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Storage often sits in the background of cybersecurity conversations—but not at Infinidat. In this episode, Eric Herzog, Chief Marketing Officer of Infinidat, joins Sean Martin to challenge the notion that storage is simply infrastructure. With decades of experience at IBM and EMC before joining Infinidat, Herzog explains why storage needs to be both operationally efficient and cyber-aware.Cyber Resilience, Not Just StorageAccording to Herzog, today's enterprise buyers—especially those in the Global Fortune 2000—aren't just asking how to store data. They're asking how to protect it when things go wrong. That's why Infinidat integrates automated cyber protection directly into its storage platforms, working with tools like Splunk, Microsoft Sentinel, and IBM QRadar. The goal: remove the silos between infrastructure and cybersecurity teams and eliminate the need for manual intervention during an attack or compromise.Built-In Defense and Blazing-Fast RecoveryThe integration isn't cosmetic. Infinidat offers immutable snapshots, forensic environments, and logical air gaps as part of its storage operating system—no additional hardware or third-party tools required. When a threat is detected, the system can automatically trigger actions and even guarantee data recovery in under one minute for primary storage and under 20 minutes for backups—regardless of the dataset size. And yes, those guarantees are provided in writing.Real-World Scenarios, Real Business OutcomesHerzog shares examples from finance, healthcare, and manufacturing customers—one of which performs immutable snapshots every 15 minutes and scans data twice a week to proactively detect threats. Another customer reduced from 288 all-flash storage floor tiles to just 61 with Infinidat, freeing up 11 storage admins to address other business needs—not to cut staff, but to solve the IT skills shortage in more strategic ways.Simplified Operations, Smarter SecurityThe message is clear: storage can't be an afterthought in enterprise cybersecurity strategies. Infinidat is proving that security features need to be embedded, not bolted on—and that automation, integration, and performance can all coexist. For organizations juggling compliance requirements, sprawling infrastructure, and lean security teams, this approach delivers both peace of mind and measurable business value.Learn more about Infinidat: https://itspm.ag/infini3o5dNote: This story contains promotional content. Learn more.Guest: Eric Herzog, Chief Marketing Officer, Infinidat | https://www.linkedin.com/in/erherzog/ResourcesLearn more and catch more stories from Infinidat: https://www.itspmagazine.com/directory/infinidatLearn more and catch more stories from RSA Conference 2025 coverage: https://www.itspmagazine.com/rsac25______________________Keywords:sean martin, eric herzog, storage, cybersecurity, automation, resilience, ransomware, recovery, enterprise, soc, brand story, brand marketing, marketing podcast, brand story podcast______________________Catch all of our event coverage: https://www.itspmagazine.com/technology-and-cybersecurity-conference-coverageWant to tell your Brand Story Briefing as part of our event coverage? Learn More 

How does a recruiter go from new to market to Champions Club in just two years? For Alec Borlin, the answer lies in the power of disciplined planning and relentless consistency.   Alec is a CPA turned recruiter. He started with one of the world's largest recruiting & staffing companies, where he did extremely well before starting his own firm BGC Search in 2022.    He places accounting and finance professionals with privately held middle-market companies in the Greater Cleveland Area.    Alec recently launched The Recruiter's CPA which provides bookkeeping and tax services for recruiting and staffing companies.   In this episode, you will hear how Alec structures his day with daily habits and strategies that result in consistent billings. He also shared the concept of having an ideas bank, how to utilize AI when enhancing content, and why LinkedIn is still his trusted platform for lead generation.   Episode Outline and Highlights [01:00] How Alec got into recruiting. [05:36] Early successes in agency recruiting. [09:58] Discipline and daily actions for success. [16:42] Launching BGC search - Alex walked us through what motivated him to launch. [21:19] How Alec achieved $100k revenue in Q1 from inbound leads alone via LinkedIn. [27:49] Trusting LinkedIn as a relevant platform to get results. [34:05] Consistent posting by having an ideas bank and how to enhance your content with AI. [39:11] Alec discusses Recruiter CPA  and how it helps staffing and recruiting firms in accounting. [44:10] The challenges of being a solo recruitment business owner in terms of tasks and time management. [48:38] What is next for Alec and his team?   Planning and Strategies That Set Alec Apart In his second full year as a recruiter, Alec became part of the “Champions Club” for two consecutive years despite being new to the market. What sets him apart is his work ethic which includes consistency in planning. Alec sets himself apart by maintaining a consistent and disciplined approach to daily activities. His early career success was rooted in structured habits, such as waking up early, exercising, planning his day the night before, and following a rigorous schedule that included conducting at least 10 interviews and 3 client meetings per week.   Here are the key takeaways from Alec's approach as a successful recruiter:   Consistent daily routine: Early mornings, exercising, and being in the office by 7 AM helped set a productive tone for the day. Proactive planning: End-of-day planning allowed Alec to focus on specific goals for the next day, ensuring efficiency. Structured activity targets: Conducted at least 10 interviews and 3 weekly client meetings, keeping himself accountable to those numbers. Learning from high performers: Alec absorbed successful habits early in his career by observing and emulating top billers. Breaking tasks into manageable steps: Rather than being overwhelmed by big goals, he breaks them into smaller tasks, which keeps him focused and motivated. Prioritization and time-blocking: He allocates specific time slots for high-priority activities, ensuring he tackles important tasks first. Using productivity tools: Leveraging tools like Asana and calendars to track tasks, organize workflows, and stay on top of both personal and professional goals. Accountability and follow-through: Alec holds himself to a high standard, consistently executing his plans and commitments.   Trusting LinkedIn as a Relevant Tool in Generating Leads How much do you invest in LinkedIn as a lead-generating platform? Alec shared an interesting case study about how they were able to build more than $100k from inbound leads in the first quarter of this year using LinkedIn.   “Twelve months of consistently posting on LinkedIn and not seeing a result. Right. So that was, it was posting videos, it was posting copy. So just words, just word posts, posting images, carousels, and constantly trying to interact with my audience and give them the insights that they're looking for… All you can do is continue to post and try to provide value to the people that are in your network and then eventually you'll get this random, beautiful message, hey, we have this need.” What was his thought process that made him persistent?   “So I just, I think it's, it's the belief that LinkedIn is a place that will continue to be very important. We see Fortune 500 companies starting to develop their LinkedIn presence and marketing, if you will, on platforms like that. So just kind of trusting that there are people smarter than me investing their time and resources into the platform.”   I encourage you to visit Alec's LinkedIn profile to see the type of posts and content he shares with his audience.   Do You Have an Ideas Bank? Somehow related to the topic of consistent posting and content creation, I wanted to pick Alec's brain on how he can always come up with fresh ideas. He mentioned the concept of an ideas bank. He also shared how he utilizes AI when translating these ideas into content or posts. To summarize:   Alec draws a lot of his content ideas from the conversations he has during the day or moments of inspiration, such as while at the gym. He captures these ideas quickly by emailing them to himself or storing them in Asana or Google Docs. He then organizes these ideas by different content pillars like sales, marketing, and operations. On uninspired days, he revisits these ideas for fresh content.   When it comes to using AI such as ChatGPT, Alec envisions creating a personal "copywriter" by training AI on his best-performing content, allowing it to generate new posts or ideas based on his style and tone. He believes that AI is a starting point and not a replacement. Hence, personalizing AI-generated content by avoiding generic languages and creating a unique tone by adding personal context is necessary so that your content does not sound artificial.   Alec Borlin Bio and Contact Info Alec Borlin is a CPA turned recruiter.  He got his start with Parker + Lynch, now LHH before starting BGC Search back in 2022.  He places accounting and finance professionals with privately held middle-market companies in the Greater Cleveland Area.    As a multi-award-winning Senior Executive Recruiter with a Global Fortune 500, Alec has used his passion for recruiting and accounting to place over 100 candidates throughout the United States with large publicly traded companies and smaller privately held businesses, ensuring a sound match for both parties.   Alec on Linkedin BGC Search website link Recruitment CPA website link   People and Resources Mentioned Asana Loom Trello   Connect with Mark Whitby Get your FREE 30-minute strategy call Mark on LinkedIn Mark on Twitter: @MarkWhitby Mark on Facebook Mark on Instagram: @RecruitmentCoach   Subscribe to The Resilient Recruiter If you've been enjoying the podcast, please take two minutes to leave a review. Your review is greatly appreciated because it helps us attract a bigger audience and help more recruiters. 

As a food scientist, Victoria Pardo Uzitas has plenty of experience with food trends and food safety. As a gardener of over two decades, she folds her knowledge of both into her growing space. In this full episode of the Beet Podcast, she and Jacques discuss how to keep the garden food-safe, and how to enjoy the tantalizing flavor the garden provides. Epic Gardening Shop Homepage: https://growepic.co/3RQzbiKBotanical Interests Shop Homepage: https://growepic.co/3VQcQ5IBook Collection Page: https://growepic.co/3W74OGYEG Homesteading Book:  https://growepic.co/4cMuK03Learn More: Are Galvanized Steel Garden Beds Safe?Connect With Victoria Pardo Uzitas: Victoria Pardo Uzitas is a distinguished Food Scientist with a remarkable track record of launching thousands of products, for hundreds of brands throughout the world. Having worked at Global Fortune 100 Food Companies, she is currently a Managing Partner at Ubiquity Biz, a Soup to Nuts boutique agency based in San Diego. She began growing her own food in 2000. Driven by her belief that "food can transform lives," Victoria finds her volunteer work at Kitchens for Good, a local nonprofit, exceptionally rewarding. LinkedinUbiquity BizKitchen for GoodLove Epic Gardening products?Apply to the Epic Affiliate Program. Shop the StoreAs an exclusive for listeners, use code THEBEET for 5% off your entire order on our store, featuring our flagship Birdies Raised Beds. These are the original metal raised beds, lasting up to 5-10x longer than wooden beds, are ethically made in Australia, and have a customizable modular design. Get Our BooksLooking for a beginner's guide to growing food in small spaces? Kevin's book, Field Guide to Urban Gardening, explains the core, essential information that you'll need to grow plants, no matter where you live!He also wrote Grow Bag Gardening to provide you with specialized knowledge that can bring you success when growing in fabric pots.Preorder Kevin's newest book Epic Homesteading if you are looking to turn your home into a thriving homestead! Order signed copies of Kevin's books, plus more of his favorite titles in our store.More ResourcesLooking for more information? Follow us:Our BlogYouTube (Including The Beet Podcast,  Epic Homesteading and Jacques in the Garden and Botanical Interest )Instagram (Including Epic Homesteading, Jacques)PinterestTikTokFacebookFacebook GroupDiscord Server

Victoria does a lot of research on disease trends, as they are often the precursor for food trends. And today, trends are global. We are increasingly connected, and there is increasing concern about the environmental impact of growing certain foods.  Epic Gardening Shop Homepage: https://growepic.co/3xESioVBotanical Interests Shop Homepage:  https://growepic.co/3VLEml1Book Collection Page:  https://growepic.co/3RPJJyC EGHomesteading Book:  https://growepic.co/4cJwh7Learn More: Are Galvanized Steel Garden Beds Safe?Connect With Victoria Pardo Uzitas:Victoria Pardo Uzitas is a distinguished Food Scientist with a remarkable track record of launching thousands of products, for hundreds of brands throughout the world. Having worked at Global Fortune 100 Food Companies, she is currently a Managing Partner at Ubiquity Biz, a Soup to Nuts boutique agency based in San Diego. She began growing her own food in 2000. Driven by her belief that "food can transform lives," Victoria finds her volunteer work at Kitchens for Good, a local nonprofit, exceptionally rewarding. LinkedinUbiquity Biz Kitchen for Good Love Epic Gardening products?Apply to the Epic Affiliate Program. Shop the StoreAs an exclusive for listeners, use code THEBEET for 5% off your entire order on our store, featuring our flagship Birdies Raised Beds. These are the original metal raised beds, lasting up to 5-10x longer than wooden beds, are ethically made in Australia, and have a customizable modular design. Get Our BooksLooking for a beginner's guide to growing food in small spaces? Kevin's book, Field Guide to Urban Gardening, explains the core, essential information that you'll need to grow plants, no matter where you live!He also wrote Grow Bag Gardening to provide you with specialized knowledge that can bring you success when growing in fabric pots.Preorder Kevin's newest book Epic Homesteading if you are looking to turn your home into a thriving homestead! Order signed copies of Kevin's books, plus more of his favorite titles in our store.More ResourcesLooking for more information? Follow us:Our BlogYouTube (Including The Beet Podcast,  Epic Homesteading and Jacques in the Garden and Botanical Interest )Instagram (Including Epic Homesteading, Jacques)PinterestTikTokFacebookFacebook GroupDiscord Server

Victoria Pardo Uzitas used to have a cocktail column under the pen name Libation Lady. Naturally, she has recipes in her back pocket for some of the tastiest out there. Hear her tips and tricks for increasing and infusing flavors in delicious beverages straight from the garden. Epic Gardening Shop Homepage:  https://growepic.co/4bqqUZyBotanical Interests Shop Homepage: https://growepic.co/3XPjHizBook Collection Page: https://growepic.co/4eMVrnuEG Homesteading Book: https://growepic.co/3zieky7Learn More:Are Galvanized Steel Garden Beds Safe?Connect With Victoria Pardo Uzitas:Victoria Pardo Uzitas is a distinguished Food Scientist with a remarkable track record of launching thousands of products, for hundreds of brands throughout the world. Having worked at Global Fortune 100 Food Companies, she is currently a Managing Partner at Ubiquity Biz, a Soup to Nuts boutique agency based in San Diego. She began growing her own food in 2000. Driven by her belief that "food can transform lives," Victoria finds her volunteer work at Kitchens for Good, a local nonprofit, exceptionally rewarding. LinkedinUbiquity BizKitchen for Good Love Epic Gardening products?Apply to the Epic Affiliate Program. Shop the StoreAs an exclusive for listeners, use code THEBEET for 5% off your entire order on our store, featuring our flagship Birdies Raised Beds. These are the original metal raised beds, lasting up to 5-10x longer than wooden beds, are ethically made in Australia, and have a customizable modular design. Get Our BooksLooking for a beginner's guide to growing food in small spaces? Kevin's book, Field Guide to Urban Gardening, explains the core, essential information that you'll need to grow plants, no matter where you live!He also wrote Grow Bag Gardening to provide you with specialized knowledge that can bring you success when growing in fabric pots.Preorder Kevin's newest book Epic Homesteading if you are looking to turn your home into a thriving homestead! Order signed copies of Kevin's books, plus more of his favorite titles in our store.More ResourcesLooking for more information? Follow us:Our BlogYouTube (Including The Beet Podcast,  Epic Homesteading and Jacques in the Garden and Botanical Interest )Instagram (Including Epic Homesteading, Jacques)PinterestTikTokFacebookFacebook GroupDiscord Server

Jimi Okubanjo, Founder of Folajimi Worldwide, discusses her documentary 'Arise Firebird' and the experiences of workplace marginalization faced by women and BIPOC professionals. We also explore the impact of workplace abuse on mental and physical health, as well as the silence surrounding these issues, the impact of poor work environments on a global scale, and the changing nature of work. This podcast is powered by LeggUP, the only accelerated platform with a holistic approach to professional development that guarantees and nurtures the growth of employees. Click here to learn more: https://www.leggup.com/ Subscribe to the Talent Empowerment Podcast: https://www.youtube.com/@TomFinnovation

Choosing food-safe beds is one of the most important ways gardeners can ensure their produce is nourishment, rather than poison. Another concern is durability, and there's a fine balance between growing in food-safe materials, and purchasing something that will last. Epic Gardening Shop Homepage:  https://growepic.co/45Rq9rhBotanical Interests Shop Homepage: https://growepic.co/4brccSdBook Collection Page: https://growepic.co/4eHFrmzEG Homesteading Book: https://growepic.co/3VMEfFNConnect With Victoria Pardo Uzitas:Victoria Pardo Uzitas is a distinguished Food Scientist with a remarkable track record of launching thousands of products, for hundreds of brands throughout the world. Having worked at Global Fortune 100 Food Companies, she is currently a Managing Partner at Ubiquity Biz, a Soup to Nuts boutique agency based in San Diego. She began growing her own food in 2000. Driven by her belief that "food can transform lives," Victoria finds her volunteer work at Kitchens for Good, a local nonprofit, exceptionally rewarding. Social Media: Ubiquity Biz WebsiteKitchen for Good Website Love Epic Gardening products?Apply to the Epic Affiliate Program. Shop the StoreAs an exclusive for listeners, use code THEBEET for 5% off your entire order on our store, featuring our flagship Birdies Raised Beds. These are the original metal raised beds, lasting up to 5-10x longer than wooden beds, are ethically made in Australia, and have a customizable modular design. Get Our BooksLooking for a beginner's guide to growing food in small spaces? Kevin's book, Field Guide to Urban Gardening, explains the core, essential information that you'll need to grow plants, no matter where you live!He also wrote Grow Bag Gardening to provide you with specialized knowledge that can bring you success when growing in fabric pots.Preorder Kevin's newest book Epic Homesteading if you are looking to turn your home into a thriving homestead! Order signed copies of Kevin's books, plus more of his favorite titles in our store.More ResourcesLooking for more information? Follow us:Our BlogYouTube (Including The Beet Podcast,  Epic Homesteading and Jacques in the Garden and Botanical Interest )Instagram (Including Epic Homesteading, Jacques)PinterestTikTokFacebookFacebook GroupDiscord Server

Is there more to simply rinsing produce before eating it? Garden food safety is about mitigating risks, especially for those with sensitive immune systems. Simple practices like washing harvests with vinegar and water, and cleaning tools between uses add an extra layer of protection and make the harvest last longer.Epic Gardening Shop Homepage:  https://growepic.co/3W2wEnZBotanical Interests Shop Homepage: https://growepic.co/45N3NamBook Collection Page: https://growepic.co/4eD82cCEG Homesteading Book: https://growepic.co/3RR0byuLearn More: Are Galvanized Steel Garden Beds Safe?Connect With Victoria Pardo Uzitas:Victoria Pardo Uzitas is a distinguished Food Scientist with a remarkable track record of launching thousands of products, for hundreds of brands throughout the world. Having worked at Global Fortune 100 Food Companies, she is currently a Managing Partner at Ubiquity Biz, a Soup to Nuts boutique agency based in San Diego. She began growing her own food in 2000. Driven by her belief that "food can transform lives," Victoria finds her volunteer work at Kitchens for Good, a local nonprofit, exceptionally rewarding. LinkedinUbiquity Biz Kitchen for Good Love Epic Gardening products?Apply to the Epic Affiliate Program. Shop the StoreAs an exclusive for listeners, use code THEBEET for 5% off your entire order on our store, featuring our flagship Birdies Raised Beds. These are the original metal raised beds, lasting up to 5-10x longer than wooden beds, are ethically made in Australia, and have a customizable modular design. Get Our BooksLooking for a beginner's guide to growing food in small spaces? Kevin's book, Field Guide to Urban Gardening, explains the core, essential information that you'll need to grow plants, no matter where you live!He also wrote Grow Bag Gardening to provide you with specialized knowledge that can bring you success when growing in fabric pots.Preorder Kevin's newest book Epic Homesteading if you are looking to turn your home into a thriving homestead! Order signed copies of Kevin's books, plus more of his favorite titles in our store.More ResourcesLooking for more information? Follow us:Our BlogYouTube (Including The Beet Podcast,  Epic Homesteading and Jacques in the Garden and Botanical Interest )Instagram (Including Epic Homesteading, Jacques)PinterestTikTokFacebookFacebook GroupDiscord Server

