Podcasts about GM

Earnings season is in full swing and we're here to break down Starbucks and GM, who reported earlier this week. After that, we'll talk about why silver has skyrocketed in 2026 and what to expect from precious metals in the future. Travis Hoium, Lou Whiteman, and Rachel Warren discuss: - Starbucks earnings - GM Earnings - GM's autonomy plans - Will silver's run continue? Host: Travis Hoium Guests: Lou Whiteman, Rachel Warren Engineer: Dan Boyd Disclosure: Advertisements are sponsored content and provided for informational purposes only. The Motley Fool and its affiliates (collectively, “TMF”) do not endorse, recommend, or verify the accuracy or completeness of the statements made within advertisements. TMF is not involved in the offer, sale, or solicitation of any securities advertised herein and makes no representations regarding the suitability, or risks associated with any investment opportunity presented. Investors should conduct their own due diligence and consult with legal, tax, and financial advisors before making any investment decisions. TMF assumes no responsibility for any losses or damages arising from this advertisement. We're committed to transparency: All personal opinions in advertisements from Fools are their own. The product advertised in this episode was loaned to TMF and was returned after a test period or the product advertised in this episode was purchased by TMF. Advertiser has paid for the sponsorship of this episode. Learn more about your ad choices. Visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠megaphone.fm/adchoices Learn more about your ad choices. Visit megaphone.fm/adchoices

Our guest this week is an industry powerhouse with a lengthy list of accomplishments, with titles including (SVP, CEO, EVP, CMO, GM), at some incredible companies over the last 25 years.  Getting his degree from UCI and a Masters at USC Marshall School of business, it makes total sense he has applied those skills to the corporate world which pay dividends on his success.  He has strong relationships with Bob McKnight and Danny Kwok and got straight to work at Quiksilver where he honed his skills as Director of Marketing and later as SVP Sales Marketing Operations.  He was President and Co-Founder of SALT Optics and also helped numerous companies in developing strategic planning in Sales, Marketing, and business management/finance.  We welcome to the show our friend who has the most acronyms of anyone we know, Mr. Taylor “TAY“ Whisenand.

Steve Calabro, GM & VP of Operations Hialeah Park Casino joins the show to talk Dolphins, NFL & HPC 012726

In this episode of Dirty Work, Adam Copeland and Tim Webb dive into the latest NFL news, starting with the shocking revelation that Bill Belichick won't be a first-ballot Hall of Famer. They discuss the potential reasons behind this decision, including the Spygate scandal and the politics of the Hall of Fame. The guys also touch on the NFL's unique process for selecting coaches, including a personality test and essay for candidates. They're joined by special guest Garry St. Jean, former GM and head coach of the Golden State Warriors, to discuss the Warriors' season and potential moves at the trade deadline.See omnystudio.com/listener for privacy information.

Donno & Leroy react to the news that former NFL head Coach Bill Belichick winner of 8 Super Bowls (6 as head coach of the New England Patriots, 2 as defensive coordinator for the New York Giants). It is rumored that former GM of the Indianapolis Colts Bill Polian was a strong voice against Belichick from first ballot entry. Was this the right decision?

Patrick Talty is the President of Indiana Sports Corp   Listen to Circle City Success Podcast episode 225, where you'll hear Patrick tell us about...   ● How he got his start in the venue management space and a move to Phoenix to open a new stadium eventually landed him an opportunity in Abu Dhabi ● That hosting the NCAA Men's Final Four while GM at US Bank stadium put him in conversations with the NCAA, and how those conversations afforded him the chance to move back to Indy to take a position with Indiana Sports Corp ● The Indiana Sports Corp was the nations's first sports commision, how they partner with other local Indy organizations to bring the biggest events to the city, and the 2050 vision which includes the 25 year sports strategy built on 5 pillars: sports events, sports tech, sports academia, sports business and leadership, and women's sports     Circle City Success Podcast Sponsors

Atlanta Falcons President of Football Matt Ryan speaks about having a new role with the Falcons and the adjustments he'll need to be making, how busy he's been with his new responsibilities, why they settled on Kevin Stefanski during the head coach interview process, how they were able to convince Kevin Stefanski this was the right job for him, the fans needing everyone involved to earn their trust and respect as winners, why he doesn't view this task as chasing a Super Bowl they way he did as a player, where they are in the GM interview process, letting multiple staff members share thoughts to really get a full grasp of opinions, and what he views as his responsibilities after the HC and GM hires.

In this episode of Dealer Talk with Jen Suzuki, I sit down with Jessica Colan, who leads one of the biggest BDC departments in the country and works in the #2 Kia store in the nation. I've known Jessica for more than a decade and trained her team for years and what makes her different is simple: she doesn't chase shiny toolsshe tests them against real processes until they perform. We talk about what's actually working with AI inside a high-performing dealership BDC—specifically how Jessica has used Matador AI hands-on for the last two years to revive stagnant leads, re-engage "ghosted" customers and target low-hanging fruit without wasting human time on dead ends. Jessica breaks down her "sacred" strategies: Building custom workflows and sequences by lead source (Trader, Sam's Club, etc.) Training the AI to sound like your store—not generic dealership spam Setting up human alerts so the team tags in fast when AI hits a boundary Running CSV-based campaigns (loyalty, lease maturity, unsold visits) with the right staffing so replies don't overwhelm the team Using AI-driven engagement to turn "closed" opportunities into open, actionable leads—and pushing hot conversations into the CRM for history Pairing engagement with quick, targeted video from product specialists (30–40 seconds, not a full walkaround) once the customer shows real intent This is a real-world look at the truth most dealers are learning the hard way: AI tools don't work without a human behind them. You have to train it, guide it, and integrate it into your process because the goal isn't to automate relationships…it's to protect them. If you're a GM, BDC director, sales leader, or operator trying to revive leads and stop wasting time, you'll want to hear exactly how a top Kia store is using AI to create speed, engagement, and competitive advantage. Dealer Talk with Jen Suzuki Podcast |

- Used EVs Have Lowest Ownership Costs - Lisa Drake to Lead Ford Energy - Renault Bets on India As World's New Growth Market - Stellantis Slashes Prices Putting Volume Over Profits in Europe - Genesis Europe Ditches Direct Sales, Goes with Dealers - GM's Billion-Dollar Subscription Surge - Ford BlueCruise Usage Skyrockets As F-150 Drivers Embrace Hands-Free Tech - Mercedes Rejects U.S. Pressure to Move HQ To U.S. - Heavy-Duty Electric Trucks Outsell ICE in China

- Used EVs Have Lowest Ownership Costs - Lisa Drake to Lead Ford Energy - Renault Bets on India As World's New Growth Market - Stellantis Slashes Prices Putting Volume Over Profits in Europe - Genesis Europe Ditches Direct Sales, Goes with Dealers - GM's Billion-Dollar Subscription Surge - Ford BlueCruise Usage Skyrockets As F-150 Drivers Embrace Hands-Free Tech - Mercedes Rejects U.S. Pressure to Move HQ To U.S. - Heavy-Duty Electric Trucks Outsell ICE in China

GM surging to a fresh record high as the automaker tops earnings expectations. The dividend and buyback announcements they're making, and what CEO Mary Barra had to say about the company's next move. Plus A look at overseas investing, as the weaker dollar boosts markets abroad. Where one portfolio manager sees the biggest discounts, and the foreign stocks that could climb even higher.Fast Money Disclaimer Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Atlanta Falcons President of Football Matt Ryan speaks about having a new role with the Falcons and the adjustments he'll need to be making, how busy he's been with his new responsibilities, why they settled on Kevin Stefanski during the head coach interview process, how they were able to convince Kevin Stefanski this was the right job for him, the fans needing everyone involved to earn their trust and respect as winners, why he doesn't view this task as chasing a Super Bowl they way he did as a player, where they are in the GM interview process, letting multiple staff members share thoughts to really get a full grasp of opinions, and what he views as his responsibilities after the HC and GM hires.

Marcus Thompson joins the show to break down the Warriors’ increasingly cloudy future as the franchise approaches major crossroads. He explains how a potential Jonathan Kuminga trade could directly impact Steve Kerr’s long‑term future with the team and whether moving the rising forward would strain the organization’s internal dynamics. Marcus also tackles a fascinating hypothetical: Would the Kuminga situation look different if Bob Myers were still the Warriors’ GM?See omnystudio.com/listener for privacy information.

Marcus Thompson joins the show to break down the Warriors’ increasingly cloudy future as the franchise approaches major crossroads. He explains how a potential Jonathan Kuminga trade could directly impact Steve Kerr’s long‑term future with the team and whether moving the rising forward would strain the organization’s internal dynamics. Marcus also tackles a fascinating hypothetical: Would the Kuminga situation look different if Bob Myers were still the Warriors’ GM?See omnystudio.com/listener for privacy information.

