 SPONSORS Lion's Den, Uberlube, & Magic Wand Get discounts on all of DB's favorite things here! GET IN TOUCH Email: sexedwithdb@gmail.comSubscribe to our BRAND NEW newsletter for hot goss, expert advice, and *the* most salacious stories. FOR SEXUAL HEALTH PROFESSIONALS Check out DB's workshop: "Building A Profitable Online Sexual Health Brand" ABOUT THE SHOW Sex Ed with DB is your go-to podcast for smart, science-backed sex education—delivering trusted insights from top experts on sex, sexuality, and pleasure. Empowering, inclusive, and grounded in real science, it's the sex ed you've always wanted. ASK AN ANONYMOUS SEX ED QUESTION Fill out our anonymous form to ask your sex ed question. SEASON 12 TEAM Creator, Host & Executive Producer: Danielle Bezalel (DB) (she/her) Producer: Sadie Lidji (she/her) Communications Lead: Cathren Cohen (she/her) Growth Marketing Manager: Wil Williams (they/them) MUSIC Intro theme music: Hook Sounds Background music: Bright State by Ketsa Ad music: Soul Sync by Ketsa and Soul Trap by Ketsa

Send us a textBrenda Gantt is one of the internet's favorite grandmothers and has millions of followers on social media. She shares her journey from a cooking for friends at church to becoming a viral sensation on social media in this conversation with Got it From My Momma Podcast Host, Jennifer Vickery Smith. She discusses her passion for cooking, the importance of community, and how she uses her platform to teach others the joy of home-cooked meals. Brenda reflects on her family dynamics, the sudden fame, and her dedication to sharing her recipes through cookbooks. The conversation highlights the significance of cooking as a way to connect with loved ones and the joy it brings to both the cook and those being fed.BRENDA's BOOKS https://hoffmanmediastore.com/cooking-with-brenda-gantt/Barefaced.comUse Code MOMMA15 for 15% off your first purchase www.coatdefense.comKeep your pet fresh and clean with Coat Defense www.gotitfrommymomma.tvThank you to our generous Got It From My Momma podcast friends! This episode is brought to you by: GULP VITAMINS www.gulpvitamins.com Code MOMMA50 gets you 50% off your order! BAREFACED SKINCAREwww.barefaced.comUse MOMMA15 for 15% off your first purchase! TEXT a Skincare Specialist at 25169 for complimentary consults and to answer any skin questions.COAT DEFENSEwww.coatdefense.comInstagram @coat_defenseUse MOMMA15 for 15% off Got it From My Momma on the WEBwww.gotitfrommymomma.tv(Become an Insider!)Host- Jennifer Vickery Smith@jvickerysmith on Instagram WATCH podcast episodes on YouTube @gotitfrommymommapodcast

Panthers beat reporter, Darin Gantt joins the show to recap the first padded practice of training camp, he talks about the scuffle between Chuba Hubbard & Trevin Wallace, he talks about the hype building around the recamped WR room, and why they are poised to be better defensively See omnystudio.com/listener for privacy information.

Navigating a career in project management today means wrestling with more than just Gantt charts and stakeholder standups—it means making high-stakes decisions about your salary, your specialization, and what brings you meaning at work. In this panel episode, Kelsey Alpaio brings together PM thought leaders Ben Chan, Mackenzie Dysart, and Elizabeth Harrin for a candid conversation on how to design your PM career with both pay and purpose in mind.Together, they unpack fresh data from DPM's 2025 Salary Guide and tackle some of the most pressing questions PMs are facing right now: Should you specialize or stay a generalist? When do certifications actually help? Is it ever too late to take control of your career? And how do you make confident moves when AI and automation are reshaping the role in real time? This is a jam-packed episode full of tactical tools, honest reflections, and grounded advice for anyone looking to take the reins of their project career.Resources from this episode:Join DPM MembershipSubscribe to the newsletter to get our latest articles and podcastsConnect with Ben, Mackenzie, and Elizabeth on LinkedInCheck out Thoughtworks and Rebel's Guide to Project ManagementOrganized Chaos Café – Ben's podcastManaging Multiple Projects – Elizabeth's book