Victoria Pardo Uzitas is a food scientist. Food scientists work to keep food safe for eating. While it may not be something many gardeners think about, it's paramount. From clearing debris to testing soil, gardeners have many ways to engage in food-safe practices. Epic Gardening Shop Homepage:  https://growepic.co/4clSEjvBotanical Interests Shop Homepage:  https://growepic.co/3RQlRL5Book Collection Page: https://growepic.co/3W8gWI8EG Homesteading Book:  https://growepic.co/3xt2CjWConnect With Victoria Pardo Uzitas: Victoria Pardo Uzitas is a distinguished Food Scientist with a remarkable track record of launching thousands of products, for hundreds of brands throughout the world. Having worked at Global Fortune 100 Food Companies, she is currently a Managing Partner at Ubiquity Biz, a Soup to Nuts boutique agency based in San Diego. She began growing her own food in 2000. Driven by her belief that "food can transform lives," Victoria finds her volunteer work at Kitchens for Good, a local nonprofit, exceptionally rewarding. Love Epic Gardening products?Apply to the Epic Affiliate Program. Shop the StoreAs an exclusive for listeners, use code THEBEET for 5% off your entire order on our store, featuring our flagship Birdies Raised Beds. These are the original metal raised beds, lasting up to 5-10x longer than wooden beds, are ethically made in Australia, and have a customizable modular design. Get Our BooksLooking for a beginner's guide to growing food in small spaces? Kevin's book, Field Guide to Urban Gardening, explains the core, essential information that you'll need to grow plants, no matter where you live!He also wrote Grow Bag Gardening to provide you with specialized knowledge that can bring you success when growing in fabric pots.Preorder Kevin's newest book Epic Homesteading if you are looking to turn your home into a thriving homestead! Order signed copies of Kevin's books, plus more of his favorite titles in our store.More ResourcesLooking for more information? Follow us:Our BlogYouTube (Including The Beet Podcast,  Epic Homesteading and Jacques in the Garden and Botanical Interest )Instagram (Including Epic Homesteading, Jacques)PinterestTikTokFacebookFacebook GroupDiscord Server

Jack O'Holleran is the Co-Founder and CEO of SKALE Labs, a gas-less EVM-compatible blockchain designed for secure Ethereum scaling. Jack is a veteran Silicon Valley Technology entrepreneur with a deep background in machine learning/AI technologies and blockchain. Formerly, Jack co-founded Aktana in 2008 and led the company's transformation from a four-person startup to a global leader in the Analytics market category, boasting over 350 employees and serving an impressive roster of Global Fortune 500 clients with its AI and machine learning platform tailored to optimize sales and marketing decisions.Jack first started working with digital assets in 2008 when he was instrumental in building a digital currency platform for Enterprise Resource Allocation and initially saw a big opportunity to bring scalability to the blockchain. Jack is a veteran Silicon Valley Technology entrepreneur with a deep background in machine learning/AI technologies and blockchain and a longstanding connection to web2 and web3 developers. ****As a previous starting receiver for the Nebraska Cornhuskers Football team, Jack is passionate about bringing blockchain technology to the sports industry to bring fans closer to their favorite teams.In this conversation, we discuss:- The state of Web3 gaming- The power of casual games- In-game economies- Current state of Ethereum- Gas-free, zero-cost minting- ETH-based L2s- Meme coins vs. NFTs- SKALE's recent partnership with Virtualness to bring fans of Liga1 to Web3- SKALE's partnership with Unity- Empowering developers- DeSci (Decentralized Science)SKALE NetworkWebsite: skale.spaceTwitter: @SkaleNetworkDiscord: discord.gg/SKALEJack O'HolleranTwitter: @jackoholleranLinkedIn: Jack O'Holleran ---------------------------------------------------------------------------------  This episode is brought to you by PrimeXBT.  PrimeXBT offers a robust trading system for both beginners and professional traders that demand highly reliable market data and performance. Traders of all experience levels can easily design and customize layouts and widgets to best fit their trading style. PrimeXBT is always offering innovative products and professional trading conditions to all customers.   PrimeXBT is running an exclusive promotion for listeners of the podcast. After making your first deposit, 50% of that first deposit will be credited to your account as a bonus that can be used as additional collateral to open positions.  Code: CRYPTONEWS50  This promotion is available for a month after activation. Click the link below:  PrimeXBT x CRYPTONEWS50

On this episode of the Scouting For Growth podcast, Sabine VdL talks to John Johansen, a senior technology executive & operational leader with over 25 years of experience in consulting & executive roles. She is also joined by Steven Abel, partner at Oliver Wyman. In this episode, the two guests want to challenge & change current operational mindsets within large enterprises. They dive into the known tech challenges existing within our currently fast evolving digitalizing insurance space, why an experimentation culture is critical to drive the relevance & resilience business needs today, what are the most effective paths for evolution, reinvention & consideration, & insights on how businesses can leverage tech ecosystems to scale digitally-driven revenue models. KEY TAKEAWAYS          I started creating business applications when I was 13 years old & have been writing software ever since. I've been doing this in the insurance world for about 30 years. With Oliver Wyman we've been able to create a team that's able to build tools at speed that really improve our clients' businesses. InsurTechs have admirable qualities of being able to runs experiments & take them to investors & get feedback even in the early days then pivot on the back of those results. They can quickly create real, tangible products that people can touch, feel & react to which creates a new round of experimentation including more people giving feedback, more experimentation & more changes. We wanted to bring that into a corporate environment that didn't have the experience of that agility. The idea of responsible innovation is super important. There's nothing wrong with the big corporate machine because it does a lot of things well. It protects the risk agenda; it enables bullet-proof technology that's very stable. We have a very large client that we've done innovation for & we're beginning to scale that in the enterprise. We're not thinking of this in three lanes: The innovation group, the BAU support group, and the enterprise architecture group. One of the things that's fraught with peril in any IT organisation is when we go from development to beta tests, to launch, to productions support. Are we doing those things better? Is there less drama? Thinking through those early experiments & really demonstrating to people that the process is yielding that benefit/business change faster, with less investment, than an 18 month requirement process, an 18 month build & then a 12 month implementation. With the right experiments & stakeholder team we seeing those metrics trending in the right direction.   BEST MOMENTS ‘We're still seeing some bureaucracy, which means it's hard to maintain momentum. We wanted to break the bounds of the culture a progress in weeks not months.'‘There's a lot that we can do to improve business processes & be responsive to our business users by running small experiments.'‘The most important part of measuring success starts with picking the right experiments up front.'‘We can begin to measure by throughput: Is this process of experimentation actually getting us to faster, better business results, implementations, & hand-offs.' ABOUT THE GUESTS John Johansen is a seasoned senior technology executive & operational leader with a proven track record of success. Based in Naples, he brings extensive experience in driving growth & innovation within the technology sector. As part of Oliver Wyman, Johansen specializes in helping legacy corporations leverage startup culture to foster agility, accelerate digital transformation, & unlock new opportunities. LinkedIn Steve Abel is a dedicated partner at Oliver Wyman, leveraging his 25+ years of consulting & executive experience to help clients tackle intricate challenges & lead teams in delivering reliable insights. With a strong focus on smart technological implementation, Steve has a proven track record of generating value for organizations. His extensive expertise encompasses program management, operations, shared services, enabling technologies, business process reengineering, finance best practices, insurance products & data, actuarial platforms, machine learning, artificial intelligence, cloud solutions, & business & technical architecture. Steve's passion lies in assisting clients in achieving their strategic objectives & optimizing performance, all while cultivating a collaborative, innovative, & excellent work culture. LinkedIn ABOUT THE HOST There are over 140,000 FinTech ventures out there, including FinTechs, InsurTechs, HealthTechs, & WealthTechs, & the number keeps on changing every month. One statistic remains the same: 25% of these ventures have received investment and support from the financing world. 75% of these businesses still seek financing support from institutional & corporate investors alongside value-creating commercial collaboration opportunities with Global Fortune 500. Through this podcast series, I would like to demystify the world of corporate venturing, including how corporations collaborate with growth ventures, how venture capitalists & corporate venture capitalists make investment & collaboration choices in ventures & give tech founders & entrepreneurs, the strategies, tactics, tools, & techniques to build, grow & scale their business by understanding how those with financing power think. So, listen in, share & comment as you see fit.   Twitter LinkedIn Instagram Facebook TikTok Email Website

On this episode of the Scouting For Growth podcast, Sabine VdL talks to Brian McDermott, Chief Information Officer at Victor Insurance. This podcast will be a little bit different. As Steven Abel is going to join us to highlight the value of the Oliver Wyman relationship with Victor Insurance, as a subsidiary of Marsh McLennan. Indeed, in the complex world of business, speed to value when delivering technology is critical & Victor Insurance has found a critical partner in delivering tech among others with the Oliver Wyman team. KEY TAKEAWAYS An MGA is a company appointed by the insurer, typically the carrier, to exercise supervision & oversight on specific & targeted insurance programmes. We do everything an insurance company does but we don't source the capital, the carrier is the source of capital for us, they manage the risk in terms of the capital. We underwrite the risk on behalf of others & we do a lot of the administration on behalf of the carrier, claims processing, servicing, transaction  processing, connecting with the broker, handling of insurance fees & processing of any financial aspects. We operate in 8 countries. The majority of the revenues & premiums derive from the US, around 80% left-side of the globe, 20% right-side. But, we do see immense opportunity on the right-side of the globe because it's an untapped opportunity in territories with products & service offerings that we can provide. That's a key strategic focus as we proceed. Typically, InsurTechs' challenges include having great product but limited premium running through the platform because of the leverage they have with their carriers to bring those products onto the platform.  We differ from Marsh McLennan in that we're a full, front to back insurance company: We do placement of products through our digital portal experiences, policy servicing, claims processing, data reporting & analytics, & underwriting. Marsh McLennan are a re-insurance broker, they don't typically do underwriting. Our technology environments differ in that they're built for different scale – we're low premium, high volume, March McLennan operate in a different market segment; enterprise, high-end businesses, we operate in small/micro market. We have to build scalable, fast products whereas Marsh is more of a heavy touch relationship-based business with their clients. So it's difficult to align with them completely but there are a number of areas around complimentary services. BEST MOMENTS ‘We're trying to become the Amazon for brokers in the small, commercial & speciality marketplace.' ‘One of the key challenges I have is to make sure that we can modernise while we integrate as we go on our journey towards the future.' ‘We sit in the middle of the value chain with the broker on the left hand side, supporting the insured, & the carrier on the right, they provide the capital to us.' ‘We need to make sure that we harvest the data insights that we have: historical claims & underwriting data - & augment it with tools like machine learning, AI, data ingestion & enrichment.' ABOUT THE GUESTS Brian McDermott is the Chief Information Officer (CIO) at Victor Insurance, a leading global provider of specialty insurance programs & a subsidiary of Marsh McLennan. Brian brings a wealth of experience to his role, with a career spanning more than 30 years in diverse industries such as retail, insurance, finance, & government. Known for his disruptive thinking and innovation within the IT field, Brian is constantly exploring new ways to leverage contemporary technology & drive digital transformation within the insurance industry. In his role as CIO, Brian is keen to embrace modern technologies & help drive the agenda within the broader Marsh McLennan corporation. His unique perspective, stemming from Victor Insurance's position as a high-volume, highly transacting business, enables him to provide valuable input on the digital connection between the market & the brokers & clients they work with. As a partner at Oliver Wyman, Steven helps clients solve complex problems & lead teams to deliver insights that you can trust. Steve acquired over 25 years of experience in consulting & executive roles, delivering value to organizations via smart technological deployment. Steve's specialties include program management, operations, shared services, enabling technologies, business process reengineering, finance leading practices, insurance products & data, actuarial platforms, machine learning, AI, cloud solutions, business & technical architecture.  Steve is passionate about helping clients achieve their strategic goals & optimize their performance, while fostering a culture of collaboration, innovation, & excellence. LinkedIn Oliver Wyman ABOUT THE HOST There are over 140,000 FinTech ventures out there, including FinTechs, InsurTechs, HealthTechs, and WealthTechs. And the number keeps on changing every month. One statistic remains the same: 25% of these ventures have received investment and support from the financing world. 75% of these businesses still seek financing support from institutional and corporate investors alongside value-creating commercial collaboration opportunities with Global Fortune 500.  Through this podcast series, I would like to demystify the world of corporate venturing, including how corporations collaborate with growth ventures, how venture capitalists and corporate venture capitalists make investment and collaboration choices in ventures and give tech founders and entrepreneurs, the strategies, tactics, tools, and techniques to build, grow and scale their business by understanding how those with financing power think. So, listen in, share and comment as you see fit. Twitter LinkedIn Instagram Facebook  TikTok Email Website

Leaders are to be kind and empowering. The best way to acknowledge how to get there is by pressing pause the way Brittany did for herself and is now encouraging us to do. In today's episode, learn how to be yourself, be considerate, and be compassionate in ways that take people and business goals to new heights. Meet our Guest: Brittany Martin is a strategic people leader passionate about leadership development, elevating the status quo, and enhancing workplace culture through the power of kindness. Throughout her career, she has fully embodied the concept of business partner as she has held sr. people leadership roles with a Fortune 100 organization & a Global Fortune 500 organization. Now, as the Founder and Chief People & Culture Advisor at BeKindWorks INC., Brittany collaborates with leaders, approaching each unique situation with curiosity & compassion, identifying solutions, organizing frameworks, facilitating learning, and empowering those around her to lead.Brittany's drive to lead is strongly inspired by being a positive role model to her niece and nephew. https://bekindworks.com/www.linkedin.com/in/brittany-martin-people-leader Waive the registration fee for Press Pause: Ambition24 Links + Resources: ✨ Let's connect on IG--> instagram.com/kris10edwards_ ✨ Book a Discovery Call —> www.amplifyambition.com/links ENJOYING THE PODCAST? Follow/Subscribe, rate this show, and share it on social media too!

Empower Clinics is a healthcare company with a growing research and clinical trials division that is currently achieving early success in the Dallas and Los Angeles markets, including already being awarded its first clinical trial from a Global Fortune 500 Pharmaceutical Company.  But Empower is just getting started according to CEO Steven McAuley, who has come out of regulator mandated stealth mode to report very promising business growth to shareholders. Specifically, while under cease trade, Empower has grown their active sites from 2 in the fall to 6 today - and Principal Investigators from 6 to 14 today.  That foundation of doctors and medical offices opens the door to potential major contract wins from pharmaceutical companies that need speed and smarts from partners like Empower to get their clinical trials completed. Empower's timing couldn't be better because Fortune Business Insights states the global Clinical Trials Market size is projected to reach USD 92.45 billion in 2030, driven by expanding pharmaceutical, biotechnology, and medical device R&D pipelines as developed G20 nations demographics get increasingly older.  This positions Empower to play a pivotal role  in this transformative era of healthcare.  Watch this powerful interview with CEO Steven McAuley and AGORACOM Founder George Tsiolis.

Our guest this week was Jimi Okubanjo. Jimi produced the documentary "Arise Firebird", which exposes the toxic work environments, at the corporate level, senior female leaders of color often face in the workplace through her own first-hand experience, as well as through the stories of a few other women. Here's the trailer https://www.youtube.com/watch?v=TcP1XnOWzW8 . To obtain the Zoom link for upcoming live interviews, you must register at The Filmmaker's Life webpage at https://www.filmmakersuccess.com/The-Filmmakers-Life-Home . Jimi Okubanjo has a 20-year career working in leadership roles with Global Fortune 100 corporations, delivering transformations in 14 countries and four continents with over 200 leaders. After a wide variety of traumatic experiences, which ranged from having her credentials minimized to being harassed and told that "they should have hired a white man to do your job" and placed in physically dangerous situations; Jimi decided to take charge of her own life and use her experiences to benefit others. Jimi produced the documentary "Arise Firebird" highlighting her first-hand knowledge of what senior and experienced female leaders of color often face in the workplace. The film being shown globally at corporations, conventions, and featured on podcasts.

In association and partnership with the ACM Bytecast, this episode features a conversation with Affective Computing Pioneer Dr. Rosalind Picard. Dr. Picard is a scientist, inventor, and engineer, member of the faculty of MIT's Media Lab, founder and director of the Affective Computing research group at the MIT Media Lab, founding faculty chair of MIT's MindHandHeart Initiative, and a faculty member of the MIT Center for Neurobiological Engineering. She has co-founded two companies:  Affectiva (now part of Smart Eye), providing emotion AI technologies now used by more than 25% of the Global Fortune 500, and Empatica, providing wearable sensors and analytics to improve health. 

Dr. Haley received her BS in biology and nutrition from Cornell University before receiving her Doctor of Medicine.  She completed her internship and residency in San Diego and has been a Board-Certified Dermatologist since 2004.  While serving as an Officer in the United States Navy, Dr. Haley was selected as the VIP dermatologist consultant to the U.S. Capitol in Washington, D.C.  In 2006, Dr. Haley was named as the Head of the Dermatology Department in Pearl Harbor.  Since 2009, Dr. Haley has been in private practice using her extensive international experience in medical, cosmetic and integrative dermatology. With her background in nutrition, fitness, and skin science, Dr. Haley understands the true integration of wellness and its effects on skin health.  She has a podcast, called Radiance Revealed, where she brings together experts from all fields to discuss tips on how to integrate wellness into your life to achieve your true radiance.  Since 2013, she has been the dermatology expert writer for FitnessRx magazine and has been actively sought to share her expertise consulting with numerous organizations, including many Global Fortune 500 companies.  Dr. Haley has trained other physicians since 2014 to perform Botox and filler techniques and is a sought out teaching expert in the aesthetic industry.  Dr. Haley has also worked on the scientific advisory board for multiple skin care start-up companies and regularly contributes to national and international publications (Oprah, BHG, Shape, WebMD) with her knowledge on holistic skin health.  Dr. Haley splits her time between Scottsdale, AZ and Park City, UT and is the local Dermatologist for KPCW radio in Park City, where she enjoys educating the public on all things skin.  She currently has a concierge and telemedicine practice in 20 states through Dermatologistoncall.com platform.  Dr. Haley has a passion for health, fitness, and nutrition and enjoys integrating science with nature in her treatment approaches.   Work With Me: Mineral Balancing HTMA Consultation: https://www.integrativethoughts.com/category/all-products  My Instagram: @integrativematt My Website: Integrativethoughts.com   Advertisements:   Valence Nutraceuticals: Use code ITP20 for 20% off https://valencenutraceuticals.myshopify.com/   Zeolite Labs Zeocharge: Use Code ITP for 10% off https://www.zeolitelabs.com/product-page/zeocharge?ref=ITP Magnesium Breakthrough: Use Code integrativethoughts10 for 10% OFF https://bioptimizers.com/shop/products/magnesium-breakthrough Just Thrive: Use Code ITP15 for 15% off https://justthrivehealth.com/discount/ITP15 Therasage: Use Code Coffman10 for 10% off https://www.therasage.com/discount/COFFMAN10?rfsn=6763480.4aed7f&utm_source=refersion&utm_medium=affiliate&utm_campaign=6763480.4aed7f   Chapters: 00:00 Introduction and Background 06:09 The Function of the Skin 08:46 The Importance of Sunscreen and Sun Exposure 14:44 The Impact of Toxins on Skin Health 21:22 The Absorption of Products on the Skin 29:09 The Role of Seed Oils in Skin Problems 32:18 The Role of Animal Products in Skin Health 38:40 The Importance of Individualized Diets 42:39 The Use of Sunscreens 42:43 Sunscreen and Skin Protection 46:23 Choosing the Right Sunscreen 52:46 Supplements for Collagen Production 59:00 Recognizing and Addressing Health Issues 01:01:26 The Gut-Brain-Skin Connection 01:02:29 Where to Find Dr. Jen Haley   Takeaways: Maintaining a healthy skin barrier is crucial for overall health and protection against toxins and infections. Adequate sun exposure is important for vitamin D production, but it is essential to protect the skin from excessive sun damage. Toxins, such as seed oils, can have a negative impact on skin health and overall well-being. Individualized diets that include animal products can play a crucial role in maintaining healthy skin. Choosing clean and effective sunscreens is important for protecting the skin from harmful UV rays. Use mineral sunscreens with zinc oxide or titanium dioxide for better skin protection. Apply sunscreen outside to inside, starting from the center of the face and blending outwards. Choose sunscreen products that are free from harmful chemicals and have been third-party tested. Supplements like fish oil, astaxanthin, and magnesium can support collagen production and overall skin health. Recognize the warning signs of health issues and take proactive steps to address them. The gut-brain-skin connection highlights the importance of gut health for overall skin health.   Summary: Dr. Jen Haley, a dermatologist, discusses the importance of skin health and the impact of diet and lifestyle on the skin. She emphasizes the role of the skin as a protective barrier and the importance of maintaining a healthy skin barrier. Dr. Haley also highlights the significance of sun exposure and the need for adequate vitamin D levels. She discusses the potential harm of toxins, such as seed oils, on the skin and overall health. Additionally, she addresses the role of animal products in skin health and the importance of individualized diets. Finally, Dr. Haley provides insights into the use of sunscreens and the importance of choosing clean and effective products. In this conversation, Dr. Jen Haley discusses the importance of sunscreen and skin protection, including the use of mineral sunscreens and the proper application techniques. She also emphasizes the need for physical protection, such as clothing and hats, to prevent sun damage. Dr. Haley shares her recommendations for choosing the right sunscreen and highlights the importance of avoiding chemical sunscreens. Additionally, she discusses the role of supplements in collagen production and overall skin health. The conversation concludes with a discussion on recognizing and addressing health issues, particularly the gut-brain-skin connection.  