Christine Malfair is a lifelong hotelier turned independent-hotel marketing fixer, with a career spanning cruise ships, GM roles, and 15 years building Malfair Marketing as an early "remote fractional CMO." She helps independent hotels cut through AI noise and get found by guests and machines without losing their minds. Susan and Christine talk about clarity, consistency, and competitive courage. • Employee use of ChatGPT and real risks to proprietary hotel data • Guardrails for AI use inside hotel teams without banning innovation • Remote hotel leadership before "remote" was normal • Building a marketing function when no department exists • "AI-ready" as an ecosystem, not a shiny new tool • Why vague hotel language disappears in AI discovery • Team buy-in as the difference between tech adoption and rebellion • AI as an intermediary, not a channel • Why independent hotels can win without the biggest budgets • Standing tall in what guests already love you for *** Our Top Three Takeaways AI rewards clarity, not complexity Being "AI ready" isn't about adopting new tools or chasing the latest platform. It's about tightening what already exists. Hotels that are specific, consistent, and clear across their websites, listings, reviews, and social content will be easier for AI to understand and recommend. Generic language and inconsistencies create friction and invisibility. 2. Simple systems outperform heroic effort Christine's experience, from cruise ships to strata hotels, reinforces the same truth. Well-designed systems reduce chaos and conflict, even in complex environments. The same applies to marketing and AI. Progress comes from manageable, repeatable steps, not massive overhauls or one-time pushes. 3. Differentiation matters more than budget AI acts like a digital intermediary, deciding what gets surfaced and why. In that environment, sameness is a liability. The independent hotels that win won't be the ones with the most spend or the most content. They'll be the ones that are clear about who they are, what guests love about them, and how they stand apart. Christine Malfair on LinkedIn https://www.linkedin.com/in/christine-malfair/ Malfair Marketing https://malfairmarketing.com/ Other Episodes You May Like:  69: Our First AI Guest with Josiah Mackenzie https://www.topfloorpodcast.com/episode/69 127: Job Interview Subterfuge with Michael Goldrich https://www.topfloorpodcast.com/episode/127 71: Public Restroom Couple with Susan Barry https://www.topfloorpodcast.com/episode/71

Shoot us a Text.Episode #1254: GM takes a multibillion-dollar EV hit but says 2026 looks brighter, white-hat hackers cash in by cracking EV chargers and infotainment systems, and the airline industry gets its annual report cardGeneral Motors closed 2025 with a wider quarterly loss after taking billions in EV and China-related charges. But underneath the headline number, core profits held up, cash flowed in North America, and GM is signaling confidence that 2026 will be stronger.GM reported a $3.3B Q4 net loss after booking more than $7B in charges, largely tied to cutting back EV production and restructuring its China joint venture.Adjusted EBIT rose 13% in the quarter, and GM earned $10.5B in North America for the year, resulting in profit-sharing bonuses up to $10,500 for UAW workers.EV losses are projected to improve by $1B–$1.5B in 2026CEO Mary Barra told shareholders the company sees stability ahead: “We expect the U.S. new vehicle market will continue to be resilient… 2026 should be an even better year for GM.”From EV chargers to infotainment systems, the Pwn2Own Automotive 2025 competition exposed how much of the industry is still very hackable.Hackers earned $886,250 uncovering nearly 50 zero-day vulnerabilities in EV chargers, infotainment systems, and automotive softwareInfotainment systems from Kenwood, Sony, and Alpine were successfully exploited, along with chargers from ChargePoint, Autel, Ubiquiti, Phoenix Contact, WolfBox, and Tesla.Tesla Wall Connectors alone accounted for more than $140,000 in payouts, while the overall winning team, Summoning Team, took home $222,250.Notably, no one attempted to hack a Tesla vehicle, despite a car and large cash prizes on the table.If 2025 felt like a rough year to fly, you're not wrong. But turbulence hit everyone. What separated airlines wasn't the chaos—it was execution. The Wall Street Journal's airline scorecard crowns a new winner and reshuffles the pecking order.(Worst → Best): Frontier (T-last), American (T-last), JetBlue (7th), United (6th), Spirit (5th), Alaska (4th), Delta (3rd), Allegiant (2nd), Southwest (1st).Southwest wins for the first time since 2020, ending Delta's four-year streak with strong all-around operations and industry-low complaints.Explaining Southwest's edge, COO Andrew Watterson said the airline avoids the “easy” option when things go sideways: “It's very easy to cancel a flight. That's the path of least resistance.”This episode of the Automotive State of the Union is brought to you by Amazon Autos: Meet customers where tJoin Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/

Today I'll share the top 10 most-played tabletop RPGs right now. There are some surprises in this list, at least to me. I'll also begin my series of episodes exploring the new RPG, Daggerheart, by talking a bit about what I like about it and why I'm excited to run it. I'll compare and contrast DH with D&D, Pathfinder, and Numenera. Some of the aspects of Daggerheart I'll touch on in this episode include the basic mechanics, campaign frames, and how the game encourages collaborative storytelling by having the players contribute to detailing the setting, NPCs, etc. during play. I'll also talk a bit about how Darrington Press has made every effort to reduce math in the game and cognitive load on the GM and the players.Play Daggerheart with Me on Start Playing Games.Subscribe via RSS, Apple Podcasts, or Spotify.Check out my sci-fi novel, Critical Balance.Have you read Critical Balance? Please leave a review on Amazon.Follow me on Bluesky.Join my Discord server.Email me.Check out my YouTube channel.Join my Book Club, now on Discord.Check Out my OTHER PODCAST - Lex Out LoudCall the Game Master's Journey voice mail: 951-GMJ-LEX1 (951-465-5391).The Top 10 Most Played Tabletop RPGs Right Now

In this episode, David Millili and Steve Carran sit down with Kunal Shah, Managing Partner of Travel & Hospitality at ZS, to explore the future of the hotel industry in 2026, key revenue strategies, and how technology is reshaping guest experiences.Kunal shares insights from his global career—starting at United Airlines, earning an MBA at London Business School, and now leading ZS's travel and hospitality practice. He breaks down the biggest opportunities and challenges hotels face today, including RevPAR pressure, AI adoption, guest personalization, and new revenue streams beyond rooms.Whether you're a hotel operator, GM, revenue manager, or hospitality investor—this episode is packed with practical strategies and industry foresight.What You'll Learn in This Episode:2026 hospitality trends & industry outlookWhy RevPAR growth is plateauingHow hotels can improve guest engagement & incremental revenueThe most promising new revenue streams beyond roomsWhy relationships & intellectual curiosity matter in hospitality leadershipThis episode is sponsored by ZSWatch the FULL EPISODE on YouTube: https://youtu.be/7y2WcNmOwfoLinks:Contact ZSKunal on LinkedIn: https://www.linkedin.com/in/ksshah/ZS: https://www.zs.com/For full show notes head to: https://themodernhotelier.com/episode/245Follow on LinkedIn: https://www.linkedin.com/company/the-...Join the conversation on today's episode on The Modern Hotelier LinkedIn pageConnect with Steve and David:Steve: https://www.linkedin.com/in/%F0%9F%8E...David: https://www.linkedin.com/in/david-mil.

3 O'clock Hour :00 – Carl and Mike get back into some football talk as they react to some of the latest NFL headlines including the fact the Browns continue to have candidates remove themselves from consideration, Texans reportedly set to hire Brian Daboll as their new offensive coordinator and the Bills hiring Joe Brady as their new head coach, which the guys believe the hire is somewhat underwhelming. :20 – Get into some Hawks talk as they react to Onsi Saleh addressing the team's decision to move on from Trae Young and investing into their young core of players. As they discuss, they agree hearing Saleh say the team is focused on their future with their younger players gives the vibe of the team not going all in for a serious playoff push for this season. :40 – Carl and Mike continue with thoughts on the Falcons continuing their search for their new GM and discuss whether or not they believe Matt Ryan will allow the new GM to call the shots or if Ryan will be heavily involved. They then react to Arthur Smith taking the OC job at Ohio State and the circus surrounding Charles Bediako at Alabama as the judge in his case is reportedly an Alabama donor.

In this episode of Dealer Talk with Jen Suzuki, I sit down with Kerri Wise, Chief Marketing Officer at LotLinx, to unpack one of the biggest problems I've seen after decades of training sales teams: wasted time chasing the wrong leads while real opportunities sit right under our noses. Kerri brings a rare perspective, deep automotive experience from brands like TrueCar and Edmunds, paired with a clear understanding of how AI and machine learning can actually support dealership operations, not complicate them. We dive into LotLinx's newest product, Revive, launching at the NADA Show, which helps dealers reclaim "closed-lost" leads that sales teams have already moved on from but shoppers haven't. The data may surprise you: nearly 20% of those leads return to the dealership website within 45 days, often unnoticed. This conversation covers: Why most follow-up strategies waste salesperson time How AI identifies high-intent shoppers the moment they re-engage The difference between top-of-funnel noise and bottom-of-funnel gold Why AI adoption fails without human execution How dealerships can give their teams time, focus, and humanity back We also talk about what LotLinx is unveiling at NADA—including one of the biggest giveaways the automotive industry has ever seen. A $148,000 prize and let's just say Jetson 1, aerial vehicle that for anyone else is a 2 year waitlist! If you're a dealer, GM, sales leader, or operator thinking seriously about efficiency, AI, and profitability in a tightening market—this episode is a must-listen.

Angel Hacker has worked in nearly every profit center in powersports; sales floor, fixed ops, GM leadership, OEM (Polaris), Harley marketing + BDC buildout, and now aftermarket sales leadership at SBS Friction (Brembo Group).This episode is a real-world breakdown of what actually moves the needle in dealerships:Why behavior change is harder than fixing processWhy campaigns fail when lead handling isn't alignedHow to build BDC structure that convertsWhat dealers underestimate about OEM programs and inventory pressureWhy aftermarket is a major profitability lever moving forwardHow leaders build teams that support each other across departmentsTactical, honest, and built for dealership operators.Connect with Angel: https://www.linkedin.com/in/angel-june-hacker/Email: anha@sbs.dkConnect with Jacob: https://www.linkedin.com/in/jacob-b-berry/Sponsor: dealers.motohunt.com

- European 1st: BEVs Outsell Gas Cars - BYD and SAIC Outpace European Rivals - Cupra Outsells Seat - GM Stock Up Despite Profit Drop - Trump Threatens Higher Korea Tariffs - American Axle Becomes Dauch Corp. - China Expands EREVs to Commercial Vehicles - Pickup Sales Hit 5-Year High in China - Far-Right Union Challenges Germany's IG Metall - Production Details for Ford's UEV Platform

- European 1st: BEVs Outsell Gas Cars - BYD and SAIC Outpace European Rivals - Cupra Outsells Seat - GM Stock Up Despite Profit Drop - Trump Threatens Higher Korea Tariffs - American Axle Becomes Dauch Corp. - China Expands EREVs to Commercial Vehicles - Pickup Sales Hit 5-Year High in China - Far-Right Union Challenges Germany's IG Metall - Production Details for Ford's UEV Platform

During the 5pm hour of today's show Chuck & Chernoff talked about the Falcons, Kevin Stefanski, Tommy Rees, Jeff Ulbrich, Matt Ryan, who the Falcons will hire at GM, Bill Belichick not being a first ballot Hall of Famer which is insane and the insane idea that Stephen A. Smith brought up that the Steelers should have interviewed Ryan Clark for their Head Coaching Job. See omnystudio.com/listener for privacy information.