Ah, executives. They fund your project, cheer you on, and sometimes… ask for things that make you want to slam your head into your Gantt chart. Like: “The project's almost done—let's change everything!” “I read about [X] in CIO Magazine—can we bolt that on?” “Why are we doing it this way? Let's redo it completely differently… and badly.” In this Top Shelf Replay, we revisit the best parts of this classic episode, then Kate & Kim reflect on what they've learned since—especially now that they're the execs making the asks (hopefully less stupidly). Oh, and yes—this is the episode where we try to talk Darth Vader out of building an infinity pool on the Death Star.  JOIN THE HAPPY HOUR! Get access to all podcasts, PDU certificates, bonus content, exclusive member Q&A webinars and more from our membership! https://pmhappyhour.com/membership  

Dr. Linda Gantt is the co-founder of the ITR Training Institute and HelpForTrauma.com. After closing her long-standing Intensive Trauma Recovery clinic, she now dedicates her efforts to expanding the reach of the Instinctual Trauma Response® (ITR) protocol to practitioners worldwide. Grounded in neuroscience, ITR is a structured, integrative approach that combines parts psychology, art, narrative, and somatic therapies. This method effectively addresses trauma at its core—including prenatal and preverbal experiences—without requiring individuals to relive distressing events. Versatile and accessible, ITR can be implemented with individuals as young as three, in both group and individual settings, through hourly sessions or intensive formats.Danni Davis, LCSW brings over 30 years of clinical experience working with children, adolescents, adults, first responders, and couples. Certified in EMDR and ITR, as well as a Clinically Certified Sex Offender Treatment Specialist, she specializes in trauma-related disorders. Danni views ITR as a transformative tool in mental health—capable of rapidly reducing symptoms while promoting long-term healing and resilience In This Episode@HelpForTrauma (X)https://www.instagram.com/helpfortraumahttps://www.youtube.com/HelpForTraumawww.linkedin.com/in/itr-training-trauma-resolution-35023a158The Trauma Therapist PodcastJoin my email list and receive podcast updates and other news: https://bit.ly/3LuAG2iListen to all Trauma Therapist Podcast episodes here: https://bit.ly/3VRNy8zBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-trauma-therapist--5739761/support.

