Podcasts about Industrial engineering

Today, we are joined by Clay Scroggins.Clay is the author of the best-selling books How to Lead When You're Not in Charge, How to Lead in a World of Distraction, and The Aspiring Leader's Guide to the Future. He holds a degree in Industrial Engineering from Georgia Tech as well as a Master's degree and Doctorate with an emphasis in Online Church from Dallas Theological Seminary. For almost 20 years, Clay Scroggins served in many pastoral roles at North Point Ministries, a multisite church started in Alpharetta, Georgia led by Andy Stanley. Most recently, Clay served as the lead pastor of Buckhead Church, one of North Point's largest campuses. Clay is a sought after speaker (that's what he tells his parents) having worked with organizations ranging from the Dallas Cowboys or the staff at the White House all the way to Taco Bell or the Alabama Association of Tax Assessors. Clay lives in Atlanta, Georgia, with his wife, Jenny, and their five children.In this second part of our conversation, we dive deeper into how positivity becomes a leadership superpower in today's overwhelmed workplace, the crucial difference between thinking critically and being critical, and practical strategies for rejecting passivity.Key topics include:How to shift from negativity and cynicism to ownership and hope in the workplaceThe difference between thinking critically and being critical, and how to stay solution-orientedWhy scheduling time to think is essential for leadersThe CPR method for rejecting passivity and taking meaningful actionHow to challenge up effectively without threatening your leadership, illustrated through the Chick-fil-A innovation storyWhy developing influence before authority makes you a better leaderClay's practical insights will help you lead effectively from wherever you stand in the organization.Clay's E-mail: clay.scroggins@gmail.com Clay's Website: https://www.clayscroggins.com/Clay's Book: https://www.amazon.com/How-Lead-When-Youre-Charge/dp/0310536960/ -Website and live online programs: http://ims-online.com Blog: https://blog.ims-online.com/ Podcast: https://ims-online.com/podcasts/ LinkedIn: https://www.linkedin.com/in/charlesgood/ Twitter: https://twitter.com/charlesgood99 Chapters:(00:00) Introduction(01:10) Tool: Developing Positivity as a Leadership Superpower(03:55) Technique: Understanding How Your Energy Affects Others(06:15) Tip: Choosing to Be a Voice for Good in Challenging Times(08:25) Tool: Thinking Critically Without Being Critical(10:50) Technique: Using the LB-NT Method for Constructive Feedback(11:35) Tip: Creating Space to Think in an Execute-Heavy Culture(14:00) Tool: Recognizing When Your Best Ideas Come and Why(16:15) Technique: The CPR Method for Rejecting Passivity(18:45) Tip: Using the Magic Wand Question to Combat Passivity(21:25) Tool: Challenging Up Through the Chick-fil-A Innovation Story(25:25) Technique: The "As Now, So Then" Mindset for Leadership Development(27:35) Tip: Cultivating Influence Before Authority for Better Leadership(28:40) Conclusion#CharlesGood #ClayScroggins #TheGoodLeadershipPodcast #LeadWithoutAuthority #InfluentialLeadership #PositiveLeadership #CriticalThinking #RejectingPassivity #ChallengingUp #LeadershipInfluence #WorkplacePositivity #LeadershipMindset #PersonalLeadership #AuthenticLeadership #LeadershipWithoutTitle #OrganizationalLeadership #LeadershipDevelopment #InfluenceOverAuthority #EmergingLeaders #LeadershipGrowth

Today, we are joined by Clay Scroggins.Clay is the author of the best-selling books How to Lead When You're Not in Charge, How to Lead in a World of Distraction, and The Aspiring Leader's Guide to the Future. He holds a degree in Industrial Engineering from Georgia Tech as well as a Master's degree and Doctorate with an emphasis in Online Church from Dallas Theological Seminary. For almost 20 years, Clay Scroggins served in many pastoral roles at North Point Ministries, a multisite church started in Alpharetta, Georgia led by Andy Stanley. Most recently, Clay served as the lead pastor of Buckhead Church, one of North Point's largest campuses. Clay is a sought after speaker (that's what he tells his parents) having worked with organizations ranging from the Dallas Cowboys or the staff at the White House all the way to Taco Bell or the Alabama Association of Tax Assessors. Clay lives in Atlanta, Georgia, with his wife, Jenny, and their five children.In this episode, we explore the revolutionary concept that leadership and authority aren't a package deal. Clay dismantles the myth that you must wait for a title or position to begin leading, instead revealing how waiting for empowerment actually trains passivity and undermines your potential. Key topics include:Why leadership and authority are not a package deal and how this myth limits potentialThe danger of waiting to be empowered and how it trains passivity in leadersWhy influence is more powerful than authority in the long run for effective leadershipThe importance of self-leadership as the foundation for influencing othersLearn from Clay Scroggins how to cultivate influence from wherever you sit in an organization. Clay Scroggins's website: https://www.clayscroggins.com/Clay Scroggins's Books: https://www.amazon.com/stores/author/B01MXJ1O3Y -Website and live online programs: http://ims-online.comBlog: https://blog.ims-online.com/Podcast: https://ims-online.com/podcasts/LinkedIn: https://www.linkedin.com/in/charlesgood/Twitter: https://twitter.com/charlesgood99Chapters:(00:00) Introduction(01:00) Tool: Understanding Why Leadership and Authority Aren't a Package Deal(03:30) Tip: The Danger of Waiting to Be Empowered(05:30) Technique: Cultivating Influence Over Authority for Long-Term Success(08:40) Tool: Building Stable Leadership Identity Through the Five P's(14:30) Tip: Understanding Purpose as the Foundation of Effective Leadership(15:00) Technique: Distinguishing Between Kibosh and Kavash Leadership Styles(18:00) Tool: The Importance of Self-Leadership Before Leading Others(20:05) Tip: Monitoring Your Heart and Behavior for Self-Awareness(23:00) Technique: Supporting Your Leader to Build Moral Authority(24:33) Conclusion #CharlesGood #ClayScroggins #TheGoodLeadershipPodcast #LeadWithoutAuthority #InfluentialLeadership #SelfLeadership #LeadershipIdentity #EmergingLeaders #LeadershipDevelopment #InfluenceOverAuthority #LeadershipMindset #PersonalLeadership #AuthenticLeadership #LeadershipWithoutTitle #OrganizationalLeadership #FollowershipSkills #LeadershipGrowth #PurposeDrivenLeadership #SelfAwareness #LeadershipInfluence

Listen to our featured guest today, Scooter Sayers of Cubiscan, sharing their role in the logistics industry, their four decades of journey, and Cubiscan's advanced automated dimensioning systems! Scooter delves into the upcoming National Motor Freight Classification (NMFC) changes, the importance of shippers understanding these changes to minimize invoice discrepancies and optimize pallet dimensioning processes, and the impact of digital transformation in the industry!   About Scooter Sayers Scooter graduated from the University of Arkansas with a Bachelor of Science in Industrial Engineering and a Master of Business Administration.  He, his wife, and his cat named Princeton currently reside in northeast Georgia. He began his career in transportation with ABF Freight in 1991 as a Pricing Analyst, progressing through several positions including Director – Rating & Traffic Services.  In this latter role, he held responsibility for 100 employees in the corporate office as well as the Weighing & Research team spread across the ABF Freight network.  He developed the LTL industry's first density-based tariff in 1993. Scooter is a former member of the National Motor Freight Traffic Association (NMFTA) where he served as Chairman of the Weighing and Research Committee and Chairman of the Outreach Committee.  He also served as a member of NMFTA's Weighing & Research Association.  He is a two-time winner of ABF Freight's President's Club.  He is a member of the Arkansas Academy of Industrial Engineers. Following a 25-plus year career at ABF Freight and ArcBest Corporation, Scooter spent 3 years in the 3PL and freight brokerage space with several companies.  He then formed Sayers Logistics LLC, an LTL transportation consultancy, to deliver LTL solutions by working with shippers, carriers, trade organizations, 3PLs, and technology providers to help move the LTL industry forward.    Scooter is currently employed at Cubiscan, a leader in freight dimensioning solutions, as their Business Development Director – LTL Solutions.  He spends his days speaking with shippers, carriers, and 3PLs to deploy solutions that maximize revenues and profits, minimize costs, and optimize systems. He enjoys running, the outdoors, BBQ cooking, supporting the special needs community, and following his beloved Arkansas Razorbacks.   Connect with Scooter Website: https://cubiscan.com/  LinkedIn: https://www.linkedin.com/in/scootersayers/  

This episode's guest is someone who's spent her career studying—and championing—entrepreneurs who don't always fit the Silicon Valley mold. Dr. Lori Rosenkopf is the Vice Dean of Entrepreneurship at the Wharton School and the author of the new book Unstoppable Entrepreneurs: 7 Paths for Unleashing Successful Startups and Creating Value through Innovation. In this short guide, Lori explores how success doesn't have to mean dropping out of college to start a venture-backed unicorn in your garage. Instead, she highlights seven distinct paths that entrepreneurs can take to build impactful ventures, whether they're bootstrapped, mission-driven, or even working within larger companies. Drawing on her years of research and mentoring at one of the world's top business schools, Lori introduces what she calls the “Six Rs” of entrepreneurial mindset—Reason, Relationships, Resilience, Resources, Results, and Recombination—as core principles that help explain why some founders succeed where others falter. In this conversation, we talk about the entrepreneurs Lori profiled in her book—from disruptors and acquirers to accidental founders—and what their stories can teach us about resilience and innovation.  If you've ever thought “I'm not the typical entrepreneur,” perhaps Lori will convince you that maybe there's no such thing. Discussed in this episode Lori discusses the work of Spirovant Sciences and its CEO Dr. Joan Lau. Paul recommends reading Shoe Dog and Super Founders. Wharton offers curriculum in Entrepreneurship & Innovation for both undergraduates and MBAs. The Venture Lab is Penn's home for student entrepreneurs.  Some entrepreneurs rely on SBA loans rather than equity investments.  The Hult Competition is a global competition that challenges university students to develop innovative social enterprises that address pressing global issues. Get to know Lori Rosenkopf Lori Rosenkopf is the Simon and Midge Palley Professor at the Wharton School of the University of Pennsylvania. As Vice Dean for Entrepreneurship, she serves as Wharton's faculty director for Venture Lab, Penn's home for student entrepreneurs, and also their San Francisco campus. In a prior role as Vice Dean of Wharton's Undergraduate Division, she introduced a new curriculum and developed experiential classwork in the tech sector. For over thirty years, Rosenkopf has taught entrepreneurship and management of technology to more than 20,000 high schoolers, undergraduates, MBAs, and executives, connecting these learners to many of the most entrepreneurial alumni at Wharton and Penn through treks, panels, and classes. Rosenkopf received her PhD in Management of Organizations from Columbia University, her MS in Operations Research from Stanford University, and her BS in Operations Research and Industrial Engineering from Cornell University. She worked as a systems engineer at AT&T Bell Laboratories and Eastman Kodak between her degrees. Rosenkopf lives in Philadelphia with her partner, Allan, and their dog, Winston.

On March 28, 2024, at about 12:18 am, the American Mariner was traveling up the St. Marys River about 25 miles south of Sault Ste. Marie, Michigan, when a steering failure caused the bulk carrier to strike the Munuscong Channel Junction Light, a 31-foot-diameter cylindrical fixed concrete structure with a giant light on top. The vessel took on water, but the crew stabilized it using pumps, and none of the 18 aboard were injured. Still, the American Mariner sustained more than $800,000 in damage, and the light suffered an estimated $1.25 million in damage.

