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Mike Baer is an award-winning business professor at Arizona State University, where he researches trust, justice, and impression management. Mike has published his research in top academic journals, including the Academy of Management Journal, Journal of Applied Psychology, and Personnel Psychology, and Mike is currently the Editor-in-Chief at one of the field's top journals—Organizational Behavior and Human Decision Processes.  Mike's research has been covered by media outlets such as Harvard Business Review, Financial Times, PBS, NPR, Business Insider, Men's Health, and New York Magazine among others. Prior to joining academia, Mike worked in the construction industry, at Hewlett Packard's Executive Leadership Development group, and in publishing and online education. He earned his undergraduate and graduate degrees from BYU, and his PHD from the University of Georgia. In this episode we discuss the following: Trust is both a gift and a burden. When we trust others, we can increase their pride and opportunities but can also overload them with responsibilities and pressure. Leaders routinely overload their most trusted people without taking anything off their plates, while under-investing in newer employees who could grow with smaller tasks. Trust shapes how we interpret behavior: trusted employees get the benefit of the doubt; less-trusted ones receive harsh judgments for the same mistakes, which can make early impressions disproportionately powerful. When people are forming those early impressions and deciding whether to trust us, they are thinking about three things: Are we competent? Do we care about them? Do we have good values? So if we do our job well and help other people without being asked, we will tend to make a good impression. About 25% of employees don't actually want more trust—they want stability, not responsibility.

McKay examines the modern epidemic that is silently reshaping our brains - "Switching and Scrolling" - drawing a powerful parallel between the rise of physical obesity and the growing crisis of fractured attention. He argues that our addiction to the shallows of digital consumption is not just a productivity loss, but a thief of our peace, creativity, and deep connection.Navigating the science of attention, McKay cites Johann Hari's Stolen Focus and a Hewlett-Packard study revealing that digital distraction drops IQ twice as much as cannabis use. He shares the "phantom vibrations" felt by campers at a device-free retreat and the success of San Mateo High School's magnetic phone pouches to illustrate how environment dictates focus. The episode concludes with practical strategies - from "unplugged nights" to the Boston Consulting Group's "predictable time off" - encouraging listeners to reclaim their minds from the attention economy.Main Themes:"Switch and Scroll" is a cumulative epidemic, mirroring the long-term costs of obesity.Multitasking forces the brain into superficial processing, blocking deep learning.The three costs of switching: slower speed, increased errors, and drained creativity.Constant micro-interruptions trigger physiological stress and background anxiety."Attention Theft" uses behavioral psychology to hijack focus without consent.Focus is an environmental condition that must be intentionally designed and protected.Top 10 Quotes:"When we multitask, we operate in the shallow end of the pool, thinking and processing at a very superficial level.""Where do new thoughts and innovation come from? They come from your brain shaping new connections out of what you've seen and heard and learned.""I didn't realize how flat my attention had become until it expanded again.""Attention now has economic value... The more attention they get, the more money they make.""Switching destabilizes identity, it fragments memory, it disrupts coherence, and over time, it can reshape who we think we are.""Focus is not just an individual skill; it's an environmental condition that can be designed and protected.""Most people learn focus by doing something that's either very important or very interesting to them.""You may not be able to change the trends of obesity in our society, but you can change them in your own life and home."Show Links:Open Your Eyes with McKay Christensen

Leadership gets real when you stop chasing titles and start creating willing followers. That's the heart of our conversation with Anna Lämber, VP of EMEA Marketing at AVEVA, whose career stretches from HP to ServiceNow's hypergrowth years and into board work and executive coaching. We dig into the practices that actually move careers forward, such as writing goals, prioritising outcomes over hours, and leading with empathy and accountability, while staying honest about the hard parts.Anna shares how working full-time while studying taught her that effort isn't the same as impact, and why she still writes down goals with weekly and quarterly check‑ins. We explore how to reframe failure as a trial run, a source of data that sharpens judgment and builds resilience. From the inside of a company growing 40–60% year over year, Anna explains how to stay adaptable, create clarity without a perfect playbook, and scale through cross‑functional teams across sales, pre‑sales, partners and customer outcomes.We also talk about the traits that don't get enough airtime: active listening, real presence and the discipline to hire for mindset over pedigree. Anna's coaching stories show how belief and structure can turn curiosity into capability. She breaks down the difference between leadership and management, why authenticity conserves energy, and how daily movement, such as horse riding, Tabata, and long walks, keeps performance sustainable.If you're aiming for a promotion, building a team or resetting your path, this is a practical guide to intentional leadership, career development and high‑growth operating. Follow the show, share it with a colleague who's ready for their next step, and leave a quick review to help others find these conversationsAnna Lämber is the Vice President of EMEA Marketing at leading industrial software company AVEVA. Anna started her career in Marketing at Hewlett Packard where she spent 8 years, before moving too TrendMicro where she also spent 8 years. In 2015, Anna joined ServiceNow in 2015 where she led the EMEA North Marketing function until 2024 during ServiceNow's meteoric growth.Connect with Anna Lämber on Linkedin: https://www.linkedin.com/in/caktus/Lev Cribb is the Founder and Managing Director of Made To See, a UK-based Video and Livestreaming Agency, specialising in the strategic and tactical use of video across B2B organisations. Lev is also the host of the Virtually Anything Goes podcast.Connect with Lev Cribb on Linkedin: https://www.linkedin.com/in/levcribb/For more information, content, and podcast episodes go to https://www.madetosee.com or our YouTube channel  @madetoseemedia ​

Charu Roy, Chief Product Officer at Enlil, shares her extensive journey in the software industry, which began in the late 1980s and evolved into her leadership role in medtech. Charu discusses her role at Enlil, where she oversees the development of an AI-powered platform to enhance medical device lifecycle management. She emphasizes the importance of understanding customer needs, fostering team potential, and ensuring cybersecurity in medtech software solutions. With profound insights on her career growth, leadership style, and the technological advancements propelling the industry forward, Charu's story is an inspiring tale of innovation and dedication to improving lives.  Guest links: https://enlil.com/ |  https://www.linkedin.com/company/enlil-inc/ Charity supported: ASPCA Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com.  PRODUCTION CREDITS Host & Editor: Lindsey Dinneen Producer: Velentium Medical   EPISODE TRANSCRIPT Episode 069 - Charu Roy [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello and welcome back to another episode of The Leading Difference podcast. I'm your host Lindsey, and today I'm absolutely delighted to introduce you to Charu Roy. Charu is the Chief Product Officer at Enlil, where she leads product strategy, vision, and execution for the company's AI powered medtech development platform. With over two decades of experience building and scaling enterprise software products, Charu brings deep industry expertise in product management, user-centered design, and go to market leadership. Before Enlil, she held senior product roles at industry leaders, including Epicor, Oracle, I-2 Technologies slash Aspect Development, HP and Agile Software, where she drove software innovation across enterprise cloud SaaS and data driven solutions. Known for her ability to align customer needs with business strategy, she is passionate about delivering products that transform complex industries and enable measurable impact. Well, welcome, Charu, to the conversation today. I'm so excited to be speaking with you. [00:01:54] Charu Roy: Thank you so much for having me. I'm very really excited about being here on this podcast. [00:02:00] Lindsey Dinneen: Oh, awesome. Yeah. Well, I would love, if you wouldn't mind starting off by sharing a little bit about yourself, your background, and what led you to medtech. [00:02:10] Charu Roy: Sure. As every other sort of person who gets into the software world, I came in a while back in 1987 to 89, where I did Master's in Computer Science at University of Louisiana. That was my first introduction to America, really. And computer science brought me to the Bay Area where I worked at HP, Hewlett Packard. In those days, it was called Scientific Instruments Division in Palo Alto. And there I programmed robotic hands to, to sort of move that, the vial from samples, drug samples from athletes so that they could get tested for drugs. So, I didn't know the importance of all this. It was my first job. I enjoyed myself seven years, you know, software programming, really, and understood how a large company works. And then slowly I started getting a little bored. So I went on to my next startup and was involved in the same kind of principles that drive things today. So I just sort of built my way up. In terms of the software, I joined different groups, ran consulting services, ran engineering, and sort of worked myself up through the ranks and into sort of more decision making capabilities, and you know, continued to join companies and learn new things and leave them for some better opportunities. So I moved from Hewlett Packard to a startup that was called Aspect Development, which got sold to I-2 Technologies for $9.3 billion in those days. So, you know, I went through that acquisition, trying to understand the market, what kind of software triggers buying, you know-- so sort of just the software aspects of how to sell software, how to develop software, how to deploy it. So in general, I was learning all of the ropes until I came to Agile PLM, which is a company which, very popular company which made it very sort of easy to deploy software, especially software called Product Lifecycle Management. So I was -- here, I was in and out of companies, learning and understanding the world of software until I fell into med device companies being my customers. So med device being our customers meant, you know, a lot more strictness, a lot more process, with the software itself. So here I was trying to now go through those kind of features, trying to understand what med device needed when they were building products. So, from Agile, I went to Conformia. Again, it was the same, it was regulatory product for wine, spirits and pharma --very adjacent to med device. But again, it was the same thing about how to be provide, how to provide a traceable platform where our customers can trace there, the make of the wine or make of the spirit, or make of a pharma drug or make off of med device. All the principles underlying it are the same because it's a regulated product at the end of the day, but so that's how I kind of fell into it, and I enjoyed every bit of that until I got acquired by Oracle. And so I continued at Oracle doing the same thing over and over again; rebuilt the same products again at Oracle in the clouds, and I was managing the old Agile products. So it's an interesting journey where I was, you know, started off as a software programmer. And I didn't know anything about, you know, the use cases until the time I sort of joined Oracle and understood my customers better. And that's how I came in there. And of course I was at Epicor and finally I made my way to Enlil, which is a very small company, and I'm doing the same thing again. It's just with a different set of customers, very small to medium sized companies. So that's how my career sort of spanned 30 years. [00:06:11] Lindsey Dinneen: Wow. Oh my goodness. Well, there is so much to dive into all of that. Thank you for sharing. It's so cool to hear about all of the winding paths that lead us to maybe, you know, where we're meant to be in, in any given season. And yeah, I just love learning about it. So, okay. So I'm curious, you know, way back when did you like growing up, did you always have an interest in computers and computer science? Is this something you knew you wanted to get into? [00:06:40] Charu Roy: Not at all, actually it was a suggestion, and in those days, parents kind of suggested that you be a engineer or a doctor or a chartered accountant. The choices were very limited. And so my father said, "you will do computer science." And I said, "okay." And there I was and there was no, no sort of emotional attachment to any of those professions. And, I liked it well enough to continue, and I found it was easy enough to understand the principles and work at it. So yeah, there was no-- you know, in these days I think kids are training themselves like by seven or eight to program. And I'm seeing, you know, machine language I mean AI, ML, LLMs being taught to seven year olds and sort of trying to shape them, but in those days it was just some very simple choices, I guess. So, yeah, not a very romantic story. I was never programming younger in my younger days, but I think you know, compared to all the choices youngsters have these days, but just fell into it. [00:07:44] Lindsey Dinneen: Sure. Oh, how fun. You know, even though, yes, it was somewhat prescribed for you, at least originally, and I'm so glad that you fell in love and it ended up being a happy place for you because... [00:07:57] Charu Roy: Yeah, and I think I fell in love with the customer, how customers reacted to the software. I didn't fall in love with the software delivery process or anything else, but it was just the way customers said, "oh, I like that. It's gonna make it easier for me to do something. I'm having a tough time tracking it on paper. I just hate it what I'm doing right now, and your software will help." So I think that's a part that makes me feel really pleased that okay it's going into some good hands and it's going to be used. [00:08:30] Lindsey Dinneen: Yes, by people who really appreciate and value what you can contribute, what maybe comes --at this point, I guess-- naturally to you. And so it's, you're able to translate somebody's ideas or dreams into a really tangible solution. [00:08:48] Charu Roy: Yeah. And in fact, somebody's pain points, like they're really sort of, trying their best to use little resources they might have, wasting a lot of time on either tracking something on paper or in emails. And I think those are the kind of pain points that I really like to understand and say, "Hey, will the software help really help your day to day life? Will it make it easier to find things?" I think that's where I find my sort of biggest thrill of when a customer says, "Yes, you shaved off three hours of my time by giving me this efficient system." [00:09:26] Lindsey Dinneen: Nice. Yeah. Oh my goodness. Yes , and the products that you're making are indeed life impacting and make a difference. And that is rewarding because you know that the work you --do all work is important, but it's really fun when you get to know personally the impact that you get to have. [00:09:45] Charu Roy: Right, right. [00:09:46] Lindsey Dinneen: Yeah. Yeah. So, okay, so I'm, I'd love to dive in a little bit more to your current company and role and learn about that, and how you're helping, you're still helping people you know, win through this. [00:10:00] Charu Roy: So, yes, absolutely. Enlil is part of Shifamed, the portfolio. Shifamed invests in med device devices typically, so ophthalmology devices or cardio devices. Enlil came about as an enterprise software company within the portfolio because they realized that they needed some software to throw all their data into, right? So they had early designs, prototype data. They might have had some user requirements, what kind of standards they might have to follow. So all those were floating about, again, in emails and paper. Enlil came in saying that we can store this data more successfully, more cleanly in a structured fashion so that our users can find that data. And this becomes really important as the med device company moves on and tries to apply for regulatory approval at that time, they need all that history and the data behind the device. And they wanna be able to find it easily and present it to auditors. So, Enlil's a structured way of describing all the data that the customer has and being able to find it easily and then run their audits using the data. So it's a very crucial part of their lifecycle, their product lifecycle. And so it's really important for us to be secure, reliable, available, 24/7. All of that applies to us and basically defines how they go about driving their product lifecycle. [00:11:34] Lindsey Dinneen: Yeah. Well, and you know, one thing that stood out to me when you were talking about that was of course the security aspect. And as we all know, we're, we're probably much more so than in the past, hyper aware of the critical need for cybersecurity and the role it plays specifically in medical device technology. And I'm curious if you could speak a little bit more to that particular element. [00:11:55] Charu Roy: Yeah, we have a lot of layers of security, you know, right from the folks who are accessing the software. The software is hosted in a well-known, reputable cloud service environment. So apart from them providing us cybersecurity and access control and everything else, we have another set of layers on top of that. So our users are vetted and they all have a password. People can be invited and not just sort of show up. So, there's a lot of control of what they can see and can do. Every button sort of, you know, has a role behind it or a layer of control. So not everyone can do everything and press any and all buttons. So, security is at many levels. And we also have a lot of audit trails, e-signatures, and so on. So everything is done to protect the data, and audits are run regularly by them and by us to make sure that nobody who's supposed to be, you know, people who are not supposed to see the data, don't see the data. [00:13:01] Lindsey Dinneen: Yeah. Excellent. Yeah, I know that's just something that is, should be at least, on the forefront, especially of startups' minds as they're thinking about this and working towards having a really secure device. So it sounds like you've built in all of that safeguarding really well and really intentionally. So, so, okay, so I know that -- well, there's a few things that really stood out to me on your LinkedIn profile, and I'm just curious if we could dive into a couple things. One was, I love how you said that you're "passionate about teams and people delivering to their full potential," and I was wondering if you could speak a little bit more to that. [00:13:42] Charu Roy: Yeah, so, you know, along the years I've noticed that people in my team, the team members, they're there, they're working hard, but I do like to understand what's making them tick, what might they be wanting to do, which they haven't got gotten to do yet. Can we unlock some potential, some skill, some talent? And I think that comes about by sort of just talking about it , trying to give them openings about, "Hey, look, I've got this cool project or this cool feature. Any thoughts on that?" Just to understand, are they happy doing what they're doing, or is there something more they could do? And so I think that human touch, you know, is -- it was given to me, or at least it was taught to me by some mentors along the way. And I think that's a part that I really like to explore and see how can teams do better, not just in a numbers, not just turnaround features and releases on time, but are they happy doing it? Did they contribute something meaningful along the way? Did they feel they grew in the process? Did they feel they were recognized for some new responsibilities that they may not have stepped up for in some other companies? So that's a feeling I'm trying to always give them and sort of hoping that we contribute to their growth, not just the company and the bottom line. [00:15:02] Lindsey Dinneen: Yeah, that's critical and key,, and really speaks to who you are as a leader. And I'm actually very curious, you know, you mentioned earlier having kind of worked your way up at HP and then, you know, that may be opening some doors for you for of course, your future opportunities, and I'm curious, what has your own leadership journey looked like? Has, does leadership come naturally to you? Have you spent a lot of, you know, time and resources, whatever, developing those skill sets or how did that work for you? [00:15:29] Charu Roy: I think I was thrown into the deep end of the pool several times, you know, like, so I kicked into the pool, so to learn to swim. So similarly I was made to take on responsibility pretty much the very beginning. So I kind of knew that there were certain things expected that I should be doing, can be doing and then this introspection saying that, did I give the right amount of energy to that particular responsibility and did I do well? So just a lot of introspection and being able to understand, did I do well as a leader? But I've been honing it, honing skills. I mean, nothing out of an MBA school, nothing out of, you know, college that helped me. I think it was just about pure interest in psychology, pure interest in humans, you know, just being able to connect and how did I make them feel? How did they make me feel in those interactions? And is that, was that good? Was there something we could do to incorporate more people to get that feeling of ownership or anything? So it wasn't a, you know, by rote or something that I learned in a school. It was more of just sort of. Being thrown into situations where I had to come out of it somewhat gracefully and some somewhat feeling like I had also learned along the way. [00:16:46] Lindsey Dinneen: Yeah. Yeah, that, that's wonderful and incredible. And I think, you know, you mentioned learning along the way, and one thing also that stood out to me was, the recommendations on your profiles are so lovely for you. And two things stood out: they, one thing was somebody mentioned you're always learning, which is a gift in and of itself. And then the other thing was you're always letting others succeed. And that's such a beautiful gift and I'm wondering if you could talk more about both of those as well. [00:17:16] Charu Roy: Yeah, I think it's not about just me being sort of the boss and being able to tell people what to do, though I think success comes from enabling or encouraging the teams to again contribute without any barriers, any levels, or politics. I love the fact that we are in a small company, and I can say safely that, you know, politics --in larger companies there are politics. People are always trying to sort of be showing that they are very valuable. But in a small startup, it's very quickly apparent that there are certain valuable players there and startups, everybody is valuable, right? So I think being able to encourage the team members to do what they think is best for the problem to solve it. And of course, there are reasons why you can't sometimes accept the solution, but the fact that they're thinking about it and the fact they're able to openly express their opinions and say, "No, you're wrong, Charu." I think this is the way to do it. I love that. I think, somebody disagrees with me in a meeting, I just think that's the best thing that could have happened as a style of management. Because I'm not, you know, insecure in that sense. I don't sulk afterwards. I have had bosses and so on who don't like that kind of, you know, disagreements in public. And I think that's a part where I beg to differ, and I want to have people say what they think, what are they feeling, what are the problems, really the truth, and fix it, really. So I think it's less waste of a time when people are honest, and get to the point, and we are able to solve it together rather than hide behind, you know, facades, I guess. [00:19:01] Lindsey Dinneen: Yeah, that's beautiful. And yeah, I've often said for me personally, that, you know, more heads are better than one. I mean, I could have a, an opinion on whatever it is that we're talking about, but really, until we collaborate and start sharing those ideas and those thoughts and opinions , all of a sudden those kinds of sparks happen where, you know, you start with one thing and then it, and then somebody else catches that and they take it even to the next level and it just keeps going. And it's so cool to see the creativity and problem solving and innovation that comes from allowing those conversations. [00:19:36] Charu Roy: Yes, exactly. Creativity and innovation. You've said it so well. That comes with smart people being in the same room, arguing, not agreeing, and then something comes out of that, right? I mean, either your thoughts get clearer because you've seen every side of the coin and you're able to say, "Okay, I know the pros and cons and we can go this way, knowing the full effect of what we are going to do." So I think surrounding myself with smart people who have varied opinions, I think that's a beauty and a blessing really. [00:20:12] Lindsey Dinneen: Yes it is, and you've nailed it with varying opinions. You know, it's easy to get yourself into a situation-- and not necessarily intentionally-- but just it's easy to give into a situation where you've surrounded yourself with people who all kind of have the same opinions on things. And so inviting those conversations to take place that might be difficult, might be challenging, might be frustrating at times, but allowing for that and being open to other points of view and experience. I mean, that's the beauty of a really good collaborative environment is all of those varying opinions that don't necessarily match yours. [00:20:50] Charu Roy: Yes, exactly. Exactly. [00:20:52] Lindsey Dinneen: Yeah. Yeah. So, okay, so looking back, could 10-year-old you have ever imagined where you'd end up today? [00:21:00] Charu Roy: No, absolutely not. I thought I wanted to be a doctor or something vague. 10-year-old me was climbing trees and eating guavas off the trees in Delhi. So it was really crazy childhood. And you know, it wasn't filled with studies and rules and stuff. So I think coming to this, a country when I was young, being able to absorb everything, the culture, the of course the education itself and being able to sort of grow within the companies that I joined, i, I think that was the journey that I was sort of a pointing more towards rather than the childhood me. The childhood me was horrible, I think. [00:21:46] Lindsey Dinneen: Oh man. Honest reflection right there. That's awesome. Yeah, okay. Are there any moments that really stand out to you, perhaps with your current position or, you know, something in your past where you really thought, "Wow, what I'm doing makes a difference. I am in the right industry, at the right time, in the right place." [00:22:07] Charu Roy: I think it's the technology now that, you know, speaking from a technical viewpoint of shipping software, meaning full software, more easily, the time is now. I feel that the culmination of everything I've learned about pain points and users and customers, all of that's culminating in in the product that I'm managing right now, using new technologies, having the right technologies to choose from and being able to propel that software forward to our users. I feel that, "Wow, what a time to be a product officer really, when we have so many choices and being able to be able to apply that to real world problems and real pain points." I had the same pain points 20 years ago, even 30 years ago, but we couldn't do much. We had to, you know, write painful programs. We had to write database queries and, you know, things like that. It was quite painful, I would say. And then now to see all the tools where we can create things overnight and be able to ship it to customers, just hitting the nail on the head. We had to experiment a lot in the old days but I think the time now is is really special. We are on an sort of an industrial revolution or a computer science revolution here with the AI, MML, the LLMs, being able to do so much with probably less resources than before. So. [00:23:39] Lindsey Dinneen: Yeah. So seeing the impact of the work and getting to not have it be so painful. [00:23:45] Charu Roy: Yes. It used be very painful and now I'm thinking, I think we're at the right time, right place now with this product. And it's not just about the products. It's the kind of help we are getting as software professionals to help deliver software and support our users. I think that's really special and I, we are still learning, we're still trying to understand all the technologies that are available to us and how can we make our lives easier and our customers feel that we've solved some problems for them. [00:24:14] Lindsey Dinneen: Yeah, absolutely. And I think that there's just, it is really wonderful again-- just to, to circle back to this kind of been a running theme of getting to be able to experience for the end user or with the end user, that moment of, "Oh wow, I needed this is so helpful and it's gonna make a difference." [00:24:36] Charu Roy: Yeah. I remember in my past, same sort of software tracking wine being made. And that software was pretty cool. It, it used to track where the wine sat and which barrel for how long. And so the pleasure of talking to wine makers, and being able to show them how the software track the progress of the wine and being able to print out a label at the very end for them, saying that "this wine sat in these bottles or these barrels for a while," and that technology application for a simple, naive user, I thought that was it. That was the, you know, the culmination of all the learnings that I had over the years to be able to explain the software so easily to a end user who might be a distiller or a winemaker or somebody, a farmer. I thought that was pretty cool. And that since then, of course, technology has changed, but I think we're beginning to see the effect on a naive user, which we couldn't do, you know, 30 years ago. [00:25:37] Lindsey Dinneen: Yeah, absolutely. Oh my goodness. That is, it is so cool. And I love the work you're doing and just learning all about your history so far and just exciting to see where it's gonna end up too, and as you continue along your career path, but pivoting the conversation a little bit just for fun. Imagine that you were to be offered a million dollars to teach a masterclass on anything you want, could be within your area of expertise, it doesn't have to be. What would you choose to teach? [00:26:06] Charu Roy: I would probably think about teaching psychology of the individual. I don't have a PhD or a even basic courses in psychology, but I just love the fact that, you know, you can apply psychology, figure out how a user might or somebody might react to something that you say, do, think so I, if it was a master class and I'd be teaching you know, teaching more about life interactions, you know, ordinary interactions. How can they be made more meaningful, more fruitful, using psychological tricks or phrases? I don't know all of those things, but I would really think that I could teach that based on, you know, facial expressions, body mannerisms, or body-- what do they call it, sort of, you know, criminal stories. They read your mind based on certain mannerisms of flutter viol. So yes, psychology is a masterclass I would teach, but more applied to daily interactions, maybe work situations and being able to use psychology better to improve your own work relationships with people and even just general interactions. Yeah, so that would be my attempt at being a psychologist and eventually be a criminal psychologist. [00:27:28] Lindsey Dinneen: Yes. Oh my goodness. That would be so interesting. Yeah, I love that idea. And the masterclass sounds fabulous, so I'm signing up whenever you do it. [00:27:37] Charu Roy: Okay, I'll go get my degrees for it then. [00:27:40] Lindsey Dinneen: Right, right, right. Yeah. Ah, details. Awesome. How do you wish to be remembered after you leave this world? [00:27:50] Charu Roy: This is something that I've always felt deeply about. It's not what you say or what you do, it's how you make people feel, that Maya Angelo said that this much nicer than what I'm saying, but and I've had a few people say this to me, saying that, "We worked together 30 years ago, but that day you made me feel good." And I don't even remember what I said, what I did, but the fact that they remember me for what I made them feel. The fact that somebody also told me that they "don't avoid me when I'm walking up to them because, because I make them feel like things are okay, things are good, however bad the problem is." So they say that with other people they would duck and, you know, go away in the opposite direction. But with me they're waiting for me to come up to them. I'd like to continue that, that feeling that somebody feels like, "Hey, you are coming up to them and you just make them feel good in some fashion." Nothing else. I think that feeling, if I could evoke in people, they say, "Oh yeah, she made me feel good that day. I don't know what she said, but she made me feel good." That's enough. [00:29:01] Lindsey Dinneen: Yeah, that, yes, that is more than enough. What a beautiful legacy. Yeah, and then final question, what is one thing that makes you smile every time you see or think about it? [00:29:15] Charu Roy: I think my dogs smile. I would say he's got missing teeth and so when he looks at me when I first come, you know, come back home and he is smiling almost, and he is sniffling and, you know, trying to sneeze and smile at the same time. Oh my God, what kind of a character dog this is? So that makes me smile and laugh the whole time, especially the missing teeth. Poor thing. He doesn't understand that his teeth are missing because of me, and yet he's smiling at me, so. [00:29:50] Lindsey Dinneen: That is so sweet and cute. Oh my goodness. I love, I know somebody at one point said, "You know, dogs don't actually smile." I don't believe them. They smile. [00:30:00] Charu Roy: They smile and they choke while they smile because my dog has a small nose, I guess. So he chokes when he smiles, and so he is choking, and he is smiling, and this missing teeth there. I was like, "Oh my God." [00:30:16] Lindsey Dinneen: Oh my goodness. Yes. I mean, that would just I, yes, I can just sort of picture this. I love, love dogs and so I'm just picturing this and I, that would bring me joy every single day, definitely. Excellent. Well, this has been such a wonderful time spent with you today. Thank you for sharing your stories and your journey and your advice, and I really appreciate some of those in particular, your leadership advice, and the impact that you can have as a leader, inviting the collaboration, having conversations that encourage people to have varying opinions and maybe outright disagree with you. I love what you're wanting to, you know, wanting your legacy to be, and so that's how you're intentionally showing up in the world. And so I just wanna thank you so, so very much for being here. We're really grateful to have you. [00:31:10] Charu Roy: Thank you, and thank you so much for your intelligent questions and insightful questions that go above and beyond just you know, a company and it's gold. It's there, there's something so human about your questions-- and I love when I'm like, "Oh my goodness, this is so, so interesting to see in this day and age, somebody taking the time to ask such questions" and I really appreciate you for that. [00:31:36] Lindsey Dinneen: Oh, thank you. Well, I really appreciate that feedback too, because it's, you know, you come up with an idea-- speaking of sometimes echo chambers, you come up with an idea and you think, "Oh, this is how I'd like to go about this, but does it resonate with somebody else?" So that's delightful to hear. [00:31:51] Charu Roy: Fantastic, thank you, thank you for having me. [00:31:54] Lindsey Dinneen: And we're so honored to be making a donation on your behalf as a thank you for your time today to the American Society for the Prevention of Cruelty to Animals, which is dedicated to preventing animal cruelty in the United States. So thank you for choosing that organization to support Thank you so much, and gosh, I just wish you the most continued success as you work to change lives for a better world. And to all of our listeners for tuning in, I wanna thank you for being here as well. And if you're feeling as inspired as I am right now, I'd love it if you'd share this episode with a colleague or two, and we'll catch you next time. [00:32:31] Charu Roy: Thank you. [00:32:32] Dan Purvis: The Leading Difference is brought to you by Velentium Medical. Velentium Medical is a full service CDMO, serving medtech clients worldwide to securely design, manufacture, and test class two and class three medical devices. Velentium Medical's four units include research and development-- pairing electronic and mechanical design, embedded firmware, mobile app development, and cloud systems with the human factor studies and systems engineering necessary to streamline medical device regulatory approval; contract manufacturing-- building medical products at the prototype, clinical, and commercial levels in the US, as well as in low cost regions in 1345 certified and FDA registered Class VII clean rooms; cybersecurity-- generating the 12 cybersecurity design artifacts required for FDA submission; and automated test systems, assuring that every device produced is exactly the same as the device that was approved. Visit VelentiumMedical.com to explore how we can work together to change lives for a better world.