Sidney Gantt and James Moss join Zac Amico and discuss Zac living in a 6 floor walk-up with no air conditioning, the UCB audience member who caused a controversy during a Juneteenth performance, waffle house rules, Ric Flair pooping his pants at bars, the Liver King calling out Joe Rogan and getting arrested, Hulk Hogan opening a bar in Times Square and so much more!(Air Date: June 25th, 2025)Support our sponsors!BodyBrainCoffee.com - Use promo code: ZOO15 to get 15% off!Zac Amico's Morning Zoo plug music can be found here: https://www.youtube.com/watch?v=oMgQJEcVToY&list=PLzjkiYUjXuevVG0fTOX4GCTzbU0ooHQ-O&ab_channel=BulbyTo advertise your product or service on GaS Digital podcasts please go to TheADSide.com and click on "Advertisers" for more information!Submit your artwork via postal mail to:GaS Digital Networkc/o Zac's Morning Zoo151 1st Ave, #311New York, NY 10003You can sign up at GaSDigital.com with promo code: ZOO for a discount of $1.50 on your subscription and access to every Zac Amico's Morning Zoo show ever recorded! On top of that you'll also have the same access to ALL the shows that GaS Digital Network has to offer!Follow the whole show on social media!Sidney GanttTwitter: https://twitter.com/SidneyGanttInstagram: https://www.instagram.com/sidneyganttJames MossTwitter: https://twitter.com/RatboyJamesInstagram: https://instagram.com/RatboyJamesZac AmicoTwitter: https://twitter.com/ZASpookShowInstagram: https://instagram.com/zacisnotfunnySee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Time slippage is a hidden money drain that costs contracting companies thousands of dollars in lost profit. We reveal how making simple adjustments to project timelines can dramatically increase your bottom line without requiring more work.• Timeline management is critical for three main reasons: customer satisfaction, crew retention, and company profitability• Poor timeline control can reduce a contractor's take-home pay from $100,000 to just $40,000 annually on $1 million in revenue• Efficient contractors who save just 3 days on 3-week projects can boost annual revenue from $1 million to $1.2 million• The average residential remodeler makes only 4% net profit, making timeline efficiency essential for survival• Spending 80% of your management time on pre-construction planning prevents costly mid-project delays• Create detailed Gantt charts during the due diligence phase to organize work sequentially and avoid confusion• Include specific line items for inspections and client walkthroughs at critical points (framing, pre-drywall)• Use a formal final walk checklist to create clear separation between project completion and warranty work• Start with front-end organization and weekly timeline check-ins before implementing more advanced systems• Efficient timeline management not only increases profits but helps retain quality crews who depend on project flowIf you want to talk with me directly about growth, structure, or implementing these systems, go to ProStruct360.com and schedule a free 30-minute consultation from our contact page.Struggling to grow your contracting business? The Foundations Program is designed to help contractors break free from the chaos and build a business that runs smoothly. You'll get a customized training program, 1-on-1 coaching, and access to a full paperwork database—including contracts and the Client Engagement Agreement. Join the Foundations Program today!

Please subscribe to Patreon (through a web browser so Apple doesn't take 30%) for all bonus content plus one extra episode per week! https://www.patreon.com/duragandthedeertag Merch: https://topbananausa.com/durag-and-the-deertag/  Syracuse https://www.ticketweb.com/event/dru-montana-and-friends-hosted-funk-n-waffles-tickets/14158993 @duragandthedeertag @dru_montana @naim__ali @theattentionhorse @goodboy_comedy

Panthers.com writer, Darin Gantt joins the show to talk about his experience at the Metallica concert, he takes you behind the scenes from the Panthers NFL Draft process, he talks about ongoing OTAs & more See omnystudio.com/listener for privacy information.

NEW MERCH ALERT - https://dadmeat.com Join us at Patreon.com/dadmeatpodcast for part 2 of this episode. Want a custom Dad Meat episode? Order one and tell us exactly who and what you want us to talk about and it's done. It's a great gift for birthdays, holidays, or just as a treat to yourself. Episodes available in 15, 30, and 60 minute lengths. Grab one now at OnPercs.com/store.  See Tim do stand up live: https://linktr.ee/timbutterly See Mike do stand up live: https://linktr.ee/MikeRainey82 Check out Tim's YouTube channel at youtube.com/@TimButterly for live streams and his killer new project, Field Trippin', which you can also support at Patreon.com/TimButterly Check out Mike's new interview podcast, Get In Some Head: https://www.youtube.com/@UCvPEUAhvoM3Kw3doNZQkyJg Go to Patreon.com/lilstinkers for the best murder/Impractical Jokers-themed podcast out there   Check out shaner and sids new show HERE https://www.youtube.com/@WorldWarFunComedy    check out The End with Ryan Shaner HERE https://www.youtube.com/@TheEndPod 

Join us for bonus stuff every week at patreon.com/timbutterly If you're 21+, try VIIA! For 15% off AND a free gift with your first order with use code BUTTERLY at https://viia.co/BUTTERLY  UPCOMING SHOWS AT https://timbutterly.com Catch new eps of Metal Girl Solid live - https://www.twitch.tv/timbutterly MORE NOAH - https://www.youtube.com/@UCeFA2S8V2aeGlrT6sBLWraA AND https://www.patreon.com/TwoHeadedDogComedy MORE 