The future of robotics isn't about talent gaps. It's about the leaders building smarter teams and opening more doors. Jesica Chavez joins HIRED! The Podcast to share how robotics companies can scale by focusing on people first.From factory floors in Mexico to leadership roles in the U.S., Jesica brings a global view on scaling startups, building diverse teams, and the leadership lessons robotics companies still need to learn. If you care about the future of robotics, this one is for you.Jesica Chavez is a dynamic leader in robotics, boasting over 20 years of experience in Customer Success and Marketing. With a background in Industrial Engineering and currently pursuing her MBA, she has worked across various sectors, including manufacturing, SaaS, and robotics. She founded Robo Success, a specialized agency dedicated to helping robotics companies accelerate growth and effectively navigate their go-to-market strategies._________________________________________________Connect with:⏵ Jesica Chavez⏵ RoboSuccess_________________________________________________Want to stream our podcast on another platform?⏵ Apple Podcasts⏵ Audible⏵ Spotify#robotics #technology #engineering #automation #innovation #futuretech #AI

Stacey Gatlin, a passionate servant leader, is on a mission to transform the lives of children, women, and families through her commitment to personal, professional, and community development. She transitioned her corporate experience in talent management, leadership, and project management into entrepreneurship and advocacy.Stacey was compelled to rewrite the narrative around Black adoption and fostering when she became a mom through adoption. Fueled to counteract negative stereotypes, she created Yes We Adopt in 2016. Through this platform, Stacey seeks to enlighten the Black community on the need for Black adoptive and foster parents. As she further engaged with the adoption constellation, she refined her mission for Yes We Adopt to educate, uplift, and empower Black families with the tools they need to parent with courage while centering adoptees and birth families with care and respect. In 2020, she created the Yes We Adopt: Black Voices Amplified Summit to elevate our voices through community, advocacy, and education. In addition to her work in Yes We Adopt, Stacey also serves on the Board of Adoption Knowledge Affiliates (AKA) and is a Court Appointed Special Advocate (CASA) in New Jersey, advocating for children in foster care.She has conducted workshops at the Concerned Persons for Adoption “Let's Talk Adoption” Conference and Christ Church's “Foster Care & Adoption Seminar.” She has also appeared on Fox Soul TV's “The Book of Sean”; Yes, We Do Adopt! Podcast; The Adoption Journey Podcast, and was also featured in Rolling Out Magazine.Stacey holds a B.S. in Industrial Engineering from the Rutgers School of Engineering. She is motivated by the scripture, “Don't worry about anything; instead, pray about everything. Tell God what you need and thank him for all he has done.” Phillippians 4:6-7 Music by Corey Quinn

L'Università della Calabria, insieme ad alcuni partner privati, ha messo a punto il sistema tecnologico MOLUX che oggi rende molto più accessibile e sicura l'archeologia subacquea. Ne abbiamo parlato con Fabio Bruno, docente di Design and methods of Industrial Engineering presso l'Università della Calabria, responsabile del progetto. Raccontaci anche tu come i fondi europei di coesione hanno permesso la nascita di progetti innovativi sul tuo territorio!

In this episode of the Drop In CEO podcast, Gabby Coe, a triathlete, traveler, photographer, and systems and software engineering fellow at Northrop Grumman. Gabby shares insights into her professional journey, her passion for digital transformation, and her mission to empower underrepresented STEM students and professionals. The discussion covers topics such as the importance of diversity and inclusion, effective change management, mentoring, and lifelong learning. Episode Highlights: 02:26 Gabby's Journey and Philosophy on Trying New Things 05:52 Empowering Underrepresented STEM Students 10:06 Mentorship and Time Management 12:30 Navigating Organizational Change 19:47 The Importance of Diversity and Inclusion Gabby is a triathlete, traveler, photographer, and a Fellow at Northrop Grumman specializing in Systems and Software engineering. Gabby has worked on many complex projects and held various systems engineering leadership positions supporting the governments of the United States, the United Kingdom, and Colombia. Gabby holds a M.S. in Systems Engineering from Virginia Polytechnic Institute and State University, and a B.S. in Industrial Engineering from the University of Miami. Gabby is an INCOSE Expert Systems Engineering Professional. She co-presented the INCOSE SEHBV4.0 tutorial which was awarded the INCOSE 2020 Product of the Year. She co-authored a chapter on Knowledge Sharing as a Systems Engineering Process: Stories and Methods from Industry Experts for the Springer Women in Engineering and Science book Emerging Trends in Systems Engineering Leadership, Practical Research from Women Leaders. Gabby is an avid advocate for women in STEM, the creator and host of Keys to the Future podcast, and served in the U.S. Army Corps of Engineers. Gabby is married to her wonderful husband, Roger, and a proud mom to Alexa, a STEM girl and medical student. Connect with Gabby Coe:Company Website: https://www.northropgrumman.com/ LinkedIn: https://www.linkedin.com/in/gabriela-coe/Spotify: https://open.spotify.com/show/2qVoXkQwD6xDc9sjFaC8ap?si=8ac26b7dc5ce426a Book by Kamala Harris: . https://www.amazon.com/Truths-We-Hold-American-Journey/dp/0525560718 For More Insights from The Drop In CEO:

What would happen if you woke up tomorrow fundamentally believing in your worthiness, regardless of your accomplishments? This question lies at the heart of our conversation with transformational leadership coach Toya Gavin, whose journey from burnt-out prosecutor to authentic coach reveals profound lessons about reclaiming our true selves.Toya shares the vulnerable moment when she publicly admitted her burnout and depression to thousands of fellow attorneys, expecting little response. Instead, she received an outpour from others suffering silently with similar struggles. This act of courage not only launched her coaching practice but demonstrated the transformative power of vulnerability.At the core of Toya's philosophy is "Woke Up Worthy", the revolutionary idea that our worth isn't tied to achievements or others' approval. This perspective offers liberation especially for women and people of color who often feel they must be perfect and never falter. As Toya explains, "We're expected to be these perfect things where nothing goes wrong and we never make mistakes...but for women and people of color, we don't get the room to try and see what we can create."Guest Bio:Toya Gavin is an attorney, coach, and founder of Woke Up Worthy. At Woke Up Worthy, Toya helps women of color stop chasing degrees so they can start going after the life they want. Toya is an ICF-certified coach and holds a Juris Doctorate from the George Washington University Law School and a Bachelor of Science in Industrial Engineering from Rutgers University. She also is licensed to practice law in New York and New Jersey. Toya's work as a coach is informed by numerous teachers, authors, artists, and practitioners, both personal and professional, including her sisters, aunts, husband, and mother.Connect with Toya:Website, LinkedIn, Instagram, Substack Connect with Theresa and Ivana:Theresa, True Strategy Consultants: tsc-consultants.com LinkedIn @treeconti, Insta @tscconsultants Ivana, Courageous Being: courageousbeing.com LinkedIn @ivipol, Insta @courbeingSITP team, Step Into The Pivot: stepintothepivot.com LinkedIn @step-into-the-pivot, YouTube @StepIntoThePivot

Send us a textAbout This EpisodeIn this episode, Dr. Lori Rosenkopf, Vice Dean for Entrepreneurship at the Wharton School of the University of Pennsylvania, offers a fresh, accessible take on boldness and entrepreneurship. Through her journey and insights from her new book Unstoppable Entrepreneurs: 7 Paths for Unleashing Successful Startups and Creating Value through Innovation, Lori debunks common myths about founders, showing that innovation can just as easily come from "accidental entrepreneurs," who leverage their unique experiences in unexpected ways. Lori encourages us to rethink what it means to create value, start small, move quickly, and trust that our distinctive paths can spark meaningful innovation. This conversation is packed with actionable advice for anyone ready to make a bold move, whether launching a business or bringing fresh ideas to their current role. About Lori RosenkopfLori Rosenkopf is the Simon and Midge Palley Professor at the Wharton School of the University of Pennsylvania. As Vice Dean for Entrepreneurship, she serves as Wharton's faculty director for Venture Lab, Penn's home for student entrepreneurs, and also their San Francisco campus. In a prior role as Vice Dean of Wharton's Undergraduate Division, she introduced a new curriculum and developed experiential classwork in the tech sector. For over thirty years, Rosenkopf has taught entrepreneurship and management of technology to more than 20,000 high schoolers, undergraduates, MBAs, and executives, connecting these learners to many of the most entrepreneurial alumni at Wharton and Penn through treks, panels, and classes.  Rosenkopf was named a Best Undergraduate Professor by Poets and Quants, and has received multiple awards for her teaching, including Wharton's prestigious David Hauck Award for Distinguished Teaching. Rosenkopf has published more than thirty articles on technological communities and social networks in top management journals, and she is a Fellow of the Academy of Management.  Rosenkopf received her PhD in Management of Organizations from Columbia University, her MS in Operations Research from Stanford University, and her BS in Operations Research and Industrial Engineering from Cornell University. She worked as a systems engineer at AT&T Bell Laboratories and Eastman Kodak between her degrees. Rosenkopf lives in Philadelphia with her partner, Allan, and their dog, Winston. Additional ResourcesLinkedIn: @LoriRosenkopfSupport the show-------- Stay Connected www.leighburgess.com Watch the episodes on YouTube Follow Leigh on Instagram: @theleighaburgess Follow Leigh on LinkedIn: @LeighBurgess Sign up for Leigh's bold newsletter

Scott Robohn joins us to explore how industrial engineering concepts—like workflow design, systems thinking, and Edward Deming's principles—can bring clarity, structure, and efficiency to modern network operations.

Chris Whaley: Engineering to HR?Chris Whaley is the founder of Escape to Expand, working with teams on topics like resilience, conflict management, and teamwork. He worked in the HR field for years before founding his consultancy. How did a guy that studied Aerospace and Industrial Engineering end up in HR? I'm keen to find out, as well as learn more about his current work.To get in touch with Chris, visit https://escapetoexpand.com/.__TEACH THE GEEK (http://teachthegeek.com) Prefer video? Visit http://youtube.teachthegeek.comFollow @teachthegeek (Twitter) and @_teachthegeek_ (IG) Get Public Speaking Tips for STEM Professionals at http://teachthegeek.com/tips

Marie BUFFET – Joined in 2017 Marie Buffet, from France, is an Operational Director at Amaris Consulting, where she has worked since 2017. She graduated from INSA Lyon with a degree in Industrial Engineering. Initially focusing on the transport and energy sectors, she now oversees operations in retail/luxury, life sciences, and logistics, driving business growth... L'article Scaling-Up & Intrapreneurship – Episode 05 – Marie BUFFET – Amaris Consulting & Audencia est apparu en premier sur La 1ère chaine académique de podcasts sur l'entrepreneuriat.