Marianna Kinnee is the founder of Might In Motion, LLC. Marianna mentors corporate American managers who need help navigating their personal and professional goals to manifest them into their deserved career and life paths. She has spent over two decades as a leader at a Global Fortune 50 company and currently leads cutting-edge transportation initiatives. Marianna has been married for 10 years and has two daughters. Her passion is helping others build legacies of financial and emotional freedom. She holds a Bachelor of Science from Georgia Tech. Marianna recently published her first book Might In Motion: Motivation Momentum Mindfulness Might. Website: Might In MotionPodcast (on multiple platforms, but here is one): https://podcasts.apple.com/us/podcast/might-in-motion/id1658637975 LinkedIn: https://www.linkedin.com/in/mariannakinnee/ Book: https://a.co/d/0z7JCDz Optimize Your LinkedIn Profile Here

Have you been applying to jobs with the same old resume, but getting no results? A well-crafted resume is not only attention grabbing, but also creates a lasting impression. In a sea of applicants (and Applicant Tracking Systems), a good resume can set one apart and increase the likelihood of getting hired. Kate Wade is the Founder of Get Her Hired. She's a Certified Executive Coach and a Professional resume writer who creates “Scroll Stopping Resumes.” Having sat at the tables where the C-Level decisions are made, Kate knows first-hand what it takes to prepare, network, “apply,” interview and attain top levels of leadership in the world's largest enterprises.  She uses her Global Fortune 200 experience to help executive women get into positions of greater influence and achieve the prestige they have earned. Impressively, Get Her Hired is one of only two CV/resume-writing experts to partner with Forbes.jobs.In this episode, Kate shares tips, strategies, and trends on resume writing both from someone seeking a job and those of us who hire people, how to quantify your impact by turning responsibilities into results, dealing with career gaps, ageism, how to optimize your LinkedIn profile for better findability, and more!03:07 - What is a scroll stopping resume?06:58 - How to turn your responsibilities into results / quantify your impact11:40 - Resume length for new grads / professionals with less experience14:31 - Resume length and formatting tips for experienced hires20:23 - Resume design / formatting for ATS (Applicant Tracking Systems)22:38 - Optimizing your LinkedIn profile for better findability / Market Value Title 31:29 - Dealing with career gaps 37:50 - Tip for recruiters - looking beyond the resume 39:14 - Ageism / tips for consolidating dated information on resumes42:56 - Where to find KateConnect with Kate - linkedin.com/in/katewade-getherhiredVisit Get Her Hired - https://getherhired.com…Hosted by Hilda Gan - ca.linkedin.com/in/hildagan Visit us at - peoplebrightconsulting.comFollow usLinkedIn - www.linkedin.com/company/pplbrightTwitter - twitter.com/pplbright Facebook - www.facebook.com/pplbrightInstagram - www.instagram.com/pplbright/ Hilda Gan is a sought-after expert on effective HR strategies, work culture enhancement, and employee engagement. Unique among HR consultants, Hilda combines over 25 years of HR expertise with business acumen and business owner experience.People Bright Consulting is an award-winning HR Management Consulting firm that helps leaders of companies build the foundations for successful hiring, healthy and inclusive work culture, and engaged staff. It starts with listening to our clients and finding pragmatic customized business solutions to HR problems.#resume #jobsearch #jobapplication #hiring #linkedin #careertips 

What are some of the things you can do as a leader to make your teams more effective? The major reasons why teams fail to be high-performing are alignment-related and dynamic-related issues. In this episode of the Inspirational Leadership podcast, I speak with Liane Davey about her experience working with teams and what leaders need to do to improve their team performance. For the past 25 years, Liane has researched and advised teams on how to achieve high performance. Known as the “teamwork doctor,” she's worked with teams from the frontlines to the boardroom, across a variety of industries, and around the globe from Boston to Bangkok. In working with hundreds of teams, including 26 Global Fortune 500 companies (and counting), she has developed a unique perspective on the challenges teams face – and how to solve them. Listen in to learn about the layers of trust and the critical role of trust in teams to make things easier. You will also learn the difference between tension and friction in conflict and the importance of being aware of healthy tension. Key Takeaways: How to eliminate inefficiency by getting better at time management and creating boundaries. How to be a vulnerable and accountable leader to earn confidence and connection from your team. How to be aware of healthy tension and properly recognize friction and shut it down. How productive conflict enhances psychological safety and strengthens team relationships. Standout Quotes: “We need to address meetings and email problems so that we can create space for focus and flow.”- Liane Davey [16:29] “The more productive conflict we have, the higher the psychological safety gets because people learn that they can come out the other side and the relationship will be stronger.”- Liane Davey [33:01] ⇢ Get full show notes and more information here: https://bit.ly/PodcastLianeDavey  

All Home Care Matters was honored to welcome Tia Newcomer the CEO of CaringBridge as guest to the show. Tia is an experienced board member and health technology leader known for building cultures that create enterprise value through customer experience excellence and purpose driven brands supported by scalable technology platforms. She joined CaringBridge as the CEO in 2021, ensuring all operations contribute toward the CaringBridge vision – a world where no one goes through a health journey alone. Prior to joining CaringBridge, Tia was the Chief Commercial Officer at Generate Life sciences and has spent the last 20 years in executive roles with a foundation in blue chip technology and consumer packaged goods companies. She has led commercial value creation, creating successful go to market strategies in Global Fortune 100, Private Equity and VC backed companies primarily in the Health Tech industry.  In addition to serving on the CaringBridge board of directors, Tia is an independent board member for Inherent BioSciences, a biotechnology company pioneering epigenetic medicine for complex diseases. She also serves on the Advisory Committee for the American Cancer Society National Breast Cancer Roundtable. And is a member of the Dean's Advisory Board for the University of Nebraska-Lincoln College of Journalism and Mass Communications.    About CaringBridge: CaringBridge is a nonprofit, free communication platform for family caregivers and the loved ones they support on a health journey. We make it easy to share updates while organizing and activating a support network. Facing a health challenge is overwhelming, isolating, and lonely. It's not easy to share updates, ask for help, or coordinate care. During these vulnerable times, people need a trusted place to feel comfortable and protected while receiving support from family and friends. CaringBridge believes that healing happens when we're surrounded by loved ones. Since 1997, we've supported people to simplify group communication and share sensitive health information – on a personal CaringBridge page that's free from ads, private, and easy to use.

After 20 years of collaboration spanning Global Fortune 50 to early-stage startups, Tom Briggs has developed a refined approach to strategic CMO-level brand advisement with a focus on [product + market fit] and strategic competitive positioning for innovative and highly disruptive organizations and individuals. He is the founder of epigraph. Learn more about your ad choices. Visit megaphone.fm/adchoices

Join us for an inspiring episode as Lisa Bennett, a remarkable individual, fearlessly opens up about her journey of self-acceptance and love in the face of feeling "different." With unwavering courage, Lisa shares her experiences of reconciling her longing for God with her unique sense of identity. Through her raw and heartfelt account, she unveils the challenges she encountered and the transformative moments that led her to embrace self-love. This extraordinary episode will leave you inspired, empowered, and with a renewed sense of the power of love and faith. Tune in and be prepared to be moved by Lisa's unwavering resilience and pursuit of both self-acceptance and a deep connection to God.Lisa is a transformation specialist, an international speaker, and anaward-winning author.  She is known for turning around underperformingorganizations – blending interpersonal savvy and on-the-ground visibility toensure employee buy-in and high morale. A collaborative, yet decisive leaderwho builds, leads, and empowers cohesive, high-performing teams that rallyaround a common vision and repeatedly outperform expectations.Formerly an executive with a multinational Global Fortune 500 consultingfirm, she now uses her gifts to help people gain the confidence to turn theirfaith into action. She believes that with the correct mindset, anyone canbecome fearless.As the CEO of Fearless Coaching LLC, she helps everyday dreamersseeking to find their path, and maximize their potential. She is also a partnerand executive coach with C-Crets, a career advice platform offering careercoaching services, online courses, and topical content through blogs and apodcast.Connect with Lisa:  https://linktr.ee/lmbwml and purchase her best-selling book on Amazon:  Just Keep Living: Conversations with Granny Support the showSubscribe to the podcast: https://podcasts.apple.com/us/podcast/awaken-to-purpose-podcast/id1547740739Subscribe to the Awaken to Purpose YouTube channel: https://www.youtube.com/channel/UCrlP4_rGBiSUSC6VMhftpbA/featuredFollow me on IG: http://www.instagram.com/iamdrvernellTake The FREE Purpose Walk Quiz: https://vdeslonde.kartra.com/survey/ZJtoXfdP3elFPurchase my book, From Pain to Purpose: https://drvernell.com/from-pain-to-purpose/ Grab my Freebie on the 5 Pitfalls to Avoid When Pursuing Profitable Opportunities with Schools & Districts: https://bit.ly/5_Pitfalls_FreebieIf you're ready to sell to schools and districts, sign up for the Position Your Proposal with Purpose Course: https://bit.ly/P3Accelerator

Episode Notes Top trends from the world's biggest companies have been revealed through our annual State of Candidate Experience reports. They rank how well the U.S. Fortune 500 and top 100 European companies from the Global Fortune 500 list attract, engage, and convert talent — including an additional audit on their use of AI. On this episode of TXL, we unpack key takeaways from the reports, analyze company successes and challenges, and share opportunities for improvement for all organizations. Get notified for all upcoming TXL episodes here: https://info.phenom.com/talent-experience-show-subscribe/

Bob is Group VP, Chief AI Officer, and CTO enterprise at Juniper Networks. Juniper Networks is a $10.33B company with over 11,000 employees from 50+ countries. Juniper network is leading the revolution in networking, serving a range of customers, including the top 100 Global Service Providers, the Global Fortune 100, and 30,000 other enterprises.Bob also co-founded Mist Systems, a start-up with $27.2M in revenue, which focused on building a machine learning platform in the cloud to help enterprises put business-critical mobile experiences on their wireless networks.He has been recognized as a Wi-Fi industry leader and contributed to the HS2.0 industry standard.Bob holds over 15 patents and has a wealth of experience in the wireless industry, having worked at Metricom and co-founded Airespace- a start-up focused on helping enterprises manage the flood of employees bringing unlicensed Wi-Fi technology into their businesses. Cisco acquired Airespace in 2005 for $450M, where Bob became the VP/CTO of Cisco enterprise mobility and drove mobility strategy and investments in the wireless business (e.g., Navini, Cognio, ThinkSmart, Phunware, Wilocity, Meraki). Support the showFollow me on Facebook ⬇️https://www.facebook.com/manuj.aggarwal❤️ ID - Manuj Aggarwal■ LinkedIn: https://www.linkedin.com/in/manujaggarwal/ ■ Facebook: https://www.facebook.com/realmanuj■ Instagram: ...

Discover how Rich Thompson (Founder and CEO of multiple companies) transitioned from being a kicker for the Green Bay Packers to the global head of talent for a Global Fortune 500 company, what made him realize how lonely being a leader can be, and why being relentless has been the foundation of his many successes (16 minute episode). CEO BLINDSPOTS® PODCAST GUEST: Rich Thompson. He is the Founder and CEO of PodiumX, XPG Recruit (a "2022 Best Places to Work" company), and Xtra Point Group. Rich started his career on the football field, as part of the revolutionary turnaround of the Wisconsin Badger football program under legendary Hall of Fame coach Barry Alvarez where Rich was 1st Team All Big Ten, Honorable Mention All-American and a semi-finalist for the Lou Groza award, given to the nation's best placekicker. He was also a Free Agent with the Green Bay Packers for 2 years. More than 30 years later, Rich remains Wisconsin's current record holder for the most field goals in a single season. He also is the past Chairman of the 75th Gator Bowl. Rich transitioned into the corporate world as a recruiter and quickly expanded into managing branches and then regions of a large staffing company. He was quickly promoted into a national training role and then grew into a role in Zurich, Switzerland as the global head of talent for Global Fortune 500 company. In that role, he was responsible for the people strategy across more than 60 countries, building programs organically and in partnership with some of the world's top business schools. He then moved back to the US as the CHRO of a $10 billion region for the largest staffing company in the world, prior to founding his current three companies. He holds a bachelor's degree from the University of Wisconsin and a Master of Management from North Park University in Chicago. Rich is also a graduate of the Leadership Development Program at IMD in Lausanne, Switzerland, the Senior Leadership Program at INSEAD in Fontainebleau, France and Leading in Innovation, at Hyper Island, in Stockholm, Sweden. Rich just published a leadership book titled "Relentless: Leading through Performance, Relationships, and the Lessons of Sports". For more information about Rich Thompson, his companies, and his book; PodiumX; https://www.podiumx.com/ Xtra Point Group; https://www.xtrapointgroup.com/about/ XPG Recruit; https://www.xpgrecruit.com/ Relentless (book): https://a.co/d/ecYUu5w CEO Blindspots® Podcast Host: ⁠Birgit Kamps⁠. Birgit was speaking five languages by the age of 10, and lived in five countries with her Dutch parents prior to becoming an American citizen. Birgit's professional experience includes starting and selling an “Inc. 500 Fastest Growing Private Company” and a “Best Company to Work for in Texas”, and serving as a Board Member with various companies. In addition, Birgit is the President of Hire Universe LLC, and the host of the CEO Blindspots® Podcast which was recognized by Spotify for having the “biggest listener growth” in the USA by 733%; ⁠https://www.ceoblindspots.com/⁠ To ask questions about this or one of the 200+ other CEO Blindspots® Podcast episodes, send an email to⁠⁠ birgit@ceoblindspots.com⁠

60. Conflict Can Be Good (with Liane Davey) For the past 25 years, Liane has researched and advised teams on how to achieve high performance. Known as the “teamwork doctor,” she's worked with teams from the frontlines to the boardroom, across a variety of industries, and around the globe from Boston to Bangkok. In working with hundreds of teams, including 26 Global Fortune 500 companies (and counting), she has developed a unique perspective on the challenges that teams face – and how to solve them. Beyond her work in the boardroom, Liane is a New York Times Bestselling author of You First: Inspire Your Team to Grow Up, Get Along, and Get Stuff Done and The Good Fight: Use Productive Conflict to Get Your Team and Organization Back on Track. She is also a regular contributor to Harvard Business Review and has been sought by several media outlets for her expertise on increasing productivity, enhancing engagement, developing leaders, and as one client put it, “dealing with the damn drama!” In this episode:  Liane shared a summary of her new book, The Good Fight, and what readers will learn by reading it. What causes conflict with leaders and teams in companies today. Ways to build trust with team members when they are remote and have cultural differences. The difference between being conflict averse vs. avoidant. The guide to the list of bosses on her website to help leaders if they work for one of those types. She walked through her tools from the book - the U tool and the Tarp tool. We discussed the last chapter of the book on conflict at home. Information on Liane, her books, and all her resources:   www.LianeDavey.com The Book that Liane Recommends: Wonderhell by Laura Gassner Otting The Visibility Factor Podcast is brought to you in part by the 90-day Visibility Breakthrough Accelerator program. Do you believe deep down inside that you can have a bigger career, but you don't know how to get there? This 90-day program is a powerful experience that is unique to you and provides dedicated time to focus on your specific challenge. This dedicated time will help you see new possibilities, recognize your strengths, and take away key insights that can be leveraged immediately.  Are you ready to create a breakthrough for yourself? If you are interested in learning more, visit: susanmbarber.com/visibilitybreakthroughaccelerator/ Thank you for listening to The Visibility Factor Podcast Check out my website to order my book and view the videos/resources for The Visibility Factor book. As always, I encourage you to reach out! You can email me at hello@susanmbarber.com. You can also find me on social media everywhere – Facebook, LinkedIn, and of course on The Visibility Factor Podcast! I look forward to connecting with you! If you liked The Visibility Factor, I would be so grateful if you could subscribe and rate it where you listen to podcasts! It helps the podcast get in front of more people who can learn how to be visible too! Thank you to the team at Sheep Jam Productions for the amazing support of The Visibility Factor Podcast! 