Go to www.LearningLeader.com to learn more This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. www.InsightGlobal.com/LearningLeader My guest: Brad Stulberg is a bestselling author and leading expert on sustainable performance and well-being. He's written for The New York Times, Outside Magazine, and The Atlantic, and his previous books include Peak Performance and The Practice of Groundedness. His latest book, The Way of Excellence, is great. Brad's writing combines cutting-edge science, ancient wisdom, and stories from world-class performers to help people do their best work without losing themselves in the process. Notes: Never pre-judge a performance. When you're feeling tired, uninspired, or off your game, show up anyway. Remember the Beatles scene—they looked bored and exhausted, but Paul still wrote "Get Back" that day. You don't know what's possible until you get going. Discipline means doing what needs to be done regardless of how you feel. As powerlifter Layne Norton says, we don't need to feel good to get going... We need to get going to give ourselves a chance to feel good. Stop waiting for motivation. Start moving and let the feeling follow. Audit who you're surrounding yourself with. The Air Force study is striking: the least fit person in your squadron determines everyone else's fitness level. If you sit within 25 feet of a high performer at work, your performance improves 15%. Within 25 feet of a low performer? It declines 30%. Your environment isn't neutral... Choose wisely. Treat curiosity like a muscle. It's a reward-based behavior that gets stronger with use. When Kobe said he played "to figure things out," he was tapping into the neural circuitry that makes learning feel good and builds upon itself. Ask more questions. Stay curious about your craft. Excellence isn't about perfection or optimization... It's about mastery and mattering. It's about showing up consistently, surrounding yourself wisely, and staying curious along the way. To the late Robert Pirsig - one of the greatest blessings and joys and sources of satisfaction in my life is to be in conversation with your work. He's the author of Zen and the Art of Motorcycle Maintenance— "gumption is the psychic gasoline that keeps the whole thing going." Arrogant people are loud. Confident people are quiet. Confidence requires evidence. The neural circuitry associated with curiosity is like a muscle: it gets stronger with use. Curiosity is what neuroscientists call a reward-based behavior. It feels good, motivates us to keep going, and builds upon itself. Kobe didn't play to win. He played to learn and grow. Kobe Bryant said he didn't play not to lose, and he didn't even play to win. He played to learn and to grow. He said the reason he did that is because it's so much more freeing. If you're really trying not to lose, you're going to be tight. If you're really trying to win, you're going to be tight. But if you're just out there to grow, you're going to be in the moment. When you're in the moment, you give yourself the best chance of having the performance you want. The word compete comes from the Latin root word com, which means together, and petere, which means to seek, rise up, or strive. In its most genuine form, competition is about rising together (Caitlin Clark's story against LSU). Love: The Detroit Lions had just won their first playoff game in 32 years. Following the game was a scene of pure jubilation. During a short break from the celebrating, the head coach, GM, and quarterback all gave brief speeches. Which collectively lasted about 2 minutes. During those 2 minutes, the word LOVE was repeated 7 times. Homeostatic regulation -- Sense it in the greatness of others and when you're at your best. What Brad calls "excellence." Surround yourself with people who have high standards. When things don't go your way, when you're inevitably heartbroken or frustrated, it's the people around you, the books you read, the art around you, the music you listen to, that's the stuff that speaks to you and keeps you going. It keeps you on the path even amidst the heartbreak. Process goals work better than outcome goals for most people. If you're an amateur, you should be process-focused. When I train for powerlifting, I don't think about the meet that I'm training for. I think about showing up for the session today. If I think about the meeting, I get anxious, and my performance goes down. But if you're Steph Curry and you've been doing your thing for 20 years, you can think about winning the gold medal because your process is so automatic. For 99% of people, focus on the process. "Brave New World" turns fear into curiosity. When you walk up to a bar loaded with more weight than you've ever touched, there can be fear about what it's going to feel like. If you go up to the bar with fear, you're going to miss the lift. If you're convinced you're going to make it, you'll make it, but your nervous system knows when you're lying to yourself. The middle ground is curiosity. Instead of saying "that's heavy, it's scary," I say "Brave New World. I've never touched this weight before. I have no idea what's going to happen, but let's find out." It splits the difference. I'm hyped, I'm giving myself a chance, I'm not lying to myself, but I'm also not scared. Curiosity and fear cannot exist at the same time in the brain. There are seven pathways in the brain defined by affective neuroscientist Jaak Panksepp. Two of those pathways are the rage/fear pathway and the seeking/curiosity pathway. These pathways cannot be turned on at the same time. They compete for resources. It's a zero sum game. You cannot simultaneously be raging and curious. You cannot be terrified and curious at the same time. If you get into a mindset of curiosity, it's extremely hard to be angry or terrified. By being curious, we turn off the fear deep in our brains and give ourselves a chance to perform our best. Practice curiosity in lower-consequence situations first. Curiosity is like a muscle. If you're about to do something absolutely terrifying and you're really scared and you say, "I'm just going to be curious," you know you're lying to yourself. You have to practice in lower-consequence situations first. When you, as a paren,t get really upset with your kid, try to be curious about their experience. Watch your anger calm down. When you as a leader, have a board presentation where you're feeling anxious, try to have that mindset of "Brave New World." When you're an athlete going into a big game obsessing about what could go wrong, try to be really curious instead. The best competitors have emotional flexibility. As a competitor, you would know that in the confines of the game, you're not singing Kumbaya, you are trying to kill them. Then you have the emotional flexibility the minute that game ends to respect them as a person. That is the best way to compete. That's when our best performances happen. It's not either/or, it's both/and. It's playing really hard, giving everything you can for the win, seizing on your opponent's vulnerability, at the same time as having deep respect for them. You don't have to be miserable to be excellent. There are people like David Goggins or Michael Jordan who seem motivated by anger and a chip on their shoulder. But Jordan would put his tongue out like this primal expression of joy when he was about to dunk. And Jordan won all his championships while being coached by Phil Jackson, the Zen master of compassion. There are the Steph Currys of the world, or Courtney Dauwalter (best ultra marathoner to ever exist), or Albert Einstein (total mystic who had so much fun in his work). There are two ways to the top of the mountain. For 99.999% of people, you end up performing better with fun and joy, and you have so much more satisfaction, which contributes to longevity. The best leaders take work seriously but laugh at themselves. The best leaders I know in the corporate world, they take the work so seriously. They are so intense. But my God, do they laugh at themselves and their colleagues and have fun. Reflection Questions Brad says, "The things that break your heart are the things that fill your life with meaning." What are you currently holding back from caring deeply about because you're afraid of getting hurt? What would it look like to step fully into that arena despite the risk of heartbreak? The Air Force study showed that sitting within 25 feet of a low performer decreases your performance by 30%. Honestly assess who you're spending the most time with right now. Are they raising your standards or lowering them? What specific change could you make this month to shift your environment? Brad uses "Brave New World" to turn fear into curiosity before big challenges. Think of something coming up that makes you anxious. Instead of trying to convince yourself you'll succeed or dwelling on the fear, what does it feel like to approach it with pure curiosity: "I've never done this before. Let's find out what happens."

Quick baseball free agency follows with Harrison Bader landing a two-year deal with the Giants. Then the phones light up with Giants roster-building talk, including a fan playing GM and pushing for a big move on the offensive line. A wild wrinkle comes from a caller with a meteorologist connection who says Belichick used to seek ultra-specific forecasts, which sparks more debate about how much coaches should know about incoming weather. The hour swings back to Jets pain as callers re-litigate the Sam Darnold alternate history, and it ends with a full tilt spiral: why the Jets chose Adam Gase over Mike McCarthy, why it still makes fans sick, and the only logical explanation for the Patriots always getting the breaks. Plus, a quick cameo from Jet to sign off and get a verdict on the new background.

A weekly phone conversation between fantasy veterans Bob Harris and Matt Waldman is a quick and dirty run-down of NFL players, units, or teams. https://youtu.be/Im5QF4szADQ Topics Jalen Milroe Dillon Gabriel Shedeur SAnders Will Howard Riley Leonard Quinn Ewers Kaleb Johnson Bhayshul Tuten Dylan Sampson Jaydon Blue Jordan James DJ Giddens Ollie Gordon II Tahj Brooks Brashard Smith Jacory Croskey-Merritt Tre Harris Jack Bech Isaac TeSlaa Savion Williams Tai Felton Dont'e Thornton, Jr. KeAndre Lambert-Smith Tez Johnson Konata Mumpfield Gunnar Helm Oronde Gadsden II Jackson Hawes Now entering its 21st season, learn more about Matt Waldman's RSP  — the most in-depth analysis of offensive skill position players available (QB, RB, WR, and TE). Or if you already know the deal, go ahead and pre-order (you know you want to) at at discount for a limited time through 12.22.25 for $19.95.  Matt's 2026 RSP Dynasty Rankings and Projections Package (begins in June) is available for $24.95 If you're a fantasy GM interested in purchasing past publications for $9.95 each, the 2012-2024 RSPs also have a Post-Draft Add-on that's included at no additional charge.   Best yet, proceeds from sales are set aside for a year-end donation to Darkness to Light to combat the sexual abuse of children.  