En la edición de hoy del Radar Empresarial revisamos con detalle las cifras más recientes de Hewlett-Packard y el severo ajuste de plantilla que la compañía ha decidido implementar. La multinacional ha anunciado que prescindirá de 6.000 trabajadores tras presentar una previsión de beneficios más débil para el ejercicio fiscal de 2026. HP calcula que sus ganancias por acción se situarán entre 2,90 y 3,20 dólares, unos veinte centavos por debajo de lo que anticipaban los analistas. El recorte de plantilla implicará costos laborales y operativos que rondarán los 650 millones de dólares, además de unos 250 millones destinados específicamente al próximo año fiscal. A pesar de este escenario prudente, la compañía reportó resultados mejores de lo esperado, al superar los 14.000 millones en ingresos y alcanzar un beneficio por acción de 93 centavos, ligeramente por encima del consenso del mercado. Este desempeño se ve reforzado por un contrato federal de 931 millones para modernizar la infraestructura tecnológica de la Agencia de Sistemas de Información de Defensa. El acuerdo representa aproximadamente el 2,8% de la facturación de HP, aunque la empresa enfrenta complicaciones legales. Un juez federal en San José permitió que varios estados del país intervinieran en la adquisición de Juniper Networks, una operación valorada en 14.000 millones de dólares. Aunque el Departamento de Justicia ya había dado luz verde a la compra, el magistrado Casey Pitts decidió reabrir el expediente. No obstante, aclaró que no indagará en las circunstancias que rodearon el proceso, limitándose a evaluar aspectos formales del caso. La trayectoria de Hewlett-Packard refleja el clásico relato del emprendimiento estadounidense. Sus fundadores, William Hewlett y David Packard, dieron vida a la compañía en 1939 trabajando en un modesto garaje, donde comenzaron fabricando equipos de prueba para laboratorios. Su gran salto llegó en 1968 con la popularización de sus calculadoras electrónicas, y en los años ochenta introdujeron su primer ordenador, el Touchscreen 150.

Do you enjoy property management? It's often a thankless industry, and it's easy for property management business owners and their team members to become unhappy and burnt out. In this episode of the #DoorGrowShow, property management growth expert Jason Hull sits down with Ashleigh Goodchild, the voice behind PM Collective, to explore what it really takes to build a property management career that you can enjoy. You'll Learn [01:06] Importance of Having Support  [08:01] Community-Led Learning for Property Managers [15:07] Structured Management vs. Random Leadership [21:36] People-Centric Property Management [32:41] Making the Invisible Visible Quotables "There's so much help available out there. And a lot of times we just don't ask as entrepreneurs." "The slowest path to growth is to do it alone." "A lot of people don't actually see what we do. And I think that's where you've got the opportunity." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Ashleigh Goodchild (00:00) Generally churn rate and loss rate for businesses can range anywhere between 15 and 30%. Our office is sitting at about 5%. we've got 1200 doors, to have that 5 % churn rate actually considered really great. Jason Hull - DoorGrow (00:05) Yeah. Welcome everybody. I am Jason Hull, the owner and founder of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. We've talked to thousands of property managers, helped them add hundreds of doors, help them increase profit, simplify operations, get themselves out of the business more and more. And we believe the good property managers can change the world and that property management is the ultimate high trust gateway to real estate deals, relationships and residual income. We are on a mission to transform property management business owners. and their businesses. want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now let's get into the show. So my guest today is Ashleigh Goodchild. Welcome. She's the voice behind PM Collective, the art of property management. together, we're going to explore what it really takes to build a property management career that you can enjoy covering the balance between structured management and random leadership, how to create workplaces people actually want to stay in, and Ashleigh's vision for a more human, less transactional industry. So Ashleigh, welcome to the show. Ashleigh Goodchild (01:35) Thank you so much for having me. Jason Hull - DoorGrow (01:37) So let's give us a little bit of background on you for those that don't know you yet, that maybe you're listening. How did you get into entrepreneurism? How did you get into doing what you're doing now? Give us some of the backstory. Ashleigh Goodchild (01:52) Yeah, so I started real estate back when I was 18 and like many people just falling into it and I was placed into an office that had a business owner, one was an air hostess and one was a pilot and really had no idea of how to run the business. So at that age of 18 and not knowing any better, I just jumped straight into the business and started helping them quite a lot. And then As I went on in my career, I then started my business, SoCo Realty, when I was 23. So I've had that business for 20 years and I've had a very blessed property management and business ownership life. I do say though that when I was 23 and when I started the business, I don't think it would have mattered what I was doing. It wasn't actually about the property management. It was actually probably about business ownership that I was drawn to. And I think I always say, even if I was a hairdresser at 23, it would have been a hairdresser shop that I opened up, just happened to be working in property management. So I've been running that and I've had a very blessed property management life. I always feel a little bit guilty when people talk about the roller coaster of their property management businesses, because I don't feel like I've had that. Or if I have, I sort of feel like maybe I just didn't sweat the small stuff. And so that led me into... Jason Hull - DoorGrow (02:50) Yeah. Yeah. Ashleigh Goodchild (03:10) running and founding PM Collective, which was bringing in a peer-to-peer mentorship and training Australia-wide where we run 200 coffee and conversations every year. And we really support each other in the industry just by that casual learning from each other. Jason Hull - DoorGrow (03:27) That's awesome. So they're getting together, hanging out with each other, sharing ideas, and you're kind of the facilitator in this. Ashleigh Goodchild (03:35) Yeah, we do it Australia wide. have loads of hosts around Australia. So other people like myself who want to give back. So it's a great opportunity for people to give back. We've actually run a couple over in the US as well. And we have just had one in New Zealand. So the idea is that it allows people in the industry who have been in for a long time, like I said, to give back to the industry and help the the younger ones that are coming in to really learn to enjoy the career as well. So it's really great. Jason Hull - DoorGrow (04:04) Yeah, you know, it's amazing how much help is available and how willing people are to help. Yeah, I'm reading a book right now by Simon Squibb, I believe is his name, something like that. And it's it's about like following your dream and having a dream. But he said he created an organization that. I guess over in the UK, but he created this organization that allowed people to either help. fun people's dreams or for people to get their dreams launched. And he said that they had way more people. He thought everybody would be wanting to get the dream and their own dream met. He said they had way more people offering to help those that had a dream. And so, and he was talking about how much help is available. So. There's so much help available out there. And a lot of times we just don't ask as entrepreneurs. know, there's this funny thing that when we start out as an entrepreneur, we've kind of come through this whole world where we're such a minority, because most people on the planet are not entrepreneurial currently. And so we get a lot of feedback that we're weird or that we're different or that we're strange. And so we learn to kind of isolate. We start to recognize, I'm different and there isn't a lot of help or support. which is kind of an inaccurate viewpoint, but we kind of view ourselves as an island. And then we start our journey as an entrepreneur and we usually think we're gonna do it all ourselves. We're gonna read the right books and watch YouTube videos and we wear it as a badge of honor. I'm gonna get this thing started and do it all alone. that's, as I say at the end of my podcast each episode, that's the slowest path to growth is to do it alone. Ashleigh Goodchild (05:40) I think as well, like we find that a lot of people are really great at their jobs. They're either, you know, great property managers, great BDMs, and they have people around them that say, you know, you're so good at what you do, you should go open up your own business. And I don't think people actually realize there is, it can be really hard to start your business. I mean, you've got the logistics side of things, but you just assume the phone's going to keep calling and start calling as soon as you're out on your own. Jason Hull - DoorGrow (06:02) Yeah. Ashleigh Goodchild (06:09) And I think that that's one of the biggest things that I see people underestimate. And so to be able to give them that support and not be forced to sell their business because it's just got too stressful. I've got one of my clients where she had her own property management business when she was in her twenties. And she ended up selling it because it was just too much to handle at that age. She didn't have the support, you know, 10, 15 years ago. Jason Hull - DoorGrow (06:14) Yeah. Yeah. Ashleigh Goodchild (06:36) And I remember her saying, I wish PM Collective was around because I wouldn't have sold my business. But now I can have the stamina for my business because I've got that support around me. So I think that that's where I'm seeing a really big gap. people who think, you know, people who are great at their job, which means that they think they're going to be great at business ownership, which is not always the case as well. Jason Hull - DoorGrow (06:57) Yeah, there's a great book on that exact subject. It's called the E-Myth, the E-Myth Revisited. And in this book, E is entrepreneur, it's entrepreneur myth. And basically the summary of the whole book is if you think you, if you've learned how to do the technician level work, you like you have learned how to bake really great cakes. The myth is that now you think, well, I could go start a business and start a bakery making cakes. But a business involves a lot more. A business involves marketing, sales, accounting, you know, a lot of different stuff that is outside the skill set of baking a cake. And so the same thing with property management. Some people are like, I've managed properties for a while, or I've done business development for a property management company, done sales for a while. And they think I could now go start a business doing this. And that's the technician level work. That's not the business ownership type of stuff. then that's where things get a little more difficult. Yeah. Ashleigh Goodchild (07:57) read that book it's actually a really great one for newbies in the business. Jason Hull - DoorGrow (08:01) Yeah, yeah. So yeah, I love that. So how does the PM collective work? How are you getting people together? How do you facilitate this? What does a typical meetup look like? How do you make these connections? Ashleigh Goodchild (08:13) Yeah, so we very much just have hosts that reach out to us and they see a gap in their location. And then they just give me, they have to give me three dates, times and locations. And I just set them up online for them. So it's relatively easy for the host. Everyone just rocks up. It's very, very casual. They grab their own coffee, they take a seat and the host is there just to sort of welcome everyone and sort of facilitate it to a certain point. We have the groups, they can range anywhere in size between four people to 20 people. And to be honest, even the groups of four, I find are so important because I find that the intimate conversations are so much stronger in those small groups and people really open up. And the conversation could be about anything. It could be about... certain products that we're using. might be about some subscriptions. It might be about what's currently not working, what demos we've had, what problems we've had. And I find in that smaller group, people definitely open up a lot more and get that real, really good support that they need. Sometimes it's we chat on a personal level. Again, that comes down to people that are personally happy, I believe make the best. employees and their best employers. And it's really important that we look after people's personal state and having those personal conversations and those opportunities to vent, think are incredibly important in that environment as well. And then we have a big mixture. So we've got some groups where we get a lot of BDMs come along, some where it's just the solo printers, some where it's the referring partners, they sort of just all find their own vibe. But one of the biggest things that has been really important is that consistency. So knowing the for the public to know that we're going to show up every single month at this location. And we're here if and when you need us. That consistency is really important. So really casual, you don't need to buy a ticket or anything like that. And I think that really what's made them successful though is that consistency. Jason Hull - DoorGrow (10:15) Got it. So is how does the PM collective have the bandwidth to facilitate this? How do you guys make money? How does that work? Ashleigh Goodchild (10:23) So we don't, we sort of run it as a bit of a not-for-profit, even though it's not registered as a not-for-profit. So the purpose is very much community-led learning. And I guess on a personal level, I run my own business, my own real estate business. So for me, that's my bread and butter, and this is really what's considered my passion project. So this is sort of more my legacy, I guess. And, you know, I've got the time and the energy. Jason Hull - DoorGrow (10:27) Okay. Ashleigh Goodchild (10:48) to and the love to do it. So that's what I do. We have got great sponsors who help support our podcast and cover the cost for the membership and things like that. And we've got a membership base, which would be say, I guess on the smaller medium size. And over time that will grow. But for now, the support is really where it's at and we're driven by that with no need. for any strong monetary value coming through at the moment. That might change in 10 years, but for now and the last five years, it's been perfect. Jason Hull - DoorGrow (11:19) Well, mean, it sounds like the people that are really giving to this community like yourself probably have some of the healthiest businesses because the people that are in over their head don't have time to go hang out or go to lunch or to meet up with people. so, you know, that, and that, you know, that allows people to come in that maybe they're are struggling to meet and hang out with people that are in a healthier place and kind of lend them a hand up. Right. So. Ashleigh Goodchild (11:32) No. It's interesting because in Australia, we've got what we call CPD points. don't know if you've got them, where they're like compulsory development points that you've got to do to hold your registration. and our events, they are not CPD registered, which means that people don't come along because they are coming because they just have to be registered and they just have to do so many points. They come because they actually want to come along. Jason Hull - DoorGrow (11:57) Okay. Yeah. Ashleigh Goodchild (12:12) And I think you'll find that that has made a massive difference with the vibe. Like we had an event the other night, because we sort of run the separate events as well. And, you know, everyone comes along, they're catching up, they haven't seen each other for a couple of months. And it really feels like someone's birthday party. But the important thing is that people are there because they want to, not because they're going to get a CPD point attached to it. And you really can feel that difference in the vibe. Jason Hull - DoorGrow (12:37) Got it. Okay, well, let's take, I'm gonna do a quick word from our sponsors. This will be relevant. If you are a property management business owner, you're tired of getting tangled up in numbers, KRS SmartBooks has your back. They specialize in property bookkeeping for small to mid-sized managers who'd rather focus on, well, managing. So with over 15 years of experience in real estate, accounting, they're pros in Appfolio Yardi and all the top property software. Trust them to make your monthly reports hassle free so you can get back to what really matters running your business. Head over to KRSbooks.com to book your free discovery call. And so maybe that'll help you have a little more time to get back to the property management community. All right. So back to what we were talking about, Ashleigh. I love, I love this idea. I love that you've facilitated this vehicle for everybody to get together. You just, resonate positivity and I'm sure that kind of sets the tone for the group that people are kind of attracted to. And I've been part of groups where the leaders are very positive and it's just a different category and group of people. There's a lot of people that are helpful, positive. I'm in masterminds like that. And then there's others where the leader is more kind of like a dictator cult leader and like, it's just a very different environment. And there's a lot of guilt and a lot of shame and stuff like this, right? and, I've been in some men's programs and things like that that were like that. And it's just, you know, it's a totally different environment. So you've created, and so this is really, I think a strong Testament to you. How many, how many people are involved in this throughout Australia and beyond. Ashleigh Goodchild (14:13) should know the answer to that and I don't. And I would probably say there would be around 20 hosts around Australia. So 20 people, have started having visionary leaders in each state and to help sort of help me control the states. But yeah, about 20 hosts. But then like I've got, for example, an audio summit coming up. Jason Hull - DoorGrow (14:21) Wow, OK. Yeah. Ashleigh Goodchild (14:37) And that's got 17 leaders in Australia doing an audio summit for me. And we're doing 17 days of tips and tricks. So there is a lot of people that make up all of this, a lot of other coaches and trainers that give their time and their knowledge as well to it. So it really is a big project. in total, I'd say there's probably about a good 40, 50 people from coaches, trainers, leaders. who facilitates some sort of knowledge base for me on all these events. So pretty lucky. Jason Hull - DoorGrow (15:07) So describe to me the difference between structured management and random leadership. Ashleigh Goodchild (15:13) Yeah, so that's something that I practice inside my real estate at SoCo. And one thing that I've learned from other people and other leaders is when we do, obviously you need structured management, in terms of processes and procedures and all of that, and that's fine. But when it comes to leadership, sort of what you talking before about the dictatorship, I feel like I probably practice servant leadership a lot more. practice servant leadership at SoCo, which is the real estate, and I practice servant leadership in PM Collective. And very much I do picture myself or feel that I'm a leader from the bottom and that you just tell me what you need and I will deliver it for you. So I do that both in PM Collective and SoCo. And that's where the support comes from. The random leadership, I think, has been something that has really helped me keep long term staff. I'm known in the industry for having a long term team. anywhere between sort of seven years and 15 years average for property managers, which is great. And one of the things I would say have helped me and I have to say I haven't done this on purpose. It's just the way that I've done it. And I now I reflect back on it. I can see how it's worked. And if we were to every single year, give our team a Christmas bonus every single year, they're going to expect that. And if one year you don't do it because you can't afford it or something's changed, people are going to start getting a little bit ticked off because it's like, where's my bonus? get one every year. And I think the same goes with the Jason Hull - DoorGrow (16:52) become expected.   Ashleigh Goodchild (16:54) very much expected. And I think when we start getting, creating expectations with our team, that's when we can start getting a little bit of conflict. And I've seen it in a lot of agencies. So where I, I, I think what I think works really well is things like we might as an office randomly buy someone a coffee, or we might just randomly say, Hey, let's go out for lunch, or randomly, we'll do a Christmas bonus randomly. We might shout everyone a voucher for a massage. All of those random things mean so much more to your staff and they appreciate it so much more. Even if it was that $5 coffee or that random walk or that random time that you're giving, I just find that that doesn't set up expectations and people appreciate those little things a lot more. And like I said, it's not something that I went and said to myself, this is how I'm gonna manage my team. It's something that I just did naturally, probably because I'm a little bit scatty and I probably was, you know, not very good at keeping things consistent. But now that I look back on it and I can see that that 100 % has played a massive part in creating a really healthy long-term team. Jason Hull - DoorGrow (18:07) Yeah, that makes a lot of sense. know, yeah, giving gifts means a lot more or giving experiences or doing things means a lot more than, you know, than just a bonus that they're expecting at the end of the year. And most people aren't actually money motivated. BDMs usually probably should be a little bit and maybe entrepreneurs, but that's the mistake entrepreneurs make is that we assume everybody else likes money as much as we do. A lot of times. And so we try to bonus people or reward people or motivate people with money. And a lot of times that backfires. And because most people aren't money motivated or money driven, know entrepreneurs listening right now are like, what? That makes no sense. I don't understand it, but yeah.   Ashleigh Goodchild (18:48) I think a lot of businesses as well, they try to manage their team by textbook and you know, the textbook says, we should give people their birthdays off or a textbook says we should, you know, we should do a bonus at Christmas or whatever it might be. But I think, you know, really getting to know each person and I know who in my team values me sitting down and talking to them and asking them how their weekend was. However, if I went and did that to someone else in the team. That'd be like, you just go away. I'm trying to work here. And I, I, I, yeah, I know what, what each person needs to be happy. One thing that I found more recently is that if your team can have a hobby, that is probably the biggest thing to create a happy team and hobbies prevent burnout. And I think that when we get a lot of people in the industry where all they do is work and family, work and family, they don't have anything in between. And so like one of my girls, she loves to play golf. She really young girl, 21 years old, plays golf semi-professionally. And she had asked whether she can start having some private coaching on Tuesday afternoons. So she was going to come in a few hours early. And I was like, absolutely no problems at all. Because if I give her that Tuesday afternoon off to go play golf, there's something else that she loves. I just find that, you know, people have to have other things they love just besides, yeah, besides the work and family. And that's something that I feel like I really try to encourage with everyone in industry is find a hobby if you're feeling stressed. And you know, and a hobby is not, you know, reading a book or something like that. It's actually like playing pickleball or netball or coaching a team or it's something specific. Jason Hull - DoorGrow (20:37) Got it. OK, so you're encouraging team members to have hobbies. And that allows them to maybe have a little bit more to bring to the table in terms of energy and life, it sounds like. Yeah. Ashleigh Goodchild (20:42) 100 % Yeah, yeah, it just allows them to enjoy enjoy work. And like I said before, you've got to have them they need to have a happy home life for them to perform well for your clients. It's really, really important. You can't, you can't have them having a tough personal life at all that's going to affect you and your clients. Jason Hull - DoorGrow (21:10) Got it. Yeah. Yeah. There's a, there's a really good book called giftology by John Rulin. And he talks about the benefit of giving gifts, gift giving, to basically for almost as marketing or do increase referrals or to increase retention. But the same thing applies to team members. These doing these random things, sounds like a really solid idea. And then also encouraging hobbies I think could be really beneficial. So, So explain your vision for a more human and less transactional industry. Ashleigh Goodchild (21:43) So in Australia, have starting to become quite reliant on our offshore staff and our offshore team. And I'm assuming that that's everywhere. Would that be the same with your businesses? Jason Hull - DoorGrow (21:55) Yeah. Yeah, I would say so. There's a lot of people that are hiring VAs in the Philippines or Mexico for sure. Ashleigh Goodchild (22:02) Yeah, I mean, and whether it's part of your business plan or not, you know, I fully respect that. But what we've found in businesses is that by passing on the transactional work to our offshore team, and transactional, mean, collecting the rent, arranging maintenance, sending out inspection letters, you know, all of that sort of admin tasks, we're finding that that's really not where the value of a property manager or business owner is anymore. Jason Hull - DoorGrow (22:19) Mm-hmm. Ashleigh Goodchild (22:31) And so what we need to do is to move our skillset into more of a consulting role. We currently have been doing for a number of couple of years and I teach this a lot to other officers is what we call an annual investor audit. So our annual investor audits, they are 30 minute consults with every client and we are going diving straight into all the holistic side of their property because we need to make sure as a business that our clients are emotionally well and financially well. If they're emotionally and financially well, they're going to keep their investment property. The minute that they're stressed and not making money is the minute that they sell. And obviously that's not what we want in the businesses. So to do that by checking in with them, we are talking to them about any red flags we see with their tenancy with their rent or their inspections.   Jason Hull - DoorGrow (23:10) Yeah. Ashleigh Goodchild (23:27) We're talking them through and helping them understand what level of maintenance is considered normal or excessive in their property. If they're not spending enough maintenance, we're talking to them about ideas they've got for future renovations. We're talking to them about what their mortgage rates doing, how are they feeling? Are they positively geared or negatively geared? Is there any circumstance that's coming up in the next 12 months that we should make a note of that might cause them a little bit of stress? We are... Talking about all of those things on a real conversational level and it allows us to pick up trends of what that client's plans are. Are they planning on building a portfolio? Are they planning on selling in six months? Are we going as an office to see a huge wave of clients starting to sell? Is that something we need to protect that, you know, as an asset in our business? And so when we start getting into that consultancy role, it's no different to your accountant organizing a tax planning meeting. you know, in April, for example, that's exactly what we're doing. And we are planting seeds for that client so that they're never surprised when we call them up to say, Hey, your rent's gone backwards, or you got to spend $10,000 on the property. And that has been incredible. It's not only been something that's helped our churn rate. Generally in Australia, churn rate and loss rate for businesses can range anywhere between sort of 15 and 30%. Our office is sitting at about 5%. For it so for a large, a large office with we've got 1200 doors, to have that sort of 5 % churn rate is is actually considered really great. And I do put that down to the annual investor audits. And in addition, though, it allows the business owner Jason Hull - DoorGrow (24:52) Yeah. Ashleigh Goodchild (25:10) to take control of their asset and not to have to maintain that relationship. Because at the end of the day, I'm very passionate about that that client is my client as the business owner. And I need to keep that relationship up. And if I put all of that responsibility onto the property manager and my property manager leaves, I've got a risk that that client is going to follow the property manager. So that's a little bit of my of the importance and responsibility I take as a business owner. So they have been an incredible game changer for retention, but it's also helped uncover new business opportunities because when we've done these for our clients, we've never sort of asked them, do you have any properties? But so many clients have actually said to us, that was so good. Can you do it for my other property? And I'm like, sure. Where's your other property? and got the address and we've subsequently got the business of the because the other agencies weren't doing it. So obviously over time, more offices will start doing it. But that's just a great example of elevating the human side of property management. And we started introducing these in our business, like I said, a couple of years ago, I now teach them to other agencies around Australia. And then as soon as we can get, you know, a really good percentage of businesses, all bringing these in as just a natural part of the business, then we will that's how we see the industry elevate. And then that's just going to be considered a normal thing like checking rent arrears. And so that's really my vision to, to bring in things like that. I've been trialing, I do a lot of like mirroring in the business. So I trial things in my business first. And if it works, I will put it out to the industry. the other trial that I did was, which actually didn't work. And, it was about, I had a junior property manager and we had a lot of clients that we were losing from, from fees from owners being fee driven. And I thought to myself a little bit like a hairdresser. You've got a junior apprentice to cut your hair. You've got a senior stylist or you've got the director. And I thought to myself, I'm actually going to do a fee schedule with a junior rate. So if you want to, if you're fee driven and you want a junior to look after your property with less than one year experience, this is the fee. And if you want a senior, this is the fee. Now I thought that everybody would jump at the junior fee schedule because everyone seemed to be fee driven. What was so interesting is I did this trial for 12 months and I probably had 3%, maybe 2 % of clients actually say, I'll go with the junior fee schedule. Every single person said, thanks, but I think I'll stick with a senior. And I think that that's a great example to showcase that investors do want the experience. They want the peace of mind. And we all thought they wanted cheap fee schedules, but when given the opportunity for the cheap fee schedule with a junior, they didn't take it. So I thought that that was a really good example. Yeah, I know. Jason Hull - DoorGrow (27:49) Mm-hmm. yeah. I could talk about that for an hour. We've tested a lot of stuff on pricing. Ashleigh Goodchild (28:10) But it was just a great test to do. I trialed it, it didn't work. So I've gone to the industry and I've said, given it ago, it hasn't worked. I'm now trialing a second option with fee schedules. And hopefully that works because I just feel like the industry needs to move just from the same fee schedules we've been doing for 20 years. It really is something that needs to be done there. So that's my next mission. Jason Hull - DoorGrow (28:14) Yeah. Yeah, I love it. I love the experimentation. So cool thing about my position is I get hundreds of guinea pigs. And so I do all sorts of testing. And so we could chat about some of that. We've done some fun stuff, but I love the idea of the annual investor audit. call those, we coach clients on that as well. We call those annual portfolio reviews and that's a great opportunity to get more referrals. great opportunity to get more reviews and testimonials. It's a great opportunity to create more connection with the client and to showcase what's invisible to them currently that you're actually doing work. And yeah, and it's going to significantly decrease churn. You mentioned churn maybe between on a lot of companies, maybe being between 15 to 30%. And if you're at 1200 units, I was doing math while you were talking, that would be between 180 to 360 units being lost each year. And so a lot of property managers don't pay attention to what's leaving and they think, well it's infrequent or they're selling their properties or whatever and they're not paying attention to that. They're so focused on how do I get more doors? And sometimes they're losing more doors than they're adding each year or they're just breaking even. And so they've been at the same spot for like a decade sometimes. And they're wondering, why does this feel like a grind? And they're not making progress. And sometimes you have to look at what you're losing and what's your level of service that you have there and how visible is what you're doing to your client? Because if it's not visible, they're going to assume, well, why do I even pay them? They're not doing anything. They're just collecting rent. Yeah. Ashleigh Goodchild (30:15) Yeah, it's like, I call it a, we've got a client success manager. And I think that that's a real missing part in a lot of businesses because we've got the BDM who brings in new business. We've got the property manager who maintains it, but the client success manager actually is what I call a BDM in reverse, because if they can prove your retention, that is growth. So therefore it is still a BDM role. Jason Hull - DoorGrow (30:21) Mm-hmm. Yes. Yeah. Ashleigh Goodchild (30:41) that you've got someone specifically for. So that's a real big missing part. And I think a lot of businesses when they don't have somebody specifically on that role. Jason Hull - DoorGrow (30:52) Yeah, I've been privy to see inside of a lot of different types of businesses and being in a lot of different masterminds. And one of the things that I've seen is that some of the most sales oriented organizations, like companies that they're focused on placing salespeople and hiring salespeople and stuff like this, they always have their best salespeople graduate to be on their client success team. is how they kind of position it. And they call that their second sales team. Because these are the people that get people to re-up or renew or continue on, or to bump up into a higher level program. so client success is your other sales team. their whole job is to decrease churn. Their whole job is to increase retention. So at DoorGrow our client success manager is my oldest daughter. And she does our client success. And she's got the personality for it. She's much more of a feeler than I am. She's much more about community than myself, right? I'm more of a logical thinker in a lot of instances. And so clients just love her. She does a great job. And so everybody should have client success. What's funny is in the property management industry, you hear the phrase property manager, but that's like this mystery sort of title that means a different thing to everybody you ask. And so for some of them, some people think their property manager is supposed to be a BDM also. I'm like, those are... probably different personality types. Some think they're the maintenance coordinator, but then they'll hire a maintenance coordinator and they call somebody else a property manager. so property managers also could be those client success people, the relationship builder. And so that's where it gets confusing is when we're, I hired a property manager. Well, okay, what are you having them do? I always have to ask because it's always different. So I don't know if you've noticed that in Australia, but. Ashleigh Goodchild (32:41) Yeah, and I think as well, like, I like what you mentioned before about how a lot of people don't actually see what we do. And I think that's where you've got the opportunity. Because I remember a long time ago, a client said to me, you know, wanting to negotiate on fees after a couple of years. And he said, you know, your job's easy, you don't, you know, the you don't have to do anything for your money. So therefore, you should reduce the fees. And I'm like, Jason Hull - DoorGrow (32:49) Yeah, it's invisible. Ashleigh Goodchild (33:07) Hold on a second, we've chosen a fantastic, perfect tenant. We do a lot in the background to make it look like we are managing it nice and easily and not creating any stress for you. Do you want me to create a problem tenant so it looks like that I'm doing work so that you can justify the fee? Because the fee is so, is reflective on you finding, it look like that we're having a very easy life. but that's taken a lot of skill and experience to do that. It's just so backwards, isn't it? That the way that they validate our fee, if we have got lots of problems and they think we're not worth our fee when we've got nothing to do and got a perfect tenant, which was the result of us putting it in the first place. Jason Hull - DoorGrow (33:34) Yeah. Yeah, I used to work in IT and one of the things I learned in doing IT and working on computers and networks is that if you make everything run perfectly, they wonder why they even pay you at all. And then I also noticed if there was a problem, they're like, why do we pay this person at all? There's now this problem with the network. so either way, couldn't win. So I learned I had to make the invisible visible. I had to tell them all the time, hey, I just updated this server. I just changed this. This has been improved. That's preventing these problems. And they're like, wow, Jason's on top of this. Jason's making everything run smooth. So I had to learn to be noisy. I worked at Hewlett Packard and I was in Boise, Idaho and I had a boss in Texas. And he would just look at our... he would message us all throughout the day through an instant message app or whatever. He would message us, what are you doing? What are you doing? And I was like, he can't see what we're doing. So I just started changing my status. I allowed you to put a little status, they use some Microsoft app, I can't remember Teams, I don't remember what it was. But I just would update it every day and I would say like throughout the day what I was working on in that moment. Updating this, working on this, doing this, and just what I was doing. And so then he started asking, what's your coworker? doing because we were a two person team that were over a big system. And he was like, what's what's what's Josh doing? Is he working? What's he? So he started to perceive that I was on top of things and working and this other person was lazy and not doing stuff. I'm like, no, he's working too. So yeah, but that's I sold, you know, we've translated that to helping clients make sure you're showcasing the invisible because they can't see it. Otherwise, you have to be noisy. And those annual reviews are a great opportunity to do that because you say Here's how many maintenance requests we've handled that you didn't have to deal with. Here's how much money has been collected. Here's the payouts that we've done to you. Here's all the stuff that we've been taking care of that's prevented you from having to deal with this. Here's how many calls we took. Here's how many tickets we handled. All these vanity metrics justify why they spend the money with you. So I love that you're reinforcing that idea. So for my clients listening. She said, and she's got 1200 doors, which is probably more than some of you. so Ashleigh, what do you feel like people are hearing your low churn rate besides the annual investor audits that you do and maybe having a client success manager. I don't, what, what do you feel like is really significantly reduced the churn rate down to 5%. I mean, that's significant in any business. Ashleigh Goodchild (36:25) Yeah, it would. You've got your audits, it would probably be I think myself being a director of the business who is 100 % active in property management and approachable is a really important word. Clients know that they can call me at any time they know that if one of my property managers is on leave, they can call me to handle anything that plays a massive part. And if I reflect on some of my clients, because we all get clients that, you know, maybe aren't happy with something or a little hiccup has happened, to know that my clients don't just silently leave and say, that happened, not happy, I'm gonna go find someone else. They always contact me first. I actually had one the other day to say, Ash, my property manager is really lovely, but I'm just feeling like I need someone with a bit more confidence. No problems at all. Let me move you to this person. The fact that they approach me first and give me the opportunity and know that they can call me to move them. I just take that with so much privilege because that doesn't happen in a lot of offices. If you're not approachable and your client would rather just leave the property, then bother coming to you because they don't think they're going to get heard. That's going to be a problem. So for me, that is massive. Jason Hull - DoorGrow (37:24) Yeah. Ashleigh Goodchild (37:46) And then probably the final thing, I think that our values really show through, through social media and my presence on social media, the fact that they know me on a personal level, they can see that I've got kids, they can see that I've done podcasts, they can see when I win awards, and embracing our clients on our journey and allowing them to see every part of me as a human being, I think is great. We do an annual an annual drive for a not-for-profit. support DB survivors quite a lot in our business and we promote philanthropic investing. And so the fact that we bring in our clients to be involved in that process by buying their clients, their tenants a hamper for Christmas to strengthen relationships has been a fantastic PR exercise with clients saying, you know, yes, please organize my 10 Christmas hamper and we're just so thankful to be aligned with a business like yours that supports, you know, good causes. It's those little things that I've probably played the biggest part in it, in their retention and client success. Jason Hull - DoorGrow (38:49) Love it. Yeah, I love that. A lot of property managers are so focused and business owners are so focused on thinking, what, how do I get more money? How do I take more instead of like the benefit of being involved in how much trust it would create to be involved in some sort of philanthropy or charity or something that's a bit more outward focus. And, and one of things we are really big on at DoorGrow is coaching our clients on finding a, in building out their client centered mission statement is figuring out. How do you make this vision bigger so that you're having a positive impact, not just for yourself, for the business, for your team, but maybe the community at large, maybe the industry at large? And what sort of impact and change do you want to see there and making that vision bigger? Because it allows you to attract team members that are inspired by a bigger vision, allows you to attract clients that resonate and are inspired by a bigger vision. And so you get better people all around. Ashleigh Goodchild (39:48) And it gives other people the opportunity to do good. And with our annual hamper drive, we did that last year. And all we did, we aligned ourselves with a not-for-profit hamper company, which is sort of like a by-product of one of the charities. And they support women getting back into the workforce. And so not-for-profit, we emailed all our clients and we said to our landlords, listen, if you've had a great year with your tenant, we would love to arrange a hamper on your behalf. It's $88. Jason Hull - DoorGrow (39:53) Yeah. Ashleigh Goodchild (40:16) and we'll take it from your rental income and we'll send it on behalf of you for Christmas. It's a great way to acknowledge you've had a great experience with your tenant and strengthen that relationship. And from that alone, just us doing OneDrive last year raised 14,287. And so this year we have now through PM Collective promoted that through other agencies to do the same. And I actually had an email from the CEO of the not-for-profit today and she said, Ash, I am just so excited to get these numbers back to you. We have had such a huge response from you and assitting against it. And I just can't wait to see what the figure will be because I know as an agency, we will do probably double and the fact that other agencies now will do good. It's just an example of the impact that we didn't realize we were having by giving our landlords the opportunity to do good, but then sharing that with other people to give them the opportunity for their clients to do good. It's just so wonderful on so many levels. And it's the same with our philanthropic investing. encourage owners who financially are able to rent out their home at a low market rate to a survivor of DV. Jason Hull - DoorGrow (41:19) Love it. Ashleigh Goodchild (41:29) to do it and you'll be surprised at how many people don't even know it's an option. It's not saying that it's right for every landlord, but there are so many landlords out there who have a vacant property and didn't even know that they could do this jump on board. yeah, giving those opportunities to people that didn't know that it was an option, I think is really great to see. Jason Hull - DoorGrow (41:50) Yeah, love it. mean, people want to feel good about themselves and, you know, being able to give gifts or being able to benefit others makes people feel good about themselves. And if you're giving your clients a chance to feel good about themselves, they're going to associate that with you. Yeah, that's beautiful. So, well, cool. I love all these different ideas and tips. think you've shared that. I love the idea of doing the annual portfolio reviews. love the idea of, you know, the Ashleigh Goodchild (42:04) Yeah. Yeah. Jason Hull - DoorGrow (42:18) charitable stuff, the philanthropy stuff. Love the idea of giving people a vehicle or some method to bypass the frontline staff person that they're assigned so that they can reach somebody that can maybe, if they want to complain about that, that team member or some, there's a, there's a gateway there or a vehicle there for them to do that rather than them just going, well, I guess I have to quit. I don't know. Yeah. So I love, I love these ideas. that I think anybody listening to this would benefit in decreased churn. Ashleigh Goodchild (42:40) Yeah. Jason Hull - DoorGrow (42:47) Well, Ashleigh, I appreciate you coming here on the show. How can people maybe get in touch with you or with your business or whatever you would like to share with others here in closing? Ashleigh Goodchild (42:58) Yeah, well, I mean, I'm very easy to Google. You can just Google Ashleigh Goodchild and hopefully find me there. But I am on Instagram and all the socials under PM Collective or under Ashleigh Goodchild. So I'd love to connect with anyone that finds me on those platforms. Jason Hull - DoorGrow (43:16) Perfect. All right, Ashleigh. We'll probably have to have you come talk to our clients sometime. I think that'd be fun. So, all right. Thank you, Ashleigh. Appreciate you coming here on the show. All right. So for those that are struggling in your property management business and you want to kind of get to that next level, make sure you reach out to us at doorgrow.com. We would love to facilitate or help you or see if we could help you with your business. Ashleigh Goodchild (43:21) Love them. Thanks for having me. Jason Hull - DoorGrow (43:41) If you felt stagnant for a while, also join our free Facebook, just for property management business owners at doorgrowclub.com And if you would like to get the best ideas and property management, join our free newsletter at doorgrow.com/subscribe And if you found this even a little bit helpful, don't forget to subscribe and leave us a review. We'd really appreciate it. And until next time, remember the slowest path to growth is to do it alone. So let's grow together. Bye everyone.  