In Episode 29, Jennifer Haley, a Board Certified Dermatologist who has worked with multiple Global Fortune 500 companies such as Apple & is licensed in over sixteen states in the U.S., shares her inspiring career journey and advice on pursuing a similar path, emphasizing how she was able to be so successful and thrived over the course of her professional and personal life. Join us for an engaging conversation with Jennifer Haley and learn how to thrive in your own career journey. What You'll Learn: Discipline v.s. Motivation. Why you should be dependent on people. How to surround yourself with like-minded people. Resources Mentioned: The Four Agreements: A Practical Guide to Personal Freedom --- Support this podcast: https://podcasters.spotify.com/pod/show/aarna-sahu/support

Lay of The Land's conversation today is with Aleksandra Brankov and Cole Worley — the co-founders of Cafilia.Cafilia is a Cleveland startup and network of curated local coffee shops where people can purchase monthly memberships and enjoy a sustainable and community-driven coffee experience.Aleksandra is a proud product of Serbian immigrant parents — Born in Cleveland, she moved to Europe to continue her professional career in strategy implementation consulting for Global Fortune 500s after receiving her Master's in International Management in Madrid, Spain. Now back in Cleveland, Aleksandra came up with the idea for the Cafilia during a winter retreat in Canada and decided to pursue it, launching the pilot program in July 2020 in the Cleveland market.Cole had earned his degree studying Marketing and Entrepreneurship at the University of Dayton, and has worked with companies all over the world in marketing, business development, and product management. He's had a hand in launching new business units, managing mass market and luxury products, and consulting with small and medium-sized businesses. In addition, Cole led and organized the StartupBus competition across North America, where people come together, pitch their skills and startup ideas, form teams, build and launch a product in just three days, all while traveling to a final destination.Collectively, Cole and Aleksandra are working to bring the Cafilia to every major city all in support of local, sustainable, and quality coffee, for coffee shop owners and coffee enthusiasts alike. We cover everything from historical coffee macro trends, to the meaning of Cafilia, to managing a coffee subscription service — please enjoy my conversation with Aleksandra Brankov and Cole Worley--Connect with Aleksandra Brankov on LinkedIn — https://www.linkedin.com/in/aleksandrabrankov/Connect with Cole Worley on LinkedIn — https://www.linkedin.com/in/coleworley/Learn more about Cafilia — https://becafilia.com/--Connect with Jeffrey Stern on LinkedIn — https://www.linkedin.com/in/jeffreypstern/Follow Jeffrey Stern on Twitter @sternJefe — https://twitter.com/sternjefeFollow Lay of The Land on Twitter @podlayofthelandhttps://www.jeffreys.page/

In this episode, I chat with Dr. Nathan Libbey. Dr. Libbey is the Director of Client Success at robochef, Inc, a food automation company in Libertyville, IL. Nathan has spent the past 20 years in a variety of leadership roles in the food space from last mile, to retail, from Global Fortune 100 firms to numerous food and adjacent tech startups.  Dr. Libbey has a BA from the University of Wisconsin, as well as a Masters in Regulatory Affairs of Food Industries and Doctor of Law and Policy from Northeastern University, Boston.  Nathan also serves on various non-profit boards, teaches Business at Aurora University, and has been featured in college textbooks, food industry journals, and has presented his research at numerous food safety and public health conferences. We talk about robotics, automation, the pros and cons to both and why workers and these systems working together could be a net positive. Subscribe to the newsletter at linecookthoughts.com

This week we're discussing all things microfluidics! Joining us for this discussion is Franz Pruefer, Founder and Chairman of the Board of Maxwerk, a company with health biotech and pharmaceutical divisions.Under the pharmaceutical division, Maxwerk supplies injectable and solid dose manufacturing machinery, and pharmaceutical engineering and construction. Their customers include domestic and multinational pharmaceutical (Global Fortune 500) companies with production facilities in Mexico, Central America, the Caribbean, and more!Under the biotech division, Maxwerk's team of multidisciplinary scientists are working to develop novel and innovative biotechnology products for diagnostic and therapeutic applications. Their team is comprised of talented individuals from biotechnology, synthetic biology, engineering, chemistry, and artificial intelligence. Under Maxwerk Healthcare, they supply medical devices and consumables for hospitals in Mexico, Central America, and the Caribbean.Franz started Maxwerk in 2007. In Q4 2019, he stepped aside as Managing Director of Maxwerk (Formerly Grupo Maxwerk) to become Chairman of the Board. This change in Management and current Product Development, has led Maxwerk to a new phase of sustained accelerated growth. On This Episode We Discuss:Microfluidics overviewThe evolution of microfluidic technology over the last 4 decadesApplications of microfluidics within healthcareHow microfluidic based testing can perform single cell studiesDroplet-based microfluidicsThe cost difference between microfluidic based tests and standard testsHow microfluidics offers a unique advantage to patients who live in more remote areas of the worldApplications outside of the healthcare space (space medicine, security at airports, stadiums, etc.)Upcoming projects at MaxwerkYou can stay up to date with Maxwerk's projects and Franz by following him on TwitterAnd connecting with him on LinkedIn!Stay tuned for the next new episode of DNA Today on January 27th, 2023! New episodes are released every Friday. In the meantime, you can binge over 219 other episodes on Apple Podcasts, Spotify, streaming on the website, or any other podcast player by searching, “DNA Today”. Episodes since 2021 are also recorded with video which you can watch on our YouTube channel. DNA Today is hosted and produced by Kira Dineen. Our social media lead is Corinne Merlino. Our video lead is Amanda Andreoli. Our Outreach Intern is Sanya Tinaikar. Our Social Media Intern is Kajal Patel. And our Graphic Designer Ashlyn Enokian.See what else we are up to on Twitter, Instagram, Facebook, YouTube and our website, DNAToday.com. Questions/inquiries can be sent to info@DNAtoday.com. As a listener of DNA Today, you probably heard me talk about NIPT, non-invasive prenatal screening, that looks for extra or missing chromosome conditions during pregnancy. But did you know there is one that can also screen for recessive disorders (like cystic fibrosis) and fetal antigens? BillionToOne offers UNITY Screen, which does all this from one blood draw from a pregnant person. Visit unityscreen.com for more info. And stay tuned for our upcoming episodes with BillionToOne exploring non-invasive prenatal screening for recessive conditions and red blood cell fetal antigens (Sponsored)If you've been listening to DNA Today for a while, you probably know I am also a full time prenatal genetic counselor. Between that job, this podcast, and being a producer/host of other podcasts, I am pretty busy! To keep my energy up and stay productive I drink a decent amount of coffee. The new coffee I'm drinking is from Four Sigmatic. I'm really picky about my coffee, it's got to be bold, not watery. And I've been really happy with Four Sigmatic. Here's the difference from other coffees, it includes mushrooms, which I know sounds bizarre. I will admit I was hesitant, but you get health benefits and don't taste it. I like the immune system boost, as I often get sick in the winter months. So we teamed up with Four SIgmatic to get you 30% off using promo code “DNATODAY” redeem it at FourSigmatic.com, again that's FourSigmatic.com using code “DNATODAY” for 30% off! And let me know if you like it too! (Sponsored)

Do you suffer from acne and scarring as an adult? Are you looking for ways to reduce aging? Then this episode is for you! Today, we speak to Dr. Jen Haley about everything you need to keep your skin healthy and take better care of it. Dr. Jen Haley is a board-certified dermatologist who has been practicing since 2004 and also works as a consultant on various innovative projects for multiple Global Fortune 500 companies. She has a passion for delivering compassionate patient care while integrating health,  , fitness, nutrition, and environmental well-being into her dermatology work. In this episode, Dr. Haley tells us about her approach to caring for the skin and the difference lifestyle changes can make. We also discuss various skin treatments and medications, the role of supplements, and how diet can help reduce skin-related problems. She also explains the basics of various skin problems such as acne and dry skin, the best approach for treating them, the dangers of too much sunlight, and much more. Tune in to discover how you can improve the health of your skin from the inside out with Dr. Jen Haley!Key Points From This Episode:Reasons why Dr. Haley thinks skin is essential for a person's self-esteem.The role of behavior and lifestyle in determining your health.How your skin tells a story about who you are and what you have been through.Find out how Dr. Haley wants to reframe the narrative of beauty standards.Dr. Haley explains what the skin is and how to take better care of it.Learn how diet and lifestyle are a reflection of what is happening inside your body.She shares the basic steps for treating acne and what supplements to take.Why people choose to treat acne in childhood.We learn what Accutane is and whether it is dangerous to take.Whether Accutane causes permanent changes to oil glands in the skin. Discover why the total cumulative dose is important to consider.Dr. Haley explains why seasons are important for skin care.An outline of the appropriate medication to treat dry skin.Why it is vital to moisturize when your skin is moist and not dry.Find out if there are different ‘types' of skin and how the skin care routines differ.What substances in skin care products should be avoided or are detrimental to the skin.How vitamin C relates to collagen and whether collagen supplementation is effective.Whether hot showers are detrimental to the skin and should be avoided.We discuss red light therapy and its role in skin care.Dr. Haley provides insight into the effects of sunlight on the skin.Simple steps to take to avoid the damaging effects of sunlight.Learn how exposure to sunlight helps reduce or clear acne.How to increase the natural SPF of your skin without using sunscreen.Links Mentioned:Dr. Jen Haley Dr. Jen Haley on FacebookDr. Jen Haley on InstagramDr. Jen Haley on LinkedInLifespan PodcastCeraVeCetaphilLa Roche-PosayEnvironmental Working GroupExamineHeliocareBioLightJoovvRadiance Revealed Podcast

Brady Hoffpauir & Rachael Jones discuss having the mindset of taking a step into entrepreneurship, what got them started in multifamily, and some lessons they have learned along they way.Join our multifamily investing community for FREE for in-depth courses and live networking with like-minded apartment investors at the Tribe of TitansLink to subscribe to YouTube channel: https://tinyurl.com/SubYouTubeDiaryPodcastApple Podcasts: https://tinyurl.com/AppleDiaryPodcast Spotify: https://tinyurl.com/SpotDiaryPodcast Google Podcasts: https://tinyurl.com/GoogleDiaryPodcast Follow us on:Facebook: https://www.facebook.com/DiaryAptInv/ Twitter: https://twitter.com/Diary_Apt_Inv Instagram: https://www.instagram.com/diary_of_an_apartment_investor This episode originally aired on November 18, 2022----Your host, Brian Briscoe, has been a general partner in 655 units worth $50 million and has been lead sponsor, asset manager, capital raiser, and key principal on these properties. He has developed a multifamily education community called the Tribe of Titans that helps aspiring investors learn the game, network with other like-minded professionals, and get their apartment investing business to the next level. He is founder of Streamline Capital Group, which will continue to acquire multifamily assets well into the future. He retired as a Lieutenant Colonel in the United States Marine Corps in 2021.Connect with him on LinkedIn----BRADY HOFFPAUIRBrady is the founder of Ridgeline Equity, who helps busy, goal-oriented people passively invest in real estate.  Ridgeline Equity embraces transformational investing by improving the communities they own, and by encouraging investors to transform the world around them by giving to others from their own profits.Brady is experienced in acquiring, syndicating and operating commercial multifamily real estate, including heavy value-add projects.He holds a master's in engineering management and is a certified senior project manager for a Global 500 company and managed over $350M in development programs.Brady lives in Charlotte, NC with his wife and children.   More about him at :  https://ridgelineequity.com/----Rachael JonesRachael Jones is the Founder of Clover Capital Group, LLC. She holds a Masters in Mechanical Engineering and is an owner and GP on over $10M in commercial multi-family real estate. With exceptional asset and project management skills from her 10 yrs as an design engineer and project manager in a Global Fortune 500 company, she has managed multiple investment property renovations realizing an average of 11% unlevered yield on cost. Clover Capital Group is focused on bringing out the best and highest use of a property through proactive business plan development, implementation and risk mitigation. Rachael's personal goal is to empower everyone she interacts with to build their own luck, and real estate investing is a great way to do it. More about her at:   http://rachael@clovercapitalgroup.net/ 

102. Liane Davey - The Cardinal Rules of Conflict “The number one (mistake on teams) is they fight for their own truth before fighting for the other person's truth.” - Liane Davey Liane Davey Guest Bio: Liane has never climbed Mount Everest (and never will). So far, she's never been in space. She doesn't even have an Olympic gold medal (although she did win the grade 9 Phys Ed award). But the prize for solving the most difficult team challenges is named after her (no, not really, but someday it probably will be). For the past 25 years, Liane has researched and advised teams on how to achieve high performance. Known as the “teamwork doctor,” she's worked with teams from the frontlines to the boardroom, across a variety of industries, and around the globe from Boston to Bangkok. In working with hundreds of teams, including 26 Global Fortune 500 companies (and counting), she has developed a unique perspective on the challenges that teams face – and how to solve them. Beyond her work in the boardroom, Liane is a New York Times Bestselling author of You First: Inspire Your Team to Grow Up, Get Along, and Get Stuff Done and The Good Fight: Use Productive Conflict to Get Your Team and Organization Back on Track. She is also a regular contributor to Harvard Business Review and has been sought by several media outlets, including CNN, NPR, USA Today, The Globe & Mail and Forbes, for her expertise on increasing productivity, enhancing engagement, developing leaders, and as one client put it, “dealing with the damn drama!” As a keynote speaker, Liane has spoken for audiences as big as 2000 and as intimate as 20.  Regardless of the size, she delivers the perfect combination of education and entertainment that leaders and teams need to get unstuck and make an impact on their organizations. She gets even the most serious audiences laughing by telling it like it is—including stories about many of the unbelievable situations she's experienced working with (and on) teams. (And, by the way, she's not afraid to admit that she learned most of these lessons the hard way). In between the laughter and stories, she provides a proven model and framework, along with the latest research, so that attendees walk away with the tools to start making their teams better from the moment they leave the room. Liane's clients include Amazon, Walmart, TD Bank, RBC, AMD, Google, Bayer, KPMG, Aviva, Maple Leaf Foods, and SONY Interactive Entertainment. Liane has experience and expertise across a wide range of industries, but with each client, she customizes her keynotes so that your audience feels like she “gets” you and has been working with your organization for years. R.O.G. Takeaway Tips: Do less. (One Yes, Three Less)  Be kind, not nice.  Work on your credit rating by understanding others better through curiosity. Validate others.  Don't break any of the three Cardinal Rules: 1. Don't tell others what they think. 2. Don't tell them who they are. 3. Don't tell others how/what they feel.  Resources: www.LianeDavey.com Liane's Book - The Good Fight Liane Davey on LinkedIn (In/lianedavey) 1 Yes and 3 Less You Aren't Strategic Enough - YouTube How to Prevent Conflict on Your Team - YouTube Conflict Resolution in the Workplace: Task-Based Conflict The Steps to Resolve a Conflict at Work Productive Versus Unproductive Conflict Resolution Network Diversity Index Quiz Coming Next: Episode 103, Building Bridges Coaching Tips for Generous Leaders with Shannon Cassidy. Topic: Benefit of the Doubt. Credits: Liane Davey, Sheep Jam Productions, Host Shannon Cassidy, Bridge Between, Inc.

Welcome to the 61st Episode of the #100MasterCoaches​ Show. In this episode, Mel interviews Maya Hu-Chan from San Diego, California, USA. Maya Hu-Chan is an internationally recognized keynote speaker, Best Selling author, and Master Certified Executive Coach. She specializes in global leadership, cross-cultural management, diversity, equity, and inclusion. Ranked Top Leadership Coaches of 2021, Top 8 Global Solutions Thinkers by Thinkers50, World Top 30 Leadership Gurus, and Top 100 Thought Leaders in Management & Leadership, Maya has worked with thousands of leaders in Global Fortune 500 companies, non-profits, and public sectors worldwide. Maya is the founder and president of Global Leadership Associates, a global consultancy that partners with organizations to build leadership capabilities and enable profound growth and change. Her latest book “Saving Face: How to Preserve Dignity and Build Trust” is Amazon's #1 Best Seller (Berrett-Koehler 2020). Her book “Global Leadership: The Next Generation” was a Harvard Business School Working Knowledge book. She is a contributing author of 12 business books and a columnist for INC.com. Born and raised in Taiwan and living in San Diego, California, Maya is fluent in Mandarin Chinese and English. She earned her Master's degree from the University of Pennsylvania and B.A. from National Chengchi University in Taiwan. Maya has lectured at the Brookings Institution, University of California, San Diego, University of Chicago, University of Southern California, and Tuck School of Business at Dartmouth College. Thinking of Becoming a Certified Coach like Maya? You can start your journey here at Catalyst Coach www.catalystcoach.live.