Welcome to the Financial Freedom & Wealth Trailblazers Podcast! In today's episode,  we'll share how to safely invest, see consistent profits, and avoid losing money.Fadi Habib is a Professor, Coach, and Investor with expertise in engineering, business, and education. He is the Founder and CEO of Legacy Wealth Builder Academy, where he helps busy professionals build sustainable wealth through options investing.With over 30 years of experience, Fadi has worked with multinational companies like Schlumberger, Celestica, BlackBerry, and Sun Life Financial, gaining expertise in Project Management, Manufacturing, Operations, and Supply Chain. He holds a Master's degree in Industrial Engineering from the University of Toronto and teaches postgraduate programs.As a Real Estate Investor and Options Investing Coach, Fadi created the G.R.O.W.T.H. System to simplify options trading and help investors achieve financial independence. His coaching programs empower professionals to generate income and build wealth strategically, without unnecessary risk.Fadi is a TEDx speaker, educator, and mentor, passionate about making wealth-building accessible. His mission is to help professionals achieve financial freedom through options investing while avoiding traditional investment pitfalls.Connect with Fadi  Here: https://www.linkedin.com/in/fadihabib/https://www.facebook.com/groups/wealth3doptionsdchallengehttps://www.instagram.com/fadihabib_legacywealthbuilder/https://legacywealthbuilderacademy.com/Grab the freebie here: https://legacywealthbuilderacademy.com===================================If you enjoyed this episode, remember to hit the like button and subscribe. Then share this episode with your friends.Thanks for watching the Financial Freedom & Wealth  Trailblazers Podcast. This podcast is part of the Digital Trailblazer family of podcasts. To learn more about Digital Trailblazer and what we do to help entrepreneurs, go to DigitalTrailblazer.com.Are you a coach, consultant, expert, or online course creator? Then we'd love to invite you to our FREE Facebook Group where you can learn the best strategies to land more high-ticket clients and customers. QUICK LINKS: APPLY TO BE FEATURED: https://app.digitaltrailblazer.com/podcast-guest-applicationDIGITAL TRAILBLAZER: https://digitaltrailblazer.com/