In this episode, Bill Scherkenbach, one of W. Edwards Deming's closest protégés, and host Andrew Stotz discuss why leadership decisions shape outcomes far more than frontline effort. Bill draws on decades of firsthand experience with Deming and with businesses across industries. Through vivid stories and practical insights, the conversation challenges leaders and learners alike to rethink responsibility, decision-making, and what it truly takes to build lasting quality. Bill's powerpoint is available here. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussions with Bill Scherkenbach, a dedicated protégé of Dr. Deming since 1972. Bill met with Dr. Deming more than a thousand times and later led statistical methods and process improvement at Ford and GM at Dr. Deming's recommendation. He authored the Deming Route to Quality and Productivity at Deming's behest and at 79, still champions his mentor's message: Learn, have fun, and make a difference. The discussion for today is, I think we're going to get an answer to this question. And the question is: Where is quality made? Bill, take it away.   0:00:44.9 Bill Scherkenbach: Where is quality made? I can hear the mellifluous doctor saying that. And the answer is: In the boardroom, not on the factory floor. And over and over again, he would say that it's the quality of the decisions that the management make that can far outweigh anything that happens on the shop floor. And when he would speak about that, he would first of all, because he was talking to the auto industry, he would talk about who's making carburetors anymore. "Nobody's making carburetors because it's all fuel injectors," he would say. And anyone who has been following this, another classic one is: Do you ever hear of a bank that failed? Do you think that failed because of mistakes in tellers' windows or calculations of interest? Heck no. But there are a whole bunch of other examples that are even more current, if you will. I mean, although this isn't that current, but Blockbuster had fantastic movies, a whole array of them, the highest quality resolutions, and they completely missed the transition to streaming. And Netflix and others took it completely away from them because of mistakes made in the boardroom. You got more recently Bed Bath & Beyond having a great product, a great inventory.   0:02:51.4 Bill Scherkenbach: But management took their eyes off of it and looked at, they were concerned about stock buybacks and completely lost the picture of what was happening. It was perfect. It was a great product, but it was a management decision. WeWork, another company supplying office places. It was great in COVID and in other areas, but through financial mismanagement, they also ended up going bust. And so there are, I mean, these are examples of failures, but as Dr. Deming also said, don't confuse success with success. If you think you're making good decisions, you got to ask yourself how much better could it have been if you tried something else. So, quality is made in the boardroom, not on the factory floor.   0:04:07.9 Andrew Stotz: I had an interesting encounter this week and I was teaching a class, and there was a guy that came up and talked to me about his company. His company was a Deming Prize from Japan winner. And that was maybe 20, 25 years ago. They won their first Deming Prize, and then subsidiaries within the company won it. So the actual overall company had won something like nine or 10 Deming Prizes over a couple decades. And the president became...   0:04:43.5 Bill Scherkenbach: What business are they in?   0:04:45.5 Andrew Stotz: Well, they're in...   0:04:47.0 Bill Scherkenbach: Of winning prizes?   0:04:48.7 Andrew Stotz: Yeah, I mean, they definitely, the CEO got the distinguished individual prize because he was so dedicated to the teachings of Dr. Deming. And he really, really expanded the business well, the business did well. A new CEO took over 15 years ago, 10 years ago, and took it in another direction. And right now the company is suffering losses and many other problems that they're facing. And I asked the guy without talking about Deming, I just asked him what was the difference between the prior CEO and the current one or the current regimes that have come in. And he said that the prior CEO, it was so clear what the direction was. Like, he set the direction and we all knew what we were doing. And I just thought now as you talk about, the quality is made at the boardroom, it just made me really think back to that conversation and that was what he noticed more than anything. Yeah well, we were really serious about keeping the factory clean or we used statistics or run charts, that was just what he said, I thought that was pretty interesting.   0:06:06.7 Bill Scherkenbach: Absolutely. And that reminds me of another comment that Dr. Deming was vehement about, and that was was the management turnover. Turnovers in boardrooms every 18 months or so, except maybe in family businesses. But that's based on the quality of decisions made in the boardroom. How fast do you want to turn over the CEOs and that C-suite? So it's going to go back to the quality is made in the boardroom.   0:06:50.0 Andrew Stotz: Yeah, and I think maybe it's a good chance for me to share the slide that you have. And let's maybe look at that graphic. Does that makes sense now?   0:07:00.9 Bill Scherkenbach: Sure, for sure.   0:07:02.2 Andrew Stotz: Let's do that. Let's do that. Hold on. All right.   0:07:15.8 Bill Scherkenbach: Okay, okay, okay. You can see on the top left, we'll start the story. I've got to give you a background. This was generated based on my series of inputs and prompts, but this was generated by Notebook LM and based on the information I put in, this is what they came up with.   0:07:48.6 Andrew Stotz: Interesting.   0:07:50.1 Bill Scherkenbach: Based on various information, which I think did a fairly decent job. In any event, we're going to talk about all of these areas, except maybe the one where it says principles for active leadership, because that was the subject of a couple of our vlogs a while ago, and that is the three foundational obligations. And so the thing is that quality, even though Dr. Deming said it was made in the boardroom, one of the problems is that management did not know what questions to ask, and they would go, and Dr. Deming railed against MBWA, management by walking around, primarily because management hadn't made the transition to really take on board what Dr. Deming was talking about in profound knowledge. And that is, as you've mentioned, setting that vision, continually improving around it, and pretty much absolutely essential was to reduce fear within the organization.   0:09:25.9 Bill Scherkenbach: And so management by walking around without profound knowledge, which we've covered in previous talks, only gets you dog and pony shows. And with the fear in the organization, you're going to be carefully guided throughout a wonderful story. I mentioned I was in Disney with some of my granddaughters over the holidays, and they tell a wonderful story, but you don't ever see what's behind the scenery. And management never gets the chance because they really haven't had the opportunity to attain profound knowledge. So that's one of the things. I want to back up a little bit because Dr. Deming would... When Dr. Deming said quality is made at the top, he only agreed to help companies where the top management invited him, he wasn't out there marketing. If they invited him to come in, he would first meet with them and they had to convince him they were serious about participating, if not leading their improvement. And given that, that litmus test, he then agreed to work with them. Very few companies did he agree to on that. And again as we said, the quality of the decisions and questions and passion that determine the successfulness of the company. And so.   0:11:40.0 Andrew Stotz: It made me think about that letter you shared that he was saying about that there was, I think it was within the government and government department that just wasn't ready for change and so he wasn't going to work with it. I'm just curious, like what do you think was his... How did he make that judgment?   0:12:00.0 Bill Scherkenbach: Well, it wasn't high enough. And again, I don't know how high you'd have to go in there. But quite honestly, what we spoke about privately was in politics and in the federal government, at least in the US, things change every four years. And so you have management turnover. And so what one manager, as you described, one CEO is in there and another one comes in and wants to do it their way, they're singing Frank Sinatra's My Way. But that's life….   0:12:49.3 Andrew Stotz: Another great song.   0:12:50.7 Bill Scherkenbach: Another, yes.   0:12:52.1 Andrew Stotz: And it's not like he was an amateur with the government.   0:12:57.5 Bill Scherkenbach: No.   0:13:00.3 Andrew Stotz: He had a lot of experience from a young age, really working closely with the government. Do you think that he saw there was some areas that were worth working or did he just kind of say it's just not worth the effort there or what was his conclusions as he got older?   0:13:16.9 Bill Scherkenbach: Well, as he got older, it might, it was the turnover in management. When he worked for Agriculture, although agriculture is political, and he worked for Census Bureau back when he worked there, it wasn't that political, it's very political now. But there was more a chance for constancy and more of a, their aim was to do the best survey or census that they could do. And so the focus was on setting up systems that would deliver that. But that's what his work with the government was prior to when things really broke loose when he started with Ford and GM and got all the people wanting him in.   0:14:27.0 Andrew Stotz: I've always had questions about this at the top concept and the concept of constancy of purpose. And I'm just pulling out your Deming Route to Quality and Productivity, which, it's a lot of dog ears, but let's just go to chapter one just to remind ourselves. And that you started out with point number one, which was create constancy of purpose towards improvement of product and service with the aim to become competitive, stay in business and provide jobs. One of my questions I always kind of thought about that one was that at first I just thought he was saying just have a constancy of purpose. But the constancy of purpose is improvement of product and service.   0:15:13.6 Bill Scherkenbach: Well, yes and no. I mean, that's what he said. I believe I was quoting what his point number one was. And as it developed, it was very important to add, I believe, point number five on continual improvement. But constancy of purpose is setting the stage, setting the vision if you will, of where you want to take the company. And in Western management, and this is an area where there really is and was a dichotomy between Western and Eastern management. But in Western management, our concept of time was short-term. Boom, boom, boom, boom. And he had a definite problem with that. And that's how you could come up with, well, we're going to go with this fad and that fad or this CEO and that CEO. There was no thinking through the longer term of, as some folks ask, "what is your aim? Who do you think your customer base is now?" don't get suckered into thinking that carburetors are always going to be marketable to that market base. And so that's where he was going with that constancy of purpose. And in the beginning, I think that was my first book you're quoting, but also, in some of his earlier works, he also spoke of consistency of purpose, that is reducing the variation around that aim, that long-term vision, that aim.   0:17:19.2 Bill Scherkenbach: Now, in my second book, I got at least my learning said that you've got to go beyond the logical understanding and your constancy of purpose needs to be a mission, a values and questions. And those people who have who have listened to the the previous vlogs that we've had, those are the physiological and emotional. And I had mentioned, I think, that when when I went to GM, one of the things I did was looked up all the policy letters and the ones that Alfred Sloan wrote had pretty much consistency of three main points. One, make no mistake about it, this is what we're going to do. Two, this is why we're going to do it, logical folks who need to understand that. And to give a little bit of insight on on how he was feeling about it. Sometimes it was value, but those weren't spoken about too much back then. But it gave you an insider view, if you will. And so I looked at that, maybe I was overlooking. But I saw a physiological and emotional in his policy letters.   0:19:00.7 Bill Scherkenbach: And so that's got to be key when you are establishing your vision, but that's only the beginning of it. You have to operationalize it, and this is where management has to get out of the boardroom to see what's going on. Now, that's going to be the predictable, and some of your clients, and certainly the ones over in Asia, are speaking about Lean and Toyota Production System and going to the Gemba and all of those terms. But I see a need to do a reverse Gemba and we'll talk about that.   0:19:49.6 Andrew Stotz: So, I just want to dig deeper into this a little bit just for my own selfish understanding, which I think will help the audience also. Let's go back in time and say that the, Toyota, let's take Toyota as an example because we can say maybe in the 60s or so, they started to really understand that the improvement of product quality, products and service quality and all that was a key thing that was important to them. But they also had a goal of expanding worldwide. And their first step with that maybe was, let's just say, the big step was expanding to the US. Now, in order to expand to the US successfully, it's going to take 10, maybe 20 years. In the beginning, the cars aren't going to fit the market, you're going to have to adapt and all that. So I can understand first, let's imagine that somebody says our constancy of purpose is to continuously improve or let's say, not continuously, but let's just go back to that statement just to keep it clear. Let's say, create constancy of purpose towards improvement of product and service with the aim to become competitive, stay in business and provide jobs.   0:21:07.2 Andrew Stotz: So the core constancy in that statement to me sounds like the improvement. And then if we say, okay, also our vision of where we want to be with this company is we want to capture, let's say, 5% of the US market share within the next 15 years or five or 10 years. So you've got to have constancy of that vision, repeating it, not backing down from it, knowing that you're going to have to modify it. But what's the difference between a management or a leadership team in the boardroom setting a commitment to improvement versus a commitment to a goal of let's say, expanding the market into the US. How do we think about those two.   0:21:53.6 Bill Scherkenbach: Well as you reread what I wrote there, which is Dr. Deming's words and they led into the, I forget what he called it, but he led into the progression of as you improve quality, you improve productivity, you reduce costs.   0:22:33.6 Andrew Stotz: Chain reaction.   0:22:34.5 Bill Scherkenbach: Yeah, the chain reaction. That's a mini version of the chain reaction there. And at the time, that's what people should be signing up for. Now the thing is that doesn't, or at least the interpretations haven't really gone to the improvement of the board's decision-making process. I mean, where he was going for was you want to be able to do your market research because his sampling and doing the market research was able to close the loop to make that production view a system, a closed-loop system. And so you wanted to make sure that you're looking far enough out to be able to have a viable product or service and not get caught up in short-term thinking. Now, but again, short-term is relative. In the US, you had mentioned 10 or 20 years, Toyota, I would imagine they still are looking 100 years out. They didn't get suckered into the over-committing anyway to the electric vehicles. Plug-in hybrids, yes, hybrids yes, very efficient gas motors, yes. But their constancy of purpose is a longer time frame than the Western time frame.   0:24:27.1 Andrew Stotz: Yeah, that was a real attack on the structure that they had built to say when they were being told by the market and by everybody, investors, you've got to shift now, you've got to make a commitment to 100% EVs. I remember watching one of the boardroom, sorry, one of the shareholder meetings, and it's just exhausting, the pressure that they were under.   0:24:55.2 Bill Scherkenbach: Yep, yep. But there... Yeah.   0:25:00.0 Andrew Stotz: If we take a kid, a young kid growing up and we just say, look, your main objective, and my main objective with you is to every day improve. Whatever that is, let's say we're learning science.   0:25:17.3 Bill Scherkenbach: You're improving around your aim. What is your vision? What are you trying to accomplish? And that obviously, if you're you're saying a kid that could change otherwise there'd be an oversupply of firemen.   0:25:38.5 Andrew Stotz: So let's say that the aim was related to science. Let's say that the kid shows a really great interest in science and you're kind of coaching them along and they're like, "Help me, I want to learn everything I can in science." The aim may be a bit vague for the kid, but let's say that we narrow down that aim to say, we want to get through the main topics of science from physics to chemistry and set a foundation of science, which we think's going to take us a year to do that, let's just say. Or whatever. Whatever time frame we come up with, then every day the idea is, how do we number one improve around that aim? Are we teaching the right topics? Also, is there better ways of teaching? Like, this kid maybe learns better in the afternoon and in the morning, whereas another kid I may work with works better in another... And this kid likes five-minute modules and then some practical discussion, this kid likes, an hour of going deep into something and then having an experiment is when we're talking about improvement, is the idea that we're just always trying to improve around that aim until we reach a really optimized system? Is that what we're talking about when we're talking about constancy of purpose when it comes to improving product and service?   0:27:14.4 Bill Scherkenbach: Well there's a whole process that I take my clients through in coming up with their constancy of purpose statement. And the board should be looking at what the community is doing in the next five years, 10 years, where the market is going, where politics is going, all sorts of things. And some of it. I mean, specifically in the science area, it's fairly well recognized that the time of going generation to generation to generation has gone from years to maybe weeks where you have different iterations of technology. And so that's going to complicate stuff quite honestly, because what was good today can be, as Dr. Deming said, the world could change. And that's what you've got to deal with or you're out of business. Or you're out of relevance in what you're studying. And so you have to... If you if you have certain interests, and the interests are driven... It's all going to be internal. Some interests are driven because that's where I hear you can make the most money or that's where I hear you can make the most impact to society or whatever your internal interests are saying that those are key to establishing what your aim is.   0:29:25.7 Andrew Stotz: Okay. You've got some PowerPoints and we've been talking about some of it. But I just want to pull it up and make sure we don't miss anything. I think this is the first text page, maybe just see if there's anything you want to highlight from that. Otherwise we'll move to the next.   0:29:43.0 Bill Scherkenbach: No I think we've we've covered that. Yeah, yeah. And the second page. Yeah, I wanted to talk and I only mentioned it when the Lean folks and the Agile folks talk about Gemba, they're pretty much talking about getting the board out. It's the traditional management by walking around, seeing what happens. Hugely, hugely important. But one of the things, I had one of my clients. Okay, okay. No, that's in the the next one.   0:30:29.4 Andrew Stotz: There you go.   0:30:30.7 Bill Scherkenbach: Okay, yeah. I had one of one of my clients do a reverse Gemba. And that is, that the strategy committee would be coming up with strategies and then handing it off to the operators to execute. And that's pretty much the way stuff was done in this industry and perhaps in many of them. But what we did was we had the operators, the operating committee, the operations committee, sit in as a peanut gallery or a, oh good grief. Well, you couldn't say a thing, you could only observe what they were doing. But it helped the operators better understand and see and feel what the arguments were, what the discussions were in the strategy, so that they as operators were better able to execute the strategy. And so not the board going out and down, but the folks that are below going up if it helps them better execute what's going on. But vice versa, management can't manage the 94%, and Dr. Deming was purposely giving people marbles, sometimes he'd say 93.4%. You know the marble story?   0:32:37.5 Andrew Stotz: I remember that [laughter]. Maybe you should tell that again just because that was a fun one when he was saying to, give them marbles, and they gave me marbles back.   0:32:45.7 Bill Scherkenbach: Yeah, yeah, yeah. Well, he said there was this professor in oral surgery that said there was a an Asian mouse or cricket, whatever, that would... You put in your mouth and they would eat all of the... Be able to clean the gums of all the bacteria better than anything. And described it in detail. And that question was on the test. Okay, please describe this mouse procedure. And he said all of the people, or a whole bunch of people except one, gave him back exactly step by step that he had taught. And one said, Professor, I've talked to other professors, I've looked around, I think you're loading us, that's what Deming said. And so he made the point that teaching should not be teachers handing out marbles and collecting the same marbles they they handed out. And so to some extent, he was testing, being overly precise.   0:34:12.8 Bill Scherkenbach: He wanted people to look into it, to see, go beyond as you were speaking of earlier, going beyond this shocking statement that there perhaps is some way that that really makes sense. So he wants you to study. Very Socratic in his approach to teaching in my opinion. And any event, management can't understand or make inputs on changing what the various levels of willing workers, and you don't have to be on the shop floor, you can be in the C-suite and be willing workers depending on how your company is operating. Go ahead.   0:35:12.0 Andrew Stotz: So let me... Maybe I can, just for people that don't know, Gemba is a Japanese word that means "the actual place," right? The place where the value is created.   0:35:23.8 Bill Scherkenbach: Sure.   0:35:26.2 Andrew Stotz: And the whole concept of this was that it's kind of almost nonsense to think that you could sit up in an office and run something and never see the location of where the problem's happening or what's going on. And all of a sudden many things become clear when you go to the location and try to dig down into it. However, from Dr. Deming context, I think what you're telling us is that if the leader doesn't have profound knowledge, all they're going to do is go to the location and chase symptoms and disrupt work, ultimately...   0:36:02.0 Bill Scherkenbach: Get the dog and pony shows and all of that stuff. And they still won't have a clue. The thing is...   0:36:08.6 Andrew Stotz: So the objective at the board level, if they were to actually go to the place, the objective is observation of the system, of how management decisions have affected this. What is the system able to produce? And that gives them a deeper understanding to think about what's their next decision that they've got to make in relation to this. Am I capturing it right or?   0:36:40.2 Bill Scherkenbach: Well there's a lot more to it, I think, because top management, the board level, are the ones that set the vision, the mission, the values, the guiding principle, and the questions. And I think it's incumbent on the board to be able to go through the ranks and see how their constancy of purpose, the intended, where they want to take the place is being interpreted throughout the organization because, and I know it's an oversimplification and maybe a broad generalization, but middle management... Well, there are layers of management everywhere based on their aim to get ahead, will effectively stop communication upstream and downstream in order to fill their particular aim of what they want to get out of it. And so this is a chance for the top management to see, because they're doing their work, establishing the vision of the company, which is the mission, values and questions, they really should be able to go layer by layer as they're walking around seeing how those, their constancy, their intended constancy is being interpreted and executed. And so that's where beyond understanding how someone is operating a lathe or an accountant is doing a particular calculation, return on invested capital, whatever.   0:38:47.5 Bill Scherkenbach: Beyond that, I think it's important for management to be able to absolutely see what is happening. But the Gemba that I originally spoke about is just the other way. You've got the strategy people that are higher up, and you have the operations people that are typically, well, they might be the same level, but typically lower. You want the lower people to sit in on some higher meetings so they have a better idea of the intent, management's intent in this constancy of purpose. And that will help them execute, operationalize what management has put on paper or however they've got it and are communicating it. It just helps. So when I talk about Gemba, I'm talking the place where the quality is made or the action is. As the boardroom, you need to be able to have people understand and be able to see what's going on there, and all the way up the chain and all the way down the chain.   0:40:14.4 Andrew Stotz: That's great one. I'm just visualizing people in the operations side thinking, we've got some real problems here and we don't really understand it. We've got to go to the actual place, and that's the boardroom[laughter]. It's not the factory line.   0:40:31.7 Bill Scherkenbach: Yes. Absolutely. And if the boardroom says you're not qualified, then shame on you, the boardroom, are those the people you're hiring? So no, it goes both ways, both ways.   0:40:46.8 Andrew Stotz: Now, you had a final slide here. Maybe you want to talk a little bit about some of the things you've identified here.   0:40:53.4 Bill Scherkenbach: Okay, that's getting back to, in the logical area of this TDQA is my cycle: Theory, question, data, action. And it's based on Dr. Deming and Shewhart and Lewis saying, where do questions come from? They're based on theory. What do you do with questions? Well, the answers to questions are your data. And you're just not going to do nothing with data, you're supposed to take action. What are you going to do with it? And so the theory I'm going to address, the various questions I've found helpful in order to, to some extent, make the decisions better, the ability to operationalize them better and perhaps even be more creative, if you will. And so one of the questions I ask any team is, have you asked outside experts their opinion? Have you included them? Have you included someone to consistently, not consistently, but to take a contrarian viewpoint that their job in this meeting is to play the devil's advocate? And the theory is you're looking for a different perspective as Pete Jessup at Ford came up with that brilliant view of Escher's.   0:42:47.1 Bill Scherkenbach: Different perspectives are going to help you make a better decision. And so you want to get out of the echo chamber and you want to be challenged. Every team should be able to have some of these on there. What's going to get delayed? The underlying theory or mental model is, okay, you don't have people sitting around waiting for this executive committee to come up with new things, time is a zero-sum game. What's going to get delayed and what are they willing to get delayed if this is so darn important to get done? Decision criteria. I've seen many teams where they thought that the decision would be a majority rule. They discuss and when it came down to submit it, they said, "no, no, this VP is going to make the decision." And so that completely sours the next team to do that. And so you have to be, if you're saying trust, what's your definition of trust? If the people know that someone is going to make the decision with your advice or the executive's going to get two votes and everyone else gets one, or it's just simple voting.   0:44:35.3 Bill Scherkenbach: The point is that making the decision and taking it to the next level, the theory is you've got to be specific and relied on. Team turnover, fairly simple. We spoke about executive turnover, which was a huge concern that Dr. Deming had about Western management. But at one major auto company, we would have product teams and someone might be in charge of, be a product manager for a particular model car. Well, if that person was a hard charger and it took product development at the time was three and a half years, you're going to get promoted from a director level to a VP halfway through and you're going to screw up the team, other team members will be leaving as well because they have careers. You need to change the policy just to be able to say, if you agree that you're going to lead this team, you're going to lead it from start to finish and to minimize the hassle and the problems and the cost of turnover, team turnover. And this is a short list of stuff, but it's very useful to have a specific "no-fault policy."   0:46:20.6 Bill Scherkenbach: And this is where Dr. Deming speaks about reducing fear. I've seen teams who know they can really, once management turns on the spigot and says, let's really do this, this is important, the team is still hesitant to really let it go because that management might interpret that as saying, "well, what are you doing, slacking off the past year?" As Deming said, "why couldn't you do that if you could do it with no method, why didn't you do it last year?" but the fear in the organization, well, we're going to milk it. And so all of these things, it helps to be visible to everyone.   0:47:23.0 Andrew Stotz: So, I guess we should probably wrap up and I want to go back to where we started. And first, we talked about, where is quality made? And we talked about the boardroom. Why is this such an important topic from your perspective? Why did you want to talk about it? And what would you say is the key message you want to get across from it?   0:47:47.1 Bill Scherkenbach: The key message is that management thinks quality's made in operations. And it's the quality of the... I wanted to put a little bit more meat, although there's a lot more meat, we do put on it. But the quality of the organization, I wanted to make the point depends on the quality of the decisions, that's their output that top leaders make, whether it's the board or the C-suite or any place making decisions. The quality of your decisions.   0:48:28.9 Andrew Stotz: Excellent. And I remember, this reminds me of when I went to my first Deming seminar back in 1990, roughly '89, maybe '90. And I was a young guy just starting as a supervisor at a warehouse in our Torrance plant at Pepsi, and Pepsi sent me there. And I sat in the front row, so I didn't pay attention to all the people behind me, but there was many people behind me and there was a lot of older guys. Everybody technically was pretty much older than me because when I was just starting my career. And it was almost like these javelins were being thrown from the stage to the older men in the back who were trying to deal with this, and figure out what's coming at them, and that's where I kind of really started to understand that this was a man, Dr. Deming, who wasn't afraid to direct blame at senior management to say, you've got to take responsibility for this. And as a young guy seeing all kinds of mess-ups in the factory every day that I could see, that we couldn't really solve. We didn't have the tools and we couldn't get the resources to get those tools.   0:49:47.9 Andrew Stotz: It just really made sense to me. And I think the reiteration of that today is the idea, as I'm older now and I look at what my obligation is in the organizations I'm working at, it's to set that constancy of purpose, to set the quality at the highest level that I can. And the discussion today just reinforced it, so I really enjoyed it.   0:50:11.2 Bill Scherkenbach: Well, that's great. I mean, based on that observation, Dr. Deming many times said that the master chef is the person who knows no fear, and he was a master chef putting stuff together. And we would talk about fairly common knowledge that the great artists, the great thinkers, the great producers were doing it for themselves, it just happened that they had an audience. The music caught on, the poetry caught on, the painting caught on, the management system caught on. But we're doing it for ourselves with no fear. And that's the lesson.   0:51:11.8 Andrew Stotz: Yeah. Well, I hope that there's a 24-year-old out there right now listening to this just like I was, or think about back in 1972 when you were sitting there listening to his message. And they've caught that message from you today. So I appreciate it, and I want to say on behalf of everyone at the Deming Institute, of course, thank you so much for this discussion and for people who are listening and interested, remember to go to deming.org to continue your journey. And of course, you can reach Bill on LinkedIn, very simple. He's out there posting and he's responding. So feel free if you've got a question or comment or something, reach out to him on LinkedIn and have a discussion. This is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, and it doesn't change. It is, "people are entitled to joy in work."