Kerryn Feehan and Sidney Gantt join Zac Amico and discuss the couple that OD'd at SoFi stadium from fentanyl, the fan falling from the stands, learning about drugs as a kid and Sidney's mom's addiction, P Diddy trial updates, masonic imagery at Disney, the guy who was gored by a bull, the women who fought at Walmart, a game of WorldStar Wordle and so much more!(Air Date: May 12th, 2025)Support our sponsors!Support the show and start your free online Hims visit today. Head to https://www.hims.com/ZOOHelp Replace Shannon's Cannons - https://www.gofundme.com/f/help-shannon-lee-replace-her-boobsZac Amico's Morning Zoo plug music can be found here: https://www.youtube.com/watch?v=oMgQJEcVToY&list=PLzjkiYUjXuevVG0fTOX4GCTzbU0ooHQ-O&ab_channel=BulbyTo advertise your product or service on GaS Digital podcasts please go to TheADSide.com and click on "Advertisers" for more information!Submit your artwork via postal mail to:GaS Digital Networkc/o Zac's Morning Zoo151 1st Ave, #311New York, NY 10003You can sign up at GaSDigital.com with promo code: ZOO for a discount of $1.50 on your subscription and access to every Zac Amico's Morning Zoo show ever recorded! On top of that you'll also have the same access to ALL the shows that GaS Digital Network has to offer!Follow the whole show on social media!Kerryn FeehanInstagram: https://instagram.com/kerrynfeehanLinkTree: https://linktr.ee/KerrynfeehanSidney GanttTwitter: https://twitter.com/SidneyGanttInstagram: https://www.instagram.com/sidneyganttZac AmicoTwitter: https://twitter.com/ZASpookShowInstagram: https://instagram.com/zacisnotfunnySee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This Podcast Is Episode 626, And It's About From Chaos To Clarity: The Right Construction Job Management System Running a business involves countless moving parts, which can feel overwhelming. From managing projects and keeping the team on the same page to ensuring profitability. Have you ever sent an email about a critical update only to find that team members missed it? With a job management system, those headaches disappear.    Given the industry's complexity and unique challenges, effective job management is crucial for construction contractors. Managing multiple projects, coordinating teams, tracking budgets, and ensuring timely completion are just a few daily demands. A well-implemented job management system can be a game changer, streamlining operations and improving efficiency.    But how do you know if a job management system is right for you? And if it is, how do you select the one that best suits your needs? Let's break it down. The key benefits of using a Job Management System Investing in a job management system doesn't just make tasks easier—it helps your business thrive. Here are the top benefits of implementing one into your workflow: 1. Centralized Project Management A job management system allows contractors to manage all projects from a single platform. This central hub provides easy access to project timelines, tasks, and milestones, ensuring everyone knows their responsibilities and deadlines. 2. Enhanced Communication Clear communication is vital on construction sites. Job management systems facilitate real-time updates and notifications, reducing the likelihood of miscommunication between team members, subcontractors, and clients. 3. Efficient Resource Allocation Construction projects often require careful scheduling and resource allocation. Job management tools help track materials, labor hours, and equipment, ensuring that resources are used efficiently and reducing downtime on-site.  4. Real-time Reporting and Tracking These systems provide real-time updates on project progress, budget adherence, and timelines. This visibility enables contractors to make informed decisions and adjustments as needed, minimizing delays and cost overruns. 5. Financial Management Keeping construction projects within budget is critical. Job management systems help track expenses against budgets, providing insights into profit margins and alerting contractors to any financial discrepancies before they escalate. 6. Compliance and Documentation The construction industry is heavily regulated, and keeping track of permits, safety regulations, and compliance documents can be overwhelming. A job management system helps streamline this documentation, ensuring everything is up-to-date and easily accessible. How to Choose the Right Job Management System for Construction Contractors   1. Focus on your business needs Ask yourself, "What are my top priorities right now?" You may need better tracking for resource allocation. Your focus may be on speed or improving client communication. Write down what matters most—this will guide your decision. Determine your key requirements as a construction contractor. Consider factors like project size, number of team members, and specific functionalities you need, such as scheduling, budget tracking, or safety compliance. 2. Consider your budget Some systems offer all the bells and whistles, but they may strain your budget. Be realistic about what you're willing to spend. Remember, it's okay to focus on features that align with your goals and accept trade-offs for secondary needs. While investing in a robust solution is essential, ensure you find one that offers the features you need without overspending. 3. Understand your team and client needs Your team will use the system daily; in some cases, so will your clients. Choose intuitive and user-friendly software, especially if your team or clients have varying levels of comfort with technology. Given the diverse tech proficiency of team members, a user-friendly interface can enhance adoption and minimize training time. 4. Evaluate core strengths Every job management system has strengths. Some excel in scheduling and resource management, while others shine in reporting or integration with other apps. Research each tool's strengths and match them with your specific demands. Evaluate features tailored specifically for construction, such as Gantt charts for scheduling, bid management, and mobile accessibility for on-site updates. 5. Think beyond your industry Focusing on software marketed exclusively to your industry is tempting, but don't limit yourself. Tools designed for other sectors often have features that better align with your company's unique needs. Broaden your search to explore all options. Opt for a system that integrates well with other software you're using, such as accounting tools or design software. This can streamline processes and maintain data consistency across platforms. 6. Plan for implementation Even the best systems won't work unless they're properly implemented. Consider how much time and effort it will take to onboard your team, migrate data, and integrate the software into your operations. Look for providers that offer support or training to make this process smooth. Consider providers that offer solid customer support and training resources. Transitioning to a new job management system requires time and effort, so having assistance available can ensure a smoother onboarding process. Final thoughts A job management system can transform your business, helping you work smarter, not harder. It fosters better teamwork, provides real-time insights, and saves you from labor-intensive manual work—all while keeping your bottom line in check. A robust job management system can significantly enhance the efficiency and effectiveness of construction contractors. These tools can facilitate better project outcomes and increased profitability by providing streamlined communication, real-time data, and improved resource management. When selecting a system, focus on your specific needs, budget constraints, and the usability for your team. With the right job management solution, construction contractors can minimize chaos and focus on delivering quality results more efficiently. The right choice isn't solely about features; it's about finding something that aligns with your goals and empowers everyone, the team, and clients, to succeed. Let's chat today, and let me know if you need help choosing the right system for your construction company. About The Author: Sharie DeHart, QPA, is the co-founder of Business Consulting And Accounting in Lynnwood, Washington. She is the leading expert in managing outsourced construction bookkeeping and accounting services companies and cash management accounting for small construction companies across the USA. She encourages Contractors and Construction Company Owners to stay current on their tax obligations and offers insights on managing the remaining cash flow to operate and grow their construction company sales and profits so they can put more money in the bank. Call 1-800-361-1770 or sharie@fasteasyaccounting.com