Chris shows up wearing a beanie and a tank top, which sends the entire show into a spiral before the intro even starts. Chase boots up his brand-new "Hewlett Packard" like he's time-traveling, and somehow ends up in the future. J defends the honor of his million-dollar closet. The guys battle over Amazon addictions, argue about discontinued foods like it's life or death, and roast each other nonstop while bouncing between Taco Bell nostalgia, movie reviews, and pure nonsense. Thunderbolts gets love, Jurassic World gets torched, and someone probably lies about their thermostat settings. It's unfiltered Cup to Cup energy: chaotic, dumb, and weirdly wholesome in its own way.

Send us a textJoin me for ep 260 Real Housewives of Salt Lake City Season 6 Episode 8 gossip drop where I'm investigating the origins of that explosive TikTok video about Seth Marks allegedly cheating on Meredith, and wait until you hear how Bravo presented it versus what actually happened. I tracked down the influencer who made the video and discovered it was crowd gossip from a comment section, not a firsthand account like Bravo made it seem, and there's a reason why none of the best sleuths in the Bravo landscape could find this video. Then Angie Katsanevis drops a bomb about Todd Bradley allegedly making out with someone in New York who said he smelled like beans, and we discuss my deep dive into Todd's entire history including his previous marriage, his time at Hewlett-Packard, a fraud scandal, and court documents that reveal he and Bronwyn were living in separate states for years. There's a pattern emerging about Todd's behavior and whereabouts that makes this cheating allegation seem very possible. I'm also breaking down the RHOBH trailer and the new girl Amanda Frances McKinney who may have a criminal background nobody knew about, plus I found her arrest details and I'm exposing what appears to be a massive course scam similar to RHOSLC indicted Jen Shah involving high-priced life coaching classes. People are saying they spent thousands and got information available free on YouTube, and Amanda's response to being called a scammer on the show is wild. Plus Denise Richards got her restraining order against Aaron Phypers and he's facing deportation, and I'm continuing my deep dive into Virginia Giuffre's book where she reveals how Epstein and Ghislaine Maxwell tracked her down in Australia to threaten her, how her father was allegedly paid off by Epstein, and the legal strategy that finally allowed her case to move forward despite the settlement agreement.TIME CODE HIGHLIGHTS:

In this episode of The Data Chief, Ilan Twig, co-founder and CTO of Navan, shares why large language models will revolutionize our relationship with technology—just like the mouse did for the keyboard. From pushing AI to its limits to launching Navan Cognition, built for zero critical hallucination, Ilan reveals what it really takes to lead through change and build AI that people can trust. He also dives into a critical question every company must face: Will you build AI from scratch, or build with AI partners?? And if you're curious about the next frontier, Ilan paints a bold vision of agent-to-agent communication—where AI services talk to each other and your admin work disappears into the background.  A must-listen for anyone building the future of AI-powered user experiences.Key Moments:Agent-to-Agent Communication (A2A) (17:00): Ilan envisions a future where dedicated AI services communicate with each other in natural language, without the need for an API. This "mother of all bots" would manage administrative tasks by talking to other bots, simplifying complex tasks for the user.AI as a "Human" Experience (27:16): Ilan was surprised by the release of ChatGPT in 2022 because it was the first time a technology felt human. This led him to spend four months building and testing the technology's boundaries, including its ability to lie or be "jailbroken" with creative prompts.Identifying the Core Business (31:43): Ilan advises companies to decide if they want to become an "AI company" or simply use AI. He explains that building a core AI platform requires a huge commitment.A Case Study in Building (35:32): The conversation furthers, as a light is shed on the building of “Navan Cognition”, because no solution existed at the time to prevent critical hallucinations in AI models. This system includes a supervisor agent that works to catch and correct undesirable responses, creating a "zero critical hallucination" experience for its users.Key Quotes:"LLMs would do to the mouse what the mouse did to the keyboard when it comes to how humans interact with computers."  - Ilan Twig“My role is to always apply the best technology in order to drive, to create the best product and best experience. That's my role. And it is not technology for the sake of technology. It is technology for the sake of creating value for the users." - Ilan Twig“We ended up using ThoughtSpot. We also applied the generative AI capabilities that you guys have built into your product. That's build versus buy. That's the benefit of buy.”  - Ilan TwigMentionsNavan Introduces World's Smartest T&E Personal AssistantNavan CognitionAI jailbreak method tricks LLMs into poisoning their own contextSurely You're Joking, Mr. Feynman! (Adventures of a Curious Character)  - Richard P. FeynmanGuest Bio Ilan Twig is the co-founder and Chief Technology Officer (CTO) of Navan, the leading modern travel and expense management platform, globally. As CTO, Ilan drives Navan's product development and engineering efforts, leveraging cutting-edge technologies — including AI — to enhance user experience and operational efficiency. This is Ilan's second successful venture with Navan CEO Ariel Cohen, following their previous company, StreamOnce, a business multimedia integration platform acquired by Jive Software. With nearly two decades of engineering experience, Ilan has a proven track record of leading innovative research and development teams. He previously held key roles at Hewlett-Packard and Rockmelt, where he managed large-scale engineering initiatives. Ilan holds a Bachelor of Science in Computer Science from the Academic College of Tel-Aviv, Yaffo. As a forward-thinking technologist, Ilan is passionate about integrating AI-driven solutions to redefine the future of corporate travel and expense management. Hear more from Cindi Howson here. Sponsored by ThoughtSpot.

On this episode, host Sagi Eliyahu speaks with Gabriel Buigas, Executive Vice President of Contracts, Compliance and Commercial Services at Integreon. Gabriel shares his unique perspective on legal transformation, drawing on senior leadership roles at Hewlett-Packard, UnitedLex and now Integreon.The discussion explores how generative AI is reshaping the legal function, why disruption rarely comes from incumbents and how forward-looking in-house leaders can self-fund transformation while preparing their teams for the future. Gabriel also highlights the importance of embracing change, investing in young, tech-native talent and learning the business to be an effective legal partner.Key Takeaways:00:00 Introduction.03:53 Incumbents rarely drive industry disruption. Change often comes externally.07:16 GenAI is transforming legal with rapid, widespread adoption.10:29 Legal departments should create safe spaces for responsible AI experimentation.16:10 Forward-thinking legal teams can self-fund transformation through cost savings.22:06 Start automating routine workloads now before the major changes coming within five years.25:03 Hiring lawyers who embrace technology accelerates organizational growth and readiness.28:31 Embracing change and business context makes stronger, future-ready legal professionals.Resources Mentioned:Gabriel Buigashttps://www.linkedin.com/in/gabriel-buigas-902953/Integreon | LinkedInhttps://www.linkedin.com/company/integreon/Integreon | Websitehttp://www.integreon.comThis episode is brought to you by Tonkean.Tonkean is the operating system for business operations and is the enterprise standard for process orchestration. It provides businesses with the building blocks to orchestrate any process, with no code or change management required. Contact us at tonkean.com to learn how you can build complex business processes. Fast.#Operations #BusinessOperations

What if you could spend just one day sharing your product or service with an irresistible offer—and turn that one event into a multimillion-dollar business by harnessing the power of a single presentation?Most entrepreneurs spend years trying to grow their business through endless marketing tactics, but few realize they could be just one presentation away from the breakthrough they've been chasing. Whether it's on a stage or in a boardroom, one powerful presentation can change everything. Which is exactly what happened to today's guest.Today, I'm thrilled to welcome Colin Boyd back on the podcast. Colin is a Certified Speaking Professional, founder of the Sell From Stage Academy®, and author of One Presentation Away. Colin has helped some of the biggest names in the expert space design presentations that convert clients without sales-y or slimy tactics. In addition to experts such as Amy Porterfield, James Wedmore, and Jenna Kutcher, he has also collaborated with major corporations, including Coca-Cola, Suncorp, and Hewlett-Packard, to name a few.In our conversation, Colin explains how anyone can craft their origin story into a conversion story, one that connects and converts authentically to drive exponential growth in their business.In this episode, you'll learn: 1.) How to reframe selling as an act of service and remove feelings of guilt from your mindset. 2.) How to structure presentations that organically leads to a yes and convert more prospects into clients.3.) How to sell from stage without feeling “salesy,” by using Colin's framework for turning selling into serving and making irresistible offers that people are excited to say yes to.Show Notes: LifestyleInvestor.com/262Tax Strategy MasterclassIf you're interested in learning more about Tax Strategy and how YOU can apply 28 of the best, most effective strategies right away, check out our BRAND NEW Tax Strategy Masterclass: www.lifestyleinvestor.com/taxStrategy Session For a limited time, my team is hosting free, personalized consultation calls to learn more about your goals and determine which of our courses or masterminds will get you to the next level. To book your free session, visit LifestyleInvestor.com/consultationThe Lifestyle Investor InsiderJoin The Lifestyle Investor Insider, our brand new AI - curated newsletter - FREE for all podcast listeners for a limited time: www.lifestyleinvestor.com/insiderRate & ReviewIf you enjoyed today's episode of The Lifestyle Investor, hit the subscribe button on Apple Podcasts, Spotify, or wherever you listen, so future episodes are automatically downloaded directly to your device. You can also help by providing an honest rating & review.Connect with Justin DonaldFacebookYouTubeInstagramLinkedInTwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Tia Newcomer is the CEO of CaringBridge, a nonprofit providing a vital digital platform where families can communicate, receive support, and rally their communities during health journeys. With a career that spans Revlon, PepsiCo., Hewlett-Packard, and multiple health tech ventures, Tia brings a rich background from the for-profit world into the heart of the nonprofit sector, or as she prefers to call it, the for-impact space. In this episode of The Wow Factor, Brad sits down with Tia to unpack her career journey across four pivotal pillars, from consumer goods to tech, healthcare, and now mission-driven leadership. She shares how personal experiences, including her husband's fight with cancer and her own sense of purpose, led her to take a surprising leap into nonprofit leadership. Tia discusses the real-world impact of CaringBridge on hundreds of thousands of families every day, the technology powering it, and how "ministry pace" just won't cut it when the stakes are this high. She also dives deep into why entrepreneurial thinking, business rigor, and cross-sector collaboration are essential in the nonprofit space. "The difference between nonprofit and for-profit is a tax status. The skillset? It's the same." – Tia Newcomer "In moments of crisis, people don't need 'let me know how I can help.' They need tangible action." – Tia Newcomer "If I'm spending the majority of my time working, it better be fulfilling. That's the leap I made." – Tia Newcomer This Week on The Wow Factor: Tia's four career pillars: Consumer Goods, Technology, Women's Health, and Nonprofit Why leaving HP was her wake-up call to find purpose in her work Her perspective on for-impact vs. nonprofit leadership How CaringBridge grew to 300,000 daily users with only 40 employees The real story behind the CaringBridge platform and its founder Why technology for good is more essential than ever The burden of "just let me know how I can help" and what to say instead The power of one person raising their hand to share updates and mobilize care Partnering with GoFundMe to raise over $10M directly for patients and families The role of generosity, from emotional support to meals, transportation, and funds Tia Newcomer's Word of Wisdom: Leadership is about building something that matters and having the courage to follow the nudge, even when it's outside your comfort zone. Connect With CaringBridge: Tia Newcomer CaringBridge Website CaringBridge LinkedIn CaringBridge on Facebook CaringBridge on Instagram Connect with The Wow Factor: WOW Factor Website Brad Formsma on LinkedIn Brad Formsma on Instagram Brad Formsma on Facebook Brad Formsma on X

Jeet Kumar is the President/CEO of In Time Tec - a full-service global software and services company partnering to accelerate technology transformations through a team of 1200+ professionals. He holds 12 technology patents. Previously, he held executive positions at Hewlett-Packard.