The late-night crew tackles the biggest questions facing Green Bay as the defensive coordinator search heats up and breaking news drops on Mike McCarthy's Pittsburgh hire. From passionate caller debates about the front office process to a brutally honest assessment of the cornerback room, this episode delivers the unfiltered takes Pack Nation craves. The show opens with a deep dive into the "Packer process" and how GM disciples like John Schneider, John Dorsey, and now John Eric Sullivan have built winners across the league. Callers weigh in on Jim Leonard emerging as the top DC candidate, with hiring timelines pointing to late January or early February. Chris from Alabama returns with a fiery breakdown of why an aggressive defensive scheme might not fit a cornerback room he calls "below average." The crew also settles the Jordan Love vs. Caleb Williams PFF debate once and for all, breaks down Malik Willis's potential Miami reunion with Sully and Hafley, and reacts to McCarthy officially landing in Pittsburgh. Plus, Ryan teases the new interactive packernet podcast website and upcoming draft coverage plans on Patreon. Subscribe and leave a review to help the show grow, and join the conversation by calling in next time! This episode is brought to you by PrizePicks! Use code PACKDADDY to get started with America's #1 fantasy sports app. https://prizepicks.onelink.me/LME0/PACKDADDY To advertise on this podcast please email: ad-sales@libsyn.com Or go to: https://advertising.libsyn.com/packernetpodcast Help keep the show growing and check out everything I'm building across the Packers and NFL world: Support: Patreon: www.patreon.com/pack_daddy Venmo: @Packernetpodcast CashApp: $packpod Projects: Grade NFL Players ➜ fanfocus-teamgrades.lovable.app Packers Hub ➜ packersgames.com Create NFL Draft Big Boards ➜ nfldraftgrades.com Watch Draft Prospects ➜ draftflix.com Screen Record ➜ pause-play-capture.lovable.app Global Economics Hub ➜ global-economic-insight-hub.lovable.app