Dr. Khwaja Moinuddin grew up in India with what he calls a “normal childhood”. He attended high school and then received his bachelor's degree in mechanical engineering in his home town. With some convincing and soul searching he then came to the United States and attended Texas Tech university where he obtained his Master's degree and began working toward obtaining a PhD. Khwaja tells us about his time at Texas Tech including how, when funding grew hard to get, he overcame his fears and adversity and found a job that helped him stay in school. Even so, while working on his Doctorate degree he secured a job with 3M and, as he tells us, he learned a lot and even today he is grateful for the opportunities he had at this company. Eventually, however, under the advice of others he did finish his PhD, but not in Mechanical Engineering as such.   Khwaja began learning about organizations, how they worked, why often they didn't work well and he developed ways to help people at all levels of organizations learn how to stop being so resistive to change and thus develop more positive attitudes and constructive methods of accomplishing tasks.   We get to hear much wisdom from Khwaja on leadership, resistance to change and how to better accomplish tasks by being more open to new ideas. This episode is a MUST for everyone if you are at all open to learning some new ideas and growing to be better in whatever you do at work, in life and at play.       About the Guest:   Dr. Khwaja Moinuddin is a renowned leader in Continuous Improvement, Change Management, and Business Transformation, with over 22 years of hands-on experience driving measurable impact across diverse industries. His mission is clear: to help organizations embed a culture of excellence, resilience, and continuous learning - not as a temporary initiative, but as a way of working. Whether leading large-scale change programs, coaching executives, or transforming operational models, he has built a reputation for delivering tangible business results and lasting cultural shifts. With deep expertise in Continuous Improvement, Change Leadership, and Robotic Process Automation (RPA), Dr. Moinuddin partners with organizations to challenge the status quo, eliminate inefficiencies, and create high-performing teams. He has worked across multiple industries, functions, and global markets, collaborating with executive leaders, middle managers, and frontline employees to break down silos and drive sustainable transformation. His holistic approach ensures that strategy, execution, and people engagement work in tandem, because real change happens when employees at every level take ownership of improvement. A passionate thought leader and author, Dr. Moinuddin has distilled his years of experience into two books that serve as practical guides for transformation:   "I.N.S.P.I.R.E. - An Adaptive Change Excellence Model and Guide of the people, for the people, by the people" – A framework for leading people-centered, high-impact change initiatives. "Are You (Really) Listening?: Decoding the Secrets of Unheard Conversations" – A deep dive into the power of listening as a critical leadership and change management skill.   Dr. Moinuddin's philosophy is simple: transformation is not about tools, it's about people, mindset, and discipline. If your organization is struggling with change fatigue, leadership misalignment, or resistance to new ways of working, he can help you turn obstacles into opportunities and create a culture where excellence thrives. Let's connect and explore how we can drive real, measurable business impact, together!     Dr. Khwaja Moinuddin's journey is a testament to the power of perseverance, continuous learning, and an unstoppable mindset. Born and raised in a simple middle-class family in Pondicherry, India, a former French colony - he completed his schooling and earned a Bachelor's degree in Mechanical Engineering before moving to the U.S. to pursue his Master's in Industrial Engineering. At Texas Tech University, he excelled academically, achieving a 4.0/4.0 GPA in his major (Manufacturing) and an overall GPA of 3.83/4.0. While pursuing his degree, he also worked as an intern for Rhodia Inc., a chemicals manufacturing company, gaining valuable hands-on industry experience. Khwaja began his career as an Industrial Engineer with 3M, where he learned the foundations for his expertise in Continuous Improvement (CI) and Change Leadership. Over the years, he obtained multiple professional certifications, including Lean Six Sigma Master Black Belt, Certified Change Practitioner, Certified Prince2 Practitioner and Certified Scrum Master. His career took him across the globe, leading large-scale transformation initiatives in world-renowned organizations such as Ocean Spray Cranberries, Shell, Maersk, GARMCO, HSBC, and PDO (Petroleum Development Oman). Despite a demanding global career, Khwaja pursued his passion for learning, earning a Doctorate in Management Studies and a second Master's degree in Psychology while working full-time. His belief "To Learn is to Breathe" has shaped his leadership philosophy, helping organizations embrace change, embed a culture of excellence, and achieve breakthrough results. Beyond his professional accomplishments, Khwaja is a devoted husband and father. He fell in love with and married his wife, Sangeetha, while in the U.S., and together they have a 15-year-old son, Tanish. They now reside in Chennai, India. Dr. Khwaja travels frequently for his consulting work, and he continues to inspire businesses, leaders, and professionals to transform their organizations, and themselves - with an unstoppable mindset.   Ways to connect with Dr. Khwaja:   https://www.processexcellencenetwork.com/contributor/khwaja-moinuddin https://www.journeytowardsexcellence.com/ https://www.khwajamoinuddin.com/ https://www.journeytowardsexcellence.com/ https://www.khwajamoinuddin.com/     About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hello again, everyone. I am your host once again. Michael hingson, and you are listening to unstoppable mindset. We're really glad you're with us, wherever you happen to be in the world, and wherever we happen to be talking in the world. And today we're actually talking to Dr Khwaja Moinuddin from India. So it's a long distance boy signals travel a lot faster today than they did when we used covered wagons or Coney pony expresses. So I'm really grateful for the fact that we get to use Zoom and computers and do things in such a meaningful way. So anyway, here we are. Kwaja has written two books, and I know he's going to tell us about those, so I'm not going to give a lot of that away. He has been a transformational leader. He also has a background in mechanical engineering, and that fascinates me, because it seems to me, it's interesting going from mechanical engineering to being a transformational subject matter expert and expert by any standard. So I'm going to be curious to hear about that. But anyway, meanwhile, Khwaja, I want to welcome you to unstoppable mindset, and thank you for being here.   Dr Khwaja Moinuddin ** 02:28 Thank you. Thank you, Michael, it's, it's indeed an honor to be on your podcast. And you know, as as we have been discussing, I'm no expert by any means. I have just gathered years and years of experience, 22 plus years of experience, and I'm still learning and continuous improvement, transformation. It's an ocean. So the more you know I learn, the more I feel like I don't know much. Yes, there is to learn, yes.   Michael Hingson ** 03:05 Well, I know exactly what you're saying. I think if we stop learning, then we have really let ourselves down and let the world down. We need to continue to learn. And I very much enjoy doing this podcast, because I get to learn so much from so many people. It's really a lot of fun. So I want to again, thank you for being here and looking forward to all that we get to talk about today. So let's get to it. I'd like to learn a little bit about maybe the early Khwaja Growing up and so on. Tell us a little bit about you growing up in India and so on.   Dr Khwaja Moinuddin ** 03:38 Yep, I'm from a very small town in Pondicherry called Pondicherry in in India, the closest big city is Chennai. It's about 160 kilometers south of Chennai. It used to be a former French colony. Now the place has been changed. I mean, the name has been changed from Pondicherry to Puducherry. But growing up, I'm the youngest of two kids. I have a brother. He's four years older than me, and my parents were typical middle class, lower middle class, both working parents. They worked really, really hard to put me and my brother through to school. They took care of us, they protected us. So I'm really grateful for my parents, my mom, my dad and my brother also could be quite me, you know, when I was young. So I'm really grateful to my family, because we were just the four of us in our family. Growing up, I went to a public school, initially, I went to a private school, and. Uh, but then my parents couldn't afford the fees, so we moved to public school, and I did all my schooling and my bachelor's in mechanical engineering in Pondicherry. So born and brought up in Pondicherry, which was a small fishing village, didn't know much about the real world until, you know, I graduated and stepped out of India for the very first time to go to the US to do my master's degree. My childhood was, was, was normal, you know, on a living on a on a coast. So I really enjoyed living near the beach. We didn't live very far away from the beach, just maybe, you know, maybe 100, 200 meters away from the beach. Growing up, I had a lot of friends, so we would be, would take our bicycles and and, you know, ride all over the town because it, you know, it wasn't as crazy as it is now with all the traffic and stuff, it was less congested. And the good thing about Pondicherry, an interesting fact is, because it was designed by the French, all the streets in Pondicherry are at right angles to each other. So you would never get lost if you are in Pondicherry, in the middle of the Pondicherry, because wherever you go, if you take a right turn and another right turn and another right turn, you will end up at the same place. So you will never get lost. That's an interesting fact in Pondicherry. How about Pondicherry?   Michael Hingson ** 06:39 So it certainly is a whole lot easier to travel around pontichery than it is to travel around Washington DC by any standard, I think. So yes, there's a lot of Angular streets and streets that go in different directions in Washington. So yeah, I think I'd like pot of cherry that's pretty good. So did you learn to fish?   Dr Khwaja Moinuddin ** 07:03 Not, not, yeah. I mean, I did learn how to fish, but more swimming. Used to go to the ocean almost every day. You know, I think I practically spent a lot of time on the beach with my friends and in the playgrounds. Our playgrounds used to be huge growing up, unlike now, they have become so small and condensed with all the, you know, development, the real estate that's growing in India, in Pondicherry and in India in general. But, but yeah, I did learn how to fish, you know, not using, like a fishing rod in the in the US, but using, you know, the the fishing, the the thread, you know, the nylon wire, fishing net, yeah, yeah. Not, not the net, but the wire, just was the single wire,   Michael Hingson ** 07:58 well, so you what, what got you into mechanical engineering?   Dr Khwaja Moinuddin ** 08:05 Well, you know, as, as all of my fellow Indians would say, in India, you are either an engineer or a doctor first. So, so I really had no choice. I had to become an engineer or a doctor. I didn't score enough to become a doctor, so I naturally became an engineer. But since I have to become an engineer, I was looking at, you know, all the different fields of engineering. What fascinated me was, you know, the field of mechanical engineering, because I heard from several of my friends and colleagues that mechanical engineering is an evergreen field, and typically, mechanical engineers can fit anywhere. And they were really, really they were, they were 100% correct. And I'm glad I chose mechanical engineering and I really liked my subject, because that what I am today would not be if I hadn't learned about mechanical engineering. Well.   Michael Hingson ** 09:07 So you, you got your bachelor's degree, but then you, as you said, you stepped out and you, you actually came to the United States and went to Texas Tech to do your advanced degree. What made you do that? That's moving a long way from home, yep.   Dr Khwaja Moinuddin ** 09:23 So some of my my my friends and my seniors, also, when I was doing my mechanical engineering, they were talking about something called as a GRE or a TOEFL. It sounded Greek, like Greek and Latin to me. I didn't know what it was. I had no intention of going to the US initially. My intention was to get a job and earn a lot of money and and I was almost done studying at that point of time, you know, learning subjects like thermodynamics and lot of advanced mechanics. Engineering stuff for four years really wears you out. But my my seniors and and my cousin also, and my uncles and a lot of my relatives, they said, you know, if you don't do your masters now, and if you go straight away to work, you may not have the inclination to learn more. So they really, they really prompted me or nudged me to do my Masters also, and and my mom, of course, she has been a great, great, great driving force behind me. She She encouraged me to always, always, always learn. She herself has, you know, so many degrees I cannot, I don't even know how many degrees she has. She has master's degrees and Bachelor's degrees in in, you know, all sorts of areas. And to this day, you know, she she keeps learning, and she has been a teacher for about 45 years now. So so my mom, along with my relatives and my friends. They said, You know, you need to study more so. So, you know, I had actually got a job, you know, in my fourth year. And I got a job through on campus interviews, you know, like a career fair in the in the US, similar to a career fair in the US. So I gave up that job and I wrote GRE and TOEFL. I worked hard. Got I did not get like flying colors, but I got, I got good grades in GRE and TOEFL, and then I applied to universities. Initially I was going to be an aerospace engineer, but then my friends also told me that maybe that's a difficult field to get a job in in future, because it requires, you know, us, security clearance and stuff. So you're you're better off doing something which is related to mechanical engineering, or even mechanical engineering. I didn't want to go too much into technical stuff, so I explored industrial engineering, and I found, you know, the courses and all that stuff were really to my liking and to my interest. So, so then I chose industrial engineering and Texas Tech specifically because of the industrial engineering program they had. So then and, and that's one, one thing led to another. And then I landed in Texas Tech University.   Michael Hingson ** 12:26 Well, that must have been fun. So you had lots of new experiences. You learned about football and all sorts of other things in addition to your academic studies. Yes,   Dr Khwaja Moinuddin ** 12:36 yes. Red Raiders. Go Red Raiders. Yeah, right.   Michael Hingson ** 12:40 Well, and I, I went to UC Irvine. I don't know, I still don't know if we have a much of a football team today. We have a good basketball team, but go anteaters anyway. So it's, it is interesting how our lives change and how we end up, how God gives us different opportunities? And then, of course, the issue really is us taking those opportunities and moving forward with them. When you You certainly did. You stepped out and you moved to the United States, you went to Texas Tech, you got your bachelor's, and where did you get your PhD?   Dr Khwaja Moinuddin ** 13:19 So I got my master's from Texas Tech, and I was, I also started to do my PhD in industrial engineering in Texas Tech, but unfortunately, I didn't finish, because the the department ran out of funding, and I had to search for a job. So I started to, I got my job in 3m as an industrial engineer. But I also did an internship in another company called Rodia, which is a chemicals manufacturing company. But then, you know, while I was doing, while I was, you know, still pursuing my full time job, I really wanted to go back to Texas Tech and complete my PhD, because I had completed all my coursework, except for the which was the dissertation which was pending. And you know, at that time, one of the professors told me, quadra, try and complete your PhD, otherwise you will regret it. I still remember his words to this day. I should have, you know, looking back, I should have stayed back in Texas Tech and finished my PhD. I should have, you know, borrowed some more money and finished my PhD in industrial engineering in Texas Tech. But nevertheless, what I did is I did my doctorate, professional doctorate in management studies in Indian School of Business Management. So slightly different. But, you know, I didn't, I didn't actually want to go for an MBA. So I want I did the doctorate in management studies because I was more interested in organizational behavior, operations. Management in that field. So I got it in 2012   Michael Hingson ** 15:07 Wow. So you, you, you did complete it, even though, again, it went in a slightly different direction. But what was your interest that that took you into a little bit more of a business oriented environment, because you had clearly been in mechanical engineering and in that discipline for most of your studies.   Dr Khwaja Moinuddin ** 15:25 Yes, yes. So, you know, when I was doing my master's degree in Industrial Engineering, you know, and I got interested in continuous improvement, lean, Six Sigma, transformation, change management in that field, more as I was doing my masters in industrial engineering. And then when I got my first job in in 3m 3m is a great company, as you know, you know, I learned all the basics of my lean, Six Sigma change management, you know, hands on in 3m and I'm still grateful to this day that my very first job was in 3am actually, it's a funny story, because, you know, I got the job in 3m on the same day I was interviewed. So the I was very lucky. I think the the line manager really liked me, and he said, kwaja, I'm going to hire you on the spot. So I was, I was really, really, you know, ecstatic on that day, and I still remember that feeling to this day, yes. So what interested me to coming back to your question was when I was working in 3m they have a good mentorship program. So they asked me, you know, how do you want your career to be? You know, where do you see yourself in five years? In 10 years? In 15 years? How do you see yourself growing? And I said, I want to grow in the technical field. I want to become like a subject matter expert in Lean, Six Sigma, Black Belt, Master, Black Belt. And I want to grow in the technical field. And I remember the mentor, she told me, kwaja, while that's a good thought, but you will not grow much if you are purely technical, you will grow more if you combine your technical expertise with management, how to lead people, how to manage people, how to do change management with people so she actually, you know, planted the seed in me to do more of, you know, people management role. And for that, she prompted me to do more courses in people management, leading teams, how to work and collaborate with, you know, cross functional teams. And that interested me, and I started to search for courses that would give me that exposure. And then, you know, given the fact that also I took some courses in my master's, or when I was doing my PhD in industrial engineering, it prompted me more to move away from technical rather than getting a PhD in industrial engineering, to do adopt rate in management studies. And hence I, you know, slightly moved into the people management, operations management, into the softer stuff of managing people and getting stuff done through people, through others.   Michael Hingson ** 18:14 Well, nothing, nothing wrong with that. I know my background was in physics. But along the way, there came a time that I was confronted with an opportunity to take a job that wasn't directly related to physics, and I chose to do it. But out of that, I ended up being put in a situation once where I had to make a choice to either go find a new job or change from doing kind of human factors studies and other things related to a product going in instead into sales, and I chose to go into sales, but my reasoning was, It's difficult enough for blind people to get jobs. Finding a new job would be really a challenge, whereas an opportunity was being offered, and it was a good opportunity, so I accepted it. So again, I know that many times we do find that there is a an opportunity that comes along that maybe we don't expect, and if we take it, it's the right way to go.   Dr Khwaja Moinuddin ** 19:14 Yes indeed. And your story has been fascinating, Michael, to be honest with you, it has been, you know, it's very inspirational. Your story, me and my wife, we were sharing, you know, how you how you overcame adversity, that's really, really, really inspirational.   Michael Hingson ** 19:33 Well, thank you. And I, I appreciate that. And you know, to me, it's just how we live life, and we sometimes we're presented with challenges and and we have to deal with those challenges, which is, of course, our role, and if we don't, then we're the losers for doing it. Well, in your case, did you ever have a defining moment or a situation where, if, since we call this unstoppable mindset, where. Kind of a mindset really affected you and to help you through it.   Dr Khwaja Moinuddin ** 20:05 Yeah. I mean, many, many, many, many situations, there's never a dull day in continuous improvement, so it's full of challenges. Always, always. You know, in every organization I have worked for, there have been challenges in terms of, you know, how to deploy continuous improvement, how to take people with you in the journey of continuous improvement. But one of the things you know early on, when I was doing my my master's degree, is, you know, I think that that laid the foundation also for me to become more resilient and more adaptable. You know, when, when my department said they didn't have funding I wanted to, and this was, you know, when, when I was doing my master's degree, not, not, you know, when I went into my PhD, when I was doing my master's degree, after a semester, they said they didn't have enough funding. So a lot of my colleagues, you know, those who are in engineering, whether mechanical or industrial or or chemical or petroleum engineering, they would they were searching for jobs. I think it was the summer of 2001 and since it was summer, a lot of professors were on were on vacation, and I went door to door, knocking on every professor's, you know, Office, Office door. And almost everybody you know, kind of, you know, either shoot me away or said, you know, we don't have funding. Or, you know, their doors were closed because they were on vacation. So one of the, one of the things I did, you know, you know, I was very, very frustrated. I couldn't sleep. So I thought, What am I doing? What am I doing? What am I doing wrong here? Why am I not getting the funding. Why am I not getting a research assistantship? So as I was laying on my on my bed that that night, one evening, I thought to myself, and an idea came to me, why don't I go into Texas Tech University's Health Sciences Center, which is slightly far away. It's, you know, we have to walk, like, at least half an hour to get to the Texas Tech University's Health Sciences Center. And it's predominantly, you know, biology, Health Sciences Center. So nobody, none of my colleagues, had gone there to look for a job. So I thought, why not go there? Maybe I will find some luck. So initially, you know, I was told, No, you know, you don't have a biology background or, you know, we don't have jobs here. But on the third day, one professor, you know, as I was, I thought, you know, my day, on that day also is going to be a disappointment. Around five o'clock that evening, when I was about to go home and I noticed one professor's door was open. His name is branch Schneider, so if he's, if he's watching, you know, I'm grateful to him also for this brand Schneider. He is the professor in oncology department in Texas Tech University Health Sciences Center. So I approached him, his door was open, and I told him, I'm searching for a job. Any job? Would you be able to give me a job? He thought, he thought about it, and without hesitation, you know, he said, I do have a job, but you may not like it. And he said, You know, it's it involves washing dishes, bakers. Are you comfortable in doing it? I said, I thought about it, and I said, I can do it if it helps me to get in state tuition. And he also thought about it, and he said, Yeah, I think that should not be a problem. And once I agreed to do that, then he said, I don't want you to just do that. I want to use your engineering skills to help me with research. You know, doing some reports, research, reports and analysis using your engineering skills. Would you be able to do that? I said, That's my specialty. I would be glad to do that. So, you know, one thing led to another, and then, you know, he gave me the research assistantship, and you know, I was able to continue with my with my master's degree without, you know, burdening my parents. Because, you know, I had got a huge loan to go to the US, as you know, going to the US during those times is not, is not cheap. It's very expensive. So, you know, I think that's what, that's what laid the foundation. So I thought, you know, nothing is impossible. So if I can do that, I think I can convince people to do change management, at least my change management skills, and, you know, my Lean Six Sigma skills to do the continuous improvement in organizations. So I think that one moment, I think, was, you know, when, when I got that. I didn't realize that, you know, when I got back to my room and I told my friends that, you know, I had got this job, everybody's jaw dropped. They said, You have done something impossible. So they said, you know, we are now going to go to Health Sciences Center also. So I think a lot of our engineering guys went and knocked doors in Health Sciences Center, and they began to get jobs there. I   Michael Hingson ** 25:24 remember once, one of the first jobs my brother ever got. He was, I think, in high school. He had gotten to high school, and he went to apply at a restaurant for a job, just to earn some money. And the owner said, Well, you know, let me think about it. Would you go outside and we got some weeds out in the in the area around the restaurant, would you just pull the weeds? And my brother said, Sure, why not? I don't have anything else to do. So he went out on like, in a half hour, he had, excuse me, he had pulled all the weeds. The manager came out and was just absolutely amazed that he had had done all of that. And he said, Well, okay, and I thought about it, I'll give you a job. And of course, he was really being tested. Would he go out and do whatever he was asked to do? Which Which he did do? And when he came home and told my parents, and I was there at the time about that, they said, you understand that this guy was just testing you to see whether you would do whatever needed to be done to help the restaurant. And you passed, and he got the job. We never know where things are going to come from. And indeed, yes, we should be open and be willing to explore. It's always a good thing when we do that. I haven't thought about that in years, but you just reminded me of that story, and it's a great story, and for me, it was a lesson that you've got to do sometimes different things, and when, when you're really asking for someone's assistance, you also need to look at what they're asking you to do, and you need to do what they're asking   Dr Khwaja Moinuddin ** 27:01 yes, unless it's to shoot No, I'm not going to go out and   Michael Hingson ** 27:07 shoot someone. But that's a different story. But well, that's great. Well, now, while you were in the United States, you also went off and got married, huh?   Dr Khwaja Moinuddin ** 27:18 Yes, I did.   Michael Hingson ** 27:21 Well, that was a that was a good thing. That's another good reason to have come to the US. Yes, now, is your wife from India or the US?   Dr Khwaja Moinuddin ** 27:33 Well, it's a, it's an interesting story. Once again, we she, she is. She's two years younger to me, and, you know, we met at a birthday party, and in, you know, at a professor's daughter's birthday party. And I initially thought I knew her from somewhere, so I was very, very shy to to approach her. But then some of her, some of her friends, or, I think some of my friends who knew her, they asked me if you know I would be okay to drop them to their house. So when I was, when I was driving, I looked at her through the, you know, the rear view mirror, yeah, and I, I liked her a lot, so, but I didn't know whether she was looking at me at that time or not. But then later, I told her that I was looking at you when I was driving. And then, you know, one thing led to another, and you know, we dated. She's from India, so she was also doing her master's degree. When, when, you know, at the time, you know, I was doing an internship in in a chemicals manufacturing company in Vernon, Texas, which is in the middle of nowhere. And I used to drive three hours from Vernon to Lubbock because I thought Lubbock was in the middle of nowhere. But then, when I was when I was working in Vernon, which is just no like a small town of 10,000 people, then when I used to drive back to Lubbock, it was like heaven, Paradise. I could see many people in Lubbock. So when I was driving back and forth. And I was in, I met her in this, in this party, and then we started to date. And then, you know, we got, we got married in the US in 2000 we were dating for a very long time. We lived together also for for a long time, we got to know each other. And then we got married in 2008   Michael Hingson ** 29:42 Ah, well, that's great. Congratulations. How long have you been married now? Thank you.   