Today's guest is Neil Sahota (suh-HO-tuh), an IBM Master Inventor, United Nations A.I. Advisor, Chief Innovation Officer, and globally-recognized speaker and author. Neil is a founding member of the UN's AI for Good Initiative, and he's here to talk about how we “disrupt the box.” Through his work with Global Fortune 500 companies as a change maker, he created a disruptive thinking framework called TUCBO™ to show people this is how you can think differently. Find out more about Neil at neilsahota.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In episode 17 of the podcast (@AugmentedPod), the topic is: Smart Manufacturing for All. Our guest is John Dyck, CEO at CESMII, the Smart Manufacturing Institute.After listening to this episode, check out CESMII as well as John Dyck's social profile:CESMII: (@CESMII_SM) https://www.cesmii.org/ John Dyck: https://www.linkedin.com/in/johnsdyck/ In this conversation, we talked about  democratizing smart manufacturing, the history and ambition of CESMII (2016-), bridging the skills gap in small and medium enterprises which constitute 98% of manufacturing. We discuss how the integration of advanced sensors, data, platforms and controls to radically impact manufacturing performance. We then have the hard discussion of why the US is (arguably) a laggard? John shares the 7 characteristics of future-proofing (interoperability, openness, sustainability, security, etc.). We hear about two coming initiatives: Smart Manufacturing Executive Council & Smart Manufacturing Innovation Platform. We then turn to the future outlook over the next decade.Trond's takeaway: US manufacturing is a bit of a conundrum. How can it both be the driver of the international economy and a laggard in terms of productivity and innovation, all at the same time? Can it all be explained by scale--both scale in multinationals and scale in SMEs? Whatever the case may be, future proofing manufacturing, which CESMII is up to, seems like a great idea. The influx of smart manufacturing technologies will, over time, transform industry as a whole, but it will not happen automatically.Thanks for listening. If you liked the show, subscribe at Augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like episode 8 on Work of the Future, episode 5 Plug-and-play Industrial Tech, or episode 9 The Fourth Industrial Revolution post-COVID-19. Augmented--the industry 4.0 podcast. Transcript: TROND: Augmented reveals the stories behind a new era of industrial operations where technology will restore the agility of frontline workers. In Episode 17 of the podcast, the topic is Smart Manufacturing for All. Our guest is John Dyck, CEO at CESMII, the Smart Manufacturing Institute. In this conversation, we talked about democratizing smart manufacturing, the history, and ambition of CESMII, bridging the skills gap in small and medium enterprises, which constitute 98% of manufacturing. We discuss how the integration of advanced sensors, data, platforms, and controls radically impact manufacturing performance. We then have the hard discussion of why the U.S. is, arguably, a laggard. John shares the seven characteristics of future-proofing. And we hear about two coming initiatives: Smart Manufacturing Executive Council & Smart Manufacturing Innovation Platform. We then turn to the future outlook over the next decade. Augmented is a podcast for leaders hosted by futurist, Trond Arne Undheim, presented by Tulip.co, the manufacturing app platform and associated with MFG.works, the manufacturing upskilling community launched at the World Economic Forum. Each episode dives deep into a contemporary topic of concern across the industry and airs at 9:00 a.m. U.S. Eastern Time, every Wednesday. Augmented — the Industry 4.0 podcast. John, how are you today? JOHN: I'm well, Trond. How are you? TROND: I'm doing well. I'm looking forward to talking about smart manufacturing. What brought you to this topic, John? We'll get into your background. But I'm just curious. JOHN: This is my favorite topic, as you probably know. So I appreciate the chance to pontificate a little. I've been at this nexus between IT and OT for the last two decades of my career or more and found over these past two decades that this is one of the most complex pieces of manufacturing period, this sort of unique challenge between the world of operations and the world of IT. And the work I did at MESA (Manufacturing Enterprise Solutions Association) on the board and as the chairman of the board exposed me to a lot of the great vendors in this ecosystem. And through that work, I found that most of them struggle with the same things. We're all struggling in different ways. And so the opportunity to take one step back and look at this from a national and a global perspective and try to find ways to address these challenges became a very unique opportunity for me and one that I've enjoyed immensely. And so just the prospect of making a real difference in addressing these challenges as a nation and as an ecosystem has been just a privilege and one that I get really excited about. TROND: So, John, you mentioned your background. So you've worked in both startups...I think you were raising money for a startup called Activplant, but also, you have worked in large manufacturing for GE and Rockwell, so the big guys, I guess, in a U.S. context for sure. When this institution, C-E-S-M-I-I, CESMII, got started, what was its main objective, and what was the reason why this institution got launched? I guess back in 2016, which is not an enormous amount of time back. Give us a little sense of who took this initiative. And what is the core mission of this organization right now? JOHN: So Manufacturing USA is the umbrella organization under which these institutes, CESMII being one of them, were created. There are a total of 15 of these institutes, all funded with the exact same business model and funding model, and each of them having a different lens on the specific manufacturing problem that they're addressing. And ours, as the Smart Manufacturing Institute, is directly focused on creating a more competitive manufacturing environment by addressing innovation and research challenges that inhibit manufacturers from doing what they need to do in this fourth industrial revolution. So our mandate is to cut the cost of implementing smart manufacturing by 50%. Our mandate is to drive energy productivity, energy efficiency. Fundamentally, the agency that funds CESMII is the Department of Energy, which means that our overarching objective is to drive energy productivity as a basic metric. But we also believe that whether that's a direct challenge meaning addressing energy, performance energy efficiency directly, or an indirect outcome from a more efficient process, or a more effective supply chain, whatever that manufacturing initiative is, that we'll create a better product, a better process that will have direct and indirect impact on energy productivity, which is the connection back to our agency and the source of the funding that we have to accomplish these really important goals. TROND: And one of the really big identified gaps, also it seems, is this discrepancy between the big and the small industry players. So small and medium enterprises famously in every country is basically...the most of industry is consisting of these smaller players. They're not necessarily startups. They're not necessarily on this growth track to become unicorns. But they are smaller entities, and they have these resource constraints. Give me a sense of what you're doing to tackle that, to help them out, and to equip them for this new era. And maybe you could also just address...you called smart manufacturing industry 4.0, but I've noticed that that's not a term that one uses much. Smart manufacturing is kind of what you've opted for. So maybe just address that and then get to the small and medium-sized. JOHN: This is, I think, one of the really important observations that we try to make and the connections that we try to make to say that the status quo, the state of the industry today, Trond, is the result of three or four decades of what we did during the third industrial revolution. We began talking about the fourth industrial revolution many years ago. But we can't just turn that light switch on and assume that overnight everything we do now, despite the cultures we've created, the technologies we've created, the ways of doing things we've created, is now all of a sudden just new and exciting and different, and it's going to create that next wave of productivity. So when I talk about smart manufacturing and equating it with the fourth industrial revolution, it's truly the characteristics and the behaviors that we anticipate more so than what we're seeing. Because the critical mass of vendors and systems integrators, application and software products in this marketplace still resemble more of industry 3.0 than they do industry 4.0. And it's part of our vision to characterize those two only in the context of trying to accelerate the movement towards industry 4.0 or the fourth industrial revolution. Because it's that that holds out the promise of the value creation that we've been promised for ten decades but really aren't seeing. So that's the way we see the industry 4.0 versus the other concepts that we talk about. Digital transformation is another important term. All of that happens in the context of some initiative in a manufacturing operation to improve. We've been improving for three or four decades. What's different today? Well, it's not just relabeling [laughs] your portfolio to be industry 4.0 compliant. So anyway, that's a pet topic of ours just to help as a national conversation, as a set of thinking and thought leader organizations and individuals to put the spotlight on that and ensure that we're doing the things that we can to accelerate the adoption, and the behaviors, and the characterizations of what it really means to be industry 4.0. So to your point -- TROND: Yeah, I was just curious. The term revolution anyway is interesting in a U.S. context [laughter] and in any society. So it implies a lot of things, but it also certainly implies a speed that perhaps isn't necessarily happening. So there's all this talk now about how things are speeding up. But as you point out, even if they have some revolutionary characteristics, at the edge, there are some other things that need to happen that aren't necessarily going to happen at the speed of what you might imagine when you use the word revolution. It's not going to turn over like a switch. JOHN: That's exactly right. Well said, Trond. Manufacturing and bleeding edge never come together in the same sentence, and so it takes time for...and more so on the OT side than the IT side. Right out of the IT world, we have industrial IoT platforms. We have augmented reality. We have powerful AI machine learning tools. But what is the true adoption on the plant floor? Well, that's where the behaviors, and the cultures, and the characteristics of how we've always done things and the reluctance to adopt new things really comes in. And it's as much a part of the vendor and systems integration ecosystem as it is on the manufacturing side. And that's, again, this whole thing becomes...to drive (I really don't think it's a revolution to your point.) an evolution or accelerate the evolution towards Industry 4.0 requires the ecosystem to get engaged and to recognize these really important things have to change. Does that make sense? TROND: Yes. A lot of them have to change. And then to these small and medium enterprises, so I've seen a statistic that even in the U.S., it's around 98% of manufacturing. That is an enormous challenge, even for an association like yours. How do you reach that many? JOHN: Here's an interesting epiphany I had shortly after I came to CESMII and was working through exactly this challenge: how does an organization like ours access and understand the challenges they face and then look at the ecosystem that's there and available to serve them? The epiphany I had was that in my entire career with both big global corporations like Rockwell Automation and General Electric and specifically even the startup organization that I helped raise VC for and venture capital funding for and build and ultimately see acquired; I had never been in a small and medium manufacturing plant environment. The entire ecosystem is focused on large brands, recognized brands, and enterprises that have the potential for multisite rollouts, multisite implementation. And so the business models, the marketing models, the sales, the go-to-market, the cost of sales, everything in this ecosystem is designed towards the large enterprises called the Fortune 1000 that represent the types of characteristics that any startup, any Global Fortune 500 organization is going to go pursue. Which then says or leaves us with a really important conversation to say, how can the small and medium manufacturing organizations become part of this dialogue? How can we engage them? What does an ecosystem look like that's there to serve these organizations? And where an implementation organization like a good systems integrator can actually make money engaging in this way. And so that's where the needs of that ecosystem and our specific capabilities come together. The notion that democratization which is going to help the big manufacturers, and the big vendors, and the big integrators, and the big machine builders, the same things that we can do to cut the cost of deploying smart manufacturing for them, will enormously increase the accessibility of smart manufacturing capabilities for the small and medium manufacturers. And so that's where typically -- TROND: John, let's talk specifics. Let's talk specifics. So smart manufacturing, you said, and I'm assuming it's not just a community effort. You're intervening at the level also of providing a certain set of tools also. So if we talk about sensors, and data, and platforms, and control systems, these are all impacting manufacturing performance. To what extent can an association like yours actually get involved at that level? Is it purely on the standardization front, sort of recommending different approaches? Or is it even going deeper into layers of technology and providing more than just recommendations? JOHN: So the short answer is it depends on the domain, and the area of networking, and sensors and controls. Those are areas where longer-term research and investment to drive innovation to reduce the cost of connecting things becomes really important. And that's one of the threads or one of the investment paths that we pursue through what we call roadmap projects where there are longer, larger in terms of financial scope and further out impacts. We're hoping we'll have a dramatic impact on the cost of connecting machines and sensors and variable-frequency drives and motion systems or whatever sort of data source you have in an operation. So that's one track. The other piece which gets to the actual creation of technologies is more on the data contextualization, data collection, data ingestion side. And you mentioned the word standards. Well, standards are important, and where there are standards that we can embrace and advocate for, we're absolutely doing that. Part of the OPC Foundation and the standards that they're driving, MQTT and Sparkplug, becomes a really important area as well. And the work that MTConnect is doing to solve many of the same challenges that we believe we need to solve more broadly for a subset of machine classes more in a CNC machine tool side. But this effort, smart manufacturing, is happening today, and it's accelerating today. And we can't wait for standards to be agreed on, created, and achieve critical mass. So we are investing in a thin but vital layer of technologies that we can drill into if you'd like as a not-for-profit, not to compete in the marketplace but to create a de facto standard for how some of these really important challenges can be addressed, and how as a standard develops and we fund the deployment of these innovations in the marketplace and kind of an innovation environment versus a production environment. Not that they don't turn into production environments, but they start as an innovation project to start and prove out and either fail quickly or scale up into a production environment. So this idea of a de facto standard is a really important idea for us. That's our objective. And that's what we believe we can build and are building is critical mass adoption for really important ideas. And we're getting support from a lot of the great thought leaders in the space but also from a lot of the great organizations and bodies like, as I mentioned, the OPC Foundation, The Industrial Internet Consortium, the German platform industry 4.0 group responsible in Germany for industry 4.0. We're working towards and aligning around the same principles and ideas, again, to help create a harmonized view of these foundational technologies that will allow us to accomplish the dramatic reduction of the cost of connecting and extracting information from and contextualizing that information. And then making it available in ways that are far more consistent and compelling for the application vendor. The bar or the threshold at which an application developer can actually step into the space and do something is in a pretty high space. If you kind of look back, and I know this analogy is probably a little overused, but what it took to build applications for devices and phones, smart devices, and smartphones before Apple and Android became commonplace meant that you had to build the entire stack every single time. And that's where the industry is today. When you sit down in front of a product, you're starting from scratch every time, regardless of the fact that you've created an information model for that paper-converting machine 100 times in 20 different technology stacks. When I start this project, it's a blank slate. It's a blank sheet of paper every single time. Is that value-add? Is that going to help? No. And yet it requires a tremendous amount of domain expertise to build that. So the notion of standardizing these things, abstracting them from any individual to technology stack, standardizing on them, making them available in the marketplace for others to use that's where democratization begins to happen. TROND: So what you are about to create is an innovation platform for smart manufacturing. Will that be available then to everybody in the U.S. marketplace? Or is it actually completely open for all of the industry, wherever they reside? And what are the practical steps that you would have to take as a manufacturer if you even just wanted to look into some of the things you were building and maybe plug in with it? JOHN: So we're not about to build, just a minor detail there. We've been working on this for a couple of years. And we have a growing set of these implementations in the marketplace through the funded projects that we were proud to be able to bring to the marketplace. So the funding, and right now within the scope of what we're doing here as an institute, the funds that we deploy as projects, these grants, essentially mean that we spend these grants, these funds in the U.S. only. So in the context of what we do here, the smart manufacturing innovation platform, the creation of these profiles, the creation of the apps on top of the platform by our vendor ecosystem and domain experts in this ecosystem those are largely here and exclusively here in the U.S, I should say. So from that perspective, deployments that we have control over in terms of funding are uniquely here in the U.S. What happens beyond that in terms of where they're deployed and how they're deployed, we know we live in a global manufacturing environment. And as our members who want to deploy these capabilities outside of the U.S., those are all absolutely acceptable deployments of these technologies. TROND: But, John, so all of these deployments are they funded projects so that they're always within involvement of grant money, or is some part of this platform actually literally plug and play? JOHN: So there are several threads. The projects that we fund are obviously one thread. There's another thread that says any member of ours can use any implementation of our platform or can use our platform and any of the vendors that are here as a proof of concept or pilot, typically lasting 3,4,5,6 months for free of charge. What happens then that leads to the third component is after your pilot, there's one of two things that's going to happen. The system will be decommissioned, and you ideally, well, I shouldn't say ideally...you fail fast, the system is decommissioned, and folks move on. Ideally, the pilot was a success. And that generates a financial transaction for the parties involved in that. And that organization moves towards a production rollout of these capabilities. So CESMII's role then diminishes and steps away. But this notion of a pilot actually came from a conversation with one of our great members here at Procter & Gamble. They talk about innovation triage and the complexity of just innovating within a large corporate environment like Procter & Gamble. The fact that just to stand up the infrastructure to invite a vendor, several vendors in to stand up their systems costs hundreds of thousands of dollars and takes months and months and months just to get started. This notion that we can provision this platform in minutes, bring our vendor partner technologies to bear in minutes allows them to execute what they call innovation triage. And it really accelerates the rate at which they can innovate within their corporation, but it's that same idea that we translate back down to small and medium manufacturing, right? The notion that you don't have to have a server. You don't have to sustain a server. You don't have to buy a server to try smart manufacturing in a small and medium manufacturing environment. If you've got five sensors from amazon.com and lightly industrialized Raspberry Pi, you have the means to begin the smart manufacturing journey. What do you do with that data? Well, there are great partner organizations like Tulip, like Microsoft Excel, even Microsoft Power BI that represent compelling democratized contemporary low-cost solutions that they can actually sustain. Because this isn't just about the cost of acquiring and implementing these systems, as you know. This is also about sustaining them. Do I have the staff, the domain expertise as a small and medium manufacturer to sustain the stuff that somebody else may have given me or implemented here for me? And so that's just as an important requirement for these organizations as the original acquisition and implementation challenges. TROND: It's so important what you're talking about here, John, because there's an additional concept which is not so pleasant called pilot purgatory. And this has been identified in factories worldwide. It's identified in any software development. But with OT, as you pointed out, with more operational technologies, with additional complications, it is so easy to just get started with something and then get stuck and then decide or maybe not decide just sort of it just happens that it never scales up to production value and production operations. And it seems like some of the approaches you're putting on the table here really help that situation. Because, as you mentioned, hundreds of thousands of dollars, that's not a great investment for a smaller company if it leads to a never-ending kind of stop and start experimenting but never really can be implemented on the true production line. JOHN: Yeah. Spot on, Trond. The numbers that we're seeing now...I think McKenzie released a report a couple of months ago talking about, I think, somewhere between 70% and 80% of all projects in this domain not succeeding, which means they either failed or only moderately succeeded. And I think that's where the term pilot purgatory comes in. I talk almost every chance I get about the notion that the first couple of decades of the third industrial revolution resulted in islands of automation. And we began building islands of information as software became a little more commonplace in the late '80s and '90s. And then the OTs here in the last decade, we've been building islands of innovation, this pilot purgatory. The assumption was...and I get back to the journey between where we thought industry 3.0 or the third industrial revolution became the fourth industrial revolution. The idea was that, man, we're just going to implement some of these great new capabilities and prove them out and scale them up. Well, it gets back to the fact that even these pilots, these great innovative tools, were implemented with these old ideas in these closed data siloed ways and characterizations. And so yeah, everybody's excited. The CEO has visibility to this new digital transformation pilot that he just authorized or she just authorized. And a lot of smart people are involved, and a lot of domain experts involved. The vendors throw cash at this thing, and the systems integrators, implementers, throw cash at this thing. And even if they're successful, and broadly, as an individual proof of concept, there are points of light that say, we accomplished some really important things. The success is not there, or the success isn't seeing that scaled out, and those are the really nuanced pieces that we're trying to address through this notion of the innovation platform and profiles. The notion that interoperability and openness is what's going to drive scale, the notion that you don't have the same stovepipe legacy application getting at the same set of data from the same data sources on the shop floor for every unique application, and that there are much more contemporary ways of building standardized data structures that every application can build on and drive interoperability through. TROND: Yeah, you talk about this as the characteristics of future-proofing. So you mentioned interoperability, and I guess openness which is a far wider concept. Like openness can mean several things. And then sustainability and security were some other of your future-proofing characteristics. Can you line up some of those for us just to give some context to what can be done? If you are a factory owner, if you're a small and medium-sized enterprise, and you want to take this advice right now and implement. JOHN: Yeah, we've tried as an association, as a consortia, Trond, it's not just CESMII staff like myself who are paid full-time to be here that are focused on identifying and developing strategies for the challenges that we believe will help manufacturing in the U.S. It's organizations that are members here and thought leaders from across the industry that help us identify these really fundamental challenges and opportunities. And so, as an institute, we've landed on what we call the smart manufacturing first principles. There are seven first principles that we believe characterize the modern contemporary industry 4.0 compliant, if you will, strategy. And just to list them off quickly, because we have definitions and we have content that flushes out these ideas, sort of in order of solve and order of importance for us, interoperability and openness is the first one. Sustainable and energy efficient is the second one, security, scalability, resilient and orchestrated, flat and real-time, and proactive and semi-autonomous. And so these we believe are the characteristics of solutions, technologies, capabilities that will move us from this world of pilot purgatory and where we've come from as an ecosystem in this third industrial revolution and prepare us for a future-proof strategy whether I'm a small and medium manufacturer that just cares about this one instance of this problem I need to solve, or whether I'm a Fortune 10 manufacturing organization that understands that the mess that we've created over the last 25 years has got to make way for a better future. That I'm not going to reinvest in a future...not that I can rip and replace anything I've got, but I've got to invest in capabilities moving forward that represent a better, more sustainable, more interoperable future for my organization. That's the only way we're going to create this next wave of productivity that is held out for us as a promise of this new era. TROND: John, you have alluded to this, and you call it the mess that we've created over the last 25 years. We have talked about the problems of lack of interoperability and other issues. This is not an easy discussion and certainly not in your official capacity. But why is the U.S. a laggard? Because, to be honest, these are not problems that every country has, to a degree, they are but specifically, the U.S. and its manufacturing sector has been lagging. And there is data there, and I think you agree with this. Why is this happening? And are any of these initiatives going to be able to address that short term? JOHN: So this is probably the most important question that we as a nation need to address, and it's a multifaceted, complex question. And I think the answer is a multifaceted, complex response as well. And we probably don't have time to drill into this in detail, but I'll respond at least at a 30,000 foot-level. Even this morning, I saw a friend of mine sent me a link about China being called out today officially as being a leader in this digital transformation initiative globally, as you've just alluded to. So, from our perspective, there are a couple of important...and like I said, really understanding why this is the case is the only way we're going to be able to move forward and accelerate the adoption of this initiative. But there are a number of reasons. The reason I think China is ahead is in part cultural, but it's also in part the fact that they don't have much of the legacy that we've built. Most of their manufacturing operations as they've scaled up over the last decade, two decades, really since the World Trade Organization accepted China's entry in this domain, their growth into manufacturing systems has been much, much more recent than ours. And so they don't have this complex legacy that we do. There are other cultural implications for how the Chinese manufacturing environment adopts technologies. And there's much more of a top-down culture there. Certain leaders drive these activities and invest in these ways. Much of the ecosystem follows. So that's, I'll say, one perspective on how China becomes the leader in this domain very quickly. Europe is also ahead of the U.S. And I think there are some important reasons why that's the case as well. And a part of it is that they have a very strong cultural connection to the way government funds and is integrated with both the learning and academic ecosystem there in most of Europe as well as with the manufacturing companies themselves. It seems to have become part of their DNA to accept that the federal government can bring these initiatives to the marketplace and then funds the education of every part of their ecosystem to drive these capabilities into their manufacturing marketplace. We, on the other hand, are a much more American society. We are individualistic. The notion that the government should tell manufacturers what to do is not a well-accepted, [laughs] well-adopted idea here in the U.S. And that's been a strength for many manufacturers, and for many, many years. The best analogy that I can come up with right now in terms of where we are and where we need to go and CESMII's role in all of this, and the federal government's role in all of this, which I think brings a healthy blend of who we are as a nation and how we work and how we do things here together with a future that's a little more also compatible with these notions of adopting and driving technology forward at scale, is the reality that in 1956, President Eisenhower convinced Congress to fund the U.S. Interstate Highways and Defense Act to build a network of interstate highways, a highway network across this country to facilitate much more efficient flow of people and goods across this country. Apparently, as a soldier, many decades before, he had to travel from San Diego to Virginia in a military convoy that took him 31 days to cross the country [laughs], which is a slight aside. It was apparently the catalyst that drove the passion he had to solve this problem. And that's the role that I think we can play today, creating a digital highway, if you will, a digital catalyst to bring our supply chains together in a much more contemporary and real-time way and to bring our information systems into a modern industry 4.0 compliant environment. And that's setting those, creating those definitions, defining those characteristics, and then providing the means whereby we can accelerate this ecosystem to move forward. I think that's the right balance between our sense of individualism and how we do things here in the U.S. versus adopting these capabilities at scale. TROND: That's such a thoughtful answer to my question, which I was a little afraid of asking because it is a painful question. And it goes to the heart, I guess, of what it means to be an American, to be industrial, and to make changes. And there is something here that is very admirable. But I also do feel that the psychology of this nation also really doesn't deeply recognize that many of the greatest accomplishments that have been happening on U.S. soil have had an infrastructure component and a heavy investment from the government when you think about the creation of the internet, the creation of the highway system. You can go even further back, the railways. All of those things they had components, at least a regulation, where they had massive infrastructure elements to them whether they were privately financed or publicly financed, which is sort of that's sort of not the point. But the point is there were massive investments that couldn't really be justified in an annual budget. JOHN: That's right. TROND: You would have to think much, much wider. So instead of enclosing on that end then, John, if you look to the future, and we have said manufacturing is, of course, a global industry also, what are you seeing over this next decade is going to happen to smart manufacturing? So on U.S. soil, presumably, some amount of infrastructure investment will be made, and part of it will be digital, part of it will be actually equipment or a hybrid thereof that is somewhat smartly connected together. But where's that going to lead us? Is manufacturing now going to pull us into the future? Or will it remain an industry that historically pulls us into the future but will take a backseat to other industries as we move into the next decade? JOHN: Yeah, that's another big question. We've been talking about smart manufacturing 2030, the idea that smart manufacturing is manufacturing by 2030. And a decade seems like a long time, and for most functions, for most areas of innovation, it is, but manufacturing does kind of run at its own pace. And there is a timeline around which both standardization and technologies and cultures move on the plant floor. And so that's a certain reality. And we were on a trajectory to get there. But ironically, it took a pandemic to truly underscore the value of digital transformation, digital operations, and digital workers, I can certainly say in the U.S. but even more broadly. So a couple of important data points to back that up. Gartner just recently announced the outcome of an important survey of, I think, close to 500 manufacturing executives here in the U.S. in terms of their strategic perception of digital transformation, smart manufacturing. And I think they specifically called it smart manufacturing. And it was as close to unanimous as anything they've ever seen; 86% or 87% of manufacturing executives said that now digital transformation, smart manufacturing is the most strategic thing they can invest in. What was it a year ago? It was probably less than half of that. So that speaks to the experience these organizations have gone through. And the reality that as we talk about resilience, some people talk about reshoring, and some of that will happen. As we talk about a future environment, that's...I shouldn't say disruption-proof but much more capable of dealing with disruption not just within the four walls of the plant or an enterprise but in the supply chain. These capabilities are the things that will separate those that can withstand these types of disruptions from those that can't. And that has been recognized. And so, as much as these executives are the same ones that are frustrated by pilot purgatory, it's these executives that are saying, "That's the future. We've got to go there." And we're seeing through this pandemic...we hear CESMII are saying the manufacturing thought leaders understand this and are rallying around these ideas more now than ever before to ensure that what we do in the future is consistent with a more thoughtful, more contemporary, future-proof way of investing in digital transformation or smart manufacturing. TROND: John, these are fascinating times, and you have a very important role. I thank you so much for taking time to appear on my show here today. JOHN: Trond, I appreciate that. I appreciate the privilege of sharing these thoughts with you. These are profound questions, and answering the easy ones is fun. Answering the hard questions is important. And I appreciate the chance to have this conversation with you today. TROND: Thanks. Have a great day. JOHN: You too. TROND: You have just listened to Episode 17 of the Augmented Podcast with host Trond Arne Undheim. The topic was Smart Manufacturing for All. Our guest is John Dyck, CEO at CESMII, the Smart Manufacturing Institute. In this conversation, we talked about democratizing smart manufacturing and the history and ambition of CESMII, bridging the skills gap in small and medium enterprises, which constitute 98% of manufacturing. We discuss how the integration of advanced sensors, data, platforms, and controls radically impact manufacturing performance. We then have the hard discussion of why the U.S. arguably is a laggard. We heard about two coming initiatives: the Smart Manufacturing Executive Council & the Smart Manufacturing Innovation Platform. We then turned to the future outlook over the next decade. My takeaway is that U.S. manufacturing is a bit of a conundrum. How can it both be the driver of the international economy and a laggard in terms of productivity and innovation, all at the same time? Can it all be explained by scale, both scale in multinationals and scale in SMEs? Whatever the case may be, future-proofing manufacturing, which CESMII is up to, seems like a great idea. The influx of smart manufacturing technologies will, over time, transform industry as a whole, but it will not happen automatically. Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like Episode 8 on Work of the Future, Episode 5 on Plug-and-play Industrial Tech, or Episode 9 on The Fourth Industrial Revolution post-COVID-19. Augmented — the Industry 4.0 podcast. Special Guest: John Dyck.