The late-night crew tackles the biggest questions facing Green Bay as the defensive coordinator search heats up and breaking news drops on Mike McCarthy's Pittsburgh hire. From passionate caller debates about the front office process to a brutally honest assessment of the cornerback room, this episode delivers the unfiltered takes Pack Nation craves. The show opens with a deep dive into the "Packer process" and how GM disciples like John Schneider, John Dorsey, and now John Eric Sullivan have built winners across the league. Callers weigh in on Jim Leonard emerging as the top DC candidate, with hiring timelines pointing to late January or early February. Chris from Alabama returns with a fiery breakdown of why an aggressive defensive scheme might not fit a cornerback room he calls "below average." The crew also settles the Jordan Love vs. Caleb Williams PFF debate once and for all, breaks down Malik Willis's potential Miami reunion with Sully and Hafley, and reacts to McCarthy officially landing in Pittsburgh. Plus, Ryan teases the new interactive packernet podcast website and upcoming draft coverage plans on Patreon. Subscribe and leave a review to help the show grow, and join the conversation by calling in next time! This episode is brought to you by PrizePicks! Use code PACKDADDY to get started with America's #1 fantasy sports app. https://prizepicks.onelink.me/LME0/PACKDADDY To advertise on this podcast please email: ad-sales@libsyn.com Or go to: https://advertising.libsyn.com/packernetpodcast Help keep the show growing and check out everything I'm building across the Packers and NFL world: Support: Patreon: www.patreon.com/pack_daddy Venmo: @Packernetpodcast CashApp: $packpod Projects: Grade NFL Players ➜ fanfocus-teamgrades.lovable.app Packers Hub ➜ packersgames.com Create NFL Draft Big Boards ➜ nfldraftgrades.com Watch Draft Prospects ➜ draftflix.com Screen Record ➜ pause-play-capture.lovable.app Global Economics Hub ➜ global-economic-insight-hub.lovable.app