When you've poured 46 years of your life into building a thriving precision machine shop—one that grew from a one-man garage to 50 employees, world-class equipment, and top-tier aerospace customers—you don't expect it to end with burnout. In this deeply candid episode, I sit down with Cody Sisson, a lifelong machinist who built a remarkable business through decades of grit, innovation, and commitment to excellence—only to watch it collapse under the weight of exhaustion, health crises, and a perfect storm of setbacks. Cody opens up about the early days of his shop, the thrill of landing major accounts like Honeywell and Hewlett-Packard, and the pride he took in caring for both his people and his customers. But he also shares the hidden cost of relentless drive—the long hours, delegation gone wrong, and emotional fatigue that slowly drained his passion for the work he once loved. This conversation isn't just about loss—it's about lessons. Cody now dedicates his time to helping other shop owners recognize the warning signs of burnout and put systems in place before it's too late. His honesty offers a powerful reminder that even the strongest leaders can fall when they ignore their own limits. If you've ever felt stretched thin as a shop owner or wondered what happens when the drive that built your business turns into the very thing that destroys it, this episode is one you can't afford to miss. You will want to hear this episode if you are interested in... (0:52) The rise and fall of Cody's 46-year-old aerospace machine shop (3:13) Cody's trajectory from fascination with engines to building his own machine shop (9:37) Cody took the leap and started his own shop with just a few manual machines (10:44) Check out Verdant Commercial Capital for a true partner in your corner (13:37) Landing his first major customers and growing through word-of-mouth and persistence (16:07) Surviving the 1983 recession and pivoting to new industries (18:14) Buying an abandoned farm and rebuilding the business from scratch (18:50) Rapid growth to 50 employees and early adoption of CNC technology (23:05) Embracing concurrent engineering and “dying on the sword” for customers (25:35) Building a culture where employees loved to work—and introducing a 4-day workweek (26:57) Implementing DCD (later Epicor) ERP and custom shop-floor tracking in 1994 (29:02) Meet me at the EBITDA Growth Systems Double Your Value Event! (33:00) Lessons from hiring the wrong leaders and trusting too easily (38:56) Buying and renovating a dream facility and investing in new equipment (41:16) Living through a quarter-million-dollar mill-run mistake  (42:51) Navigating bankruptcy and a double cancer diagnosis  (44:25) Catastrophic misquotes and lost margins that sealed the company's fate (46:28) The decision to shut down—and organizing a job fair to protect his employees (47:43) Processing the grief of losing a business you've built your entire life (49:02) Cody's reflections on burnout, fear, and the mental toll of ownership (50:30) How Cody is helping other shop owners recognize and prevent burnout (59:30) Join us at Top Shops 2025 in Charlotte, North Carolina Resources & People Mentioned Check out Verdant Commercial Capital for a true partner in your corner Get a discount for EBITDA Growth Systems Double Your Value Event: DYV25MC Join us at Top Shops 2025 in Charlotte, North Carolina Connect with Cody Sisson Sisson Performance Connect on LinkedIn Connect With Machine Shop Mastery The website LinkedIn YouTube Instagram Subscribe to Machine Shop Mastery on Apple, Spotify Audio Production and Show Notes by - PODCAST FAST TRACK

Pour la première fois, DeepTechs s'est produit en public, pour deux épisodes. C'était le 25 septembre dernier à l'occasion du Sommet du Bien Commun, organisé par Challenges et la Paris School of Economics, à la Maison de l'Océan, à Paris. Dans ce premier volet, Luc Julia, auteur du livre IA génératives pas productives (Le Cherche Midi) discute de la nécessité de réguler ou pas l'intelligence artificielle : L'Europe est-elle trop pressée ? Quels sont les vrais risques ? Faut-il interdire ?Luc Julia est actuellement directeur scientifique du Groupe Renault. Il est également cofondateur de la start-up toulousaine Odia spécialisée dans la synthèse vocale. Auparavant, il a été vice-président de l'innovation et directeur technique de Samsung Electronics, dont il a dirigé la stratégie pour l'Internet des objets. Luc a aussi dirigé Siri chez Apple, a été chef de la technologie chez Hewlett-Packard et a cofondé un certain nombre de start-ups dans la Silicon Valley.Il a commencé sa carrière chez SRI International, où il a fondé le Computer Human Interaction Center et a participé à la création de Nuance Communications, aujourd'hui leader mondial de la reconnaissance vocale.Luc est diplômé en mathématiques et en informatique à l'Université Pierre et Marie Curie à Paris et a obtenu un doctorat en sciences informatiques à l'École nationale supérieure des télécommunications de Télécommunications de Paris. Il est également reconnu comme l'un des 100 développeurs français les plus influents dans le monde numérique. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Rosemary Coates has spent three decades inside the hardest questions in manufacturing… where to build, what to move, and how to survive the politics around it. On this episode of The Manufacturing Culture Podcast, she walks through the real story behind offshoring, why reshoring is more trickle than tidal wave, and how companies can make smarter location calls without blowing up cost or capacity.We go back to her origin story… blue collar roots, a transportation management elective that lit the fuse, and a career that ran through Solar Turbines, defense work, Hewlett Packard, Big Four consulting, and finally her own firm. When the 2012 election turned China into a punching bag, Rosemary pivoted from moving factories out to helping leaders bring work back in a way that actually pencils. She founded the nonprofit, nonpartisan Reshoring Institute and now advises with data instead of slogans.We dig into what really changed. Labor in China is no longer cheap. Geopolitics now sits beside cost on the decision tree. Carbon footprint matters when your supply chain stretches across oceans. The grid cannot power a sudden factory boom even if you build it. And the workforce of today is not lining up for low skill, mind numbing assembly. The path forward looks like automation where it fits, contract manufacturing for flexibility, and a cold look at labor mix and total landed cost before anyone signs a lease.Mexico's rise gets a clear-eyed review… proximity, lower carbon, easier logistics, and a young workforce make Central Mexico compelling. Vietnam is full. India brings time and inventory penalties on the water. Demographics matter. So do hurricanes, wildfires, and the ability to shift production when the world throws a brick through your window.We also talk wages, the hole blown in the middle class, and why the new middle class is built on writing, computing, and mechatronics rather than grease and punch presses. Rosemary explains her expert witness work inside global supply chain disputes and leaves us with a simple truth… strategy beats sentiment, and the best decisions use both spreadsheets and context.Sponsor note:Med Device Boston is your go-to Med Tech sourcing and education expo, September 30 through October 1 at Boston's BCEC. 200 plus suppliers. 1500 plus attending professionals and OEM decision makers. Explore 3D printing, AI, materials, regulatory tech, and contract manufacturing under one roof. Visit meddeviceboston.com to register and plan your visit. Links in the show notes.Guest:Rosemary Coates, Executive Director of the Reshoring Institute, global supply chain strategist, expert witness, and author of five books on sourcing and manufacturing.

In this episode, host Sandy Vance sits down with Henry O'Connell, Co-Founder & CEO of Canary Speech, to explore how voice AI is transforming healthcare. Canary Speech is pioneering vocal biomarker technology—using subtle patterns in speech to replace subjective assessments with objective, actionable data.From measuring pain levels to aiding in the diagnosis of conditions like Anxiety, depression, Huntington's, Parkinson's, MCI, Canary's tools are designed to improve accuracy and speed in healthcare decision-making. This innovation not only helps patients receive the right care faster, but also supports nurses and clinicians by reducing burnout, improving workplace safety, and streamlining workflows.If you're curious about the future of AI in healthcare, digital health innovation, or how speech analysis can change the way we approach diagnostics and patient care, this conversation is packed with insights you won't want to miss.In this episode, they talk about:Addressing the growing challenge of aggression in healthcare settingsMeasuring ROI while reducing risk, preventing burnout, and improving employee retentionUsing voice AI to assist in diagnosing ADHD, autism, and scaling pain assessmentsUpcoming projects at Canary Speech, including collaboration with Microsoft's Dragon softwareHelping providers deliver more empathetic, patient-centered careFast implementation! Canary can be deployed in days, not weeks, for new clientsA Little About Henry:Henry O'Connell is the CEO and co-founder of Canary Speech, a leading AI health tech company using real-time vocal biomarkers to screen for mental health and neurological conditions. With over two decades of experience in technology leadership, including roles at Hewlett-Packard, Gilson, and the NIH, he has served on the boards of multiple tech companies globally. A passionate advocate for voice technology in healthcare, O'Connell regularly speaks on the transformative potential of AI and vocal biomarkers to improve disease detection, patient monitoring, and clinical decision-making. He aims to provide health screening that is accessible, objective, and scalable.

In this heartfelt episode of Girls with Grafts, Rachel is joined by author and advocate Jenny Brandemuehl and Phoenix Society's Senior Director of Programs and Services, Jill Sproul. Jenny shares her deeply personal journey of love, loss, and resilience after the tragic plane crash and burn injury that claimed her husband Mark's life.

Michael Dell and his investors spent twenty-five billion dollars to buy back Dell Technologies. But they weren't really buying a company. They were buying freedom from quarterly earnings pressure.   I'm Phil McKinney, former CTO of Hewlett-Packard, and I witnessed how this pressure shaped decisions for years. Today, we are exploring why the WSJ's recent […]

CELÝ ROZHOVOR V DÉLCE 61 MIN. JEN NA ⁠HTTPS://HEROHERO.CO/CESTMIR⁠⁠⁠⁠ A ⁠HTTPS://FORENDORS.CZ/CESTMIR „Ať jste muž, nebo žena. Každý má právo využít svůj plný potenciál. Já nelituji, že jsem ho využila touto cestou,“ říká Senta Čermáková, inovátorka a transformátorka, která prošla cestu od studia na ČVUT přes nejvyšší manažerské pozice nejen v Hewlett Packard až po současnou roli v Czechitas, kde pomáhá ženám proniknout do IT. V rozhovoru popisuje, jak ji formovala asketická, ale láskyplná výchova, díky které se naučila posouvat sama sebe i ostatní za hranici komfortu. Vzpomíná na dětství, kdy si pod stromečkem místo džín našla jen cedulku „když chceš, tak můžeš“, i na to, jak jí tatínek – přísný, ale naslouchající – už v pěti letech psal pozorování o její houževnatosti a netrpělivosti. „Nikdy mě nenapadlo, že je nevýhoda být ženská,“ říká a vysvětluje, jak ji rodiče připravovali na „mužský svět“. Třeba tím, že ji poslali na elektrotechnickou fakultu, protože „kluci z ČVUT nejsou žádné primadony, ale poctiví a skromní lidé“. Čermáková otevřeně mluví o kariéře, která ji z pražské pobočky Hewlett Packardu dovedla až do Silicon Valley, ale také o pádech a chvílích, kdy musela dokazovat, že má na to znovu stoupat. „Nejlepší, co moji šéfové udělali, bylo, že mi dali důvěru. A s odpovědností poskočíte,“ vzpomíná na dobu, kdy ve 34 letech dostala na starost oblast 98 zemí od Ruska po Afriku. Přiznává, že byla kariéristka a o své cílevědomosti říká, že „když je šťastná máma, je šťastná celá rodina“. Mluví ale i o svém životním „obratu“ po čtyřicítce, kdy začala mentorovat mladé inženýry i ženy v IT. Velká část rozhovoru se věnuje i současnosti a budoucnosti – od postavení žen na českém trhu práce přes dopady umělé inteligence až po školství budoucnosti, které se podle ní zásadně promění. „Ne každý najde sedmnáct nových povolání,“ varuje, ale zároveň zůstává optimistická: věří, že Česká republika má šanci obstát v technologických změnách, pokud se lidé naučí být adaptabilní. A přitom se pořád směje. „Manžel říká, že jsem mimozemšťan, že si v hlavě vyrábím svoje drogy. Já si myslím, že jsem usměvavá proto, že vidím svůj dopad a že cítím vděčnost a pokoru,“ uzavírá. Co Amerika ženám nabízí a Česko se tomu pořád nedokáže rovnat? Proč je podle Čermákové klíčové, aby dívky mířily do IT a technických oborů? Jak se připravit na dobu, kdy umělá inteligence nahradí část pracovních míst a co je stěžejní pro úspěšného manažera? Nejen o tom mluví Senta Čermáková.

David Fradin is a globally respected product management leader and the founder of Spice Catalyst, known for his expertise in guiding companies to develop and launch successful products. With a background that includes being classically trained at Hewlett-Packard and later recruited by Apple, David played a pivotal role in bringing the first hard disk drive […]

Steve Hinch wrote a book about engineering, innovation, and business. He shares decades of wisdom gleaned from his career at Hewlett-Packard and Agilent as an engineer, manager, marketing director, and general manager.  Steve's book is Winning through Innovation: Lessons from the Front Lines of Business. While mostly retired, Steve is an executive consultant, see his website to get in touch: Stephen W. Hinch.   We also touched on some of Steve's nature and hiking volumes as well.  While Elecia is reading My First Summer in the Sierra by John Muir | Project Gutenberg, Steve suggested works by Edward Abbey might be of interest.  Elecia and Steve both received copies of Bill Packard's The HP Way: How Bill Hewlett and I Built Our Company while at HP. Transcript                         Mouser Electronics has a dedicated Empowering Innovation Together hub that covers the latest breakthroughs in tech. Their new series explores how AI is reshaping engineering—from design automation to rapid prototyping and predictive maintenance. You'll find insightful articles, podcasts, and videos that showcase real-world applications across industries. If you're ready to see how AI is powering the next generation of engineering, head over to Mouser.com/empowering-innovation.

What if the path to building a lasting company isn't about explosive growth and quick exits? Dave Whorton, former venture capitalist, challenges Silicon Valley's "get big fast or die" mentality in this eye-opening conversation. After witnessing the Netscape IPO transform startup culture forever, Dave discovered an alternative approach: evergreen companies built for profitability, purpose, and generational endurance. From his experience at Hewlett Packard to founding the Tugboat Institute, Dave shares why some of today's most successful businesses—from See's Candies to Enterprise Rent-A-Car—chose patience over pressure. His book "Another Way" reveals the seven principles that create companies designed to last decades, not just reach the next funding round.---Guy Kawasaki is on a mission to make you remarkable. His Remarkable People podcast features interviews with remarkable people such as Jane Goodall, Marc Benioff, Woz, Kristi Yamaguchi, and Bob Cialdini. Every episode will make you more remarkable.With his decades of experience in Silicon Valley as a Venture Capitalist and advisor to the top entrepreneurs in the world, Guy's questions come from a place of curiosity and passion for technology, start-ups, entrepreneurship, and marketing. If you love society and culture, documentaries, and business podcasts, take a second to follow Remarkable People.Listeners of the Remarkable People podcast will learn from some of the most successful people in the world with practical tips and inspiring stories that will help you be more remarkable.Episodes of Remarkable People organized by topic: https://bit.ly/rptopologyListen to Remarkable People here: **https://podcasts.apple.com/us/podcast/guy-kawasakis-remarkable-people/id1483081827**Like this show? Please leave us a review -- even one sentence helps! Consider including your Twitter handle so we can thank you personally!Thank you for your support; it helps the show!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Welcome to Building Brand You™, the podcast that helps you accelerate your success by unlocking your greatest asset – you.   KEY TAKEAWAYS Authenticity is the foundation of a successful personal brand so raise your hand for opportunities that resonate with your deepest self. Every interaction and action contributes to your brand. Every contact - from social media comments to professional meetings - leaves a trace and reinforces your personal brand. Your personal brand is a reflection of your evolving self. It's not a fixed entity but a dynamic representation of who you are, your values, and your professional journey. Being able to discern and choose clients and collaborations that align with your values, the difference you want to make, and your ways of working is one of the biggest benefits of understanding your personal brand.   ABOUT OUR GUESTS: With nearly two decades of entrepreneurial experience, Astrid navigated from the world of language training and intercultural collaboration to my current role as a seasoned change lead. As a trusted guide, she helps executive teams navigate complexity and transformation with clarity and heart. A lifelong polyglot and global citizen, Astrid worked across continents, connecting people and ideas. Her belief is that change is a craft, and curiosity is its most powerful tool. She is never without a fountain pen to capture new ideas. When she's not working, you can find her exploring new cultures, enjoying good food, and staying active through a variety of sports.   CONNECT WITH ASTRID VAN WANUM: Email - Astrid.vanwanum@sparkyourpotential.nl LinkedIn - www.linkedin.com/in/astridvanwanum Instagram - @sparkyourpotential   Beth Topolovsky, is the founder and CEO of Spark Group AB, a consulting firm helping companies transform their product management practices to drive growth and to work with a product-led culture.  She has over 25 years of executive management and technical experience from Cisco Systems, Hewlett-Packard, and KLA-Tencor in Silicon Valley.  Beth took an assignment to turn around an acquisition of Cisco's located in Stockholm, Sweden and has been anchored there since.  She has a deep interest in corporate transformations and enjoys nothing more than to see teams thriving and excelling beyond their greatest imagination.   CONNECT WITH BETH TOPOLOVSKY: Email - beth@sparkgroup.se LinkedIn -https://www.linkedin.com/in/beth-topolovsky Website - http://www.sparkgroup.se/   Susan brings decades of experience in business development, small business and project management, treasury/financial reporting, team leadership, analysis and design, system implementation, communications and more. She was Treasurer and COO of a small litigation firm for more than 30 years, and was the interface with creditors, financiers, accountants, other law firms, the judiciary and professional organizations. Susan was also staff mediator, manager and mentor (which is no minor role, as anyone who operates a successful small business is aware!). She is a real estate investor in the affordable housing sector, having managed multiple renovation projects. She was an analyst for a leading financial services firm redesigning their world-wide trading system, where she was responsible for branch operations. And she coordinated special projects for the international public relations department of a Fortune 50 multinational corporation. A graduate of New York University, Susan holds her B.A in Economics with honors, as well as a Certificate in Financial Management from Cornell University. Susan sits on the NY Advisory Committee for a long-established nonprofit, raising funds and awareness to meet its mission. She was the Treasurer and Board Member for a young nonprofit that shelters homeless youth, where she established their system of books and records and compliance procedures. Susan also volunteered with various community organizations, schools and ad hoc committees in her local area. She is an Ambassador for the Brooklyn Chamber of Commerce, and an advocate for vulnerable populations. She speaks Spanish and is learning Italian. Brooklyn, NY is where Susan calls home.   CONNECT WITH SUSAN TEICHMAN: Email - susan@reflexsolutionsllc.com LinkedIn -https://www.linkedin.com/in/susan-teichman-174383198 Website - http://www.reflexsolutionsllc.com/ ABOUT KYM HAMER: Kym is an international leadership and personal branding thought leader, an executive coach, and a programme design and facilitation practitioner. She is also the creator of Building Brand You™ - a methodology helping organisations, teams, and individuals to build reputation, presence, and gravitas. Kym works with leaders - both individually and in organisational development initiatives - to inspire and engage thinking styles and behaviour that achieve results and leave legacy. In 2020, just one year after launching her business, she was nominated by Thinkers360 as one of the Top 100 Women B2B Leadership influencers and is currently in the Top 15 Personal Branding and Top 10 Marketing Influencers in the world. For 5 years running Kym has also been one of Thinkers360's Top 10 Thought Leaders on Entrepreneurship and in 2023, 2024 and 2025, was recognised as one of their Top Voices globally. She has been part of Homeward Bound Projects faculty since 2020, a global initiative reaching 1.8 billion people, equipping women and non-binary people with a STEMM background to lead conversations for a sustainable future. She is currently the Program Design and Faculty Lead for the 10th on-line cohort and was part of the on-board faculty who voyaged to Antarctica in 2023 and 2025, to deliver the initiative's immersive component. In between all of these things, you'll find her curled up in a corner with her nose in a book.   Building Brand You™: JOIN the BBY Facebook Group - https://www.facebook.com/groups/buildingbrandyou SUBSCRIBE to the BBY Podcast on: (Apple) - https://podcasts.apple.com/gb/podcast/building-brand-you/id1567407273 (Spotify) - https://open.spotify.com/show/4Ho26pAQ5uJ9h0dGNicCIq CONNECT WITH KYM HAMER: LinkedIn - https://linkedin.com/in/kymhamer/ Facebook - https://www.facebook.com/kymhamerartemis/ Request to join the BBY Facebook Group - https://www.facebook.com/groups/buildingbrandyou  Instagram - https://www.instagram.com/kymhamerartemis TikTok - https://www.tiktok.com/@kymhamer Thinkers360 - https://bit.ly/thinkers360-kymhamer-BBY Find out about BBY Coaching - https://calendly.com/kymhamer/bbychat/   HOSTED BY: Kym Hamer   DISCLAIMER: The views, information, or opinions expressed during the Building Brand You™ podcast series are solely those of the individuals involved. They do not necessarily represent any other entities, agencies, organisations, or companies. Building Brand You™ is not responsible and does not verify the accuracy of any of the information in the podcast available for listening on this site. The primary purpose of this podcast is to educate and inform. This podcast does not constitute legal advice or services

 If you want to scale faster and smarter, the Scale & Exit Masterclass shows how to structure your business for maximum growth and value.Go here to learn more:https://findyourleveragepoint.com/scale-and-exitMost business owners make a fatal mistake when it's time to sell…They think buyers care about their revenue.Wrong!Buyers like Carl Allen care about profit, systems, customer concentration, and whether the business runs without you.And Carl should know. He's a world-class entrepreneur, investor, and dealmaker who's been involved in 330 acquisitions worth over $48 billion across 17 countries.He cut his teeth as a Wall Street investment banker, ran a $25 billion roll-up at Hewlett-Packard, and has personally bought more than 100 companies in the last 18 years.Now he's revealing the truth from the buyer's side: - The #1 factor that instantly makes your business more valuable - The hidden risks that scare buyers off - Why almost nobody gets 100% cash at closing (and what to expect instead)This isn't theory. It's the raw, unfiltered truth from someone who buys businesses for a living.

Inheritance – A Personal Journey of Discovery and Choice. We have no control over what we are bequeathed. Or do we?Rabbi Jamie Kotler teaches Torah and Jewish texts at synagogue communities in the Boston area and beyond. She has served as chaplain at Fireman House (Hebrew Senior Life), and has served on the Boards of The Rashi School, and Mayyim Hayyim, and on the building committee for Newbridge on the Charles at Hebrew Senior Life.Rabbi Kotler grew up in Brazil and Mexico, the daughter of Holocaust survivors, with little religious practice or knowledge. She began studying Torah as a young mother of three. Her desire to steep herself in the texts and traditions she had missed as a child led her to enter rabbinical school at the age of 54 and was ordained by the Rabbinical School of Hebrew College in June 2016. Before entering the rabbinate, she was a computer programmer (EDS, TX and Hewlett-Packard, CA), a financial analyst (Advanced Cardiovascular Systems, CA), and a consultant to small businesses.Rabbi Kotler holds a BA in Biology from Brown University and an MBA from Stanford University Graduate School of Business. She is married to Harold Kotler, and together they have five grown children and four grandchildren.