Dr Khwaja Moinuddin ** 29:48 Well. We have known each other now for 21 years since 2004 Yes, and we have been married since 2008 so 17 years. Wow. Congratulations. Thank you, thank you. And we have a son, 15 years old. And yeah, we, we are still, you know, happily married to each other, and she, you know, she has been a great support for me, not only in times of happiness, but but especially, you know, when I get frustrated, when when I'm not in such a good mood, or when I feel dejected, she has supported me tremendously, and she's still supporting me tremendously, but   Michael Hingson ** 30:30 I bet that goes both ways.   30:33 Yes,   Michael Hingson ** 30:35 you have to be more stable than you.   Dr Khwaja Moinuddin ** 30:41 Yes, well, I think she's more emotionally matured also. Then I don't want to tell her that, but she may know after this podcast   Michael Hingson ** 30:52 well. So you do a lot of work in working with people involved in resistance and change and continuous improvement, and you deal with people with resistance and change. How do you push back? And how do you push beyond that? How do you get people who are so resistive to change to to agreeing to change? You know, the reason I ask is that we all we all hear people talk all the time about how change is important. Changes is necessary, but none of us really want to change. How do you deal with that?   Dr Khwaja Moinuddin ** 31:26 Yes, so, you know, over the years, this is what, this is what I have learned also. And you know, I, I did my masters, my second masters in psychology, and that helped me a great deal. Also, I've always been, you know, fascinated with the psychology of human behavior. So I always wondered, you know, even when working in 3m or in my first company as an intern, I always wondered, you know, why? You know, even if a change is good, why are people resisting? And years and years passed by, I always, I always thought that, you know, we can, we can always convince people with rational, logical stuff, with data. But then I found out, you know, through through trial and error, I don't get convinced using logic. I have my own ways to resist. So when I learned about how I am resisting, I thought that's natural. Then how people, other people would resist. Because, you know my girlfriend at that time, who is my wife. Now, when she used to suggest something I would resist, that. She would say, quarter, you're not organized, you know, let's, let's get the house organized. And I would resist it because, you know, getting organized is a good thing, but then I had my own way of doing stuff. So, you know, to this day, I still resist, by the way, and she's still trying to convince me to get organized, but you know, I know why I resist. You know why I'm resisting. I know how I resist. So you know that, that you know early on, helped me, that, you know, people resist because we are trying to change them. It's not the change, but it's we are trying to change them into something that they don't want to so, for example, you know, one of the one of the line managers, or one of the leaders in a company that I worked for, he was completely against continuous improvement. He was telling me, I have been doing continuous improvement quadra, for 20 years, I don't need you to come and tell me how to do my job and how to improve it. And he was very open about it. I'm so glad he was. He was so open about it. Because, you know, I have also seen people who resist very covertly. They would say yes in front of you, and then, you know, go back and do their own stuff, or, you know, they won't do anything at all. So I wanted to understand him, why he felt that way. And, you know, I went on, you know, plant walks with him, and he was very proud when we were when we were walking around the plant, he showed me all the improvements that he did. So I told him, Bill, his name is Bill, what you're doing is continuous improvement. Bill, so I'm not trying to tell you to do your job. I'm here to tell you how to I'm here to help you how to do your job in a more structured way. And that's what CI is all about. So when I said that, immediately, he said, you know, guaja, I wish somebody you know, in your place, had told me that earlier, because people who had before you, who came before you, they were all about tools and templates. And I hate to use tools and templates. I'm more of a practical guy. So then that was a learning for me, also that, you know, that was an aha moment for me, that people, you know, certain people, have. Certain way of learning, and certain people have certain way of improving, but we all want to improve. So if we guide people in the right direction, and we talk their language, you know, we use their frame of reference, we use their language and and we see what are their pain points, and we try to help them overcome those pain points, then people would naturally, you know, you know, get the we would get the buy in for for the change, and people would not resist so much. So at the end, you know, what happened is Bill became a huge supporter of CI, not only a huge supporter of CI, he passed my green belt exam. Also, I coached him, and he passed my green belt exam. And he was, he was very happy. Initially, he was, he was, he was reluctant to even attend my course. But then, you know, after he went through the course, and then, you know, after we built the rapport. And then I, and then I told him, I'm not trying to replace you or, or I'm not trying to steal your job or, or I'm not telling trying to, you know, tell you how to do your job, because that's not what I'm here for. I'm here to help you. And continuous improvement is a more structured way of doing things, because you may be doing in trial and error, and by doing trial and error, you know, you may be making some costly mistakes, but when we apply it in a structured way, we can avoid 19 99% of errors, most of the time. So he really liked that approach. And he liked my approach of making things very, very practical, not speaking, you know, in heavy technical terms, not using the jargon and explaining it to him, you know, in his own language. That's what helped, you know, reduce the resistance. And over the years, what I have done is also, you know, adapt my way of how I'm approaching resistance. One of the courses which I took, and it was a certification course, also was, you know, instead of waiting for resistance to happen to you, we should approach resistance proactively. You know, when we announce a change, we should naturally expect resistance, and when we have resistance, it's a good thing. I have never, I never heard about it before, before I attended the course. I thought always resistance is bad. I thought resistance is something that we need to fight. We need to convince people, and those people who resist, they don't know what they're talking about. I used to see them as, you know, almost like enemies at workplace. This guy is against CI, why doesn't he or she gets CI, why are they, you know, resisting so much. Why are they criticizing me so much? I used to take it personally also. Later, I learned, you know, not to take things personally as well. So what I what I found, was that we should surface resistance proactively, whether you know it is in work life or in personal life, you know, when we are trying to do something out of the ordinary. When we are trying to improve something, we should expect resistance. And if there is no resistance, then that means either the resistance has gone underground, right, which has gone into COVID stage, or people have not understood the why. You know, what is this change? What is this? How is this going to affect me, people have not understood what you're talking about. So when we explain things, we should naturally expect resistance, and resistance helps in improving, you know, what is whatever we are trying to implement, you know, whether it is like a ERP implementation or, you know, Lean Six Sigma, or a transformation project, digital transformation, anything that we are trying to do, if people are resisting or if people are expressing concerns, it's a good thing. That's what I have learned over the years. Yeah,   Michael Hingson ** 38:50 at least, at least then they're open and they're talking to you about it, which is important. So how do you deal with the person who says, you know, like, like, Bill, I've been involved in continuous improvement, and maybe they really have, but you're talking about change, but in reality, what we have is working, and I'm not convinced that changing it is really going to make a difference. And you know, how do you deal with that?   Dr Khwaja Moinuddin ** 39:21 Yep, again, you know, over the years, I have so many stories this. This story, again, is some of the organizations I have worked in this. This particular person was, was saying the same thing. You know, it was one of the TETRA pack manufacturing lines, you have seen the TETRA pack, right? So the the TETRA pack where juice is packed, or milk is packed, or any beverage is packed, right? So these Tetra packs, when they were producing those Tetra packs of juice, they had. An issue of the juice packs being either overweight or underweight. So they had this continuous issue on the line, not just one line, but I think three or four of the lines, so consistently, it would be either overweight or underweight. And if you are consistent, if you are having the overweight or underweight, you would be audited, and you would get into all sorts of trouble. And moreover, you know, you're losing money if you if the pack is overweight and if the pack is underweight, somebody can, can, you know, file a claim. Customer complaints would increase. So this, this particular line manager, he said, you know he was, he was avoiding me. And I know that he would, he would avoid me so, but he, you know, at that point of time, he had no choice. So he said, kwaja, I have a few ideas, you know, I don't before, you know, you come and tell me, you know, continuous improvement, blah, blah, blah. I have a few ideas. I want to test them. And he gave me, he gave me, you know, the his thought process, and he wanted to try that before, you know, he before he agreed to listen to me. So I said, Bob, I'm all for it, please. Please, go ahead and let's see whether you know what you're trying to do. Works or not. So basically, in, you know, in our language, what we call it as as an experiment in continuous improvement terminology, we call it as an experiment. He was trying to do, you know, an experiment with one factor at a time, meaning that, you know, he would try to change one variable, and he would try to see whether that has any impact on, you know, the over overfilled packs or under filled packs. So he wanted to change one variable at a time, and there were three, four variables at that time, which he thought were, you know, suspects. So he wanted to change those variables and see what the impact would be. So I told him, Bob, yeah, let's, let's, let's try that. And I told him, you know, very politely, if that doesn't work, would you be willing to try what I am asking you to do? Because I have an idea. Also, he said, Yeah, let's, let's, let's do that. So I worked with him. I worked with him on the line, with his supervisors also. And he tried, you know, one factor at a time. He trained. He changed this, he changed that. It didn't work. So reluctantly. But then the good thing was, he was open minded also, reluctantly, he said, Okay, let's, let's sit in my office and let's talk. So I told him about a concept called Design of Experiments, DOE, in that, in that me using that you know, methodology, you can basically, you can basically have three, four factors which you can vary them simultaneously, and then see the impact on over packing and under packing. So when I explained to him, when I when I taught him about the concept him and his supervisors and the line operators, he said, Yeah, let's let's try. Let's see if this works. And at the end of the day, we were both trying to improve the process. We were both trying to get rid of this problem, sure, so we should be rolling. And then it worked within, within a few days, the problem got resolved. So what I learned from that is, sometimes, you know, you need to let people you know hit the wall before you offer them a solution. So that's something that I have learned. But of course, you know, in this case, it was not such a costly mistake. It was not, it was not like a disaster, but it was the controlled disaster. So, so what   Michael Hingson ** 43:28 was the actual change? What what change was made that fixed the problem? Or what was your idea that fixed the problem because he was changing variable at a time, but that was one example   Dr Khwaja Moinuddin ** 43:39 at a time. Yep. So we had to do the root cause analysis. And through the root cause analysis, whatever variables that he was going after were not the root causes because he was not using a structured methodology. Okay, when we use the structured methodology, we went into root cause analysis. We did a structured like a fish bone diagram. I don't want to go into the technical details, but we did the in depth root cause analysis, and then we did something called as a design of experiment, where we chose three factors and we varied it simultaneous, so it is a controlled experiment which we did, and immediately, you know, it's not that you know you would do that, and you would get result. One month later, you would get results immediately, you would see the result immediately when you do that experiment versus what he did, it involved a certain bit of time. It would take one week for us to see a change. So when I showed him this and this versus this, he was really impressed. And from that day onwards, he became a huge supporter of CI, in fact, you know, the plant in which I was working in, you know, with the support of, you know, one of the plant managers, Tim, his name, I'm I'm still, you know, in touch with him, and you know we share thoughts with each other. I see him as a huge mentor. Also, you know, we got plant of the Year Award for a plant to talk. About to be shut down, back in 2009 so that's, that's, you know, how we were able to, you know, build the, get the buy in from all the line managers and, you know, get started on the continuous improvement journey. Because the the the management had told that if you don't improve within a few months, you would be shut down. So we all work together, and we did experiments like this, and we were able to turn around a plant, of course, you know, not just me, so I just played one small role in that we did as a team. It was a team effort,   Michael Hingson ** 45:34 and that's how you really overcome resistance to change when, when people see that you bring something to the table that works, then they're probably more apt to want to listen to you.   Dr Khwaja Moinuddin ** 45:49 Yep, indeed. We need to know what we're talking about. You know that that builds trust? Definitely.   Michael Hingson ** 45:54 Yeah. And then the issue is that you what you're talking about is is, in a sense, different than what they understand, and it's a matter of establishing credibility. Yes, which is, which is pretty cool. Well, so tell me about your books. You've written two books, and you've written I n, s, p, i R, E, and you've, you've written another book, tell us about those.   Dr Khwaja Moinuddin ** 46:25 Yes, so I, you know, I have always wanted to share my knowledge, and I have always been sharing my knowledge, you know, through training, through coaching, I have conducted so many training sessions, so many and I have learned also, you know, from from shop floor employees, frontline employees, from middle managers. I have learned so much from them. And also executives, top executives, you know, leaders from various industries. You know whether it is manufacturing or logistics or, you know, back offices, banking, you know, pure manufacturing or logistics container, container shipping business, or aluminum rolling business. So I wanted to write this book to share my knowledge, because when I see that change management or change is being implemented very poorly, that really frustrates me. So I wanted to share this, and I have seen, you know, numerous books being written on this. You know, numerous frameworks, also, you name it. You know, there are so many books out there. What I wanted to do is give a simple framework, which is, I, N, s, p, i, R, E, which is, you know, if you have to implement change you need to inspire employees. There are no two ways about it. If we can talk about logic, we can talk about change management, we can talk about what's in it. For me, everything, but in my experience, if anyone is, if any employee or if any individual is not inspired by the change, the change is not going to go anywhere. They may do out of compliance, but we will not really get their hearts in it. And that's why I, you know, came up with this framework called Inspire, which is I basically is inspired the need for change in employees. N is navigate the organization and build a coalition. And stands for that. S is to surface resistance proactively, meaning, as we discussed, don't wait for resistance to hit you. You know when you least expect it, and then, and then, you know the change goes nowhere. Surface resistance proactively. And P is plan, your implementation. You know, when I say plan, not just, you know, like a, like a 20 step bullet point, there are so many plans that need, that need to come together, like a communication plan, resistance management plan, a training plan. There are so many plans that need to work together. And again, depending on the complexity of the change, you know, I never advocate, you know, over complicating stuff. And then you have, I, which is implementation When, when, you know, this is where rubber meets the road, if we don't implement the change in a structured way, you know, leaders are not role modeling on the shop floor. Leaders are just, you know, we call it as EMR. And this is, again, from another framework called Aim. Aim, you know, basically what we what we mean here is you can express. Leaders can express about the change, role model the change and reinforce the change. EMR, so if leaders are just expressing the change, it will lead to one times the improvement, but if leaders are role modeling the change, it will lead to three. Times the change acceleration. And if leaders are reinforcing the change, it will lead to 10 times accelerating the change. So that's what I talk about, in terms of implementation, you know, experimentation and stuff, which is i, and then you have reinforce and sustain, which is r, and then E stands for evaluating and learning. You know, after we close a change initiative, after we signed off on a change initiative, have what have we learned from it? What have we learned from it, and what, what if we had a, if we had a chance to make a do over, what would we do differently? What have we learned from it? And what would we do differently, and if we were to do implement another change, what are the learnings that we can take from this change that we have implemented and apply the learnings in our next change? And also, you know when, when leadership transitions, many, many changes, what? What happens? And you know this is what I have experienced, and this frustrates me a lot as well. Is, you know, when leadership changes, the change gets, you know, messed up. I want to say fucked up, but you know, and I don't know if I'm allowed to say that. You know, every leader, every leader, wants to come in and you know, right or wrong? You know, I'm not blaming a leader wants to leave their mark in the organization, which is good, but what they what they inadvertently do, is undo the change which their predecessors have done. And then people get confused, you know, they say it as a flavor of the month. Or they say, Okay, let's wait until this leader moves on, so that, you know, we can, we can, you know, just wait until this change passes away and it leads to, you know, production of morale and lots of issues. So this is what I talk about in my book, as well, how to avoid these, these situations. So it's like a practical framework where you know which anybody can take and apply to any change of any complexity, and you know if, even if it is very, very simple change which is going to take maybe 10 days or five days only, they can quickly go through the Inspire framework and see, you know, what are the gaps and whether we have, whether we are implementing the change in a proper, structured way. And these are in this is just a framework, you know, and you know, we don't have to use all the tools that I have mentioned in the book. We can pick and choose the tools which are relevant for the change that we are trying to implement.   Michael Hingson ** 52:38 What is the the key to making change sustainable when maybe leadership changes or the company environment shifts,   Dr Khwaja Moinuddin ** 52:48 yes. So, you know, as Dr Deming said, constancy of purpose, right? So, so if I'm a leader, Mike, and you know, if I'm changing my role, and if I'm going to, you know another function or another department, whether in the same organization or in a different organization, and let's say that you know, Mike, you are taking over my role. What is the constancy of purpose? You know? Are we? Does the organization, you know, it starts from our organization level. Does the organization have a constancy of purpose, and is it aligned with the vision and mission and whatever I have, whatever changes I have implemented, have I communicated them to you? Is there a smooth handover between me and you, so that you understand what are the changes I have done, what are the improvements I have done, and you know how you can take it forward and continuously improve upon it. So one thing is completely undoing and the other thing is continuously improving upon it. So that, you know, people see it as a natural, continuous improvement, rather than continue, rather than, you know, abruptly undoing something and then, and then, you know, starting from, you know, scratch, starting from scratch, and saying that, Oh, no, no, no, no, whatever this person did is total crap. And now we are going to change or revolutionize the whole organization where, which, you know, nine out of 10 times is, is, you know, you're just rehashing what this person has done into something new, into, you know, a different framework or a different bottle, however you want to frame it. So the there has to be a smooth hand over. So that's, that's, you know, point number one, and point number two is the the employees, the middle managers have the middle managers and the in the whole leadership team. They have an obligation. They have a accountability to make sure that, you know, they are aligned, to make sure that if one of their leadership team members is moving on, whenever a new leadership team member comes on board, to onboard them in a structured way, not to leave them, you know, hanging, not to, you know, not to let that person. Know, implement his or her own way completely. You know, let on board them and let them know what has happened in the organization. How they can, you know, continuously improve upon it. I'm not saying that, you know, revolutionary change is not required all. I'm saying that there are times when a revolution is required, but most of the times, continuous improvement is good enough. You know, when, when we, when we continuously improve. It keeps the continuity going. And people don't see it as you know, change after change after change. You know, we don't, we don't induce change fatigue in the organizations if we, if we do it as a continuum   Michael Hingson ** 55:40 makes sense, and it's all about and it's all about communication, yep,   Dr Khwaja Moinuddin ** 55:44 indeed. And that's where, you know, that's why I have written my second book, which is, which is about active listening. You know, I'm a bad listener, I have to be honest. So I used to be a very, very bad listener. Now I'm just a bad listener. So I have continuously improved on my listening skills, and at least I know now that you know, I'm aware of my how I need to improve my listening skills. So over the years, I have done, I have I have learned the techniques of how to listen and when and when I say listen, it is not to many people, many of us, you know, even even now. Also sometimes I catch myself, you know, trying to listen to reply or listen to respond. So when I catch myself doing that, I consciously, you know, try to listen to the person. So again, in this book, I have shared, you know, the the techniques which would help anybody to become a better listener, which, you know, one is one of the requirements for being a great leader, how to listen to people and how to listen to people, truly, truly listen to people. So I talk about simple, simple techniques in the book. You know, for example, paraphrasing, remembering, listening without judgment, right? Or suspending judgment, as I say so. You know, I rank these techniques in increasing order of complexity, suspending judgment being the most difficult, you know when, when someone starts speaking, or, you know, even if, even when we see someone immediately, in the first five seconds, we judge that person. And, you know, right or wrong, we judge that we and in this book, also, I talk about, you know, why we are prone to judging people, and why we have such a such a difficult time in suspending judgment. So if we are aware that you know, let's say that you know when I'm talking to you, Mike, if I catch myself judging you right, so at least I know that I'm Judging You right. So at least I can I know that I'm judging you, and I should not do that. I should listen to you, and I should try to understand where you are coming from, instead of saying, instead of just thinking in my mind, oh, whatever Mike is saying is it doesn't make any sense. So maybe initially it may not make sense. But you know, when we open our ears, we have two years, and that's for a reason, and only one mouth. So we need to listen, and we need to completely understand where the other person is coming from, whether you know it is in personal life or in work life. You know, when we, if we don't listen to the teams whom we are managing, and if we just say, you know, do as I say, it's my way or the highway, people will do because you know you are their line manager. But it won't last long. No, the minute you, you know, change your team, or the minute you go out, people will, people will be, you know, good riddance. So, so that's what they'll be thinking. So how to listen to people, and also it will help the leader to grow. You know, over the years, when I listen to my wife, I have understood my own shortcomings, and if I had listened to her 20 years back, maybe I would have been a different person. Maybe, maybe I would have been a more mature person. So this is what, you know, I talk about in the in the book as well. How can we truly, truly listen? And some techniques like paraphrasing. You know, when, when our mind wanders, you know, it will be good to paraphrase the person to whom you're you're speaking so that you know you you remember, so remembering, paraphrasing, empathy, for example, you know, not just talking about KPI, KPI KPIs to the team members. Understand how they're doing. You know, are they having any personal issues? How is their family? You know, work is not, you know what, what? Work is a part of our life. But you know, we spend eight to 10 hours at at a workplace. So we need to know the team members whom we are managing, and we need to listen to them. If somebody is, you know, performing badly, right? It's very easy to give them a negative feedback. But. So if we listen to them, and if they feel heard, maybe they are going through something, or maybe they are not getting enough support. If we listen to them, and if we create that environment of active listening in the whole team, suspending judgment and listening actively, then we create a more stronger bond, and the team would would become like a world class team. This has been my experience. So this is what I have shared in my, in my in my second book,   Michael Hingson ** 1:00:29 and certainly words to to remember. Well, we have been doing this an hour now, and I think it's probably time that we we end it for the day. But if people want to reach out to you. How can they do that?   Dr Khwaja Moinuddin ** 1:00:43 Well, I am there on on LinkedIn, and people can reach me through email, and I'll be more than happy to, you know, respond to anything they need. And I'm I know if people want to reach out to me to conduct any training sessions, my website is also their journey towards excellence. You know where I have my offerings. So   Michael Hingson ** 1:01:04 what is the website? What is the website called, again, journey towards excellence. Journey towards excellence.com, okay, and your email address, khwaja.moinuddin@gmail.com and spell that, if you would   Dr Khwaja Moinuddin ** 1:01:21 Yes, please. K, H, W, A, j, A, dot, M, O, I n, u, d, d, I n@gmail.com,   Michael Hingson ** 1:01:32 great. Well, I hope people will reach out. I think you've offered a lot of great insights and inspiration for people. I appreciate hearing all that you had to say, and I knew I was going to learn a lot today and have and I always tell people, if I'm not learning at least as much as everyone else, I'm not doing my job right. So I really appreciate your time, and it's now getting late where you are, so we're going to let you go. But I want to thank you again for being here, and I do want to thank everyone who is listening and watching us today. We really appreciate it. If you would, I'd love it. If you'd give us a five star review. Wherever you're watching us and listening to us, if you'd like to talk to me or email me about the episode and give us your thoughts, feel free to do so. At Michael H, I m, I C, H, A, E, L, H i at accessibe, A, C, C, E, S, S, I, B, e.com, or go to our podcast page. Michael Hinkson, that's m, I, C, H, A, E, L, H, I N, G, s, o, n.com/podcast, love to hear from you if any of you have any thoughts as to someone else who might make a good podcast guest. And quad you as well. Would love it if you let us know we're always looking for more people to come on and be guests on the show. But again, kwaja, I want to thank you for being here. This has been wonderful.   Dr Khwaja Moinuddin ** 1:02:47 Thank you. Thank you so much, Mike, and it's been a real pleasure talking to you, and it's an honor to be part of your podcast. I wish I had met you earlier and learned I would have learned so much from you, I would definitely, definitely, definitely, you know, reach out to you to learn more. And you know, thank you for the opportunity. Thank you definitely for the opportunity.   **Michael Hingson ** 1:03:15   You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to inter