This week on the show I share some information on nitrogen filled air suspension systems found in Stellantis vehicles, as well as other brands such as GM & Volvo. I'll discuss the equipment, tooling, service procedures, along with some obstacles I've run into along the way. Website- https://autodiagpodcast.com/Facebook Group- https://www.facebook.com/groups/223994012068320/YouTube- https://www.youtube.com/@automotivediagnosticpodcas8832Email- STmobilediag@gmail.comPlease make sure to check out our sponsors!SJ Auto Solutions- https://sjautosolutions.com/Automotive Seminars- https://automotiveseminars.com/L1 Automotive Training- https://www.l1training.com/Autorescue tools- https://autorescuetools.com/     

In this week's episode of The Wrap, Chris Whalen breaks down President Trump's Davos speech, noting that despite promises on housing affordability, the administration has no real plan to lower prices — and Trump explicitly said he doesn't want home prices to fall. Chris explains why that won't matter: hot markets like San Diego and Florida are already cooling, and he predicts a significant correction by 2028 that could push prices back to 2020-21 levels, leaving every mortgage made since COVID underwater. He warns that Trump will "run the economy hot" to win the midterms, with consequences to pay afterward. On rates, Chris explains why long-term yields keep rising despite Fed cuts and what happens if a new Fed chairman loses an FOMC vote. He also discusses gold's march toward $5,000, calling it "the return of gold" as central banks worldwide reverse 70 years of policy, and weighs in on the FDIC's approval of Ford and GM to establish deposit-taking banks.Links:    The Institutional Risk Analyst: https://www.theinstitutionalriskanalyst.com/  https://www.theinstitutionalriskanalyst.com/post/theira802Inflated book (2nd edition): https://www.barnesandnoble.com/w/inflated-r-christopher-whalen/1146303673Twitter/X: https://twitter.com/rcwhalen    Website: https://www.rcwhalen.com/   Timestamps:0:00 Welcome and intro 0:50 Trump at Davos: Greenland walkback and housing 2:55 The two sides of housing: Owners vs. buyers 4:00 401(k) withdrawals for down payments — does it help? 5:00 Why stoking demand pushes prices higher 6:17 Hot markets cool first: San Diego, Florida, Carolinas 7:58 Demographics and housing: Boomers vs. millennials 8:37 Rate cuts coming and the 2028 correction 9:35 What happens if prices fall 20%? Every post-COVID loan underwater10:10 Signs to watch for a broader market shift in 2026 12:36 Why long-term rates rise when the Fed cuts 14:15 How lenders are feeling right now 15:14 Gold closing in on $5,000 16:28 Trump will run the economy hot for the midterms 18:05 You pay for it after the election 18:51 What if the new Fed chair loses an FOMC vote? 21:00 What should the Fed actually be doing? 22:45 The asymmetry of gold and silver investments 26:32 The return of gold: Central banks reverse 70 years of policy 27:06 Peter Schiff's crisis call — does Chris buy it? 28:36 FDIC approves Ford and GM banks — what it means 32:46 Viewer mail: Gold as a hedge for real estate 33:45 Viewer mail: Stable coins debate 35:30 Closing

In this episode of the Loveall Sales Podcast, I sit down with Lincoln—a leader I've looked up to for years because of one thing you can't fake: positivity backed by results.We talk about real life…not the Instagram version.Lincoln opens up about going from Army Ranger to being homeless for 9 months, sleeping in a smashed '87 Chevy Celebrity…to grinding his way into a machine shop, becoming a manager, and eventually taking a leap into the car business—where he became Salesman of the Month for 19 straight months and never looked back.From there, we break down what separates average stores from elite ones:Why process beats “winging it” every timeHow to get people to see their potential (and stop living at their ceiling)The truth about work-life balance when you're brokeWhat Lincoln looks for when promoting someone: production + leadership before the titleWhy he still sits on the desk, takes phone ups, and believes in TOsHow he motivates performance—like his famous Rolex challenge for 350+ carsThe exact standards he uses daily: cars sold, appts set, live connects, activity that mattersIf you're a salesperson, manager, or future GM who wants to build a career you're proud of, this one is pure fuel.Want my help building your process + daily activity plan?DM me “PODCAST” on Instagram and I'll send you my framework.

The midst of our winter break seems like the best time to drop the audio-only version of our Halloween Special 2026 episode. This was live-streamed on Twitch back in October, and if you join our Patreon (link below) you can watch the unedited video version. For this holiday special, we're playing the Kids on Bikes RPG, by Jonathan Gilmour and Doug Levandowski. The cast is playing teenagers out in the Portland woods, doing some harmless nighttime geocaching. Join them, won't you, and see that maybe the night isn't so harmless after all. The Gothic Podcast is an actual-play horror-and-humor audio drama recorded from our cobbled together studios in Portland, OR and around the globe. This episode stars C. Patrick Neagle as the GM, Sharon Gollery-LaFournese as Julie Nguyen, Jesse Baldwin as Cassian Warwick, and Erik Halbert as Janine Miller. We would LOVE to hear from you, and we love your fan art. Plus check out our Patreon and join our Discord. Preeeety puhleeeese. Oh, and check out Jesse's upcoming shows at www.torchsongentertainment.com Interact with the Gothic Podcast at YouTube: https://www.youtube.com/channel/UCbUoGEQE2xKIhNX7sHyVXBg Instagram: https://instagram.com/thegothicpodcast Facebook: https://facebook.com/thegothicpodcast Tumblr: https://thegothicpodcast.tumblr.com ...and Discord (

Beer 1: - We spend 40 minutes roll playing trade possibilities for Giannis Antetokounmpo. Drew is the Bucks GM and JO is the GM for the 76ers, Celtics, Timberwolves, Warriors, Nuggets, Cavaliers, Knicks. - Boxing - Andy Cruz vs Raymond Muratalla Preview Beer 2: - Cold Water - Beloved actor Andrew Lincoln, who played Rick Grimes in The Walking Dead, stars in a new show about a wimpy emasculated man who commits a serious crime in the Pilot. Andy Lincoln's performance was mesmerizing. Can't wait to see the whole season

Summary In this episode of the AI for Sales podcast, host Chad Burmeister interviews Kris Billmaier, EVP and GM of Salesforce Agentforce Sales. They discuss the rapid advancements in AI technology, particularly in the context of sales and customer experience. Kris shares insights on how AI is transforming sales processes, enhancing customer interactions, and the importance of balancing automation with human touch. They also address common misconceptions about AI, ethical considerations in its deployment, and the skills needed for success in an AI-powered sales environment. Takeaways AI is transforming customer experience by improving lead follow-up. Agentic AI can significantly enhance sales processes and efficiency. Salesforce's engagement agent automates lead outreach and booking meetings. Balancing automation with human interaction is crucial for sales success. AI misconceptions include fears of job loss and the belief that AI can operate independently. Ethical considerations in AI deployment are essential for trust and transparency. Great AI relies on high-quality data and context. Sales professionals should focus on data capture and insights for better performance. Feedback from users is vital for improving AI tools and features. AI can help sales teams never wake up to an empty lead list. Chapters 00:00 Introduction to AI for Sales and Guest Background 02:18 AI Transformation and Customer Experience 05:19 Agentic AI: Enhancing Sales Processes 09:44 Balancing Automation and Human Touch in Sales 12:01 AI Misconceptions and Ethical Considerations 21:43 Skills for Success in an AI-Powered Sales World The AI for Sales Podcast is brought to you by BDR.ai, Nooks.ai, and ZoomInfo—the go-to-market intelligence platform that accelerates revenue growth. Skip the forms and website hunting—Chad will connect you directly with the right person at any of these companies.

The FDIC has approved proposals by GM and Ford to launch their own banking units. That means the automakers will be able to provide their own auto loans to customers. In this episode, a confluence of market conditions drove Ford and GM into banking. Plus: The Super Bowl of livestock shows highlights high cattle prices, changes to online search behavior affects digital ad revenue, and “Marketplace” host Amy Scott talks to Jordyn Holman at the New York Times and David Gura at Bloomberg about the week's economic headlines.Every story has an economic angle. Want some in your inbox? Subscribe to our daily or weekly newsletter.Marketplace is more than a radio show. Check out our original reporting and financial literacy content at marketplace.org — and consider making an investment in our future.