In this Encore Episode of The Professional Noticer, we're revisiting a conversation with America's favorite southern cook — Brenda Gantt! Tune in to hear Brenda share the story behind her very first cooking video, how it unexpectedly went viral, and why her old-fashioned techniques resonate so deeply with today's generation. You'll also hear what she hopes people take away from each lesson — and find out which foods she most loves to cook (and eat)! Connect with Brenda Online: Facebook: https://www.facebook.com/cookingwithbrendagantt YouTube: https://youtube.com/channel/UCWdG9VGBkBRSvPicPOGyjXA Instagram: https://instagram.com/cookingwithbrendagantt Brenda's cookbook Linger Around the Table Y'all is now back in stock. You can order it here: https://hoffmanmediastore.com/product/brenda-gantt-linger-around-the-table-yall/ You can also enjoy the Shepherding Outdoors series — written by Brenda's son-in-law, Walt Merrell. Volumes 1 through 3 are available for purchase at ShepherdingOutdoors.com Volume 4 and the opportunity to pre-order Walt's newest release, It's Sunday Morning, can be found here: https://hoffmanmediastore.com/shepherding-outdoors-collection/

Darin Gantt joins the show, as he tells you why you shouldn't be surprised that the Panthers took a WR in the first round, he tells you how the team was able to achieve a goal they had entering the draft, and why the team continues to value the RB position See omnystudio.com/listener for privacy information.