Most people are either rehashing the past or obsessing over the future - never living in the present moment. The result? Walking around with major incompletions that keep us from connection, creativity, and wholeness. Carrying unfinished conversations, unspoken words, unresolved feelings, and unfelt experiences. And that robs us of something precious…all the incredible things we could be creating right now! Completion isn't about perfection or checking every box. It's the deep, often uncomfortable practice of letting go of past regrets, imagined futures, buried emotions, and the need to control what can't be controlled. When we learn how to complete and release, we create space for what's trying to emerge right now, and that's where the richest experience can be found. Why is it so hard to live in the present moment? How do we detach from the past and the future? In this episode, Gay Hendricks returns to talk about one of life's most powerful skills: knowing how and when to let go. We discuss how to complete things and why that makes room for essence, energy, presence, and genius.    Things You'll Learn In This Episode  -Why we stay in the past (or worry about the future) What's really behind our resistance to being in the present moment? Why are the past and future safe distractions from the wild creativity of now? -The hidden cost of incompletions How do unspoken feelings, unfinished business, and mental replays block our ability to manifest new ideas, deepen relationships, and feel fully alive? -The 10-second sweaty conversation that changes everything What's the one unarguable sentence that can complete years of stuck emotion, tension, or confusion in a relationship, in just seconds?   Guest Bio Gay Hendricks has served for more than 30 years as one of the major contributors to the fields of relationship transformation and bodymind therapies. Along with his wife, Dr. Kate Hendricks, Gay is the author of many bestsellers, including Conscious Loving, At The Speed Of Life, The Big Leap, and the New York Times bestseller, Five Wishes. Dr. Hendricks received his Ph.D. in counseling psychology from Stanford in 1974. After a twenty-one-year career as a professor at the University of Colorado, he founded The Hendricks Institute and later co-founded its charitable organization, Foundation for Conscious Living. He was also the founder of a virtual learning center for transformation and a publishing company, and was a co-founder of a conscious entertainment company. Throughout his career he has done executive coaching with more than 800 executives, including the top management at such firms as Dell Computer, Hewlett-Packard, Motorola and KLM. His book, The Corporate Mystic, is used widely to train management in combining business skills and personal development tools. Gay is also a mystery novelist, with a series of five books featuring the Tibetan-Buddhist private detective, Tenzing Norbu. In recent years, he has co-created a popular podcast called The Big Leap with Gay Hendricks and Mike Koenigs. He has appeared on more than 500 radio and television shows, including OPRAH, CNN, CNBC, 48 HOURS, and others. Learn about the Coaches Portal here.    About Your Hosts Katie Hendricks, Ph.D., BC-DMT, is a pioneer in body intelligence and conscious loving with over 40 years of experience. Known internationally as a presenter and seminar leader, she focuses on authenticity, responsibility, and appreciation in conscious living. She co-authored 12 books, including best-sellers Conscious Loving and Conscious Loving Ever After, and she has appeared on over 500 radio and TV programs. Sophie Chiche is a seasoned coach and consultant who has worked with thousands of individuals and teams globally. With a focus on helping people live fully expressed lives, she guides clients and facilitates group sessions to remove obstacles and design meaningful lives. Sophie has developed unique methods, mindset shifts, and healing modalities to create lasting change.   Check out this episode on our website, Apple Podcasts, or Spotify, and don't forget to leave a review if you like what you heard. Your review feeds the algorithm, so the show reaches more people!

You've spent days building a perfect financial model, yet something about the final decision just feels "off." The numbers don't lie, but our own brains can quietly lead us astray. In this episode of FinPod, we dive deep into the world of cognitive biases and reveal how these hidden mental shortcuts can derail even the most rigorous financial analysis.We explore real-world corporate case studies and provide a practical toolkit of proven safeguards you can build into your own process to protect your decisions from these human flaws:Discover how biases like overconfidence and loss aversion led to multi-billion dollar mistakes at Hewlett-Packard and Kodak.Learn to use pre-mortem analysis to confront potential flaws and risks before a project even begins.Understand how groupthink and confirmation bias contributed to the tragic Boeing 737 MAX crisis, and how red team reviews can build institutionalized skepticism.Implement a decision journal to track your assumptions over time, helping you spot your own recurring biases.Break free from anchoring bias with scenario diversification, a technique used to explore a wider range of outcomes beyond a single, comfortable forecast.This is a must-listen for any finance professional looking to move beyond the spreadsheet and ensure their strategies are robust and resilient.

In this episode, Becky Willis joins David to explore the increasingly crowded world of learning platforms—from the evolution of LXPs to the challenge of aligning stakeholders with vastly different needs. Together, they tackle what's hot (and what's not) in the market right now, why so many organisations are still unhappy with their chosen platforms, and how L&D teams can start with strategy, not software. Becky also shares her insights on building tech ecosystems that support collaborative learning, the realistic role of AI in platforms, and what impact should really look like. If you're rethinking your learning tech stack for 2025—or wondering how to finally make yours work—this episode is essential listening. Take your L&D to the next level Take advantage of thousands of hours of analysis. Hundreds of conversations with industry innovators and 25+ years of hands-on global L&D leadership. It's all distilled into one framework to help you level up L&D. Access the L&D Maturity Model here - https://360learning.com/maturity-model KEY TAKEAWAYS Choose learning technologies that deliver real impact, not just content Outdated LMS seriously hinders growth. Invest in modern digital learning platforms that offer a mix of capabilities, with a focus on skills, social networking, groups, chat bots and AI-powered personalization. You to be able to easily access and analyse your data, including how people are using the platform. Get the buy-in of stakeholders. You need a clear organizational strategy to guide your purchasing decision. The tech has to be user-friendly. Focus on organisational outcomes rather than platform features. BEST MOMENTS "Do you want a dinosaur to run your system on? Or a race car?" “It's not about course management, it's about strategy. It's about achieving your goals, it´s about business impact." "It has AI at its core; it's not AI that's been bolted on." "We have to come up with better answers and have a better conversation than we're having." Becky Willis Becky Willis is a founder and chief learning officer at Tractus Learning. She helps guide Tractus customers to implement successful digital learning. She is also the founder of WillLearn Consulting, where she helps companies plan, design, and develop high-performance digital learning ecosystems. Previously, she was the vice president of engagement at EdCast and led learning innovation at Hewlett Packard. LinkedIn: https://www.linkedin.com/in/beckywillis/ Website: https://tractuslearning.com/ VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home ABOUT THE HOST David James David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. CONTACT METHOD Twitter:  https://twitter.com/davidinlearning LinkedIn: https://www.linkedin.com/in/davidjameslinkedin L&D Collective: https://360learning.com/the-l-and-d-collective Blog: https://360learning.com/blog L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home This Podcast has been brought to you by Disruptive Media. https://disruptivemedia.co.uk/

Sometimes, there are films that stay with us, and A LITTLE FELLOW: The Legacy of A.P. Giannini, directed by Davide Fiore, is one of those films, and I'm pleased to present Davide today on our #LittleItalyPodcast.  Back in the day, banks were primarily for the wealthy, and the poor and working class immigrants often stashed their savings under a mattress. But at the turn of the 20th century, A.P. Giannini revolutionized the industry with his small bank in San Francisco. A first-generation Italian-American, his goal was to serve “the little fellow” and breed prosperity within his immigrant community. By building trust and giving loans on a simple handshake, he created one of the largest banks in the country – Bank of America. A LITTLE FELLOW tells his story, and it's remarkable. In addition, A.P. Giannini was also one of the first investors in Hollywood, the Golden Gate Bridge, and Hewlett-Packard. His forward-thinking helped the country through two World Wars and the Great Depression.  Davide is a native of Torino, Italy, and has made a name for himself directing and editing in the Italian fashion and advertising industry. He eventually started filming music videos, working along side major Italian labels, singers, and DJ's, when he embarked on his first documentary, titled JUST US, about two Italian DJ's. That documentary gained worldwide distribution, and Davide went on to work in Germany, and London. His subsequent photo exhibition, I'VE ALREADY SEEN IT SOMEWHERE, showcased New York movie locations, and has been hosted in Torino, Rome, and Miami, and published by Vogue Italia.  His latest film, A LITTLE FELLOW, is blowing up for its incredible vision and artistic expression. I simply loved it, and had no idea about the story of A.P. Giannini. Please join me in welcoming Davide Fiore on all video and audio podcast platforms of #DeborahKobyltLIVE, #LittleItalyPodcast, & #LittleItalyOfLAPodcast. I'm your host, #DeborahZaraKobylt, and it's my pleasure to welcome you here.

What does the future hold for the world of Technology? This week, Technology Now is looking to the future and where we could be going next exploring topics including physical AI and quantum computing. At the HP Garage in Palo Alto, California, our on the ground reporter Sam Jarrell is once again joined by HPE Labs Chief Architect, Kirk Bresniker, this time, to discuss the future of innovationThis is Technology Now, a weekly show from Hewlett Packard Enterprise. Every week, hosts Michael Bird and Aubrey Lovell look at a story that's been making headlines, take a look at the technology behind it, and explain why it matters to organizations.About Kirk Bresniker: https://www.linkedin.com/in/kirkbresniker Sources:https://www.visualcapitalist.com/the-history-of-innovation-cycles/https://sas-space.sas.ac.uk/6251/1/Musso%20case%20study.pdfhttps://o7hym76hqe4vgicsgie2b2d5gqx3spauod5hrbhrkrndb4gwj7tq.arweave.net/d8-Gf8eBOVMgUjIJoOh9NC-5PBRw-niE8VRaMPDWT-c#:~:text=Growth%20of%20the%20Internet%20The%20number%20of,accelerated%20and%20reached%203.4%20billion%20in%202016.https://www.worldometers.info/world-population/world-population-by-year/

The reasons people give for starting a business aren’t all that surprising. Financial independence, pursuing personal passions, requiring a flexible schedule, or making a positive impact on the community often top the list. What’s surprising is how many businesses start in garages. Many of America’s most successful companies, including tech giants Amazon, Hewlett-Packard, and Microsoft, started in humble garages. Perhaps the most famous of which is Apple, founded by college dropout Steve Jobs in 1976. Today, Apple is a multinational corporation with annual revenue in 2024 of $391 billion. And the infamous garage on Crist Drive? It’s now listed on the city’s historic properties. Blood Closer to home, David Slaughter stepped away from commercial real estate in 2017 to open Orion Laboratories with his wife Rachel in a 800-square-foot garage office at the back of their home. Today, Orion Laboratories is the largest independent laboratory in Louisiana, processing labs seven days a week for area health systems, independent clinics, urgent care clinics, nursing homes, physician groups and surgery centers, stretching all the way from Baton Rouge to Monroe, and in 2023, David was named Business Report’s Young Businessperson of the Year. Oil Some businesses never get out of the garage. Like Vinnie Carollo’s for example. In Vinnie’s case, though, it’s not because the business failed. In fact, it’s a big success. And it’s still in a garage. Vinnie Carollo’s fascination with obscure, odd cars began with a Porsche 944 in need of a repair. As he tried to fix the vehicle, his dad joked that he should go to Porsche school to become a technician. Six months later, Vinnie left home to attend 23 weeks of instructor-led, hands-on training. Then, in 2015, after nine years of working at dealerships and servicing Porsches over the weekends in a friend’s car detailing and cleaning shop, Vinnie Carollo started Vex European and Exotic Auto Repair in a 900 square foot garage with one car lift. Vinnie quickly outgrew that space and, over the next two years, moved three times, ultimately to his current location on Benefit Drive. This garage is around 20,000 square feet, has 13 car lifts and employs up to 25 people. The good news about most modern European cars is, when something's wrong you can hook them up to a diagnostic computer and find out pretty quickly what's probably going on. It's not that simple diagnosing human problems. Yet. There's all kinds of talk about futuristic body scanners, but as far as we know that's way off in the future, and till that day arrives diagnostic medical testing as we know it will probably continue.Vinnie and David are both following a well-worn path taken by generations of entrepreneurs who show ingenuity and perseverance building successful businesses in specialized and essential markets. Out to Lunch is recorded live over lunch at Mansurs on the Boulevard. You can find photos from this show by Ian Ledo and Miranda Albarez at itsbatonrouge.la.See omnystudio.com/listener for privacy information.

Matthew Daum named dean of MSU's College of Agriculture and Natural Resources and associate provostFollowing a competitive national search, Matthew Daum has been approved by the Michigan State University Board of Trustees to serve as dean of the College of Agriculture and Natural Resources, or CANR, and associate provost.Daum has provided interim leadership to CANR since July 1, 2024, when he succeeded outgoing dean, Kelly Millenbah.Daum joins MSU Today to talk about his industry background before returning to his alma mater to lead the School of Packaging. He describes the college's diverse curriculum, research, and outreach activities. He talks about why he wants to be dean and details some of his goals for the college.Conversation Highlights:(0:36) – Describe your background before returning to your alma mater. And what attracted you back?(3:27) – Talk about the diverse curriculum, research, and outreach activities in the college.(5:21) – Why do you want to be dean?(6:35) – How would you describe your leadership and management style?(8:22) – Describe your associate provost role.(9:24) – What are some of your short-term goals for the college?(11:59) – What about some longer-term goals?(13:15) – What are challenges and opportunities ahead for the college, MSU, and higher education?(16:03) – Final thoughtsListen to “MSU Today with Russ White” on the radio and through Spotify, Apple Podcasts, and wherever you get your shows.Conversation Transcript:Speaker 1:Well, it's a pleasure to welcome Matt Daum back to MSU Today. Matt is the brand new dean of MSU'S renowned College of Agriculture and Natural Resources, although he has been the interim dean since last July 1st, 2024, and Matt and I talked a few times in his previous role as chair of our renowned School of Packaging. So Matt, great to have you back.Speaker 2:Thanks Russ. I am thrilled to be back and appreciate you coming over here for this conversation.Speaker 1:And why don't you start a little bit, you're not new to MSU, you've been around a while, but tell listeners a little bit of your background maybe before you came to MSU and why you decided to come here.Speaker 2:Yeah, I've been here since 2020, so I moved my family here during the pandemic. Before that I actually was in industry, so I was in Idaho. I worked for a company called Hewlett Packard based in Boise, Idaho. We were there for over 25 years, almost 26 years, and was in executive management roles there. And almost kind of out of the blue got a call from a friend who said, Hey Matt, the School of Packaging has their director job open. Would you be interested? And I said, no, why would I be interested at that? I liked where I lived, I liked the company I worked for. I liked the work that I was doing. And so I kind of just blew it off, frankly. Well, he called again and he said, Matt, you want to keep making widgets or do you want to come back and impact the next generation? That got my attention. It actually came at a good time because if you know the print industry, which I was in, it was struggling. And I was also at a point in my career where I felt like wanted to spend a little more time with family and was willing to take a new risk. And I was from Michigan and got my degrees from the College and School of Packaging in particular. So I went and explored and the dean at the time, we had a great conversation about what he was looking for and I thought, you know what? I can do this. Let me give it a shot. And so that's how I ended up at MSU. I will say that my degree, my packaging degree from MSU opened up all kinds of doors for me, and that's true of a lot of degrees here at Michigan State. It gives you a great foundation to do a lot of different things, but that degree in particular got me into a globally recognized fantastic company that made huge investment in its employees, made investment in me. I started as an engineer, but then I ended up in management and leadership roles. And so that's how I was trained was to lead and manage all kinds of different functions and businesses really. And so I'm very, very grateful for the land grant mission and the degree that I got and the success that led for me.Speaker 1:And Matt, let's talk a little bit about this wonderful College of Agriculture and Natural Resources at MSU. We don't have enough time for you to talk about all the cool things going on, but touch on a little bit of the diverse curriculum, the outreach, the research, so much goes on here.Speaker 2:It's a huge college and I did not appreciate that until I actually stepped into the interim dean role and then realize, wow, there's a lot here. So from an academic point of view, there are 12 academic units proper. We've got everything from packaging to construction management, landscape architecture, ag engineering, fisheries and wildlife, ag economics, and many more. And so if you have any interest in agriculture or natural resources built environments, we have it. And that sets us apart. And in fact, our college, I think is unique. It is unique in Michigan. We are able to offer those kinds of degrees that other universities don't have. So that's the academic side. We also have MSU Extension and most people know that MSU Extension operates in all counties in Michigan. I like to think of it as we take the research from the university and we bring it out to the people in the communities and apply it to make communities better, healthy, et cetera. Four H, most people know 4-H and many other programs like that shout out to Quentin Tyler, he's our senior director for extension and does a fantastic job. The other piece is what we call AgBioResearch. And so George Smith, fantastic leader of that organization. That's the research portfolio on behalf of the whole university related to ag and natural resource that cuts across seven different colleges. It's quite a large research portfolio. So all of those things together comprise the College of Ag and Natural Resources.Speaker 1:And so Matt, why did you want to be the dean and lead this college?Speaker 2:Yeah, I get asked that question every so often, especially now when we're in a little more tough environment. Why would you want to go and do that? There's a couple reasons. So one is personally, I feel like my whole career has, I think led up to this point in terms of leadership. I love bringing an organization into a new frontier. That's really what if you boil it down, that's really my passion. And where I feel I have strength is to lead organizations into new territory. This was a fantastic opportunity to do that. The second piece is I am a serial learner. I love learning new things. I never become like an expert really in anything, but I love learning. And so this is a massive p...

Why is Hewlett Packard still going after Mike Lynch's money? Trump wants the US central bank boss out, but will it give him more control over interest rates? And how much are the trade tariffs hurting the US economy? Steph also finds out whether Robert's predictions about 2025 are right after he said it would be the most influential year of our lives. We appreciate your feedback on The Rest Is Money to help make the podcast and our partnerships better: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://opinion-v2.askattest.com/app/41f5060f-0f52-45bc-bf86-bf3c9793618e?language=ENG⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Sign up to our newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to get more stories from the world of business and finance. Email: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠restismoney@gmail.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ X: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@TheRestIsMoney⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@TheRestIsMoney⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@RestIsMoney⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠https://⁠⁠⁠goalhanger.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Visit: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://monzo.com/therestismoney⁠⁠⁠/⁠⁠⁠⁠⁠⁠⁠⁠⁠ Assistant Producer: India Dunkley, Alice Horrell Producer: Ross Buchanan Head of Content: Tom Whiter Exec Producers: Tony Pastor + Jack Davenport Learn more about your ad choices. Visit podcastchoices.com/adchoices

The Philippines and Indonesia join Vietnam in getting tariff reductions from Washington — but what does this mean for the rest of the region?Plus, A London court orders the estate of late tech entrepreneur Mike Lynch to pay nearly $950 million to Hewlett-Packard over the Autonomy deal. And Coca-Cola confirms a switch to raw cane sugar — a move backed by President Trump but raising eyebrows among U.S. corn growers.

Hewlett Packard warns of hardcoded passwords in Aruba access points SharePoint zero-day exploited via RCE, no patch available Russian vodka producer suffers ransomware attack Huge thanks to our sponsor, Nudge Security Discover every SaaS account ever created by anyone in your org within minutes of starting a free trial. Harden configs, enforce MFA, revoke risky app-to-app access, and more. Learn more at NudgeSecurity.com Find the stories behind the headlines at CISOseries.com.  

 This is Matt Reustle. Today, we are breaking down Agilent. If you aren't familiar with Agilent, it is a $30 billion market cap company at the time of this recording, and they focus on one of the more interesting niches: equipment and instruments sold into laboratories. Its equipment is being sold to the life sciences sector, diagnostics, applied chemical markets, and some very unique R&D work. My guest is Mark de Vos, fund manager at Troy Asset Management, and he brings us through the story of Agilent. It was born within Hewlett-Packard, which spun off a little more than 25 years ago, and Mark helps break down highly complex concepts like chromatography. This is a deeply ingrained industry player with a unique razor and razor blade model and an evolving business. Please enjoy this breakdown of Agilent. For the full show notes, transcript, and links to the best content to learn more, check out the episode page⁠⁠⁠ ⁠here⁠⁠⁠⁠. —- Business Breakdowns is a property of Colossus, LLC. For more episodes of Business Breakdowns, visit⁠⁠⁠⁠ joincolossus.com/episodes⁠⁠⁠⁠. Editing and post-production work for this episode was provided by The Podcast Consultant (⁠⁠⁠⁠https://thepodcastconsultant.com⁠⁠⁠⁠). Show Notes (00:00:00) Welcome to Business Breakdowns (00:02:28) Understanding Agilent's Core Business (00:03:28) Agilent's Market and Customer Base (00:04:55) Agilent's Historical Background (00:08:58) Agilent's Product and Service Strategy (00:13:51) Competition and Market Position (00:24:29) Financial Performance and Growth (00:28:07) New Business Segments and Innovations (00:35:32) Valuation and Investment Insights (00:40:07) Lessons From Agilent

In this episode of Friday Fiduciary Five, Eric Dyson discusses the Department of Labor's (DOL) position in the forfeiture-related case Hutchins vs. Hewlett Packard, Inc. The DOL submitted an amicus brief supporting the court's dismissal of the plaintiffs' complaint, agreeing that Hewlett Packard acted within the discretion granted by its plan document. Dyson stresses the importance of following plan documents and recommends consulting advisors, attorneys, record keepers, and TPAs to ensure compliance. He explains that plan sponsors are allowed to use forfeitures to pay plan expenses or fund employer contributions, depending on what the plan permits. Dyson warns that requiring forfeitures to always offset administrative expenses could lead employers to reduce promised benefits, such as matching contributions.Connect with Eric Dyson: Website: https://90northllc.com/Phone: 940-248-4800Email: contact@90northllc.com LinkedIn: https://www.linkedin.com/in/401kguy/ The information contained herein is general in nature and is provided solely for educational and informational purposes.It is not intended to provide a specific recommendation of any type of product or service discussed in this presentation or to provide any warranties, financial advice, or legal advice.The specific facts and circumstances of all qualified plans can vary, and the information contained in this podcast may or may not apply to your individual circumstances or to your plan or client plan specific circumstances.

Things are hot in America this summer. And they're only getting hotter. The VA is cutting 30,000 jobs, Trump is threatening to bomb Moscow and Beijing, Hegseth is doing Hegseth things at the Pentagon, and New York City is hovering around one hundred degrees while a socialist is leading in the polls for Mayor. Shit is toasty and it's only gonna get hotter. And your host Paul Rieckhoff is here to tear into all of it with a cool head and light to contrast the heat of the mayhem, spin and partisanship.  And as the mayor's race in New York continues to heat up and show how broken America's politics and two parties are, there's some news for 2026 that is a contrast to the crazy. Independent vet Dan Osborn has announced he's again running for US Senate in Nebraska—and after a historic showing as an independent last year, he's hitting the ground running.  That now makes three independent vet candidates for Senate running next year. You've already heard from Brian Bengs in Episode 334 and we're pretty sure you'll be hearing from Dan in short order. But today we've got the third candidate, and he's one that might just make the most noise. Because he left the Democratic Party and announced his run as an independent just before July 4th. He's more evidence of the move away from the parties and towards the independent movement. He's Todd Achilles, independent veteran candidate for Senate from the great state of Idaho. He grew up on a family farm, served in the U.S. Army as a tank commander and armor officer and led teams at T-Mobile, Hewlett-Packard, and several start-ups. He's now a teacher and advocate for veterans and is running to fight for fair markets and livable wages for all Idahoans. And he's a moderate, common-sense, patriotic, strong breath of fresh air.  It's the kind of campaign we love to see and the kind of candidate we love to share with you—the real independent Americans. Things are heating up in the independent movement from the push for open primaries to the wave of new candidates. And a lot of it is thanks to the listeners of this show. So let's keep it going with another installment of our groundbreaking and unique “Meet The Independents” series.  Welcome to Independent Americans, Episode 342. Every episode of Independent Americans is independent light to contrast the heat of other politics and news shows. It's content for the 49% of Americans that call themselves independent. Always with a unique focus on national security, foreign affairs and military and vets issues. This is another pod to help you stay vigilant. Because vigilance is the price of democracy. In these trying times especially, Independent Americans is your trusted place for independent news, politics and inspiration.  -Get extra content, connect with guests, events, merch discounts and support this show that speaks truth to power by joining us on Patreon.  -WATCH video of Paul and Todd's conversation. -NEW! Watch the video version of the entire podcast here. Help us continue the fight to empower all independents by passing open primaries: And the fight for open primaries nationwide: https://openprimaries.org/ -Check #LookForTheHelpers on Twitter. And share yours.  -Find us on social media or www.IndependentAmericans.us. -Hear other Righteous pods like The Firefighters Podcast with Rob Serra, Uncle Montel - The OG of Weed and B Dorm.  Independent Americans is powered by Righteous Media. America's next great independent media company. Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us a textStephen W. Hinch is a distinguished voice in the world of innovation and high-tech management. With decades of experience across R&D, marketing, and executive leadership, Steve has led at the highest levels of industry giants like Hewlett-Packard and Agilent Technologies. He also served as President and CEO of TeamLogic IT in the San Francisco Bay Area, applying innovation strategies to the dynamic world of IT support for small and medium-sized businesses.An engineer by training, Steve holds degrees from Harvey Mudd College and Claremont Graduate University. His work has left a tangible impact on the electronics industry—he was instrumental in advancing surface mount technology and fiber optic standards, earning accolades such as the IPC President's Award. His insights have shaped not just internal company strategies, but also industry-wide standards and practices.Steve is also a prolific author. In addition to technical works and guidebooks, his 2025 title Winning Through Innovation offers a no-nonsense, case-driven framework for making innovation a practical, team-oriented endeavor. The book draws directly from his management experiences and includes hard-earned lessons from both triumphs and setbacks.What sets Steve apart is his ability to bridge the worlds of theory and practice. Whether he's rescuing an HP product line from obsolescence or guiding leaders through the traps of the corporate business model, he teaches how to institutionalize innovation across all levels of an organization.Today, Steve serves as a consultant, helping senior leaders navigate the complexities of innovation in a fast-changing digital world.LINKS:https://www.linkedin.com/in/shinch/https://www.stephen-w-hinch.com/ Aaron Moncur, hostClick here to learn more about simulation solutions from Simutech Group.