Donate (no account necessary) | Subscribe (account required) Join Bryan Dean Wright, former CIA Operations Officer, as he dives into today's top stories shaping America and the world. In this Friday Headline Brief of The Wright Report, Bryan delivers a mix of strong domestic economic news and mounting national security concerns as the country heads into the weekend. He begins with good news at home, as murder rates fall to their lowest level on record, American-born truckers see rising wages after foreign drivers are removed from U.S. highways, and major manufacturers like GM shift production back from China and Mexico to the United States. Economic growth is revised higher, signaling momentum heading into 2026. The mood then turns more serious with warnings about TikTok's unresolved ties to Chinese control, the failure to revive the China Initiative to counter espionage, and growing concern over Chinese ownership of American food brands and farmland. Bryan also covers escalating clashes in Minnesota as Democrats continue to resist ICE enforcement, a judge blocks charges against Don Lemon for his role in an attack on a Christian church, and the White House signals a major shift by authorizing ICE to use administrative warrants to enter homes of illegal aliens. Globally, the episode tracks Trump's push toward regime change in Cuba, the possible withdrawal of U.S. troops from Syria amid ISIS prison breaks, the launch of Trump's new Board of Peace that could sideline the United Nations, and promising medical research showing red light therapy may prevent or reduce traumatic brain injury and CTE.   "And you shall know the truth, and the truth shall make you free." - John 8:32     Keywords: January 23 2026 Wright Report, murder rate lowest on record, American trucker wages rise foreign drivers removed, GM reshoring from China Mexico, TikTok China ByteDance control, China Initiative failure espionage, Nathan's Famous Smithfield China, Minnesota ICE resistance Don Lemon judge, administrative warrants ICE homes, Cuba regime change Trump, Syria U.S. troop withdrawal ISIS prisons, Board of Peace Trump UN bypass, red light therapy CTE brain injury

The FDIC has approved proposals by GM and Ford to launch their own banking units. That means the automakers will be able to provide their own auto loans to customers. In this episode, a confluence of market conditions drove Ford and GM into banking. Plus: The Super Bowl of livestock shows highlights high cattle prices, changes to online search behavior affects digital ad revenue, and “Marketplace” host Amy Scott talks to Jordyn Holman at the New York Times and David Gura at Bloomberg about the week's economic headlines.Every story has an economic angle. Want some in your inbox? Subscribe to our daily or weekly newsletter.Marketplace is more than a radio show. Check out our original reporting and financial literacy content at marketplace.org — and consider making an investment in our future.

On today's Joe Rose Show, we react to the Dolphins' new GM and head coach introductory press conference and the big quarterback question facing Miami, with Malik Willis emerging as a possible option. New Dolphins head coach Jeff Hafley joins the show to share his wild interview story, why “Miami is where I wanted to be,” and his thoughts on building a confident team and working closely with the GM. We cover Hurricanes transfer portal moves, including JoJo Trader entering, Markel Bell declaring for the draft, and Girard Pringle deciding to stay in Miami. Joe breaks down the Heat's struggles, Tyler Herro's injury-plagued season, and why Miami may need to shake things up. Plus, Mike Florio joins to discuss the Bills' chaotic press conference, the Darian Mensah transfer saga, and Fernando Mendoza's outlook as a potential No. 1 NFL draft pick, along with the Dolphins' fresh start.

We break down the Bills' chaotic press conference, where the owner publicly criticized the former coach and WR Keon Coleman, and discuss Brian Baldinger's report that the Steelers are interested in Miami head coach Mario Cristobal, with Joe and Hollywood giving Cristobal high praise. Mike Florio joins to weigh in on the Bills situation, the controversial catch/interception in the Bills-Broncos game, and the Darian Mensah transfer saga at Duke, including predictions he may land at Miami. Florio also shares his thoughts on Will Mendoza potentially going No. 1 in the draft and the Dolphins' decision to replace both their GM and head coach. The hour wraps with Joe's NFL Conference Championship picks.

New Dolphins head coach Jeff Hafley joins the show and shares the story of his hectic second interview process, emphasizing his loyalty and why “Miami is where I wanted to be.” He recounts watching the National Championship with Troy Aikman and Dan Marino right after getting hired and weighs in on the Dolphins' quarterback situation, including praise for Malik Willis. Hafley stresses the importance of strong relationships, coaching his players hard, and building a confident team. He also highlights how critical it is for the GM and head coach to work together to lay a solid foundation.

Mike Florio joins to weigh in on a wild Bills press conference where the owner publicly criticized the former coach and WR Keon Coleman, and the controversial catch/interception call in the Bills-Broncos game. He also discusses the Darian Mensah situation at Duke, with Mensah entering the transfer portal while Duke pursues a lawsuit to keep him, and shares predictions on a potential transfer to Miami. Florio weighs in on whether Will Mendoza will go No. 1 in the draft and gives his thoughts on the Dolphins' decision to replace both their GM and head coach rather than taking a half-measure approach

We react to the Dolphins' introductory press conference with their new GM and head coach and the big quarterback question the new regime must solve, with Malik Willis emerging as a possible option. The conversation highlights just how critical the QB position is, as Jarrett Stidham prepares for his first postseason start in Denver after Bo Nix's injury, with Joe skeptical of his chances. Plus, Joe's unexpected cameo in the background of a viral photo featuring Jordon Hudson and Alix Earle.

With the Australian Open underway, we discuss whether Novak Djokovic is the greatest in tennis and revisit the Tiger Woods vs. Jack Nicklaus GOAT argument. The conversation shifts to NFL rumors, including Brian Baldinger linking Mario Cristobal to the Steelers and Mike McDaniel interviewing in Buffalo. New Dolphins head coach Jeff Hafley joins the show to share why Miami was his top choice, his wild interview story, and his thoughts on the quarterback situation, including praise for Malik Willis. Hafley also emphasizes relationships, accountability, and the importance of the GM and head coach building a strong foundation together.

In Hour 1, Andy and Randy talk about the Falcons continuing their GM search today, the success of the team coming down the Michael Penix, the Hawks being back in action tonight, and what the expectations should be for some of the 10 jobs that have or will be hiring new coaches.

In hour of the T&L show: - Miami Heat Lose to the Portland Trail Blazer - Tobin is down on the Heat - Fanbase likes the new Dolphins Head Coach and GM

As we watch teams rebuild during this offseason, we're running a special unaired conversation from a boss who knows exactly how to create a winning squad — twice.  Christen and Tobin sit down with their long time friend and fellow footballer Cami Levin Ashton to discuss Stanford days, post retirement plans, and what exactly it means to be a GM and Sports Director. As the GM of Kansas City FC, Cami transformed it into an all-star team and hopes to do that again in San Diego. Tobin and Christen get into the nitty gritty with Cami on having a player's perspective, the thoughts behind hiring coaches, and her thoughts on the current CBA. New episodes every week. Watch the video version of the show on YouTube. Sign up for our newsletter, The RE—SET:  https://re-website.com/pages/newsletter Follow RE: https://www.instagram.com/re__inc/ https://www.tiktok.com/@re__inc https://twitter.com/re__inc https://www.threads.net/@re__inc   Follow Tobin: https://www.instagram.com/tobinheath https://twitter.com/TobinHeath   Follow Christen: https://www.instagram.com/christenpress https://twitter.com/ChristenPress To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

(0:00) Terry Pegula & Brandon Beane hold press conference following Sean McDermott's firing(4:00) Pegula explains decision to fire McDermott(15:00) Did Beane make a power play?(20:00) Josh Allen “has faith” in Bills' leadership(29:00) Pegula praises Beane for work as GM(41:00) Pegula says drafting Keon Coleman was a coaching decision(46:30) Beane made it clear in 2024 Draft that he wanted to draft Coleman(55:00) All-Pros under Beane Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The Packers have officially interviewed legendary cornerback Al Harris for their defensive coordinator position, and Ryan breaks down why this homecoming could be exactly what Green Bay needs. Plus, the Buffalo Bills owner Terry Pegula delivers one of the most disastrous press conferences in NFL history, publicly throwing his coaching staff under the bus and trashing his own second-round pick Keon Coleman while the player is still on the roster. Al Harris becomes the first candidate to sit down with Green Bay for the DC job, bringing his reputation for developing ball-hawking secondaries and his deep connection to the franchise Terry Pegula's press conference disaster proves why Packers fans should be grateful for community ownership, as he blindsides his GM and publicly blames fired coaches for draft picks Romeo Doubs speaks with Kay Adams about free agency, delivers a passionate defense of Matt LaFleur, and confirms the Bears rivalry hatred is very real after that dirty hit on Jordan Love Brian Flores signs a new deal with Minnesota, taking him off the market for lateral moves including potentially to Green Bay The 49ers are investigating whether an electrical substation near their facility is causing ACL tears through electromagnetic fields, because the offseason content just keeps delivering This episode is brought to you by PrizePicks! Use code PACKDADDY to get started with America's #1 fantasy sports app. https://prizepicks.onelink.me/LME0/PACKDADDY To advertise on this podcast please email: ad-sales@libsyn.com Or go to: https://advertising.libsyn.com/packernetpodcast Help keep the show growing and check out everything I'm building across the Packers and NFL world: Support: Patreon: www.patreon.com/pack_daddy Venmo: @Packernetpodcast CashApp: $packpod Projects: Grade NFL Players ➜ fanfocus-teamgrades.lovable.app Packers Hub ➜ packersgames.com Create NFL Draft Big Boards ➜ nfldraftgrades.com Watch Draft Prospects ➜ draftflix.com Screen Record ➜ pause-play-capture.lovable.app Global Economics Hub ➜ global-economic-insight-hub.lovable.app