The conversation this week is with Neil Sahota. Neil is an IBM Master Inventor, United Nations AI advisor, Chief Innovation Officer, and globally recognized speaker and author of the award-winning Best Business Book of 2019. Own the AI Revolution. Neil is a founding member of the UN's AI For Good initiative, and is actively helping them build out their ecosystem of strategic partnerships. Additionally, through his work with the Global Fortune 500 companies as a change maker, he created a disruptive thinking framework to show people how you can think differently.If you are interested in learning about how AI is being applied across multiple industries, be sure to join us at a future AppliedAI Monthly meetup and help support us so we can make future Emerging Technologies North non-profit events!Emerging Technologies NorthAppliedAI MeetupResources and Topics Mentioned in this EpisodeOwn the AI Revolution by Neil SahotaIBM ResearchIBM WatsonWatson and the Jeopardy! ChallengePalantirRainforest ConnectionHybrid intelligent systemAI for GoodEnjoy!Your host,Justin Grammens

AmerisourceBergen's CFO and SVP of corporate responsibility and sustainability share some of the key ESG initiatives that AmerisourceBergen is currently focused on and how they collaborate on meeting their goals and communicate with their various stakeholders.In this podcast, Heidrick & Struggles' Dorothy Badie speaks to Jim Cleary, executive vice president and CFO of AmerisourceBergen, and Susan Lorenz-Fisher, the senior vice president of corporate responsibility and sustainability. One of the largest global pharmaceutical sourcing and distribution services companies, AmerisourceBergen is a #10 Global Fortune 500 and was recently named one of America's most responsible companies by Newsweek. Cleary and Fisher discuss the importance of ESG, share some of the key ESG initiatives that AmerisourceBergen is currently focused on and how they collaborate on meeting their goals and communicate with their various stakeholders, and talk about the role the board plays in those initiatives. They also share how the company's purpose of creating healthier futures drives their ESG efforts and offer advice to other companies starting out on their ESG journeys about how they can use their purpose to drive progress. See acast.com/privacy for privacy and opt-out information.

Today's episode features Neil Sahota, an IBM Master Inventor, United Nations A.I. Advisor, Chief Innovation Officer, and globally-recognized speaker and author. Neil is a founding member of the UN's AI for Good Initiative, and I invited him to speak on how to “disrupt the box.” Through his work with Global Fortune 500 companies as a change maker, he created a disruptive thinking framework to show people how to think differently. It was great speaking with Neil on his extensive background at IBM, and listening to his advice for entrepreneurs as an investor as well. His vast experience in the AI space was palpable throughout our conversation, yet he made the various topics very accessible and had some thought-provoking ideas on where he sees the future direction of AI heading. Listen in to learn more. Links of interest: Neil Sahota's website: https://www.neilsahota.com/Neil's book, “Own the AI Revolution”

Neil Sahota is an IBM Master Inventor, United Nations A.I. Advisor, Chief Innovation Officer in University of California at Irvine, and globally-recognized speaker and author. Through his work with Global Fortune 500 companies as a change maker, he created a disruptive thinking framework called TUCBO; he joins us to explain the framework, as well as why organisations need to disrupt themselves before someone else disrupts them.Image Credit: shutterstock | Lightspring

May 31 – FS Insider speaks with Edward Gustely of Penida Capital Advisors located in Jakarta, Indonesia to discuss the influx of foreign investment into Indonesia looking at a 10-20 year pivot away... Subscribe to our premium weekday podcasts: https://www.financialsense.com/subscribe

This Memorial Day weekend on The Mentors Radio, Host Tom Loarie honors Vets in an in-depth interview with two remarkable veterans, George Randle and Mike Sarraille, on their outstanding success helping veterans transition into civilian jobs that are well-suited to their military and leadership training, adaptability and individual strengths and passions. Mike Sarraille is a retired U.S. Navy SEAL officer, founder and board director for VETTED Foundation and the co-founder, managing partner and CEO of EF Overwatch. George Randle is retired U.S. Army, whose assignments included Berlin Brigade, US CENTCOM, III Corps, deployments to Africa, Central America and Guantanamo Bay, and key leadership assignments as Platoon Leader (twice), Exec Officer for the largest company in Berlin and Company Commander at Ft. Hood, TX. He has 20+ years of Fortune 100 and 1000 human resources and talent acquisition executive experience AND he created one of the largest, most successful Veteran Hiring Programs for a Global Fortune 50 firm...Mike and George continue to help transition vets into civilian jobs successfully Show Notes here. Don't miss another episode, Listen to the show on any podcast platform - from iHeart to TuneIN to Spotify, Apple podcasts, Google Play and EVERYTHING in between! Subscribe here