What if the true barrier to innovation isn't a lack of ideas, but how we manage them?In this episode of What is Innovation?, Jared Simmons sits down with Steve Hinch — award-winning author, high-tech executive, and innovation consultant — to uncover the overlooked mechanics of corporate and startup innovation. Drawing on decades of leadership experience at Hewlett Packard, Agilent Technologies, and startup ventures, Steve breaks down innovation into four clear categories, reframes failure as a learning opportunity, and explains why managing innovation demands a radically different mindset.Whether you're in a Fortune 500 boardroom or an early-stage startup, this conversation delivers insight on how to build repeatable innovation processes, manage risk with purpose, and make sure your great ideas don't die at the delivery stage.Guest Bio:Steve Hinch is the author of Winning Through Innovation: Lessons from the Front Lines of Business, winner of the Benjamin Franklin Award. With a long career spanning senior R&D, marketing, and general management roles at Hewlett-Packard and Agilent Technologies, Steve has also served as CEO of TeamLogic IT. He now consults with senior leaders across industries to design innovation strategies and processes that work, from product launches to corporate transformations.What You'll Learn:A simple 4-part framework for classifying innovation: product/process + incremental/disruptiveWhy innovation in large corporations fails — and how to fix itHow to manage innovation differently from traditional projectsWhy failure is critical to innovation (and how venture capitalists accept it)How to protect innovation from corporate reporting cycles and quarterly pressureWhat support really looks like in a thriving corporate innovation cultureHighlighted Insight:“Innovation is not just about seeing opportunity — it's about delivering it profitably. Without delivery, even the best idea is useless.”Quote to Remember:“In the startup world, 80% of ventures fail. But that 20% that succeed? That's where the real return is — and failure is part of the learning.”Resources & Links:Winning Through Innovation – Book by Steve HinchSteve Hinch on LinkedInAbout the Host:Jared Simmons is the Founder and Principal of OUTLAST Consulting, a boutique firm helping organizations unlock innovation through intentional action. With leadership experience at Procter & Gamble, McKinsey & Company, and Coca-Cola, Jared blends corporate strategy with entrepreneurial thinking to help clients innovate on their own terms.

In this conversation, Shannon Huffman Polson and Dave discuss the importance of purpose and values in leadership and entrepreneurship. Dave shares his early career experiences at Hewlett Packard, the challenges he faced while founding Good Technology, and the profound impact of Joseph Campbell's hero's journey on his perspective. He introduces the concept of evergreen companies, which prioritize long-term sustainability over rapid growth, and outlines the seven P's that define these companies. The discussion emphasizes the need for a community of like-minded entrepreneurs who share these values and principles. In this conversation, Dave discusses the importance of partnerships, particularly his relationship with Jessica Herron, and how it shaped his understanding of building evergreen companies. He emphasizes the need for a deliberate approach to innovation and growth, focusing on sustainability rather than quick profits. The discussion also highlights the significance of aligning personal purpose with professional goals, especially in the context of employee engagement and satisfaction. Dave envisions a future where a new generation of entrepreneurs can redefine business success by prioritizing purpose and creativity over traditional funding models. Takeaways Purpose and values are crucial for effective leadership. Early experiences shape our understanding of corporate culture. Personal challenges can impact professional journeys. The hero's journey offers valuable insights for business leaders. Evergreen companies focus on long-term sustainability. Community support is vital for like-minded entrepreneurs. The seven P's provide a framework for building lasting companies. Introverts often have a strong internal compass for their goals. Rewiring our thinking is necessary for new business models. Hidden evergreen companies exist and need recognition. Partnerships can significantly influence business development. Evergreen companies prioritize long-term sustainability over quick profits. Innovation requires a deliberate approach to risk management. Personal purpose alignment is crucial for employee satisfaction. Companies should measure personal purpose during recruitment. Growth rates impact the capacity for reflection and development. Evergreen companies can thrive without external capital. The true purpose of many companies may differ from their stated mission. Investors often prioritize financial returns over authentic company purpose. A new generation of entrepreneurs can redefine business success.   Contact Details Website: https://www.tugboatinstitute.com Book https://bookshop.org/a/15754/9798892791137  