Rob Pekarek joins us to talk about what to look for in business partners, advice he would give to new investors, and his journey into multifamily real estate.--Continue the conversation with Brian on LinkedInJoin our multifamily investing community with like-minded apartment investors at the Tribe of TitansThis episode originally aired on April 4, 2025----Watch the episode on YouTube: https://www.youtube.com/channel/UCcsYmSLMxQCA9hgt_PciN3g?sub_confirmation=1 Listen to us on your favorite podcast app:Apple Podcasts: https://tinyurl.com/AppleDiaryPodcast Spotify: https://tinyurl.com/SpotDiaryPodcast Google Podcasts: https://tinyurl.com/GoogleDiaryPodcast Follow us on:Instagram: https://www.instagram.com/diary_of_an_apartment_investor Facebook: https://www.facebook.com/DiaryAptInv/ Twitter: https://twitter.com/Diary_Apt_Inv ----Your host, Brian Briscoe, has owned over twenty apartment complexes worth hundreds of millions of dollars and is dedicated to helping aspiring apartment investors learn how to do the same. He founded the Tribe of Titans as his platform to educate aspiring apartment investors and is continually creating new content for the subscribers and coaching clients.He is the founder of Streamline Capital based in Salt Lake City, Utah, and is probably working on closing another apartment complex in the greater SLC area. He retired as a Lieutenant Colonel in the United States Marine Corps in 2021 after 20 years of service.Connect with him on LinkedIn----Rob PekarekRob Pekarek is an Active Duty Air Force Officer and multifamily investor based in Hampton Roads, Virginia. His team acquired and manages a 24-unit property purchased in summer 2024. As the capital raiser, Rob secured nearly half of the $1.1 million in investor capital needed for the deal.He earned a bachelor's degree in Operations Research from the U.S. Naval Academy in 2021 and later received a fully funded fellowship to complete a master's degree in Industrial Engineering at Purdue University in 2023.Rob enjoys meeting new people and learning from others. He facilitates a small group of young entrepreneurs who exchange ideas to grow their businesses and achieve their life goals.Learn more about him at: https://www.instagram.com/robthepek/ or 443-738-4929 or https://www.linkedin.com/in/robthepek/