What you'll learn in this podcast episode As the business world makes an overdue shift from shareholder to stakeholder capitalism, is it possible that we will see an erosion of innovation? How does a company's purpose impact its success? In this episode of the Principled Podcast, LRN Chief Advisory Officer Ty Francis MBE talks about how corporate purpose and stakeholder capitalism fuel innovation with Mark R. Hatch, CEO of clean energy startup SiLi-ion, Inc., an instigator of the maker movement with the founding of TechShop, author of The Maker Movement Manifesto and The Maker Revolution, and researcher on the influence of “organizational purpose” on innovation and business transformation at Pepperdine University. Mark has dedicated his career to educating the business community on innovation and advanced manufacturing and has spoken at the White House on these topics. Listen in as the two discuss what it means to help people—and companies—around the world do the right thing.   Featured Guest: Mark Hatch Mark R. Hatch is an advanced manufacturing entrepreneur, writer, and sought-after speaker and advisor on innovation, the maker movement, digital strategy, and advanced manufacturing. He has held executive positions for innovation, disruptive technology, entrepreneurship, and intrapreneurship in various industry sectors. Mark is the CEO of clean energy startup SiLi-ion, Inc. and an advisor to Studio MFG, an advanced spatial-web innovation consulting and manufacturing design firm. Mark has dedicated his career to educating the business community on innovation and advanced manufacturing and has spoken about these topics to various audiences—including the White House, TEDx, Global Fortune 500 firms, and Harvard University. He has appeared on prominent media outlets such as ABC, CBS, NBC, Bloomberg, CNN, and Fox, and has been quoted in Bloomberg Business, FastCompany, Forbes, The New York Times, The Wall Street Journal, The LA Times, and The San Francisco Chronicle among other publications. An avid researcher on the influence of “organizational purpose” on innovation and business transformation, Mark is working on his DBA at Pepperdine University and is a faculty member for digital innovation and strategy at Pepperdine's Graziado School of Business. He is also an entrepreneur in residence at UC Berkeley. Mark holds an MBA from the Drucker Center at Claremont Graduate University and a BA in economics from UCI.   Featured Host: Ty Francis Ty Francis MBE is a Welsh-American business development, operations executive, and subject matter expert in Corporate Governance, Ethics, Compliance and Culture and is currently LRN's Head of Advisory Services, and a member of the Executive Team as a Special Advisor to the CEO.  Ty has utilized his expansive network of industry experts and thought leaders to help companies enhance corporate character, culture, D&I and transparency and has launched E&C programs and forums in the US, UK, France, Hong Kong, Japan, Brazil, Singapore, Brazil and the Middle East. He spent over a decade in New York City where he was EVP of Global Programs at the Ethisphere Institute and prior to that led the Corporate Board member business at the New York Stock Exchange's Governance Services division.  In 2019, he was awarded an Honorary Doctorate in Business by the UK's Solent University for his outstanding contribution in the field of corporate governance and international trade. In 2017, Ty was appointed a Member of the Most Excellent Order of the British Empire (MBE), by Queen Elizabeth II, in recognition of services to business.  Ty also studied at Stanford's Rock Centre for Corporate Governance and Oxford University's Said Business School and is a Certified Compliance & Ethics Professional (CCEP).    Principled Podcast Transcription Intro: Welcome to the Principled Podcast, brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders, and workplace change makers. Ty Francis: As the business world makes an overdue shift from shareholder to stakeholder capitalism, is it possible that we'll see an erosion of innovation? How does a company's purpose impact its success? Hello, and welcome to another episode of LRN's Principled Podcast. I'm your host, Ty Francis, Chief Advisory Officer LRN. Today I'm joined by Mark Hatch, an accomplished entrepreneur, advanced manufacturing expert, and sought after speaker on topics of innovation, disruptive technology, and the future of work. Mark holds an MBA from the Drucker Center at Claremont Graduate University. And is presently pursuing a DBA, a doctor of business administration, from Pepperdine University. We are going to be talking today about corporate purpose, stakeholder capitalism, and what it means to help people, and companies around the world do the right thing. After several successful decades in business, Mark is now researching the influence of organizational purpose on innovation and business transformation at Pepperdine, while simultaneously serving as CEO of the clean energy startup, SiLi-ion, amongst other things. Mark Hatch, thanks for joining me on the Principled Podcast. Mark Hatch: Thank you very much, Ty. It's great to be here. Ty Francis: Okay so, for those of us saying to ourselves, "Where have I heard this name before," please tell us a little bit about your professional history. Now, we know you as the founder of TechShop, and an instigator in the maker movement. What else? Oh, yes, you've spoken at White House about advanced manufacturing, and at the Clinton Global Initiative, something my wife [inaudible 00:01:58] was actually involved in during her time at Swiss Re. Mark Hatch:   Oh, how fun. Ty Francis: Yeah, she was at Swiss Re for about 10 years and worked very closely with President Clinton. So, that's a name, it's all too familiar in my household. But I also know you're involved in the Singularity University, which sounds very Star Trekky, which is an interesting side note, especially since we're talking about purpose today. So, I've given an overview, but can you give us a little bit more about your backstory Mark? Mark Hatch:   Oh, hit a couple high points. I'm a former green beret, so I was in the army for three years coming out of high school, which was quite entertaining. And then, I started my first company, an interactive multimedia company back in '80s. One of the things I've discovered that I'm really good at is jumping into something way too early. And then, getting beaten up for years and years until it becomes the obvious next thing. The interesting thing about that interactive media though, was that John McAfee of McAfee Antivirus was one of my first investors. I actually got to know John before he became infamous, I guess. I spent a little bit of time at Avery Dennison, a big package goods company. A little bit of time at Kinkos, where I launched the e-commerce portion for Kinkos. And pulled T1 lines around the United States to wire them all up. Spent a little bit of time doing a health benefits ASP and so forth. But most people, if they know who I am at all, is from the maker movement days wrote a couple books in it, and spent a lot of time traipsing around the globe trying to get people to make things again. Ty Francis: Well, I want to touch a couple of those things. So now, you aren't the average professor, as we've just heard, because you've got some real bites to your bark. Within what you just told me, I did read that you raised over $20 million and turned TechShop into that leading brand in the maker movement, growing it from 1 to 12 locations. And more impressively membership and revenue 20X in five years. I got that right, 20X? Mark Hatch: 20, yeah. As long as you start from a very small base, it's really easy to hit those high numbers. Ty Francis: I think you and I have got a different definition of the word easy.  If that wasn't impressive enough, you also grew that $200 million business at Kinkos by 18%. But I think more impressive than that, and someone who runs a P and L you cut costs by 15 million in a single year. Mark Hatch: In a single year, yeah. Ty Francis: That is both impressive. And I get, your students get a kick out of all that experience. We had a pre-conversation before. And I mentioned that I'm lucky enough to know Sir Richard Branson. And he told me years ago how he went into a bookshop, and pulled a bunch of books off the library that were about business. I think the first 20 he counted, none of the authors had actually been in business, or run a business, and were anecdotal at best. Looking at what you've done and what you've succeeded, how has that happened? And how has that paradigm shifted to you now? Mark Hatch: One, I do actually tend to live in the future. It's a bad habit. I've got a very, very clear view of what I believe is going to happen. And I clearly did not take my desert training in the Special Forces very well, where they beat into your head, never mistake a clear view for a short distance. It will kill you. So, I saw interactive multimedia early. I saw dot com early. I've seen many of these things. What I managed to do with TechShop was raise funds, and grow the base quickly enough so that we actually survive for a solid 10 years. But what I do is innovation. My entire career has been on the edge between in a research and development, or the most recent trends, and then commercializing them, turning them into something that a consumer can understand, and acquire. Ty Francis: So, I am seeing a Star Trek theme in all of this, by the way. Seeing into the future. A Q-esque type person here. But this is fascinating. And you, obviously, have an incredible foundation [inaudible 00:06:08] what you are doing, looking at the past, predicting the future. But I do want to tap more into the research you're doing at Pepperdine. And as part of your DBA, again, I'm looking at this and I have an honorary doctorate, and I feel very, very small right now. Mark Hatch: Congratulations. That's quite impressive actually. Ty Francis: Yeah, but apparently when the air cabin crew asks if there's a doctor on the plane, I'm not allowed to raise my hand. When they say, "What can you help this person with?" I can say, "Well, I've got an interesting anecdote about business." So the DBA you're pursuing right now, I mean, I particularly admire the notion of going back to school for an advanced degree. I've had a limited amount of business success. And during the lockdown, I took three courses, one at a side business university at Oxford, one at Stanford, and one at the London School of Economics. The recurring theme through all of those courses... One was executive leadership. One was DEI and leveraging business through it. And the other was international relations and global politics. Organizational purpose was a common theme through all of those postgraduate and diplomas. And it was fascinating how that was a theme, and linking back into business. So, I want you to talk about your work on organizational purpose. But first of all, can you give me, or us a definition of your definition of organizational purpose? Mark Hatch:    There are like three versions of what purpose means. But to get a little bit technical, the short version is really simple. Like the single word, the single concept is why a corporation exists. That's what purpose means, why? Now, usually, when you use the term, what is your corporate purpose? You're not thinking of the single thing that the word means. You're thinking of a corporate purpose statement, or a development of a series of concepts. Or, as they say in business speak, it's a construct. So, I have adopted George et al's from 2021, which is interesting. Most of this good work has happened just in the last few years. So, purpose in the for profit context captures the essence of an organization's existence by explaining what value it seeks to create for its stakeholders. So, you're creating value. But then he goes on and defines it a little bit more, which I like. "In doing so purpose provides a clear definition of firm's intent, creates the ability for the stakeholders to identify with and be inspired by the firm's mission, vision, and values, and establishes actionable pathways, and an inspirational outcome for the firm." Sorry, that's very technical, but that's the best broad version that includes mission, vision, and values, which people tend to associate with purpose when you ask them what a corporate purpose is. But let me back up a little bit. So, the reason I got intrigued with this was, well first of all, I'm very purpose driven personally. I was, usually, involved with technologies that I found intriguing, and could improve humanity in some way. But my experience at TechShop was at a completely different level. People were joining because of the purpose of this idea that we could remake our lives by going to a shop that had, basically, democratized access to the tools of the industrial revolution. We were giving the average Joe access to tools that they had never had access to, unless they were 80 years old, had come up at three machine shop or something. But we were giving them laser cutters, and 3D printers, and so forth.  And I personally got a level of satisfaction out of that. And I got my staff members to perform at levels I had never seen before. We had members that are evangelists. I mean, it seemed like sometimes they would go out on the street and tell people, "Have you heard of this place? You've got to come in." We had this one member, he quit his job. And he didn't have a great job to begin with, but he quit his job as a night watchman, came up and couch surfed. Like that was a thing for a while, couchsurfing.com where you could go and spend the night at somebody's house randomly. This was well before hotel folks came along. He would evangelize each couch that he slept on became a member, like not the couch, the people. Every place that he went, we got new members. And we thought about maybe paying him just to hang around, and sleep on a new couch every night because he was our best attractor. And so, this got me really interested in this concept of what is your corporate purpose? And how does it play out and impact the organization at large? Ty Francis: I think the biggest question that we have, and I have is when people are talking about this concept, how organizations are dealing with this, how are you articulating this to companies, to brands, to leaders, and how to actually put this into practice? Because many of the conversations I have with boards, with GCs, with anyone, they understand the problem. They see what's happening. They read and they see blogs, and they have conversations with the fellow board members. But it's actually the tangibility of creating a strategy that puts this into place. And something they can follow. I guess what's the sticky sauce? What's the magic wand that you throw over your clients, your peers on how do I actually put this into play? Mark Hatch: So the research that I'm doing specifically came out of kind of the question, how do I deal with the naysayers? How do I convince a board, or a C-suite folks that are like, "Yeah, yeah, yeah, whatever, whatever, whatever. I've got my ESG guy and they're going to keep me between the lanes, and everything's going to be fine." I started down this path as like, what do we actually know about corporate purpose? Where did it spring from? Actually, I go all the way back. What's the original concept of a corporation? Where did that come from? And it goes all the way back. It's crazy. It goes all the way back to pre-Babylonian times. And I won't bore you with all of that, but it turns out you couldn't have a corporation without having a purpose of some kind. It wasn't allowed. The state would not allow it. The king would not allow it. I've got a great quote out of the Law of Corporations 1702, "The sole purpose of a corporation is to improve the society and support the king." Full stop. You can't say, "Okay, I'm here to do like, blah, blah, blah. And I'm going to make this." No, no, no, no. How are you going to help your customers? How are you going to improve society? And how are you going to support the king? And if you don't have an answer to that, I'm sorry, not only will I not give you corporation, if I happen to have given you one, and you have strayed too far, I will shut you down. And this was actually the norm up to about 1880 globally. And there's this great quote. It was Massachusetts Bay Company and they charged this poor sod 200 pounds for overcharging his customer. And then, on Sunday morning, the preacher got engaged talking about the egregious greed, and what can happen. And it was simply against the law. And then, things changed with the 14th amendment, some other bizarre things. But we've had this like weird era, and that's how I would describe it, between 1886 to about 1950, we were set loose. You didn't have to have a purpose at all. You actually didn't need any purpose at all. You could just go down to Delaware and say, "I want to set up a company." And they go, "Great." They still would ask, what are you going to do? And so, in your mind, you had to at least have a customer, or somebody you were going to steal money from. You had to have some idea. So even today in your charters, you have to say, "Okay, I'm going to be in this industry segment," which by the way, you just send them a note and that can change. But about around 1950, that started to shift. So, that was a long winded way of saying, so how do we deal with these guys? And what I wanted to do, and what I'm doing is I'm a practical guy, I'm a practitioner. I don't want to sell them something that doesn't work. What does that mean for your purpose? And so, I'm really intrigued with this idea of empirically based management tools. How do you know something works? Not one of those 19 books that Sir Branson was talking about, but the one that comes out of the trenches. So, I've gone back and I've done a fairly significant review of all of the literature on corporate purpose. What's actually known from a theoretical perspective from doing interviews, which I don't put a lot of weight into because you get what you want out of your interviews. But actual empirical work that's been done in this space. And it turns out those corporations that do have a purpose that's more than simply serving customers, they have substantially superior financial returns. And actually, I think your firm is an example that promulgates that point of view based on research you guys have done in the past. Ty Francis: Our tagline is, principle performance. And I'll add that some research we did last year echoes most of what you're saying. I mean, all of what you're saying. My own advisory team released a report alongside our marketing team. And we called it our LRN Benchmark of Ethical Culture, which is a multi-year, it's a collaborative research effort, which draws data from nearly 8,000 employees, 17 industries, 14 countries. And that study conclusively proves that ethical cultures don't just protect corporate reputations, but they propel the bottom line. Companies with the strongest ethical cultures, strongly outperform by approximately 40% those with weakest ethical cultures. And that was across all measures of business performance, customer satisfaction. You talked about employee loyalty, innovation, adaptability, and growth. It's very simple, and you can make a lot of links to this. But if you keep people happy, if people believe in what you are doing, they will stay. If they stay, they will not leave. If they will not leave, they will not take IP with them. They will not go somewhere else. So, all that money you've invested in hiring them, training them, making them better people they will not take that somewhere else. Mark Hatch: Yeah, your brand positioning, your ability to [inaudible 00:16:32]. The theory is actually pretty well illuminated. Actually, the step that I'm taking... I think we have, in fact, proven that having a higher purpose can, or will result in superior financial success. So, there's my answer to the naysayers. This is really simple besides being the right thing to do, and to feel good about yourself, and your company when you go home at night, and you talk to your kids about what you're doing, your returns are higher. But the next question that I asked is, okay, show me how? Just throwing a purpose together and announcing it from the mountaintop is not the right answer. Now, we are getting results, so kudos to the companies that are executing. But I'm trying to answer the question, okay, how do you operationalize a superior purpose? What are the actual specific financial drivers that create superior firm performance? Innovation, and then specifically radical innovation is historically the largest way that firms create superior returns by far. There are other ways of doing it: brand, financial management, operations, Six Sigma, blah, blah, blah, blah, blah, blah. But the number one way of improving your financial performance is actually to do innovation. And then radical innovation in particular. That's my little chunk that I'm chewing on is can I show that firms with a higher aspirational purpose actually get superior innovation returns and superior radical innovation returns? And the quantitative numbers have come in. I'm now working on writing it up. And it's clear like it's 0.0001 chance that it's false. In fact, a higher purpose does drive radical innovation in a very significant way. It explains 30% of the variance of that. And like 35 to 37% of all variance in your innovation. It's huge. So, my answer is, okay, install, purpose, and innovate. Point this amazing effort that you've created, point this missile down the range at radical innovation because you're going to get an enormous return out of it. Ty Francis: You've actually answered the next question I was going to ask about, what this means for the future of business, and what is your vision for how company leaders can apply these insights? As you said, it's not enough for somebody to read in a book about what's happening. It's how they can relate that and put that into practice to change the dynamic of their own companies. We're not just talking about this. Investors are asking companies point blank, define your purpose. What are you doing to make the world around you better? Larry Fingers, writing to CEOs every single year. In the UK, the banking industry are asking, "Yes, we get it. You're raising capital for people, but what else are you doing?" It's a little bit, what have you done for me lately kind of thing. Mark Hatch: We've come full circle now. In 1886, we decided, okay, you don't have to have a purpose. But now, we are rewriting the laws. The SEC in the US, the UK, as you mentioned, the French have done it. The Italians have done it. The Germans did it ages ago. But there's an enormous amount of pressure now on corporations to be able to explicitly measure what their social good is. They don't necessarily call it your purpose, but that's what they're getting at. When I came at this, of course, I have the context of working at Singularity University as a speaker. And I know, I know a friend of mine is Salim Ismail, who's driving this whole exponential organization's effort globally. And, in it, he said, sidebar conversation. "So Mark, I've tried to do these exponential innovation efforts without a massively transformative purpose at the beginning of the effort because the corporation was like, 'Yeah, you're making me feel kind of weird about this idea of changing the world and all that. We're an X company, let's just do the execution part and skip the massively transformative purpose part.'" And he said, "Every single time we did that, it failed. Every single time. We got nominal innovation out of it." And it actually makes sense when you think about the internal resistance of individuals in their risk profiles. Typically, you go to work and you want to have things normal. And then, what's going to happen all day long, and you're competent and so forth. But when you start doing innovation and, particularly radical innovation, you don't know what tomorrow looks like. You don't understand who your customer is. You don't know what the value is per se. And you're thrown in the deep end and you got to figure it out. Now, it's not quite that bad, but it is substantially different than your day-to-day. And it's hard. Doing radical innovation is the hardest part of being in business because you don't know how it's going to come out. That as a background, is like, "Oh my goodness, you're kidding me. You just told me that one of the keys to being able to execute this isn't actually reaching for the stars." It's not like, can we get a 15% increase in this? Or can we cut costs by 10% or 5%? It's can you cut cost by 50%? Can we double our market share? Can we open up an entirely new market segment? Just saying those words creates a new tension in somebody's head. You bring them in and say, "Okay, we're going to get 10% here, and 15% there." And everybody goes, "Oh cool, I don't have to change anything. I can go back to my desk and keep stamping those pieces of paper. And I'm good." You come in and say, "I want a 50% increase. And I need a 30% reduction over here," actually you've lost the audience because for the next five minutes, all they're going to be wondering is whether or not they have a job. Am I qualified to do this? That's what got me going. And we live in the most exciting time in all of human history. We've got more technologies coming on stream in amazing and radical ways, and how they're interacting with one another is absolutely stunning. So, this is the best time in all of human history to do radical innovation. This is the best time to go after actually deep purposes. And I feel sorry for these corporations who are going, "Okay, let's try to get a 12% bump over the next two years." They're doomed. In my mind it's like, forget it. You and I and others in this world are going to teach the executive suite that radical innovation is possible, it will drive the bottom line, make them feel better and will, in fact, change the world. And I'm proving it empirically. That's kind of what I'm excited about. Ty Francis: It reminds me of a quote that was a famous NFL coach. And I can't remember it now and I'll come back to you by the end of the podcast. But it was about reaching for perfection that you'll never attain it. But on the way down, you will hit excellence. And I think this is an area why people aren't reaching for the stars is surprising because it's that competitive advantage. When we talk about how this is a competitive advantage, not just on a social scale, but on a business scale, we've been talking to board directors. We had a collaboration with a group called Tapestry Networks. We spoke to 40 directors of publicly traded companies, I mean 40, 50 companies. And they represented about 70 or 80 different companies across their different board positions. We did this specifically to talk about purpose and culture. We released the findings in a report called Activating Culture and Ethics for Boards late last year. And the results, albeit mostly predictable, the boards want to put culture at the top of their priority list, but they still don't fully understand how to measure it. The refreshing part was that they see that the paradigm shifted from board members having a nose in, fingers out ability to more having nose and fingers in because they are starting to see this as a competitive benefit to having both strategy and culture and purpose aligned. And with that, I think they're seeing they have a better understanding of what corporate purpose should be. I think we're trying to see a tangible move in the... I'm using quotation marks here, a "tone from the top" conversation on how boards are impacting priorities, and are influencing culture. So, how does that help your research for what you are doing now for the future of work? Mark Hatch: You've done the surveys, you know what the answers are. But what I'm trying to do is start a small renaissance around, prove it to me. What are the actual ways that you operationalize it? It's like, okay, employee retention. Okay, measure employee retention. But don't just measure employee retention, invest in your employees. If you know that they're going to hang around longer, don't just sit on your hands, and say, "Oh cool, they're going to be here longer. Woo hoo." No, no, no. What that means is you can't actually invest in them in ways that your competitors can't. That's operationalizing this idea of this competitive advantage, invest in your customers, invest in your brand. What are you doing specifically to drive your brand in relations in a deeper way? You've created this competitive advantage. You've got this great purpose now sitting on the shelf. Great. How are you going to operationalize it? And can we measure it? That's my point. It's can we actually measure it and see what the returns are? Ty Francis: The measurement, that's the trick. Everyone knows what they should be doing, but they don't know how they should be doing it. Mark Hatch: And if you don't measure it, then you don't care about it. Ty Francis: Wasn't that the famous misquote from Peter Drucker what you can't manage, you can measure, or the other way around? Mark Hatch: Right. Ty Francis: So we've been talking a lot about boards and purpose, but we know the SEC, and we're talking about the US. Obviously, although I'm American, I'm also Welsh. So, I'm curious if your research extends to Europe, or other regions. I mean, is this universal? Or is it just stage one USA, stage two [inaudible 00:25:55]? Mark Hatch:    It does work at least in the UK. So, I chose my sample's 50/50, US/UK. 50/50, male/female. Native English speakers, try to control for some other variables. This is clearly true in the UK and the US. My suspicion, obviously, is that it's true in a lot of other parts of the world as well. Other research suggests that it is at least pan-European. Gartenberg's work and others. Gartenberg did some quantitative research that had 500,000 companies in it from around the globe. And they were able to show empirically that purpose does, in fact, drive superior financial returns, similar to what your research did. Ty Francis: When you're talking about this corporate purpose, I've noticed working in the States for a long time, that there is in the States and, to a certain extent, in the UK as well, there's a shareholder driven purpose kind of alignment where there's in broader Europe, France, and Germany, and Italy there's more of a stakeholder driven perception. So, there you see in Germany where you've got the different kind of board levels, and with the very straight labor laws in France, you are seeing that connection between leadership, and the employee base having to be aligned because they've got no choice because if they don't like what their companies are doing, they can change it, and quite dramatically. So, that would be interesting to see how that dynamic between the UK and the US, but then certainly further afield of that, how the European companies and organizations are actually using this corporate purpose vehicle to their competitive advantage. Mark Hatch: Right. One might hypothesize that corporate purpose, that's a fundamental driver. But how you operationalize it may vary from region to region. Maybe brand is a better tool than radical innovation. Maybe employee retention is a better one. I'm not sure. I doubt it, frankly. I think innovation is one of the fundamental things that you do as a business. Drucker would say, you're not even an entrepreneur, if you're not doing innovation. You can call yourself a businessman, but you're not an entrepreneur. And so, I suspect that innovation. And then as we're moving, again, the opportunity set available now to innovate is phenomenal. Radical innovation, it should be a fundamental strategy for any business that's trying to drive purpose into their organization, and with their stakeholders. Ty Francis: Well, before we sign off, and before I get a raft of my very angry American listeners asking why this British guy is talking about American football? It was Vince Lombardi, [inaudible 00:28:28]. And his quote was, and I'll see if I can get this right, "Perfection's not attainable. But if we chase perfection, we can catch excellence." Mark Hatch: Yeah. Ty Francis: So Mark Hatch, this has been a fascinating conversation and one that we have merely pricked the surface of. And I'd like to have you back to talk a little bit more definitively, especially when the research is done, to look at those results. Thank you for sharing your thoughts with me today and us on this episode.       My name is Ty Francis. I want to thank you all for listening to the Principled Podcast by LRM. If you have enjoyed the conversation today, please do give us a top rating on your favorite podcast app. Goodbye for now. Outro: We hope you enjoyed this episode. The Principled Podcast is brought to you by LRN. At LRN, our mission is to inspire principled performance in global organizations by helping them foster winning ethical cultures rooted in sustainable values. Please visit us at lrn.com to learn more. And if you enjoyed this episode, subscribe to our podcast on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen. And don't forget to leave us a review.

Angela Finlay is Chief Human Capital Strategist at Windward Human Capital Management LLC. Angela Finlay was a former CHRO/Head of HR at organizations ranging from Global Fortune 150 to small, start-up companies. She is currently a lecturer/adjunct professor in Leadership, Strategy & Human Capital Management, including Columbia University's Masters in Human Capital Management program. Website: www.windwardhcm.com LinkedIn: windwardhcm , ablumfinlay

In today's show, we are putting George Randle in your passenger seat to discuss his book, “The Talent War.” George Randle is an experienced talent executive, veteran, coach, and leader known for selecting, building, and reorganizing teams to reach their full business potential. George has 20+ years of Fortune 100 and Fortune 1000 global Human Resources and Talent Acquisition experience building and coaching elite teams. He began his professional life by enlisting in the US Army Reserves. While serving in the USAR, he received his bachelor's degree from Missouri State University and was commissioned as an officer. His career assignments included Berlin, US CENTCOM, and III Corps with deployments to Africa (Somalia and Kenya), Central America, and Guantanamo Bay, Cuba. Following his successful military career, George transitioned to the corporate world, experiencing many of the same challenges Veterans face today. With these challenges, along with the recognition that building elite teams are his true passion, George ultimately transitioned to the Human Resources and Talent Acquisition functions serving the last 10+ years as a global HR executive and leader.  Over the course of his time as an executive, the teams George has built and led have hired over 85,000 professionals, including over 2000 executives. He is also known for his decades of work supporting veterans and their transitions, ultimately creating one of the largest and most successful Veteran Hiring Programs for a Global Fortune 50 firm. He is also co-author of the best-selling book, “The Talent War: How Special Operations and Great Organizations Win on Talent,” and host of The Talent War Podcast. On today's show, he addresses the significant gap in the trades industry as well as what we can do to fill it.