In this miniseries, we're exploring Depthfinding—an easy-to-grasp framework designed to help leaders and teams solve their gnarliest cross-functional challenges. This week, Rodney and Sam dive into one of the most pivotal (and misunderstood) aspects of the framework: stewardship. Depthfinding is built on the idea that organizations are like oceans, not aquariums. That means leaders have to show up in an entirely new way—not as a boss, a hero, or a disciplinarian, but as someone responsible for the ongoing health of a complex system. Embracing stewardship can be an uphill battle thanks to the ghosts of leadership past and the inner work required to show up well in complexity. But when facing down uncertainty, building the conditions for resilience and learning to steward across each Depthfinding zone offers a new way forward. Get the PDF Rodney and Sam talk about in this episode Download the Depthfinding guide to get the template and examples of how to use it. Want to learn more about Depthfinding? Head here: theready.com/depthfinding -------------------------------- Want future of work insights and experiments you can try delivered to your inbox? Sign up here. Follow us on your favorite platforms for more org design nerdery: LinkedIn Instagram -------------------------------- Mentioned references: "Intelligence vs information age" Jack Welch Model T assembly line efficiency gains Henry Ford quote about hands: The Future of Management, by Gary Hamel connection between Gantt chart and slavery Frederick Winslow Taylor MRI study about how power impacts your brain Employee Owned Trust (EOT) 00:00 Intro + Check-In: What is an underrated condiment? 03:46 Stewardship is how to put Depthfinding into action 08:32 Leadership ghosts of the industrial age: Henry Ford and the org chart 15:10 Leadership ghosts of the information age: Jack Welch and cult of personality 20:11 De-centering leaders and re-centering the organization for the future 23:50 Stewardship in the Midnight Zone playbook 28:13 Leaders modeling Midnight Zone moves is critical 30:29 Stewardship in the Twilight Zone playbook 35:46 Stewardship in the Sunshine Zone playbook 38:13 Stewardship in the Sky playbook 43:40 Wrap up: Leave us a review and share this episode with your colleagues! This episode's theme music is Yaggadang by BG & Coyote Radio. Sound engineering and design by Taylor Marvin of Coupe Studios.

Ileana Gantt shares her expertise on language learning based on her experiences as an immigrant, language learner, Spanish professor and chair of the World Languages Department at Butte College. 

Dain Gantt, Panthers beat writer, joins the show as he gives his biggest takeaways from Dan Morgan's pre-draft press conference, before talking about the feeling he gets about what the team hopes to accomplish in the first round of the draft next week, and moreSee omnystudio.com/listener for privacy information.

Talking Panthers With Darin Gantt

Support the D.A.W.G.Z. @ patreon.com/MSsecretpod Support Dad Meat @ https://www.patreon.com/dadmeatpodcast Support Timothy @ https://www.patreon.com/timbutterly Support Sid The Kid @ https://www.patreon.com/ChakraPoppers or Listen to the Break The World Podcast Go See Matt Live @ mattmccusker.com/dates Go See Shane Live @ shanemgillis.com Good Morning everyone. We have a special surprise for you. A bonus cast (spoilin you ngl). It's the return of the Stoner Dadzz - praise jah. And on top of that we may or may not have a special appearance from the big kahuna himself after the ad reads. shhhh. nbd. Please enjoy. God Bless you all.  Download the PrizePicks app or visit https://prizepicks.onelink.me/LME0/DRENCHED today and use code Drenched to get $50 instantly after you play your first $5 lineup Support the show & get Lucy Breakers for 20% off & free shipping at https://www.lucy.co promo code DRENCHED