Aubrey speaks to Zoe Ogbeifun, Head of Logistics and Distribution at Transnet. A natural born leader who is resilient and an advocate for people development. At the helm of Transnet Engineering's Logistics and Distribution my journey has been marked by a steadfast commitment to Supply Chain excellence and innovation. See omnystudio.com/listener for privacy information.

The Pursuit of Excellence in BusinessIn a recent episode of The Thoughtful Entrepreneur, Josh talks with David Jones, founder of The Excellence Advisory, about achieving excellence in business and leadership. They discuss how organizations can break free from mediocrity and drive high performance, focusing on practical systems and processes that require discipline and consistency. The conversation highlights the importance of creating a culture of excellence that empowers teams without promoting perfectionism.David explains that while striving for perfection is crucial in areas with defined standards, such as customer service or software development, it's important to recognize when "good enough" is sufficient. He encourages leaders to avoid burnout by fostering a collaborative environment that sets realistic expectations and supports continuous improvement. Leaders should take responsibility for setting their teams up for success, cultivating a mindset that views mistakes as opportunities for growth.The episode also emphasizes the significance of understanding client needs and expectations, hiring individuals who share a commitment to excellence, and creating a culture that fosters empowerment and collaboration. By aligning their teams with these principles, organizations can achieve remarkable results and thrive, leaving behind a legacy of high performance.About David Jones:David M. Jones is sought after as a teacher, coach, consultant, and speaker for his expertise in helping organizations achieve peak operating performance, what he calls PeakOps. As an engineer and business owner turned educator, he is widely regarded by organizational leaders and owners as a go-to source for achieving and sustaining extraordinary operational and financial results.He is also known globally for his harrowing, heroic, and heartwarming overnight trek (17 miles crawling, climbing, walking) through the aftermath of Hurricane Helene to get to his daughter's wedding on time to walk her down the aisle.Over his career, he has worked for and with some of the world's most successful organizations including Texas Instruments, Siemens, Pal's Business Excellence Institute, and the Savannah Bananas.He's taught as an adjunct professor in engineering and business excellence at two universities.He knows what it's like to run his own business. He co-founded, built, and sold a K-12 hands-on educational products company. He is currently the Founder and President of The Excellence Advisory, teaching small- and medium-sized organizations and their leaders how to reach their full God-given potential.David believes every leader deserves to run a great business, every employee deserves to work in a great business, and every customer deserves to shop at a great business. He is the recipient of the 2020 McWherter Leadership Award from the Tennessee Center for Performance Excellence. He has served on multiple local, national, and international boards. He holds a Bachelor's degree in Biomedical Engineering from Purdue University and a Master's degree in Industrial Engineering from the University of Tennessee.About The Excellence Advisory:The Excellence Advisory is a premier consulting firm dedicated to helping organizations break free from mediocrity and unlock their full potential. Led by David Jones, a seasoned expert in business excellence, the company focuses on empowering leaders to create high-performing cultures through strategic systems, continuous improvement, and disciplined execution. With a mission to guide businesses toward sustainable success, The Excellence Advisory offers tailored solutions that foster leadership, enhance operational processes, and drive exceptional results. Whether you're aiming to elevate your team's performance or streamline your business processes, The...

Jacqueline's career trajectory is a testament to the power of curiosity and adaptability. From an early fascination with business and technology to a PhD in electrical engineering, she's shaping the future of over-the-air updates for vehicles. In this insightful interview, she discusses her journey, the challenges of German innovation culture, and the evolving landscape of automotive technology.00:09- About Jacqueline HenleJacqueline has been working in the Embedded Systems and Sensors Engineering department since 2019 and is the vice department manager of the Automotive Systems Engineering department since 2023. Jacqueline studied Industrial Engineering and Management at the Karlsruhe Institute of Technology (KIT).

Stainless steel is an alloy of iron that is resistant to rusting and corrosion. It is also known as rustles steel or corrosion-resistant steel. It contains at minimum of 10.5 % chromium and usually nickel, and may also contain other elements, such as carbon, to obtain the desired properties. Stainless steel's resistance to corrosion results from the chromium, which forms a passive film that can protect the material and self-heal in the presence of oxygen.The biological cleanability of stainless steel is superior to both aluminum and copper, and comparable to glass. Its cleanability, strength, and corrosion resistance have prompted the use of stainless steel in pharmaceutical and food processing plants. This is the reason why stainless steel is the ideal material for all brewing equipment.Passivation is coating a material so that it becomes "passive", that is, less readily affected or corroded by the environment. During passivation an outer layer of shield material is created as a micro-coating, created by chemical reaction with the base material, or allowed to build by spontaneous oxidation in the air. As a technique, passivation is the use of a light coat of a protective material, such as metal oxide, to create a protective shield against corrosion.What happens during the passivation? What methods of passivation are available and what are the advantages and disadvantages? What tests are possible to ensure a solid passivation layer? These questions and more will be answered in the presentation.Oliver is the Technical Director of the Brewing Division and consultant for Zee Loeffler. He studied at the University of Munich, graduating with a Dipl.-Ing. degree in Brewing Science at the Berlin Institute of Technology where he received his second Master's Degree in Industrial Engineering. He spent 7 years at the VLB (Research and Teaching Institute for Brewing in Berlin) as a Project Manager followed by 7 years at the Berlin Institute of Technology as an Assistant Professor. He is in his current position for 12 years. He is a current member of the MBAA Higher Education Committee and the Vice-President of the MBAA-District Mid-South.Stay up to date with CBP: http://update.craftbeerprofessionals.orgJoin us in-person for CBP ConnectsHalf workshop, half networkingCharlotte, NC | June 9-11, 2025Register now: cbpconnects.com