Founder of the Raising Capitalists Foundation and previous co-host of The Real Estate Guys Radio show, Russell Gray, joins Keith to discuss the historical and current devaluation of the U.S. dollar, its impact on investors, and the broader economic implications. Gray highlights how the significant increase in interest rates has trapped equity in properties and affected development. He explains the shift from gold-backed currency to paper money, the role of the Federal Reserve, and the impact of the Bretton Woods Agreement.  Gray emphasizes the importance of understanding macroeconomic trends and advocates for Main Street capitalism to decentralize power and promote productivity. He also criticizes the idea of housing as a human right, arguing it leads to inflation and shortages. Resources: Connect with Russell Gray to learn more about his "Raising Capitalists" project and his plans for a new show. Follow up with Russell Gray to get a copy of the Beardsley Rummel speech transcript from 1946. follow@russellgray.com Show Notes: GetRichEducation.com/558 For access to properties or free help with a GRE Investment Coach, start here: GREmarketplace.com GRE Free Investment Coaching: GREinvestmentcoach.com Get mortgage loans for investment property: RidgeLendingGroup.com or call 855-74-RIDGE  or e-mail: info@RidgeLendingGroup.com Invest with Freedom Family Investments.  You get paid first: Text FAMILY to 66866 Will you please leave a review for the show? I'd be grateful. Search “how to leave an Apple Podcasts review”.  For advertising inquiries, visit: GetRichEducation.com/ad Best Financial Education: GetRichEducation.com Get our wealth-building newsletter free— text ‘GRE' to 66866 Our YouTube Channel: www.youtube.com/c/GetRichEducation Follow us on Instagram: @getricheducation Complete episode transcript:   Automatically Transcribed With Otter.ai  Keith Weinhold  0:01   Welcome to GRE. I'm your host. Keith Weinhold, what's the real backstory on why we have this thing called the dollar? Why it keeps getting debased? What you can do about it and when the dollar will die? It's a lesson in monetary history. And our distinguished guest is a familiar voice that you haven't heard in a while. Today on get rich education.   Mid south home buyers, I mean, they're total pros, with over two decades as the nation's highest rated turnkey provider, their empathetic property managers use your ROI as their North Star. So it's no wonder that smart investors just keep lining up to get their completely renovated income properties like it's the newest iPhone. They're headquartered in Memphis and have globally attractive cash flows and A plus rating with a better business bureau and now over 5000 houses renovated. There's zero markup on maintenance. Let that sink in, and they average a 98.9% occupancy rate, while their average renter stays more than three and a half years. Every home they offer has brand new components, a bumper to bumper, one year warranty, new 30 year roofs. And wait for it, a high quality renter. Remember that part and in an astounding price range, 100 to 180k I've personally toured their office and their properties in person in Memphis, get to know Mid South. Enjoy cash flow from day one. Start yourself right now at mid southhomebuyers.com that's mid south homebuyers.com   Russell Gray  1:54   You're listening to the show that has created more financial freedom than nearly any show in the world. This is get rich education.   Keith Weinhold  2:10   Welcome to GRE from St John's Newfoundland to St Augustine, Florida and across 188 nations worldwide. I'm Keith weinholden. You are inside get rich education. It's 2025. The real estate market is changing. We'll get into that in future. Weeks today. Over the past 100 years plus, we've gone from sound money to Monopoly money, and we're talking about America's currency collapse. What comes next and how it affects you as both an investor and a citizen.   I'd like to welcome in longtime friend of the show and someone that I've personally learned from over the years, because he's a brilliant teacher, real estate investors probably haven't heard his voice as much lately, because until last year, he had been the co host of the terrific real estate guys radio show for nearly 20 years. Before we're done today, you'll learn more about what he's doing now, as he runs the Main Street capitalist platform and is also founder of the raising capitalists foundation. Hey, it's been a few years. Welcome back to GRE Russell Gray.   Russell Gray  3:19   yeah, it's fun. I actually think it's been maybe 10 years when I think about it, I remember I was at a little resort in Mexico recording with you, I think in the gym. It was just audio back then, no video.    Keith Weinhold  3:24   Yeah, I remember we're trying to get the audio right. Then I think you've been here more recently than 10 years ago. But yeah, now there's this video component. I actually have to sit up straight and comb my hair. It's ridiculous. Well, Russ, you're also a buff of monetary history. And before we discuss that, talk about the state of the real estate market today, just briefly, from your vantage point.   Russell Gray 1  3:55    I think the big story, and I'm probably not telling anybody anything they don't know, but the interest rate hike cycle that we went through this last round was quite a bit more substantial, I think, than a lot of people really appreciated, you know. And I started talking about that many years ago, because when you hit the zero bound and you have 6,7,8, years of interest rates below half a point, the change when they started that interest rate cycle from point two, 525 basis points all the way up to five and a quarter? That's a 20x move. And people might say, well, oh, you know, I go back to what Paul Volcker did way back in the day, when he took interest rates from eight or nine to 18. That was only a little bit more than double. Double is a far cry from 20x so we've never seen anything like that. Part of the fallout of that, as you know, is a lot of people wisely, and I was on the front end of cheerleading This is go get those loans refinanced and lock in that cheap money for as long as possible, because a loan will actually become an asset. The problem is, when you do that, you're kind of married to that property. Now it's not quite as bad. As being upside down in a property and you can't get out of it, but it's really hard to walk away from a two or 3% loan in a Six 7% market, because you really can't take your same payment and end up getting more house. And so that equity is kind of a little bit trapped, and that creates some opportunities, but I think that's been the big story, and then kind of the byproduct of the story. Second tier of the story was the impact it had on development, because it made it a lot harder for developers to develop, because their cost of funds and everything in that supply chain, food chain, you marry that to the 2020, COVID Supply Chain lockdown and that disruption, which, you know, you don't shut an economy down and just flick a switch and have it come back on. And so there's all of that. And then the third thing is just this tremendous uncertainty everybody has, because we just went from one extreme to another. And I think people, you know, they don't want to, like, rock the boat, they're going to kind of stay status quo for a little bit, whether they're businesses, whether they're homeowners, whether they're anybody out there that's thinking about moving them, unless life forces you to do it, you're going to try to stay status quo until things calm down. And I don't know how close we are to things calming down.   Keith Weinhold  6:13   One word I use is normalized. Both the 30 year fixed rate mortgage and the Fed funds rate are pretty close to their long term historic average. It just doesn't feel that way, because it was that rate of increase in 2022 that caught a lot of people off guard, like you touched on Well, Russ, now that we've talked about the present day, let's go back in time, and then we'll slowly bring things up to the present day. The dollar is troubled. It's worth perhaps 3% of what it was 100 years ago, but it's still around since it was established in the Coinage Act of 1792 and it's still the world reserve currency. In fact, only three currencies have survived longer than the dollar, the British pound, the Japanese yen and the Swiss franc. So talk to us about this really relentless debasement of the dollar over time, including the creation of the Fed and the Bretton Woods Agreement and all that.   Russell Gray 7:09   That's a big story, as you know, and I always like to try to break it down a little bit. One of my specialties I'd like to believe, is I speak macro and I speak Main Street. And so when I try to break macroeconomics down, I start out with, why do I even care? I mean, if I'm a main street investor, why do I even care? In 2008 as you know, is a wipeout for me. Why? Because I didn't think anything had happened in the macro I didn't think Wall Street bond market. I didn't think that affected me. One thing I really cared about was interest rates. And I had a cursory interest in the bond market. We just try to figure out where interest rates were going. But for the most part, I thought, as a main street real estate investor, I was 100% insulated. I couldn't have been more wrong, because it really does matter, because the value of the dollar, in other words, the purchasing power of the dollar, and usually you refer to that as inflation, right? If inflation is there, the dollar is losing its purchasing power, and so the higher the inflation rate, the faster you're losing that purchasing power. And you might say, well, maybe that matters to me. Maybe it does. But the people who make the money available to the mortgage community, right to the real estate community to borrow that comes out of the bond market. And so when people go to buy a bond, which is an IOU, they're going to get paid back in the currency that they lent in, in this case, dollars. And if they know, if they're making a long term investment in a long term bond, and they're going to get paid back in dollars, they're going to be worth a whole lot less when they get them back. One of the things they're going to want is compensation for that time risk, and that's called higher interest rates. Okay, so now, if you're a main street investor, and higher interest rates impact you, now you understand why you want to pay attention. Okay, so let's just start with that. And so once you understand that the currency is a derivative of money, and money used to be you mentioned the Coinage Act Keith money, which is gold, used to be synonymous with the dollar. The dollar was only a unit of measure of gold, 1/20 of an ounce. It was a unit of measure. So it's like, the way I teach people is, like, if you had a gallon of milk and you traded, I'm a farmer, and I had a lot of milk, and so everybody decided they were going to use gallons of milk as their currency. Hey, where there's a lot of gallons of milk. He's got a big refrigerator. We'll just trade gallons of milk. Hey, Keith, I really like your beef. I you know, will you sell me some, a side of beef, and I'll give you, you know, 100 gallons of milk, you know, like, Oh, that's great. Well, I can't drink all this milk, so I'm going to leave the milk on deposit at the dairy, and then later on, when I decide I want a suit of clothes, I'll say, well, that's 10 gallons of milk. So I'll give the guy 10 gallons of milk. So I just give him a coupon, a claim, a piece of paper for that gallon of milk, or 20 gallons of milk, and he can go to the dairy and pick it up, right? And so that's kind of the way the monetary system evolved, except it wasn't milk, it was gold. So now you got the dollar. Well, after a while, nobody's going to get the milk. They don't care about the milk. And so now. Now, instead of just saying, I'll give you a gallon of milk, you just say, well, I'll give you a gallon. And somebody says, Okay, that's great. I'll take a gallon. They never opened the jug up. They never realized the jug is empty. They're just trading these empty jugs that used to have milk in them. Well, that's what the paper dollar is today. It went from being a gold certificate payable to bearer on demand, a certain amount of gold, a $20 gold certificate, what looks exactly like a $20 FEDERAL RESERVE NOTE. Today they look exactly the same, except one says FEDERAL RESERVE NOTE, which is an IOU backed by nothing, and the other one said gold certificate, which was payable to bearer on demand, real money. So my point is, is he got money which is a derivative of the productivity, the beef, the soot, the milk, whatever, right? That's the real capital. The real capital is the goods and services we all want. Money is where we store the value of whatever it is we created until we want to trade it for something somebody else created later. And it used to be money and currency were one in the same, but now we've separated that. So now all we do is trade empty gallons, which are empty pieces of paper, and that's currency. So those are derivatives, and the last derivative of that chain is credit. And you had Richard Duncan on your show more than once, and he is famous for kind of having this term. We don't normally have capitalism. We have creditism, right? Everything is credit. Everything is claims on wealth, but it's not real wealth, and it's just when we look at what's going on with our current administration and the drive to become a productive rather than a financialized society, again, as part of this uncertainty that everybody has. Because this is not just a subtle little adjustment on the same course. This is like, No, we're we're going down a completely different path. But fundamentally, your system operates on this currency that is flowing through it, like the blood flowing through your body. And if the blood is bad, your body's sick. And right now, our currency is bad, and so it creates problems, not just for us, but all around the world. And now we're exacerbating that. And I'm not saying it's bad. In fact, I think it's actually it's actually good, but change is what it is, right? I mean, it can be really good to go to the gym and work out before we started recording, you talked about your commitment to fitness, and that if you stop working out, you get unfit, and it's hard to start up again. Well, we've allowed our economy to get very unfit. Now we're trying to get fit again, and it's going to be painful. We're going to be sore, but if we stick with it, I think we can actually kind of save this thing. So I don't know what that's going to mean for the dollar ultimately, or if we end up going to something else, but right now, to your point, the dollar is definitely the big dog still, but I think it's probably even more under attack today than it's ever been, and so it's just something I think every Main Street investor needs to pay attention to.    Keith Weinhold  12:46   And it was really that 1913 creation of the Fed, where the Fed's mandates really didn't begin to take effect until 1914 that accelerated this slide in the dollar. Prior to that, it was really just periods of war, like, for example, the Civil War, where we had inflation rise, but then after wars abated, the dollar's strength returned, but that ceased to happen last century.   Russell Gray  13:11   I think there's a much bigger story there. So when we founded the country, we established legal money in the Coinage Act of 1792 we got gold and silver and a specific unit of measure of gold, a specific unit, measure of silver was $1 and that's what money was constitutionally. Alexander Hamilton advocated for the first central bank and got it, but it was issued by Charter, which meant that it was operated by the permission of the Congress. It wasn't institutionalized. It wasn't embedded in the Constitution. It was just something that was granted, like a license. You have a charter to be able to run a bank. When that initial charter came up for renewal, Congress goes, now we're not going to renew it. Well, of course, that made the bankers really upset, because bankers have a pretty good gig, right? They get to just loan people money. They don't have to do any real work, and then they make money on just kind of arbitraging, you know, other people's money. Savers put their money in, and they borrowed the money out, and then they with fractional reserve, they're able to magnify that. So it's, it's kind of a cool gig. And so what happened? Then he had the first central bank, so then they got the second central bank, and the second central bank was also issued by charter this time when it came up for renewal, Congress goes, Yeah, let's renew it, right? Because the bankers knew we got to go buy a few congressmen if we want to keep this thing going. But President Andrew Jackson said, No, not going to happen. And it was a big battle. Is a famous quote of him just calling these bankers a brood of vipers. And I'm going to put you down. And God help me, I will, right? I mean, it was like intense fact, I do believe he got shot at one point. I think he died from lead poisoning, because he never got the bullet out. So, you know, when you go to up against the bankers, it's not pretty, but he succeeded. He was the last president that paid off all the debt, balanced budget, paid off all the debt, and we got kind of back on sound money. Well, then a little while later, said, Okay, we're going to need, like, something major, and this would. I should put on. I got my, this is my hat, right now, I'll kind of put it on. This is my, my tin foil hat. Okay? And so I put this on when I kind of go down the rabbit trail a little bit. No, I'm not saying this is what happened, but it wouldn't surprise me, right? Because I know that war is profitable, and so sometimes, you know, your comment was, hey, there's the bank, and then there was, you know, the war, or there's the war, then there's a bank, which comes first the chicken or the egg. I think there's an article where Henry Ford and Thomas Edison went to Congress. I think it was December. The article was published New York Tribune, December 4. I think 1921 you can look it up, New York Tribune, front page article   Keith Weinhold  15:38   fo those of you in the audio only. Russ started donning a tin foil looking hat here about one minute ago.    Russell Gray  15:45   I did, yeah, so I put it on. Just so fair warning. You know, I may go a little conspiratorial, but the reason I do that is I just, I think we've seen enough, just in current, modern history and politics, in the age of AI and software and freedom of speech and new media, there's a lot of weird stuff going on out there, but a lot of stuff that we thought was really weird a little while ago has turned out to be more true than we thought. When you look back in history, and you kind of read the official narrative and you wonder, you kind of read between the lines. You go, oh, maybe some stuff went on here. So anyway, the allegation that Ford made, smart guy, Thomas Edison, smart guy. And they go to Congress, and they go, Hey, we need to get the gold out of the banker's hands, because gold is money, and we need money not to revolve around gold, because the bankers control gold. They control the money, and they make profits, his words, not mine, by starting wars, because he was very upset about World War One, which happened. We got involved right after Fed gets formed in 1913 World War One starts in 1914 the United States sits off in the background and sells everybody, everything. It collects a bunch of gold, and then enters at the end and ends it all. And that big influx created the roaring 20s, as we all know, which ended big boom to big bust. And that cycle, which then a crisis that created, potentially a argument for why the government should have more control, right? So you kind of go down this path. So we ended up in 1865 with President Lincoln suppressing states rights and eventually creating an unconstitutional income tax and then creating an unconstitutional currency. That's what Abraham Lincoln did. And then on the back end of that, you know, it didn't end well for him, and I don't know why, but all I know is that we had a financial crisis in 1907 and the solution to that was the Aldrich plan, which was basically a monopoly on money. It's called a money trust. And Charles Lindbergh, SR was railing against it, as were many people at the time, going, No, this is terrible. So they renamed the Aldrich plan the Federal Reserve Act. And instead of going for a bank charter, they went for a constitutional amendment, and they got it in the 16th Amendment, and that's where we got the IRS. That's where we got the income tax, which was only supposed to be 7% only affect like the top one or 2% of earners, right? And that's where we got, you know, the Federal Reserve. That's where all that was born. Since that happened, to your point, the dollar has been on with a slight little rise up in the 20s, which, you know, there's a whole thing about whether that caused the crash or not. But at the end of the day, if you go look at St Louis Fed, which you go look at all the time, and you just look at the long term trend of the dollar, it's terrible. And the barometer, that's gold, right? $20 of gold in 1913 and 1933 and then 42 in 1971 or two, whatever it was, three, and then eventually as high as 850 but at the turn of the century, this century, it was $250 so at $2,500 it would have lost 90% in the 21st Century. The dollars lost 90% in the 21st Century, just to 2500 that's profound to go. That's right, it already lost more than 90% from $20 to 250 so it lost 90% and then 90% of the 10% that was left. And that's where we're at. We're worse than that. Today, no currency, as far as I understand, I've been told this. Haven't done the homework, but it's my understanding, no currency in the history of the world has ever survived that kind of debasement. So I think a lot of people who are watching are like, okay, it's not a matter of if, it's a matter of when. And then the big question is, is when that when comes? What does the transition look like? What rises in its place? And then you look at things like a central bank digital currency, which is not like Bitcoin, it's not a crypto, it's a centrally controlled currency run by the central bank. If we get that, I would argue that's not good for privacy and security. Could be Bitcoin would be better. I would argue, could go back to gold backing, which I would say is better than what we have, or we could get something nobody's even thought of. I don't know. We don't know, but I do think we're at the end of the life cycle. Historically, all things being equal. And I think all the indication with a big run up of gold, gold is screaming something's broken. It's just screaming it right now, not just because the price is up, but who's buying it. It's just central banks.   Keith Weinhold  20:12   Central banks are doing most of the buying, right? It's not individual investors going to a coin shop. So that's really screaming, telling you that people are concerned. People are losing their faith in giving loans to the United States for sure. And Russ, as we talk about gold, and it's important link to the dollar over time, you mentioned how they wanted it, to get it out of the bank's hands for a while. Of course, there was also a period of time where it was illegal for Americans to own gold. And then we had this Bretton Woods Agreement, which was really important as well, where we ended up violating promises that had to do with gold again. So can you speak to us some more about that? Because a lot of people just don't understand what happened at Bretton Woods.   Russell Gray  20:56   What happened is we had the big crash in 1929 and the net result of that was, in 1933 we got executive order 6102 In fact, I have a picture of it framed, and that was in the wake of that in 1933 and so what Franklin Delano Roosevelt did in signing that document, which was empowered by a previous act of Congress, basically let him confiscate all The money. It'd be like right now if, right now, you know, President Trump signed an executive order and said, You have to take all your cash, every all the cash that you have out of your wallet. You have to send it all, take it into the bank, and they're going to give you a Chuck E Cheese token, right? And if you don't do it, if you do it, it's a $500,000 fine in 10 years in prison. Right? Back then it was a $10,000 fine, which was twice the price of the average Home huge fine, plus jail time. That's how severe it was, okay? So they confiscated all the money. That happened in 33 okay? Now we go off to war, and we enter the war late again. And so we have the big manufacturing operation. We're selling munitions and all kinds of supplies to everybody, all over the world, right? And we're just raking the gold and 20,000 tons of gold. We got all the gold. We got the biggest army now, we got the biggest bomb, we got the biggest economy. We got the strongest balance sheet. Well, I mean, you know, we went into debt for the war, but, I mean, we had a lot of gold. So now everybody else is decimated. We're the big dog. Everybody knows we're the big dog. Nine states shows up in New Hampshire Bretton Woods, and they have this big meeting with the world, and they say, Hey guys, new sheriff in town. Britain used to be the world's reserve currency, but today we're going to be the world's reserve currency. And so this was the new setup. But it's okay. It's okay because our dollar is as good as gold. It's backed by gold, and so anytime you want foreign nations, you can just bring your dollars to us and we'll give you the gold, no problem. And everyone's like, okay, great. What are you going to say? Right? You got the big bomb, you got the big army. Everybody needs you for everything to live like you're not going to say no. So they said, Yes, of course, the United States immediately. I've got a speech that a guy named Beardsley Rummel did. Have you ever heard me talk about this before? Keith, No, I've never heard about this. So Beardsley Rummel was the New York Fed chair when all this was happening. And so he gave a speech to the American Bar Association in 1945 and I got a transcript of it, a PDF transcript of it from 1946 and basically he goes, Look, income taxes are obsolete. We don't need income tax anymore because we can print money, because we're off the gold standard and we have no accountability. We just admitted it, just totally admitted it, and said the only reason we have income tax is to manipulate behavior, is to redistribute wealth, is to force people to do what we want them to do, punish things and reward others, right? Just set it plain language. I have a transcript of the speech. You can get a copy of you send an email to Rummel R U, M, L@mainstreetcapitalist.com I'll get it to you. So it's really, really interesting. So he admitted it. So we went along in the 40s and the 50s, and, you know, we had the only big manufacturing you know, because everybody else is still recovering from the war. Everything been bombed to smithereens, and we're spending money and doing all kinds of stuff. And having the 50s, it was great, right, right up until the mid 60s. So the mid 60s, it's like, Okay, we got a problem. And Charles de Gaulle, who was the president of France at the time, went to a meeting. And there's a YouTube video, but you can see it, he basically told the world, hey, I don't think the United States is doing a good job managing this world's reserve currency. I don't think they've got the gold. I think they printed too much money. I think that we should start to go redeem our dollars and get the gold. That was pretty forward thinking. And he created a run on the bank. And at the same time, we passed the Coinage Act in 1965 and took all the silver out of the people's money. So we took the gold in 33 and then we took the silver in 65 right? Because we got Vietnam and the Great Society, welfare, all these things were going on in the 60s. We're just going broke. Meanwhile, our gold supply went from 20,000 tons down to eight and Richard. Nixon is like, whoa, time out. Like, this is bad. And so we had inflation in 1970 August 15, 1971 year before August 15, 1971 1970 Nixon writes an executive order and freezes all prices and all wages. It became illegal by presidential edict for a private business to give their employee a raise or to raise their prices to the customers.    Keith Weinhold  25:30   It's almost if that could happen price in theUnited States of America, right?    Russell Gray  25:36   And inflation was 4.4% and it was a national emergency like today. I mean, you know, a few years ago, like three or four years ago, we if we could get it down 4.4% it'd be Holly. I'd be like a celebration. That was bad. And so that's what happened. So a year later, that didn't work. It was a 90 day thing. It was a disaster. And so in a year later, August 15, 1971 Nixon came on live TV after Gunsmoke. I think it was, and I was old enough I'm watching TV on a Sunday night I watched it. Wow. So I live, that's how old I am. So it's a lot of this history, not the Bretton Woods stuff, but from like 1960 2,3,4, forward. I remember I was there.    Keith Weinhold  26:13   Yeah, that you remember the whole Nixon address on television. We should say it for the listener that doesn't know. Basically the announcement Nixon made, he said, was a temporary measure, is that foreign nations can no longer redeem their dollars for gold. He broke the promise that was made at Bretton Woods in about 1945   Russell Gray  26:32   Yeah. And then gold went from $42 up to 850 and a whole series of events that have led to where we're at today were put in place to cover up the fact that the dollar was failing. We had climate emergency. We were headed towards the next global Ice Age. We had an existential threat in two different diseases that hit one right after the other. First one was the h1 n1 flu, swine flu, and then the next thing was AIDS. And so we had existential pandemic, two of them. We also had a oil shortage crisis. We were going to run out of fossil fuel by the year 2000 we had to do all kinds of very public, visible, visceral things that we would all see. You could only buy gas odd even days, like, if your license plate ended in an odd number, you could go on these days, and if it ended on an even number, you could go on the other days. And so we had that. We lowered our national speed limit down to 55 miles an hour. We created the EPA and all these different agencies under Jimmy Carter to try to regulate and manage all of this crisis. Prior to that, Nixon sent Kissinger over to China, and we opened up trade relations. And we'd been in Vietnam to protect the world from communism because it was so horrible. And then in the wake of that, we go over to Communist China, Chairman Mao and open up trade relations. Why we needed access to their cheap labor to suck up all the inflation. And we went over to the Saudis, and we cut the petro dollar deal. Why? Because we needed the float. We needed some place for all these excess dollars that we had created to get sucked up. And so they got sucked up in trading the largest commodity in the world, energy. And the deal was, hey, Saudis, here's the deal. You like your kingdom? Well, we got the big bomb. We got the big army. You're going to rule the roost in the in the Middle East, and we'll protect you. All you got to do is make sure you sell all your oil in dollars and dollars only. And they're like, Well, what if we're selling oil to China, or what if we're selling oil to Japan? Can they pay in yen? Nope, they got to sell yen. Buy dollars. Well, what do we do with all these dollars? Buy our treasuries. Okay, so what if I got this? Yeah, and so that was the petrodollar system. And the world looked at everything went on, and the world is like, Hmm, the United States coming back to Europe, and Charles de Gaulle, they're like, the United States is not handling this whole dollar thing real well. We need an alternative. What if all of us independent nations in Europe got together and created a common currency? We don't want to be like one country, like the United States, but we want to be like an economic union. So let's create a current let's call it the euro. And they started that process in the 70s, but they didn't get it done till 99 and so they get it done in 99 as soon as they get it done, this guy named Saddam Hussein goes, Hey, I'm now the big dog here. I got the fourth largest army in the world. I'm here in, you know, big oil producing nation. Let's trade in the euro. Let's get off the dollar. Let's do oil in the euro. And he's gone. I'm not sure I should put my hat back on. I'm not sure, but somehow we went into Afghanistan and took a hard left and took this guy out.   Keith Weinhold  29:44   Some credence to this. Yes, yeah, so. But with that said,   Russell Gray  29:47   you know, we ended up with the Euro taking about 20% of the global trade market from the United States, which is about where it sits today. And the United States used to be up over 80% and now we're down below 60% still. The Big Dog by triple and the euro is not in a position to supplant the US, but I think China, whose claim to fame is looking at other people's technology and models and copying it, looked at what the United States did to become the dominant economic force, and I think they've systematically been copying it. I wrote a report on this way back in 2013 when I started really paying attention to it and began to chronicle all the things that they were doing, this big D dollarization movement that I think still has legs. It's the BRICS movement. It's all the central banks buying gold. It's the bilateral trade agreements where people are doing business outside the dollar. There's been not just that, but also putting together the infrastructure, right? The Asian Infrastructure Bank is an alternative to the IMF looking, if you have you read Confessions of an economic hitman. No. Okay, so this is a guy that used to work in the government, I think, CIA or something, and he would go down and he'd cut deals with leaders of countries to get them to borrow from the United States to put in key infrastructure so they could trade with the US. And then, of course, if they defaulted, then the US owned that in the infrastructure. You can look it up. His name is Perkins, right. Look it up confessions of economic hit now, but you see China doing the same thing. China's got their Belt and Road Initiative. And you go through, and if you want to trade with China on that route, you have traded, you're gonna have to have infrastructure. You can eat ports. You're gonna need terminals for distribution. But you, Oh, you don't have the money. We'll loan it to you, and we'll loan it to you and you want. Now we're creating demand for you want, and we also are enslaving borrower servant to the lender. We're beginning to enslave these other nations under the guise of helping them by financing their growth so they can do business with us. It's the same thing the United States did and Shanghai Gold Exchange, as opposed to the London Bullion exchange. So all of the key pieces of infrastructure that were put in place to facilitate Western hegemony in the financial markets the Chinese have been systematically putting in place with bricks, and so there's a reason we're in this big trade war right now. We recognize that they had started to get in a position where they were actually a real threat, and we got to cut their legs out from underneath them before they get any stronger. Again, I should put my hat back on. Nobody's calling me up and telling me, I'm just reading between the lines. Sure,   Keith Weinhold  32:23   there certainly are more competitors to the dollar now. And can you imagine what rate of inflation that we would have had if we had not outsourced our labor and productivity over to a low wage place like China in the east? Russ and I have been talking about the long term debasement of the dollar and why. More on that when we come back, including what Russ is up to today. You're listening to get rich education. Our guest is Russell Gray. I'm your host, Keith Weinhold, the same place where I get my own mortgage loans is where you can get yours. Ridge lending group and MLS, 42056, they provided our listeners with more loans than anyone because they specialize in income properties. They help you build a long term plan for growing your real estate empire with leverage. Start your pre qual and even chat with President Chaley Ridge personally while it's on your mind, start at Ridge lendinggroup.com that's Ridge lendinggroup.com. You know what's crazy? 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This is Rich Dad advisor, Garrett Sutton. You're listening to the always valuable. Get rich education with Keith Weinhold, don't quit your Daydream.    Keith Weinhold  34:52   Welcome back to get rich education. We're talking with the main street capitalists Russell gray about this long term debasement of the dollar. It's an. Inevitable. It's one of the things we actually can forecast with pretty good predictability that the dollar will continue to debase. It's one of the few almost guarantees that we have in investing. So we can think about how we want to play that Russ one thing I wonder about is, did we have to completely de peg the dollar from gold? Couldn't we have just diluted it where we could instead say, Well, hey, now, instead of just completely depegging the dollar from gold, we could say, well, now it takes 10 times as many dollars as it used to to redeem it for an ounce of gold. Did it make it more powerful that we just completely de pegged it 100%   Russell Gray  35:36   it would disempower the monopoly. Right? In other words, I think that the thing from the very beginning, was scripted to disconnect from the accountability of gold, which is what sound money advocates want. They want some form of independent Accountability. Gold is like an audit to a financial system. If you're the bankers and you're running the program, the last thing in the world you want is a gold standard, because it limits your ability to print money out of thin air and profit from that. So I don't think the people who are behind all of this are, in no way, shape or form, interested in doing anything that's going to limit their power or hold them accountable. They want just the opposite. I think if they could wave a magic wand and pick their solution to the problem, it would be central bank digital currency, which would give them ultimate control. Yeah. And it wouldn't surprise me if we maybe, perhaps, were on a path where some crises were going to converge, whether it's opportunistic, meaning that the crisis happened on its own, and quote Rahm Emanuel and whoever he was quoting, you know, never let a good crisis go to waste, and you're just opportunistic, or, you know, put the conspiracy theory hat on, and maybe these crises get created in order to facilitate the power grab. I don't know. It really doesn't matter what the motives are or how it happens at the end of the day, it's what happens. It happened in 33 it happened in 60. In 71 it's what happens. And so it's been a systematic de pegging of any form of accountability. I mean, we used to have a budget ceiling. We used to talk about now it's just like, it's routine. You blow right through it, right, right. There's you balance. I mean, when's the last time you even had a budget? Less, less, you know, much less anything that looked like a valid balanced budget amendment. So I think there's just no accountability other than the voting booth. And, you know, I think maybe you could make the argument that whether you like Trump or not, the public's apparent embrace of him, show you that the main street and have a lot of faith in Main Street. I think Main Street is like, you know what? This is broken. I don't know what's how to fix it, but somebody just needs to go in and just tear this thing down and figure out a new plant. Because I think if you anybody paying attention, knows that this perpetual debasement, which is kind of the theme of the show is it creates haves and have nots. Guys like you who understand how to use real estate to short the dollar, especially when you marry it to gold, which is one of my favorite strategies to double short the dollar, can really magnify the power of inflation to pull more wealth onto your balance sheet. Problem is the people who aren't on that side of the coin are on the other side of the coin, and so the poor get poorer and the rich get richer. Well, the first order of business in a system we can't control is help as many people be on the rich get richer. That's why we had the get rich show, right? Let's help other people get rich. Because if I'm the only rich guy in the room, all the guns are pointed at me, right? I wanted everybody as rich as possible. I think Trump and Kiyosaki wrote about that in their book. Why we want you to be rich, right? When everybody's prospering, it's it's better, it's safer, you have people to trade with and whatnot, but we have eviscerated the middle class because industry has had to go access cheap labor markets in order to compensate for this inflation. And you know, you talk about the Fed mandate, which is 2% inflation, price inflation, 2% so if you say something that costs $1 today, a year from now, is going to cost $1 too, you think, well, maybe that's not that bad. But here's the problem, the natural progression of Business and Technology is to lower the cost, right? So you have something cost $1 today, and because somebody's using AI and internet and automation and robots and all this technology, right? And the cost, they could really sell it for 80 cents. And so the Fed looks at and goes, Let's inflate to $1.02 that's not two cents of inflation. That's 22 cents of inflation. And so there's hidden inflation. The benefits of the gains in productivity don't show up in the CPI, but it's like deferred maintenance on an apartment building. You can make your cash flow look great if you're not setting anything aside for the inevitable day when that roof is going to go out and that parking lot is going to need to be repaved, right? And you don't know how far out you are until you get there and you're like, wow, I'm really short, and I think that we have been experiencing for decades. The theft of the benefit of our productivity gains, and we're not just a little bit out of position. We're way out of position. That's   Keith Weinhold  40:07   a great point. Like I had said earlier, imagine what the rate of inflation would be if we hadn't outsourced so much of our labor and productivity to low cost China. And then imagine what the rate of inflation would be as well, if you would factor in all of this increased productivity and efficiency, the natural tendencies of which are to make prices go lower as society gets more productive, but instead they've gone higher. So when you adjust for some of these factors, you just can't imagine what the true debased purchasing power of the dollar is. It's been happening for a long time. It's inevitable that it's going to continue to happen in the future. So this has been a great chat about the history and us understanding what the powers that be have done to debase our dollar. It's only at what rate we don't know. Russ, tell us more about what you're doing today. You're really out there more as a champion for Main Street in capitalism.   Russell Gray  41:04   I mean, 20 years with Robert and the real estate guys, and it was fantastic. I loved it. I went through a lot, obviously, in 2008 and that changed me a little bit. Took me from kind of being a blocking and tackling, here's how you do real estate, and to really understanding macro and going, you know, it doesn't matter. You can do like I did, and you build this big collection. Big collection of properties and you lose it all in a moment because you don't understand macro. So I said, Okay, I want to champion that cause. And so we did that. And then we saw in the 2012 JOBS Act, the opportunity for capital raisers to go mainstream and advertise for credit investors. And I wrote a report then called the new law breaks Wall Street monopoly. And I felt like that was going to be a huge opportunity, and we pioneered that. But then after my late wife died, and I had a chance to spend some time alone during COVID, and I thought, life is short. What do I really want to accomplish before I go? And then I began looking at what was going on in the world. I see now a couple of things that are both opportunities and challenges or causes to be championed. And one is the mega trend that I believe the world is going you know, some people call it a fourth turning whatever. I don't consider that kind of we have to fall off a cliff as Destiny type of thing to be like cast in stone. But what I do see is that people are sick and tired of monopolies. We're sick and tired of big tech, we're sick and tired of big media, we're sick and tired of big government. We're sick and tired of big corporations, we don't want it, and big banks, right? So you got the rise of Bitcoin, you got people trying to get out from underneath the Western hegemony, as we've been talking about decentralization of everything. Our country was founded on the concept of decentralization, and so people don't understand that, right? It used to be everything was centralized. All powers in the king. Real Estate meant royal property. That's what real estate it's not like real asset, like tangible it's royal estate. It's royal property. Everything belonged to the king, and you just got to work it like a serf. And then you got to keep 75% in your produce, and you sent 25% you sent 25% through all the landlords, the land barons, and all the people in the hierarchy that fed on running things for the king, but you didn't own anything. Our founder set that on, turn that upside down, and said, No, no, no, no, no, it's not the king that's sovereign. It's the individual. The individual is sovereign. It isn't the monarchy, it's the individual states. And so we're going to bring the government, small. The central government small has only got a couple of obligations, like protect the borders, facilitate interstate commerce, and let's just have one common currency so that we can do business together. Other than that, like, the state's just going to run the show. Of course, Lincoln kind of blew that up, and it's gotten a lot worse after FDR, so I feel like we're under this big decentralization movement, and I think Main Street capitalism is the manifestation of that. If you want to decentralize capitalism, the gig economy, if you want to be a guy like you, and you can run your whole business off your laptop with a microphone and a camera, you know, in today's day and age with technology, people have tasted the freedom of decentralization. So I think the rise of the entrepreneur, I think the ability to go build a real asset portfolio and get out of the casinos of Wall Street. I think right now, if we are successful in bringing back these huge amounts of investment, Trump's already announced like two and a half or $3 trillion of investment, people are complaining, oh, the world is selling us. Well, they're selling stocks and they're selling but they're putting the money actually into creating businesses here in the United States that's going to create that primary driver, as you well know, in real estate, that's going to create the secondary and tertiary businesses, and the properties they're going to use all kinds of Main Street opportunity are going to grow around that. I lived in Silicon Valley, when a company would get funded, it wasn't just a company that prospered, it was everything around that company, right? All these companies. I remember when Apple started. I remember when Hewlett Packard, it was big, but it got a lot bigger, right there. I watched all that happen in Silicon Valley. I think that's going to happen again. I think we're at the front end of that. And so that's super exciting. Wave. The second thing that is super important is this raising capitalist project. And the reason I'm doing it is because if we don't train our next generation in the principles of capitalism and the freedom that it how it decentralizes Their personal economy, and they get excited about Bitcoin, but that's not productive. I'm not putting it down. I'm just saying it's not productive. You have to be productive. You want to have a decentralized currency. Yes, you want to decentralize productivity. That's Main Street capitalism. If kids who never get a chance to be in the productive economy get to vote at 1819, 2021, 22 before they've ever earned a paycheck, before they have any idea, never run a business. Somebody tells them, hey, those guys that have all that money and property, they cheated. It's not fair. We need to take from them. We need to limit them, not thinking, Oh, well, if I do that, when I get to be there, that what I'm voting for is going to get on me. Right now, Keith, there are kids in ninth grade who are going to vote for your next president, right?   Keith Weinhold  45:56   And they think capitalism is evil. This is part of what you're doing with the raising capitalists project, helping younger people think differently. Russ, I have one last thing to ask you. This has to do with the capitalism that you're championing on your platforms now. And real estate, I continue to see sometimes I get comments on my YouTube channel, especially maybe it's more and more people increasingly saying, Hey, I think housing should be a human right. So talk to us about that. And maybe it's interesting, Russ, if I take the other side of it and play devil's advocate, people who think housing is a human right, they say something like, the idea is that housing, you know, it's a fundamental need, just like food and clean water and health care are without stable housing. It's incredibly hard for a person to access opportunities like work and education or health care or participate meaningfully in society at all. So government ought to provide housing for everybody. What are your thoughts there?   Russell Gray  46:54   Well, it's inherently inflationary, which is the root cause of the entire problem. So anytime you create consumption without production, you're going to have more consumers than producers, and so you're going to have more competition for those goods. The net, net truth of what happens in that scenario are shortages everywhere. Every civilization that's ever tried any form of system where people just get things for free because they need them, end up with shortages in poverty. It doesn't lift everybody. It ruins everything. I mean, that's not conjecture. That's history, and so that's just the way it works. And if you just were to land somebody on a desert island and you had an economy of one, they're going to learn really quick the basic principles of capitalism, which is production always precedes consumption, always 100% of the time, right? If you're there on that desert island and you don't hunt fish or gather, you don't eat, right? You don't get it because, oh, it's a human right to have food. Nope, it's a human right to have the right to go get food. Otherwise, you're incarcerated, you have to have the freedom of movement to go do something to provide for yourself, but you cannot allow people to consume without production. So everybody has to produce. And you know, if you go back to the Plymouth Rock experiment, if you're familiar with that at all, yeah, yeah. So you know, just for anybody who doesn't know, when the Pilgrims came over here in the 1600s William Bradford was governor, and they tried it. They said, Hey, we're here. Let's Stick Together All for one and one for all. Here's the land. Everybody get up every day and work. Everybody works, and everybody eats. They starved. And so he goes, Okay, guys, new plan. All right, you wine holds. See this little plot of land, that's yours. You work it. You can eat whatever you produce. Over there, you grace. You're going to do yours and Johnson's, you're going to do yours, right? Well, what happened is now everybody got up and worked, and they created more than enough for their own family, and they had an abundance. And the abundance was created out of their hunger. When they went to serve their own needs, they created abundance forever others. That's the premise of capitalism. It's not the perfect system. There is no perfect system. We live in a world where human beings have to work before they get to eat. When I say eat, it could be having a roof over their head. It could be having clothes. It could be going on vacation. It could be having a nice car. It could be getting health care. It doesn't matter what it is, whatever it is you need. You have the right, or should have, the right, in a free system to go earn that by being productive, but the minute somebody comes and says, Oh, you worked, and I'm going to take what you produced and give it to somebody else who didn't, that's patently unfair, but economically, it's disastrous, because it incentivizes people not to work, which creates less production, more consumption. I have another analogy with sandwich makers, but you can imagine that if you got a group if you got a group of people making sandwiches, one guy starts creating coupons for sandwiches. Well then if somebody says, Okay, well now we got 19 people providing for 20. That's okay, but then all the guys making sandwiches. Why making sandwiches? I'm gonna get the coupon business pretty soon. You got 18 guys doing coupons, only two making sandwiches. Not. Have sandwiches to go around all the sandwiches cost tons of coupons because we got way more financialization than productivity, right? That's the American economy. We have to fix that. We can't have people making money by just trading on other people's productivity. We have to have people actually being productive. This is what I believe the administration is trying to do, rebuild the middle class, rebuild that manufacturing base, make us a truly productive economy, and then you don't have to worry about these things, right? We're going to create abundance. And if you don't have the inflation is which is coming from printing money out of thin air and giving to people who don't produce, then housing, all sudden, becomes affordable. It's not a problem. Health care becomes affordable. Everything becomes affordable because you create abundance, because everybody's producing the system is fundamentally broken. Now we have to learn how to profit in it in its current state, which is what you teach people how to do. We also have to realize that it's not sustainable. We're on an unsustainable path, and we're probably nearing that event horizon, the path of no return, where the system is going to break. And the question is, is, how are you going to be prepared for it when it happens? Number two, are you going to be wise enough to advocate when you get a chance to cast a vote or make your voice heard for something that's actually going to create prosperity and freedom versus something that's going to create scarcity and oppression? And that's the fundamental thing that we have to master as a society. We got to get to our youth, because they're the biggest demographic that can blow the thing up, and they're the ones that have been being indoctrinated the worst.   Keith Weinhold  51:29   Yes, Fed Chair Jerome Powell himself said that we live in a economic system today that is unsustainable. Yes, the collectivism we touched on quickly descends into the tyranny of the majority. And in my experience, historically, the success of public housing projects has been or to mixed at best, residents often don't respect the property when they don't have an equity stake in it or even a security deposit tied up in it, and blight and high crime rates have often followed with these public housing projects. When you go down that path of making housing as a human right, like you said earlier, you have a right to go procure housing for yourself, just not to ask others to pay for it for you. Well, Russ, this has been great. It's good to have your voice back on the show. Here again, here on a real estate show. If people want to connect with you, continue to see what you've been up to and the good projects that you're working on, promoting the virtues of capitalism. What's the best way for them to do that?   Russell Gray  52:31   I think just send an email to follow at Russell Gray, R, U, S, S, E, L, L, G, R, A, y.com, let you know where I am on social media. I'll let you know when I put out new content. I'll let you know when I'm a guest on somebody somebody's show and I'm on the cusp of getting my own show finally launched. I've been doing a lot of planning to get that out, but I'm excited about it because I do think, like I said, The time is now, and I think the marketplace is ripe, and I do speak Main Street and macro, and I hope I can add a nuance to the conversation that will add value to people.   Keith Weinhold  53:00   Russ, it's been valuable as always. Thanks so much for coming back onto the show. Thanks, Keith.   Yeah, terrific, historic outline from Russ about the long term decline of the dollar. It's really a fresh reminder and motivator to keep being that savvy borrower. Of course, real estate investors have access to borrow giant sums of dollars and short the currency that lay people do not. In fact, lay people don't even understand that it's a viable strategy at all. Like he touched on, Russ has really been bringing an awareness about how decentralization is such a powerful force that reshapes society. In fact, he was talking about that the last time that I saw him in person a few months ago. Notably, he touched on Nixon era wage and price controls. Don't you find it interesting? Fascinating, really, how a few weeks ago, Trump told Walmart not to pass tariff induced price increases onto their customers. Well, that's a form of price control that we're seeing today to our point, when we had the father of Reaganomics, David Stockman here on the show, five weeks ago, tariffs are already government intervention into the free market, and then a president telling private companies how to set their prices, that is really strong government overreach. I mean, I can't believe that more people aren't talking about this. Maybe that's just because this cycle started with Walmart, and that's just doesn't happen to be a company that people feel sorry for. Hey, well, I look forward to meeting you in person in Miami in just four days, as I'll be a faculty member for when we kick off the terrific real estate guys Investor Summit and see and really getting to know you, because we're going to spend nine days together. Teaching, learning and having a great time on a cruise ship in the Caribbean. Until then, I'm your host. Keith Weinhold, don't quit your Daydream.   Speaker 3  55:13   Nothing on this show should be considered specific, personal or professional advice. Please consult an appropriate tax, legal, real estate, financial or business professional for individualized advice. Opinions of guests are their own. Information is not guaranteed. All investment strategies have the potential for profit or loss. The host is operating on behalf of get rich Education LLC, exclusively.   Keith Weinhold  55:36   You know whatever you want, the best written real estate and finance info. Oh, geez, today's experience limits your free articles access and it's got pay walls and pop ups and push notifications and cookies disclaimers. It's not so great. So then it's vital to place nice, clean, free content into your hands that adds no hype value to your life. That's why this is the golden age of quality newsletters, and I write every word of ours myself. It's got a dash of humor, and it's to the point because even the word abbreviation is too long, my letter usually takes less than three minutes to read. And when you start the letter, you also get my one hour fast real estate video. Course, it's all completely free. It's called the Don't quit your Daydream letter. It wires your mind for wealth, and it couldn't be easier for you to get it right now. Just text. GRE to 66866, while it's on your mind, take a moment to do it right now. Text, GRE to 66866   The preceding program was brought to you by your home for wealth, building, getricheducation.com.