Hear how to create an environment where people love to work! I always enjoy talking with Terry Nichols (H.E. Amb. Terry Earthwind Nichols). We had a great conversation during our first podcast in January of last year. Today we discuss how Terry's life story has taken him in many directions, leading him to a splendid place where he is helping people find their own way. After learning that he is a Native American, he began to see his own life through a fresh lens. In the U.S. Navy, he experienced a range of tests and challenges which led him to become an innovator and visionary. Now as a Visionary Strategist, Terry works with those seeking to change the way they and their businesses achieve success. Listen in and learn! Watch and listen to our conversation here Success not based on fixed goals but on a long-term appreciation of achievement During our podcast, Terry and I not only talk about his ideas around consortium, vision, achievement and what makes a good leader, we also touched on Evolutionary Healer, a global transformational performance improvement company which he co-founded with his wife, Linda Vettrus-Nichols, as well as his work with the United Refugee Green Council. About Terry Earthwind Nichols H.E. Amb. Terry Earthwind Nichols is co-founder and chairman of Evolutionary Healer. He also leads Earthwind Academy which specializes in training practitioners, small business coaching and consulting programs. You can connect with Terry through his website, LinkedIn and Twitter, or email him at terry@evolutionaryhealer.com.  Want to be an awesome leader whose employees achieve great things? Start here Podcast: Richard Sheridan—How To Lead With Joy And Purpose! Podcast: Meg Nocero—Can You Feel Joy As You Rethink Your Life? Podcast: Peter Winick—Can A Thought Leader Help You Think Better? Additional resources for you My best-selling new book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants website   Read the transcript of our podcast here Andi Simon: Welcome to On the Brink, a fresh lens to take you and your business to new heights. I'm Andi Simon. I'm your host and your guide. And as you know, my job is to help you get off the brink. I don't want you to get stuck or stalled or not be able to continue to grow personally or professionally. So who do I have here today? Remember, I go looking for people who can help you see things through a fresh lens. So today it is an excellent ambassador Terry Earthwind Nichols. Now Terry and I met through Peter Winick, a wonderful thought leader group. Terry is an extraordinary thought leader among the top of the top. And he's graced our video and audio today with some really wonderful insights about the changes he's seen all around us. Now, as you know, as we're coming out of this pandemic, and I know we'll come out of it, we're all learning to live in a different way. The businesses we're working with, we see they're all trying to rethink how they run their business. What is the culture? You know, how we manage, evaluate? How do you reward or evaluate remote workers? Is it my output or outcome or time spent? Everything is in flux. Humans hate that. If you haven't noticed, we want certainty. But where you don't have it, you never have it. But we're going to talk today about what Terry is seeing, what I'm seeing, and what you should be looking at. So you can see through a fresh lens, how to rethink your own life, and those in your business. And those all around you, Terry, thank you for joining me.  Terry Earthwind Nichols: Thank you for bringing me in. And yeah, this is a terrific follow-up from great conversations we've had over the last couple of years. So yes, I'm glad to be here.  Andi Simon: I could read Terry's bio but I want him to share with you his bio, because his journey has been an interesting one: Navy, all over the world, the work he's doing. He's going to Nigeria. He's got a really rich life. Let him share it with you, please. Who is Terry Earthwind Nichols? And then we'll talk all about what you want to share today. About consortiums, because it's exciting stuff.  Terry Earthwind Nichols: Yes, well, the name starts out to be kind of interesting. I was born in western Montana and raised in the Rocky Mountains. Mountain boys run up and down the sides of mountains and those kinds of things. And I was raised to believe I was a fourth generation Irish American white boy. And it wasn't until I was 46 years old that I found out I'm Native American. And so I contacted my tribe and connected with them. And they gave me the tribal name Earthwind, which means his breath across the earth, because they knew that a lot of my journey and in life and what I'm doing with my companies has to do with a lot of world travel. And so Earthwind was the name they gave me. And that works really well for branded and otherwise because if you were to Google Terry Nichols, you get about 17,000 in North America alone. That's a lot of Terry Nichols!  Andi Simon: A lot of Irish Americans.  Terry Earthwind Nicols: Yeah, right. And, you know, Terry Earthwind Nichols, you get my companies, my social media, YouTube, podcast, whatever. And there's only one in the world. So that works out very well for me. And for you numerology people, it's a prime, all my variables of my name, come out to the prime number of eight infinity. So I keep going and going and going and kind of like the energy of the Eveready bunny from back in the late last century.  Andi Simon: Energizer? Well, you are an Energizer Bunny. Over your journey, though, you've had a number of very important, I'll say catalytic moments as your career has developed. And like catalytic moments, I'm a believer in serendipity. So, infinity, sir, tell us a little bit about that journey so that people can really appreciate the wisdom that you're going to bring them.  Terry Earthwind Nichols: Well, I'm one of those people that walks into a room and unconsciously people are drawn to me, particularly the leadership who may be in the room. That happened to me many times in foreign ports in foreign countries. I would be part of that delegation from my Navy ship to a welcoming of some sort. And invariably, the military commander of the whole area would end up talking to me for half an hour or more and talking to my seniors for a couple of minutes and that was it. And so that's happened a lot to me in my life. I loved my 20 years as a Navy man because I got to see a lot of the world and meet a lot of very interesting people. And now that I'm out, I've had many jobs and many careers. And all of that has served me to what I'm doing right now. And that's speaking on the world stage about many things, with thought leadership being a primary one. I am mentoring some very high level executives from around the world with all of that experience in my journey in life. At 69 years old, I am having the best time, even with COVID. You know, yes, I love speaking on the stage. But I've spoken to 1000 or more people right here, online. So that continues as well. It's been a wonderful life, and I look to even more things coming in the future.  Andi Simon: Well, it has been and I agree with you, COVID has, for those of us who adapt well, we found all kinds of new values and roles to play. You have your eighth book coming together and I was very interested in how you were developing it. Tell the listeners a little bit more about the seven books because they seem to all be built on each other. And then we'll talk about this eighth one because it's about consortium. And I'm writing my third book and we're focusing on how collaboration has become so essential for people to run good business but also to build a good society. Tell me about your books, all seven of them, and then we'll talk about the eighth.  Terry Earthwind Nichols: Well, the first two books are about my journey in life. My Facebook friends, my social media friends, all encouraged me to write this down. You got one interesting story. So I'm writing 13 volumes, which will ultimately become a biograph. Each book is a chapter of the big book so that when we get all 13 of them done. In Native American culture 13 is a lucky number, not an unlucky number. And so 13 books, 13 chapters, one result. And then my wife and business partner and I have written two books about what we teach people. Evolve your business, things that are very important for people who have started up a business and now they want to take themselves up to that next level. This is great information. Teachings from the Fire is a little bit of Native America again where we put some basic teachings together for life and for career, things to think about at different points as you journey in life. This one all the way up here in the corner up there is a compilation of my poems and quotes that people love. I put a book out just for that. And Andi and I, as she mentioned earlier, Peter Winick's wonderful group put this compilation book together about how to hire and how to look for people in the 2020s. You know everything's changed. And from that, I've taken my teachings in business, from my mentees and my coaching clients, and I am creating book number eight right now, which is Consortium: The New Business Model for the 21st Century. So consortium is coming together with other people, other thoughts and collaborating with each other to create a non-competitive, collaborative business environment. So the business across the street no longer has competition. You're partners in service to the community changes the mindset and everything changes. So what is consortium really? Ladies and gentlemen, think for a moment about the last time you really achieved something. How good did you feel? How bad did you want to do that? Again, you wanted to repeat that feeling. And if you did it in a company, or in a group of people, you want to connect with those people again and do it again. So if your company that you work for becomes people-centric, and not resource-centric, so we're throwing out the words human resources and making it people-centric, and the people become the place to go to get your records, you become part of a vision of a company that is not connected to timelines and goals. Timelines and goals and the old business model made it very right to make liars out of people, to make dishonest people out of honest people. And let's face it, we've all missed goals over and over and over again, and you get very deflated and burned out. But if you take away those metrics in a business model, and you build in a set of achievable stops along the way to get to a vision that you all share, here's what happens. People who achieve regularly, they don't get sick, they live a healthy lifestyle, they're happy at home and at work, therefore, they don't burn out. And people who are happy and can't wait to get to work, do exactly that. So work from home is not as important anymore as getting back with the team and doing the next achievement. So people don't leave those companies. Great resignation kind of nullifies itself. When you have a company like the Virgin Group, you know, they do it right. Take care of your employees, they'll take care of your clients. Right? And they do it every time. He's like the Midas touch. Richard Branson, Sir Richard, is Midas touch anything he does, it rolls, because he's got that mindset. Take care of the people, hire good people, hire for brains, not for models, right? Not a good old boy network or anything like that. Diversity, and those kinds of things are not really as important in Virgin Group, as brains. People who can contribute to a whole, they're going to be happy and well taken care of. They'll take care of their people. So that's a great model right there for that. So that Andi is where Consortium has come from, and it's going to move to the fore here, rather quickly, I believe.  Andi Simon: You know, though, human beings hate to change. Their mind creates all kinds of wonderful cortisol, your amygdala likes to hijack the new. Even as you're speaking, I find myself saying to myself, well, yes, but and the intrinsic motivations. When you talk about Richard Branson, and trying to find the right people, there's wonderful research that is out there about if you make it playful, people love to come and have fun with their work. If you engage them, you know, Google's 20. You have 20% of your time, you can do anything you want. And some of its best ideas have come out of those 20%. There's a tech company in Australia — Atlassian. It gives people a day a month to do whatever they want. It's called FedEx Days. They give employees a chance to work on anything they want for 24 hours and deliver it overnight, hence the name. All these kinds of things are important. You made a mention about whether the remote was good or bad or coming back into the office. And I have a bias and that is, I think people have a choice where they want to work. The question is, what do you want them to do? And the problem isn't the workspace or how they collaborate or gather, it's enabling them to add value to whatever it is you'd like to do. We have had a wonderful client for five years now. And all 70 of the employees are remote. And some of them want to come back and some don't. But it's irrelevant. The question is, how do we help you get the job done, however you'd like to work? Isn't that a wonderful mature opportunity in this day of technology. But the word consortium is a very powerful one. And I don't want to lose its impact because you're not simply saying collaborate, you're saying, which I think is extremely powerful right now. It's not coordinated. It's not command and control. It's how do you gather the resources and let them work on it? But it also requires new ways of working. Any thoughts about the consortium organization?  Terry Earthwind Nichols: Very good point. When you have a consortium, you have a mixture of experience, model sets, mindsets. When you bring in, you know sports people love the analogy, you bring in your team and you build a team that's dedicated to each other. And the result of that dedication is winning. Now, what happens if you take out the need to win, and you leave in the best players. The best players will win because they take care of each other, they respect each other, and they can't wait to work with each other remotely or otherwise because a lot of what we do is on a computer screen anyway. Okay, a desktop model of some sort. So both an in-office and remote combination is perfectly fine. The concept in Australia I think is an excellent one. And the consortium of people that we have for our consortium division is called Evolutionary Heater. We are working with Global Fortune 500 companies. Depending on the type of industry of the company. Let's say it's a bank. I love to use a bank analogy. I bring in three, sometimes four, including myself, world renowned experts, specialists in the banking and financial industry, to go to work for this corporation and work with them for three years. And then we bring in specialists that are needed as we progress through the three years to do something with the Chief Experience Officer. For instance, I have somebody who's really incredible in Germany, who does experience, and they work with that person, and they're part of that corporate world, until whatever we brought him in for is completed and then they leave. They're not there for three years. Okay? So we get this collaboration of brains to step in and work with the leadership at the apex level of the corporation and then show them how to take it to their people. So their people can actually do the work. Yeah, because there's not complete buy-in for an office full of outsiders coming in and consulting and telling people what to do. However, you create a consortium of your people to create a vision for themselves in their division, or whatever it is. Then building achievements with somebody who comes in once in a while and asks him to answer some questions that they may have, and then takes off and allows them to create this achievable vision that they're doing. Powerful. And that's a consortium more than anything else, that collaboration is a basic necessity to have all the time. You don't have to sit all the players down every time to have a meeting.  Andi Simon: You have three thoughts here I'd like to emphasize for the listeners or the viewers. One of which is the word vision. I always use the word visualization, the way the mind works, is that it's a futurist. And if I can't visualize where we're going, which is exactly the problem you're trying to address with your team, I can't do it today. We are visionaries. But we're futurists so we're trying to craft something that we can see and feel that feels normal-ish while I'm leaving what I used to have.  My shiny object syndrome holds me tight to my past, and I'm trying to come to the new. But, if I can't see the new, I don't know how to like it. So the first part of your insights that you're sharing is that you're going to have to see this in some fashion. And the experts can't tell you if they have to help you experience it. We learn through experiential learning. The more we experience, the better it is. The second thing is that in one of the chapters in my new book, Rethink: Smashing The Myths of Women in Business, Andy Kramer was on the compensation committee of her law firm. And she was fascinated by the reviews. The guys all wrote reviews that told the story of how they had climbed the Empire State Building to save the damsel in distress, and save the company a $500 million loss. The women all wrote stories about how they worked together as a team and they never saved any damsel in distress, but they saved the customer from ever having a $500 million loss. And the two became really insightful for how men and women see things. Of course, the guys got promoted and got the raises, got the partnerships, and the women kept their jobs. The value of collaboration, teamwork and women doing it was not valued to the same degree as the heroic story of the individual rising to the top. And I have a hunch that some of this is weaving through the work you're doing as well, because you said it quite well. You bring in the experts to provide subject matter expertise, but you have to enable the folks inside to begin to see things, feel them and then think about them. You smiled at me, am I correct? We are seeing the same things  Terry Earthwind Nichols: Spot on, and spot on creating a vision on the horizon ahead of you and a roadway to get there. Okay, every day, every way you see the vision, yes. And futuristic vision-oriented. And so every person will choose the bank again, the bank teller at the drive-up window of a little bank branch, USA sees the same vision as the chairman of the board. And when they come in every day, every place they look is the vision, the visual of the vision. Not the statistics, not the missed goals, none of that. The vision of the company that every player shares equally. When the bank teller comes up with an incredible idea to save money or perhaps create a new revenue stream, that should mean something to the corporation, big time. So let's say the highest level that's possible comes down when you accept that bank teller's idea of savings, cost savings, whatever it is. What it represents in revenue for the first year, they get a percentage of it in a check. And whenever possible, the highest level executive that can possibly come and do that, shows up in person to give them that check. Now let's say Bank of America, a pretty big place. If Brian Monahan shows up at ABC bank branch in middle America to award a $1,000 check. It's the idea that the little person came up with and then they made some serious money in a corporation, that kid's world has changed forever. And everybody else in that bank branch will never slow down again. 20 years from now, they'll still be going as fast as they can because they believe in the vision. The great resignation doesn't count for people who have companies, who are running companies where they really care about the people and allow the people to take care of everybody else and the customers. This is the future. People out there right now. They're not going to go back to work for those old companies that have leadership that can't lead. They're not supposed to be in charge of the coffee area and here they are running 50 people.  Andi Simon: Yeah, but you're also raising a big word: lead. What's the leader today? And you know, I'm watching some of my clients go through that great transformation where a command and control leader is turning into, they don't quite know how, into an enabler, a facilitator, a trainer, a developer, a person who can see opportunities and help you get there but not tell you how to. And that requires very different skills and conversations. And as you know, all day is a conversation. So the conversations, they have to shift. We have a culture of change now. Do you have any special ways that you help them change those conversations? Because even though I was a banker for 15 years, and I was an executive in a savings bank and a commercial bank, and we were changing them, and man, we were on the floor all the time supporting the changes. If we stayed in our company offices somewhere and didn't show up, it couldn't have been important. And if you didn't celebrate, we know the mind only remembers what you celebrate. So some wisdom to share.  Terry Earthwind Nichols: Train your replacement. In my years, even as a young man in the Navy, I had mentors. People saw what I couldn't see in me and approached me and asked me if it was alright if they prepared me for the future. They could see great things in me. And they wanted to make sure that I could accomplish those things. And that's what a leader does today. It's not about sitting at your desk, counting numbers and seeing what has to change or what can change to make this month's goals. They are out there walking around. Remember that back in the 90s, management was walking around. It's to touch people, walk around, touch people. You don't have to physically touch them, you can talk to them and touch them deep in their heart and their soul. Because you have recognized them as a real person. Not as slave labor. Not a means to my next bonus. You'll get your bonus, that's not what it's all about. It's taking people who could be in any kind of job, pushing a broom, it could be anyone who has something about them, that is not dangerous to you. You're not going to train them to replace your job, or maybe you are. Because if you train them to replace you, then you're going up. Because all these people are raising you. So you're going up, you're not going to lose your job, you go into the next job. Well, that mentality of, I don't want to train anybody to do my work because they'll take my job and I'll be unemployed, is gone. The future is now in the futures of the young people because they have learned to be multiplistic and think with multiplicity. Whereas in my age group, we didn't do that. It was a B, C, D, G, two plus two is four. This is where we're going to literally move things. These guys are multitaskers. They think of 30 things at a time and you can't as leaders and supervisors get to stop and really think about and listen to these people. Their ideas are the future of your company. That's right. Okay, listen to the future, not us.  Andi Simon: My last thought and then we'll wrap up, Terry, you just said something important. Listen, but don't already have the answer in your head. Sometimes I have to do that when I'm doing my podcast. Listen, listen carefully. Listen to Terry, because you're going to hear things or you're going help your own story change. So a little storytelling, we live the story in our head. And when you have it in there, it won't change unless they experience or hear something new. That begins to transform it in some way. So my hope is that for our audience, listeners, and viewers, have listened to Terry. Think about how his story has changed your story. Because he's saying the past was, the future is here, but it's still all developing. And together, we can go farther, faster than we could alone. In an old world where you waited for people to finish things and reward them, pay them, they never got to where they wanted and then they got angry. They had a 3% raise. Well, what are we working for? Yes, we work to make a living, but we also live to work. Now the question is, if they would like to buy your books, Terry, where can they buy them? And then a couple of things you don't want them to forget. I always like to leave with one or two things that are important for them to remember.  Terry Earthwind Nichols: Well, one very important thing is to always listen to understand and not to respond. Listen to understand. And if you can be anything, be kind and they will come back to you. Whatever you send out in energy, good or bad, positive or negative, will come back at you multiplied. So start with yourself. This is not being selfish, start with yourself being okay and present with yourself. And then when you give a compliment or something to somebody, it's genuine. The future of business is all about honesty and integrity. It's nothing to do with can I get you a sale? It's, can we be friends because over the next 20 years, I know I'm going to get a lot of business from me and that's okay, but I'm going to have a great friend. That's empowering, very much empowering. So that's what I would leave. Now, as far as my books. They're all on Amazon: Terry Earthwind Nichols, and you get all of my books.  Andi Simon: Your legacy has given you a unique position in life and I think it's been a fabulous day talking about things that matter to both of us in different ways. It is very much aligned around how do we help people? And I say these words carefully: you have to see, feel it, then think about it, and then do it. And so the question really is, how do I help you see, feel and think so you can then do things with new vigor. Part of the changes that are happening that frightened everybody is that they're unfamiliar with them. And so it's like being dropped in a foreign country without a language to speak, but we figured it out, some better than others. As we continue to change, the speed of change is not slowing down. It's a fast changing time, and you're going to have to lead differently, build a different kind of business. All those people resigning or opening up their own business. 13 million women are opening businesses today, which is 40% of the businesses in the US. They're all bringing new expertise out into the market and there's a whole lot of new ways of helping each other by buying from each other and developing each other. So these are great times for thinking about we, not I, and about thinking about where we're going together, as opposed to myself. So with that in mind, I will do one bragging. I have two books that I hope you get because they'll help you see, feel and think in new ways. My first book, On the Brink: A Fresh Lens to Take Your Business to New Heights, is an award winner, a best seller and it's just a great way to see how companies have changed using a little anthropology. Rethink: Smashing The Myths of Women in Business is exactly one year old and it has done extremely well. We're now building my second big event on May the fourth, which is rethinking women and we're not quite sure what the subtitle is. We're playing around with trends and insights and transformation because what we're watching is that these women are changing and the world they're in is changing. Can we help it move faster, further together? On that note, I hope it's been a great day for you. I hope you please stay healthy and happy. Terry said be kind. If you know anything about the science of well-being, kindness is extremely powerful to make you feel better. So be kind, be grateful and say thank you, Terry, I'm glad you came today. Goodbye, everybody. Have a great day. 

Air-Clenz Systems™ is backed by inventors, scientists, & partners attempting to solve major global problems around the world. Air-Clenz can satisfy such needs by protecting technology, and selling inventions to Global Fortune 500 companies.EnviroKlenz shares a commitment and passion for providing people around the world with safe and effective solutions for improving their indoor environments.EnviroKlenz, has always been dedicated to helping people live healthier and happier lives. Movie Reviews and More is broadcast live Tuesdays at 5PM PT.Movie Reviews and More TV Show is viewed on Talk 4 TV (www.talk4tv.com).Movie Reviews and More Radio Show is broadcast on K4HD Radio (www.k4hd.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com).Movie Reviews and More Podcast is also available on Talk 4 Podcasting (www.talk4podcasting.com).

George Randle is a US Army veteran, and managing partner of The Talent War Group.  George began his professional life by enlisting in the US Army Reserves. While serving in the USAR, he received his bachelor's degree from Missouri State University and was commissioned an officer. His career assignments included Berlin, US CENTCOM, and III Corps with deployments to Africa (Somalia and Kenya), Central America, and Guantanamo Bay, Cuba.Following his successful military career, George transitioned to the corporate world, experiencing many of the same challenges Veterans face today. These challenges, along with the recognition that building elite teams are his true passion, George ultimately transitioned to the Human Resources and Talent Acquisition functions serving the last 10+ years as a global HR executive and leader.  Over the course of his time as an executive, the teams George has built and led have hired over 85,000 professionals, including over 2000 executives. He is also known for his decades of work supporting veterans and their transitions, ultimately creating one of the largest and most successful Veteran Hiring Programs for a Global Fortune 50 firm.He co-authored the book, The Talent War, which is available now, and is a must read. Check out more about George, The Talent War Group, and the book below.George Randle on LinkedInThe Talent War Group WebsiteThe Talent War book on AmazonFollow for more: jeffclarkofficial.com or... IG @officialJSClark FB @officialJSClark Twitter @officialJSClark Full Episodes at: YouTube.com @jeffclarkofficial ApplePodcasts.com/CourseofAction Spotify.com

Liane has never climbed Mount Everest (and probably never will). So far, she's never been in space. She doesn't even have an Olympic gold medal (although she did win the grade 9 Physical Education award). But the prize for solving the most difficult team challenges is named after her (no, not really, but someday it probably will be). For the past 25 years, Liane has researched and advised teams on how to achieve high performance. Known as the “teamwork doctor,” she's worked with teams from the frontlines to the boardroom, across a variety of industries, and around the globe from Boston to Bangkok. In working with hundreds of teams, including 26 Global Fortune 500 companies (and counting), she has developed a unique perspective on the challenges that teams face – and how to solve them. learn more at ericbrooker.com and lianedavey.com