MARKETING MESSAGE WITH EMOTION When you create your call to action in your podcast, you need a powerful marketing message. You need to inspire your audience into action. People buy with emotion. Then they justify that purchase with logic. Your marketing message needs to stir emotion within your potential clients.   00:00 "Stir Emotions to Attract Clients" 06:11 Corporate Sales Journey Reflection 06:54 Entrepreneurial Challenges and Marketing Insight 12:17 Hewlett Packard's Transformative Culture 14:22 Affordable Marketing Feedback Strategy 17:52 Product Brand Clarity Essentials 22:05 Cheese and Crackers Surprise 25:33 Importance of Market Research 30:05 "Master Your Message Program" 32:01 "Opinion Diversity in Marketing" 36:55 Realtor Specializing in Divorce Sales 39:15 Defining Your Target Audience 41:21 "30 Seconds to Impress" 44:27 "Podcast Coaching Session Offer"   GET YOUR MARKETING MESSAGE TO LAND Do you ever feel like your podcast marketing message just isn't landing with your audience? You're crafting awesome content, but somehow your message isn't converting listeners to clients. This week, I sit down with business strategist Nicki Chang-Powless to dig into the secrets behind creating a compelling, actionable marketing message for your podcast and business. If you want your audience to grow—and more importantly, move them to action—this episode is tailor-made for you. LEAD WITH CONNECTION, NOT CONTENT Your audience listens for companionship. They aren't downloading your latest episode just to be informed—they want to feel connected, understood, and guided. If your call to action only shows up at the end of your show, you're missing out! Listeners don't always make it to the last minute. We break down how to bake your call to action and marketing message throughout your show. This allows you meet your audience where they are and inspire them to take the next step. It's not about dumping information. It's about creating relatable, emotionally resonant moments that build trust and authority. THE POWER OF TARGETED MESSAGING In the episode, Nicki drives home the essential truth: if you're marketing to “everyone,” you're speaking to no one. We talk about how getting laser-focused on your target audience changes everything. Imagine you're a massage therapist—what you say to a stressed-out parent versus a retired senior makes all the difference. Nicki lays out how to tailor your marketing message so it resonates with the exact audience you want to attract. We dig into practical strategies for clarifying your product brand, refining your offer, and using feedback and collaboration to fine-tune your pitch. COLLABORATION & CONSISTENCY WIN Nicki reveals her biggest lessons from corporate life at Hewlett Packard: the magic of collaboration and consistency. We explore actionable ways you can bring group feedback into developing your marketing message, A/B testing your ideas—without the massive budgets of big brands. We also talk about the increasing competition for attention in today's digital world. The average prospect needs 62 touchpoints with your brand before they're ready to take action. That's why consistency in your podcast message, branding, and calls to action is more important than ever. TURNING LISTENERS INTO CLIENTS So, how do you make your marketing message truly work? It starts by knowing your audience, articulating your unique value, and making every touchpoint count. Whether you're working on your website, your 30-second intro, or speaking at a networking event, we share real-world examples and simple frameworks. Plus, don't miss Nicki's free gift... “How to Impress When You Only Have 30 Seconds”. This is perfect for nailing your introduction and getting prospects to lean in and say, “Tell me more!” Download this resource at www.PodcastTalentCoach.com/impress. LET'S CREATE YOUR MARKETING MESSAGE If you're ready to transform your podcast—and your business—by creating a marketing message that inspires action, this episode of Podcast Talent Coach is your blueprint. And if you want personalized help building your strategy, apply for a free coaching call at www.PodcastTalentCoach.com/apply. Let's start making your message matter!

The construction industry is currently at a significant juncture where the industry's traditional practices begin to converge with new cutting-edge technologies like Artificial Intelligence. AI helps teams to uncover insights, streamline operations, and improve decision-making, making it an emerging powerful partner rather than a tool. Trevor Schick is the CEO of Slate Technologies, a company revolutionizing the construction industry through AI-driven decision support tools. He brings a unique perspective to the industry's technological space, having a career leading global supply chains at major high-tech companies like Apple, Hewlett-Packard, and Motorola. About a decade ago, he started applying lessons about materials and logistics from high-tech industries to the world of construction. He became the CEO of Slate Technologies after initially working with them as a customer. He joined us today to talk about how AI is redefining the possibilities in construction by enhancing safety, minimizing delays, and unlocking the importance of hidden data. HIGHLIGHTS [01:29] Trevor's background in the construction industry.  [03:13] Cultural differences at HP, Motorola, and Apple.  [07:23] The potential of off-site construction and supply chain innovation.  [09:11] AI's role in safety, progress reporting, and linking data in construction.  [13:18] The importance of data quality for AI implementation.  [17:31] Automatic insights and solutions. [18:56] Perona-based AI tools.  [22:11] The benefits of adapting to user perspectives.  [25:50] AI's impact on pre-construction and scheduling.  [29:22] The importance of AI in centralizing data, reducing time spent, and project estimations.   KEY TAKEAWAYS Explore off-site construction and speed up project timelines. Use AI-powered cameras to proactively identify on-site safety risks.  Provide clean, structured data to ensure your AI tools deliver accurate insights. Capture and apply lessons learned from past projects using AI.  Use human feedback to train and improve AI's problem-solving over time.  Encourage your team to see AI as a collaborative partner, not a tool.    RESOURCES   Connect with Trevor Schick LinkedIn – linkedin.com/in/trevor-schick-97620b9/  Wensite - slate.ai  YouTube - youtube.com/@SlateTechnologies  Restaurant Recommendation - jeffreysofaustin.com/      90-Day High-Performance Dashboard You can't afford to let your people drift. To drive real performance, you must coach with clarity and purpose.   Use the 90-Day High-Performance Dashboard to: Get clear on what matters most. Drive focused action and accountability. Strengthen trust and deepen relationships.   Success doesn't happen by accident. It happens when leaders coach with precision and consistency. Download the 90-Day High-Performance Dashboard here: https://www.constructiongenius.com/high-performance-in-a-new-role Coach your team toward real results — one conversation at a time.     Resources to Help You Win in Construction

Story of the Week (DR):The Baby Billionaire Bromance is Over: Savannah Guthrie Says Elon Musk and Donald Trump Are 'Giving 7th Grade Girl' as President Says Tesla CEO 'Has Lost His Mind'"It's so confusing isn't it? So much going wrong, so much to say, and all of it happening so quickly. The pace of oppression outstrips our ability to understand it. And that is the real trick of the Imperial thought machine.”BlackRock removed from Texas boycott list after quitting climate groupsIn a notable reversal, Texas removed BlackRock from its investment blacklistThis decision followed BlackRock's withdrawal from several climate-focused initiatives, including the Net Zero Asset Managers alliance and Climate Action 100+Texas Comptroller Glenn Hegar cited these actions, along with BlackRock's support for the new Texas Stock Exchange, as reasons for the delisting.“More than $4 billion in Texas funds are invested with BlackRock,” the rep said.The Larry Fink-led company had $11.55 trillion in assets under management at the end of the fourth quarter in 2024.0.0346% Is that possible?Larry Fink; $31M; $11M bonus: “These amounts represent the discretionary annual cash Bonuses … The amount of incentive compensation awarded … was based on subjective criteria”“Lead in a changing world: Completed the creation of a more modern and unified Corporate Affairs function and leveraged the function to refresh the firm's corporate narrative and strengthen its brand.”“Corporate sustainability: Achieved BlackRock's 100% renewable electricity match goal and enhanced the Company's approach to procuring market solutions.”32% said NO on Pay (BlackRock owns 6% of BlackRock)99% said NO to Bowyer Research's theatrical request for a report on “risks related to a perceived shift away from a traditional understanding of fiduciary responsibility to stakeholder capitalism, implied by its assent to the Business Roundtable's Statement on the Purpose of a Corporation, as well as a high-profile embrace of ESG and DEI.”BlackRock CEO Larry Fink has some words of wisdom for leaders navigating the age of populism and social media: Watch what you say: "You have to be a lot more guarded. I can't say everything I really want to say to all of you right now. The reality is you have to be a lot more systematic in what you say and how you say it internally or externally. I mean, we live in a terrarium today. We live in a glass bottle."Big brands are pulling back on Pride merchandise and events this year MMCorporate America Pulls Back from PRIDE in 2025, No Rainbow Logos from Big Brands as June StartsUnitedHealth Group AGM:94% average director support93% Stephen HemsleyHemsley is stepping forward to acknowledge the fallout and chart a new course, promising a comprehensive review of some of the company's most controversial practices.The Wall Street Journal noted in its report on the company's annual shareholder meeting on Monday that Hemsley apologized for UnitedHealth's recent performance and cited a need to rethink many internal processes.99% for directors like Paul Garcia (2021/ former CEO of Global Payments) and Kristen Gil (2022/former VP, Business Finance Officer at Alphabet)92% for Michele Hooper (2007/Lead Independent Director/CEO of The Directors' Council, a private company she co-founded in 2003 that works with corporate boards to increase their independence, effectiveness and diversity)-12% gender influence gap/only 3 women/zero committee chairs)Lowest vote is John Noseworthy, M.D. (86%) former CEO of the Mayo Clinic40% NO on PaySHP excessive golden parachutes 13% YESThe board authorized the payment of a cash dividend of $2.21 per share, up from the prior dividend of $2.10, to be paid June 24 to common stock shareholders of record as of the close of business June 16Hemsley: as of the proxy date: $2.8M (as of 5/16: $3.8M)The previous dividend was $2.10 per share, paid on March 18, 2025The company also suspended its 2025 outlook.Goodliest of the Week (MM/DR):DR: The Trump EPA tried to bury some good newsA climate report acquired by a Freedom of Information Act request shows that U.S. climate pollution declined in 2023.The EPA report documents that in 2023, U.S. climate pollution fell by 2.3%. That's about 147 million metric tons, or MMT, of reduced carbon dioxide-equivalent greenhouse gases.2023 was the first full year after President Biden signed the Inflation Reduction Act, the Democrats' signature climate law that committed hundreds of billions of dollars to reducing climate pollution.DR: How a Peruvian farmer's legal defeat raised new risks for companies DRPeruvian farmer Saúl Luciano Lliuya filed a lawsuit against German energy company RWE, asserting that the company's greenhouse gas emissions contributed to the melting of glaciers near his hometown of Huaraz, Peru.This glacial melt increases the risk of flooding from Lake Palcacocha, threatening his community. Lliuya sought approximately $17,500 from RWE, representing 0.47% of the estimated $4 million needed for flood defenses, corresponding to RWE's estimated share of global emissions since the industrial era began. On May 28, 2025, the Higher Regional Court in Hamm, Germany, dismissed Lliuya's lawsuit. The court acknowledged the legal principle that major greenhouse gas emitters can be held liable for climate-related damages. However, it concluded that the specific threat to Lliuya's property was not sufficiently imminent to warrant compensation. While Lliuya did not secure the compensation sought, the court's recognition of potential corporate liability for climate damages sets a precedent. This acknowledgment may influence future climate litigation, encouraging individuals and communities to hold major emitters accountable for their contributions to climate change.MM: HahahahahahahahahaMusk says SpaceX will decommission Dragon spacecraft after Trump threatElon Musk Melts Down, Claims Trump Is In The "Epstein Files" and That's the Reason They Haven't Been ReleasedElon Musk Declares That He's "Immediately" Cutting Off NASA's Access to SpaceMusk Privately Complaining That His Immense Donations to Trump Didn't Even Buy Him Control of NASAElon Musk claims ‘without me, Trump would have lost the election'Assholiest of the Week (MM): Proxy advisorsZevra TherapeuticsISS added, “...the board's concerns about having a former CEO on the board and potential disruption are valid.”Out of 92,594 active directors in MSCI data from February, 3,123 are tagged as “former executives” at the company they're on the board of522 US companies are on the list - FIVE HUNDRED AND TWENTY TWOThat includes at least one company - National Healthcare Corp - with FOUR former executives on the boardIt also includes 104 large cap companies - like Hewlett Packard, with 3 former execs!Glass Lewis highlighted, “Mr. Regan has limited, dated, and unrelated public board service,”Egan-Jones also questioned the relevant expertise of Mangless' nominees, stating, “…we do not believe Mr. Regan's background in proxy solicitation offers meaningful value in the context of Zevra's boardroom.”Unrelated public board experience?? So you definitely suggested voting against Dana White at Meta? Or Peltz at Disney and his deep media experience? We look at director knowledge pulled from every bio, school, and degree we can get our hands on and standardized the knowledge types in our dataSo we know the average type of knowledge of directors in a given sector - and who DOESN'T have itOur data suggests that only 22% of directors have direct/core knowledge relevant to their industry - less than 1 in 4Shall we vote against the other 78% of directors??Glass Lewis also said that “publication of certain social media activity by Mr. Regan appears to suggest something of a blithe approach to compliance...”Elon?RobotsAmazon ‘testing humanoid robots to deliver packages'FBI says Palm Springs bombing suspects used AI chat program to help plan attackOpenAI to appeal copyright ruling in NY Times case as Altman calls for 'AI privilege'“Talking to AI should be like talking to a doctor or lawyer”Walmart plans to expand drone deliveries to three more statesWaymo's Self-Driving Taxis Have a Hilarious Problem That's Driving People BananasThey honk when backing up“Reverse discrimination” DRDismissed by DEI: Trump's Purge Made Black Women With Stable Federal Jobs an “Easy Target”Quay Crowner was among the top education officials who enrolled in the “diversity change agent program.”Crowner was abruptly placed on leave under Trump's executive order to dismantle DEI programs across the federal government.Her current job as the director of outreach, impact and engagement at the Education Department was not connected to diversity initiatives.More troubling, she said, was that she was the only person on her team who had been let go, and her bosses refused to answer her questions about her dismissal.When she and colleagues from different departments began comparing notes, they found they had one thing in common. They had all attended the training encouraged under DeVos. They also noticed something else: Most of them were Black women.“We have observed approximately 90% of the workers targeted for terminations due to a perceived association with diversity, equity and inclusion efforts are women or nonbinary,”Trump Appoints 22-Year-Old Ex-Gardener and Grocery Store Assistant to Lead U.S. Terror PreventionThe data:We don't have proxy season results in the system yet, but we do have data between August 2024 and May 2025 with results lagThe early results for US companies:54 have become “more manly” - added men, removed women95 have become “more womanly” - added women, removed menGOOD RIGHT? Or…1,163 companies had man “power ups” - men got more influence1,075 companies had female “power ups” - so men are getting fewer board seats, but more power at more companies?SECRET: expand the board and add men! 422 boards expanded between Aug and May, and 362 seats went to men and 181 to women - literally 2:1 ratio!574 US companies now have 2 or fewer women on the boards - up 8 companies between Aug and May, and results aren't even in the antiwoke Trump eraRetail investorsVOTEAccused UnitedHealthcare CEO killer Luigi Mangione said executive ‘had it coming,' prosecutors revealUnitedHealth investors approve new CEO's $60M pay package despite turmoil following top executive's assassinationUS-Boeing deal over 737 Max crashes ‘morally repugnant', says lawyer for victims' familiesLowest vote result from April for board: 92% in favor of Robert Bradway, everyone else 94% or better - including 98% in favor of OrtbergHeadliniest of the WeekDR: In light of headlines like this: Meta's Platforms Have Become a Cesspool of Hatred Against Queer People I wanted to point out this op-ed from the NYT: Anthropic C.E.O.: Don't Let A.I. Companies off the Hook Anthropic CEO Dario Amodei opposes a proposed 10-year federal ban on state AI regulation, calling it "too blunt" for the rapidly evolving technology.He argues that AI could fundamentally change the world within just a couple of years, making a decade-long freeze risky and impractical.Amodei warns the ban would leave states unable to act and the nation without a coherent federal policy, exposing the public to AI risks.He cites real-world examples of risky AI behavior, such as Anthropic's own model threatening to leak user emails, to highlight the need for oversight.Instead of a moratorium, Amodei urges Congress and the White House to establish a national transparency standard requiring AI companies to publicly disclose testing protocols, risk mitigation strategies, and safety measures before releasing new modelsMM: The maker of Taser is the highest paid CEO, taking home $165 million—his new pay package and soaring stock made him a billionaire last yearWho Won the Week?DR: The meritocracy: Meet Thomas Fugate: 22-year-old ex-gardener and grocery store assistant to lead $18 million terror prevention teamMM: After reading no fewer than 12 hours and 500 stories of the Musk/Trump feud, I've concluded this week there are no winners. We're all losers.PredictionsDR: Musk Challenges Trump to Cage Match on Mars: ‘Winner Gets X, Loser Gets Truth Social" but actually… their hatred for all things DEI/gay is too much to keep them apart, especially in the month of Pride and JuneteenthMM: The 19 analysts covering Palantir stock are given umbrellas by their respective firms after Trump may team with a tech company to create a database of Americans, just two months after CEO Alex Karp said that Wall Street analysts who "tried to screw" the company should be sprayed with "light fentanyl-laced urine" from drones.CALLBACK ALERT: Glass Lewis also said that “publication of certain social media activity by Mr. Regan appears to suggest something of a blithe approach to compliance...”

Ben Brown Is currently Head of UK and Ireland for Optoma Ltd, having previously been head of market development for Promethean and the education businesses lead for Hewlett-Packard, Samsung and XMA in the UK. He has worked in the education technology sector for over 20 years and has developed a real passion for advancing the use of technology to support teaching and learning. Now the Chair of Trustees at Astrea Academy Trust, he previously sat on the Board of Trustees at the David Ross Education Trust. Recently he has also been a trustee at the Tackley Education Trust. Ben has, throughout his career, looked at the challenges in education and how technology is best placed to resolve them, this has led to him working closely with the DfE as well as Academy Trusts such as ARK, Reach2 and United Learning.Takeaways: Effective implementation of new technologies in education requires concise, easily digestible training materials for teachers. The duration of instructional videos should ideally range from one to two minutes to accommodate teachers' busy schedules. Investments in technology during the COVID-19 pandemic significantly advanced the integration of digital tools in educational settings. The challenge lies not merely in providing technology but ensuring its effective utilization within educational frameworks. A focus on empowering teachers through tailored training is crucial for maximizing the benefits of new technology in classrooms. To foster engagement, technology must solve existing educational challenges rather than simply being used for its own sake. Websitewww.optoma.co.ukMulti-award-winning interactive displays, professional displays, LED displays, projectors and software to suit every education environment.Social media Informationhttps://www.linkedin.com/in/ben-brown-a017b621/Show Sponsor – National Association for Primary Education (NAPE)https://nape.org.uk/Discover more about Education on Fire

In this special crossover episode, Max Trescott, host of the Aviation News Talk podcast, appears as a guest on Dr. Tony Kern's Only Human podcast. The two aviation safety advocates engage in a candid, insightful conversation that bridges their shared backgrounds in aviation, safety culture, and leadership. The episode begins with a segment called “This Week in Safety Land,” spotlighting a tragic helicopter crash involving tourists over the Hudson River. The Director of Operations (DO) at the company involved chose to cease operations pending investigation, only to be overruled and fired by the CEO—prompting FAA intervention. Max and Tony reflect on this as a textbook example of the ongoing conflict between operational production and safety protection, a dynamic familiar in aviation, military, and corporate environments alike. They explore how profit-driven decisions often undermine safety, and how organizations with high-risk operations must prioritize a culture that empowers safety-conscious leadership. Tony shares a story of elephants at the San Diego Zoo sensing an earthquake before it was perceptible to humans—forming a protective circle around the young. Max likens this to the importance of organizational structures that support bottom-up safety communication. Drawing on his early career at Hewlett-Packard, he praises HP's open-door policy that encouraged employees to escalate safety issues when necessary. He stresses that open communication channels are essential, especially in high-risk domains. Max then shares his personal journey from a successful 25-year career at HP to full-time aviation after a layoff. What began as a side hobby teaching flying eventually evolved into a full-time vocation, spurred in part by a deeply personal tragedy: the death of a close friend and five others in a preventable aircraft accident. Max, who arrived on the crash scene within 45 minutes and attended multiple funerals that week, found a new purpose—preventing similar accidents by educating pilots. That experience drove Max to start Aviation News Talk, where he strives to deliver rich, actionable content on general aviation safety. His mission: to save lives by making safety knowledge accessible, engaging, and relevant to every pilot—from student to professional. He explains that his podcast is designed to offer “at least one nugget of value per episode” that listeners can apply immediately. Tony and Max discuss the unglamorous public perception of safety roles—often viewed as dull or punitive. Tony notes that safety officers are often assigned the job after incidents or during grounding periods. Max offers a reframing: don't lead with safety—lead with professionalism. If pilots strive to be excellent in their craft, safety naturally follows. “Do your job well, be curious, be disciplined,” Max says—traits that elevate both personal performance and safety outcomes. They turn to current trends, asking whether aviation is getting less safe. While total accident numbers may be down, Max points out that media coverage is up, and many general aviation (GA) accidents—especially runway excursions involving business jets—suggest continued risks. What matters more than raw numbers, he explains, is the accident rate per 100,000 hours flown, data that lags by over a year. For GA pilots, the accident risk remains significant, especially among newer or less experienced pilots. Looking forward, Max and Tony explore the safety challenges of tomorrow. Max debunks the idea of achieving a static “safe state” and explains that aviation is inherently dynamic—subject to changes in personnel, technology, weather, and processes. He highlights the importance of conducting safety assessments prior to changes in operations, procedures, or equipment. Quoting safety expert Todd Conklin, Max describes accidents as “the unexpected combination of normal aviation variability,” reinforcing the need for ongoing vigilance. Tony adds that while technological innovations—like AI, automation, and real-time training—offer efficiency, they don't guarantee increased safety. Often, humans simply push the margins when given better tools. He uses anti-lock brakes as an analogy: rather than driving more safely, people just drive faster. Similarly, faster, cheaper training methods could reduce experience levels without solving core human performance issues. The conversation closes with Max outlining the timeless characteristics of a great aviator: Judgment – the most critical trait, separating the skilled from the safe. Curiosity – a desire to learn, explore, and seek out knowledge. Discipline and consistency – following procedures and making flights “boring” in the best way. Situational awareness – understanding not just your own position, but what everyone else in the airspace is trying to do. Humility – recognizing that overconfidence kills and that learning never stops. Max emphasizes that aviation teaches life skills: staying humble, seeking excellence, and always being ready to learn. He ends by inviting listeners to consider flight training—not just for fun, but as a profound growth experience. Learning to fly, he says, can change how you see the world and yourself. Tony echoes the sentiment, encouraging listeners to take a discovery flight and explore the possibility. As the episode wraps, both hosts agree: while aviation may be unforgiving, it offers unmatched rewards for those who approach it with professionalism and passion. If you're getting value from this show, please support the show via PayPal, Venmo, Zelle or Patreon. Support the Show by buying a Lightspeed ANR Headsets Max has been using only Lightspeed headsets for nearly 25 years! I love their tradeup program that let's you trade in an older Lightspeed headset for a newer model. Start with one of the links below, and Lightspeed will pay a referral fee to support Aviation News Talk. Lightspeed Delta Zulu Headset $1199 Lightspeed Zulu 3 Headset $899Lightspeed Sierra Headset $699 My Review on the Lightspeed Delta Zulu Send us your feedback or comments via email If you have a question you'd like answered on the show, let listeners hear you ask the question, by recording your listener question using your phone. 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Dr. Jordan B. Peterson sits down with entrepreneur and software pioneer, Marc Andreessen. They discuss the timeline of the woke institutional takeover, the ruinous effects it has had on Western ideology and business, the ways in which AI will shape society, and the immense responsibility we have to instill the future with an ethos and morality that serves human flourishing. Marc Andreessen is a cofounder and general partner at the venture capital firm Andreessen Horowitz. He is an innovator and creator, one of the few to pioneer a software category used by more than a billion people and one of the few to establish multiple billion-dollar companies. Marc co-created the highly influential Mosaic internet browser and co-founded Netscape, which later sold to AOL for $4.2 billion. He also co-founded Loudcloud, which as Opsware, sold to Hewlett-Packard for $1.6 billion. He later served on the board of Hewlett-Packard from 2008 to 2018. Marc holds a B.S. in computer science from the University of Illinois at Urbana-Champaign. Marc serves on the board of the following Andreessen Horowitz portfolio companies: Applied Intuition, Carta, Coinbase, Dialpad, Flow, Golden, Honor, OpenGov, Samsara, Simple Things, and TipTop Labs. He is also on the board of Meta. This episode was filmed on December 18th, 2024.  | Links | For Marc Andreessen: On X https://x.com/pmarca?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor Substack https://pmarca.substack.com/ “The Techno-Optimist Manifesto” (Book) https://a16z.com/the-techno-optimist-manifesto/