Today, we are joined by Dr. Kathy Pearson and Dr. Gregg Pearson.Dr. Kathy Pearson, strategist, systems thinking expert, and decision-making authority, is President and Founder of Enterprise Learning Solutions. She is also an Adjunct Senior Fellow at the Leonard Davis Institute of Health Economics and has served as an adjunct Associate Professor in the Operations and Information Management Department at The Wharton School, both at the University of Pennsylvania. Kathy, an award-winning educator, collaborates with Executive Education groups and global organizations across industries like healthcare, finance, and technology, including clients such as Bank of America and Coca-Cola. She holds a BS in theoretical mathematics (Auburn University), an MS in Decision Sciences (Georgia State University), and a PhD in Industrial Engineering (Northwestern University).Dr. Gregg Pearson is a Partner at ELS and an Adjunct Professor of History at Lehigh University and La Salle University. He specializes in nineteenth-century American political history, twentieth-century American cultural history, military history, the history of technology, and business leadership. Gregg spent 16 years in the packaging industry, including as Northeast Region General Manager at Ball Corporation, overseeing $350M in revenue. He holds a PhD in History from Lehigh University, an MA from La Salle University, an MS in Industrial Engineering from Northwestern University, and is a graduate of the United States Military Academy at West Point.In this episode, we explore how Kennedy evolved as a leader, learning from earlier failures to develop a more effective crisis management approach that became the gold standard for leadership under extreme pressure.Key topics include:• How Kennedy's approach evolved from the Bay of Pigs failure to the Cuban Missile Crisis• The critical importance of gathering reliable information before making decisions• Why seeking contrary viewpoints helps leaders avoid confirmation bias• How clear "commander's intent" empowers teams to adapt in changing circumstances• The value of structured post-mortems to learn from both successes and failures-Website and live online programs: http://ims-online.comBlog: https://blog.ims-online.com/Podcast: https://ims-online.com/podcasts/LinkedIn: https://www.linkedin.com/in/charlesgood/Twitter: https://twitter.com/charlesgood99Chapters:(00:00) Introduction(02:00) Setting the Historical Context(04:40) Technique: Avoiding Confirmation Bias in Leadership(07:00) Tip: Making Decisions with Incomplete Information(09:00) Kennedy's Evolution as a Leader(12:00) Tool: The Role of Objective Information in Crisis(16:00) Tip: The Power of Clear Purpose in Uncertain Times(20:40) Tip: Learning from Failure to Improve Decision-Making(25:00) Technique: The Art of Compromise in Leadership(28:00) Tool: Military After-Action Reviews in Business Context(31:00) Conclusion

What You'll Learn:In this episode, hosts Patrick Adams, Andy Olrich, and guest Adam Lawrence discuss the importance of focusing on people first in process optimization, while emphasizing the need to engage and empower employees.About the Guest:Adam Lawrence, the creator of the Wheel of Sustainability, is the Managing Partner of Process Improvement Partners, LLC. He has decades of experience in process improvement, targeted at manufacturing and business processes. Having facilitated hundreds of Kaizen events in multiple industries around the world, Adam aligns with leadership, engages teams, and creates sustainable results. Adam has mastered the use of many different process improvement methodologies, allowing him to implement the best strategy for each organization's goals and objectives. He develops sessions that are fun, engaging, results-oriented, and laser-focused. Adam is 100 percent committed to ensuring the team has a winning result and a fantastic experience. Married to his wonderful wife, Peggy, for over 30 years, they have one son (Tyler, his IT department). Adam grew up in the Washington, DC area and received his BS in Industrial Engineering from Virginia Tech. He earned Lean certifications from the University of Michigan. Adam enjoys time with family and friends, loud music, traveling, the many great clients he has worked with (his extended family), and his many business adventures.Links:https://www.linkedin.com/in/adam-t-lawrencehttps://www.linkedin.com/company/process-improvement-partners-llchttps://www.youtube.com/@kaizenninja

One down, one to go. A little more than two weeks ago, reports surfaced regarding Boeing's refocused effort on closing the plane maker's shadow factories, sites where some of the company's top talent fix, maintain, and update planes instead of building new ones.The company had two sites still working on some 115 aircraft, one that services 737 MAX jets in Moses Lake and one that was working on 787 Dreamliners in Everett, Washington.On Friday, The Seattle Times reported that Boeing is already closing up shop in Everett. 

Aakash Mittal from MDofficeManager shares his experience at the Healthcare Systems Process Improvement Conference 2025.Learn more about the conference at iise.org/HSPI.

Kim Kaleta, a student from Kennesaw State University, shares her experience at the Healthcare Systems Process Improvement Conference 2025. Learn more about the conference at iise.org/HSPI.

Taylor Rader from Mayo Clinic shares her experience at the Healthcare Systems Process Improvement Conference 2025. Learn more about the conference at iise.org/HSPI.

Devpradnya Kadam from UF Health shares her experience at the Healthcare Systems Process Improvement Conference 2025. Learn more about the conference at iise.org/HSPI.

Ritu Ward from T. Ward & Associates Inc shares her experience at the Healthcare Systems Process Improvement Conference 2025.Learn more about the conference at iise.org/HSPI.

 CNN, CBS, NBC, FoxBusiness.com and Black EnterpriseMy Guest Rob Wilson has been dubbed “Hip Hop's Financial Advisor” because he is a trusted advisor to professional athletes & entertainers; Rob believes that we can all learn from their success. However, Rob states: "I realized that as a financial advisor, I have also come into contact with, and have as clients, a plethora of doctors, lawyers, accountants, architects, business people and entrepreneurs that are living fabulous lives. In fact, many of these individuals live lives that are far more enriching than a number of these celebrities, because of the fact that, due to their inability to manage their money, the average celebrity's “high life” is short lived. However, the stories of these wildly successful “non-celebrities” has largely gone untold…" Rob is originally from Pittsburgh. He received his bachelors degree in Industrial Engineering from the University of Pittsburgh and his Masters in Business Administration from the Tepper School of Business at Carnegie Mellon University.~ securethebag.me© 2025 Building Abundant Success!!2025 All Rights ReservedJoin Me on ~ iHeart Media @ https://tinyurl.com/iHeartBASJoin me on Spotify: https://tinyurl.com/yxuy23baAmazon Music ~ https://tinyurl.com/AmzBASAudacy:  https://tinyurl.com/BASAud

Matt Harding and Joe Lynch discuss Greenscreens: benchmarking for shipper success. Matt is Chief Technology Officer at Greenscreens.ai, a freight-tech company on a mission to rock the freight world through accurate predictions, actionable insights and cutting-edge technology. Summary: Greenscreens: Benchmarking for Shipper Success Discover how technology is revolutionizing the shipping industry in this insightful podcast. Joe Lynch chats with Matt Harding, CTO of Greenscreens.ai, about harnessing the power of dynamic pricing, and data analytics to optimize shipping efficiency. Learn how seasoned shipping managers can leverage benchmark data to make informed decisions, while understanding the risks of underpaying for shipping. Delve into the future of logistics, where AI and accurate data are crucial for navigating market fluctuations. This episode explores the challenges and opportunities shaping the industry, offering valuable insights for anyone interested in the future of shipping. #Greenscreens.ai #DynamicPricingDisruption #LogisticsInnovation About Matt Harding With over 20 years in supply chain and transportation, Matthew has held key leadership roles across consulting, technology, data analytics, and third-party logistics (3PL). Before joining Greenscreens.ai, he was Senior Vice President of Data Science at Transplace/Uber Freight, overseeing data architecture, supply chain analytics, and logistics engineering. He has also developed trucking market intelligence consortiums and transportation products for shippers and 3PLs. Matthew holds a Bachelor of Industrial Engineering with Honors from Georgia Tech and a Master of Engineering in Logistics from MIT. About Greenscreens.ai Greenscreens.ai is transforming how the freight industry buys and sells freight through a collaborative and dynamic approach driven by clean data and innovative technology. Leveraging sophisticated machine learning algorithms, we provide market intelligence via an intuitive and integrated platform, empowering users to quickly adjust their freight strategies based on powerful real-time data insights. With two distinct products—one serving shippers and one serving brokers—customers buy and sell with confidence, unveil markets, and build resilience. Key Takeaways: Greenscreens: Benchmarking for Shipper Success Role of dynamic rate intelligence and machine learning in increasing broker productivity. How technology assists in decision-making and maintains efficiency amidst market changes. The impact of machine learning on shippers' pricing strategies and operational streamlining through APIs. Experienced shipping managers' faster reaction to benchmark data for carrier negotiations. The role of market intelligence tools in promoting transparency and preventing deceit in shipper-carrier relationships. Future trends in transportation highlighting the growing significance of analytics and intelligent data use. Shippers who use Greenscreens gain the following benefits: User-friendly Solutions: They prioritize intuitive tools that simplify complex logistics processes. Data-Driven Insights: Cutting-edge technology delivers accurate rate predictions and decision support for a competitive edge. Collaborative Partnerships: Greenscreens.ai values partnerships, sharing industry expertise to achieve mutual success with clients. Seamless Integrations: Their solutions integrate seamlessly with existing systems, minimizing disruption and streamlining operations. Customer-Centric Approach: They prioritize customer needs, offering an advisory approach with a focus on each company's specific goals. Timestamps (00:00:02) Benchmarking Shipper Success (00:00:18) Introducing Greenscreens CTO (00:01:28) Understanding Dynamic Pricing (00:06:43) Navigating Shippers' Market Challenges (00:13:19) Path to Freight Tech Leadership (00:16:17) Advancing Shippers with Greenscreens (00:22:53) Experience Shapes Logistic Decisions (00:23:56) Navigating Shipping Rates (00:32:20) Decoding Transport Cost Drivers (00:38:24) Risks in Underpaying for Freight (00:39:32) The Future of Transportation Tech (00:47:11) Benchmarking in Freight Brokerage (00:49:07) Innovating in Tough Tech Terrain (00:52:11) The Pitfalls of AI Data Input (00:54:33) Engaging Logistics Leaders Learn More About Greenscreens: Benchmarking for Shipper Success Matt Harding | Linkedin Greenscreens.ai | Linkedin Greenscreens.ai GS Trends Machine Learning for the Average Joe Using AI to Gain a Competitive Advantage | The Logistics of Logistics What is Dynamic Pricing with Dawn Salvucci Favier | The Logistics of Logistics The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

In this episode of the Whistleblower of the Week podcast, host Jane Turnerspeaks with Ed Pierson, Boeing whistleblower and the Executive Director of TheFoundation for Aviation Safety.Pierson served as a Senior Manager at Boeing's Renton, Washington 737 Maxfactory, overseeing the manufacturing of Boeing's 737 Max airline and leadingthe Industrial Engineering and Shipside teams in final assembly and P-8Poseidon Shipside teams. He blew the whistle on safety issues he witnessed inthe manufacturing of 737 Max's.At National Whistleblower Day 2024, Pierson revealed that he had uncovered newdocuments underscoring Boeing's alleged shortcomings in the manufacturing of737 Max planes.During their wide-ranging conversation, Jane and Pierson discuss his upbringing,why he felt compelled to come forward with his concerns, the response ofBoeing and the FAA to his whistleblowing, and why he does not feel comfortableflying on Boeing 737 Maxes.National Whistleblower Center is urging Congress and the White House to actimmediately and address the issues which are endangering airline safetywhistleblowers and having a chilling effect on other would-be-whistleblowers.Listen to the podcast on WNN or on Spotify, Apple Podcasts, Google Podcasts, or Amazon. Subscribe on your favorite platform!

Register for the webinar February 12 from 1:00 pm - 2:00 pm ET Presented by Mark Graban Are you looking for practical ways to eliminate errors and enhance efficiency in your organization? Join us for "Mistake-Proofing in Action: Real-World Examples Across Industries," an insightful webinar showcasing how organizations across healthcare, manufacturing, and service sectors have successfully implemented mistake-proofing techniques. Discover innovative solutions that prevent errors before they occur, improve safety and quality, and save valuable time and resources. Through inspiring case studies and actionable takeaways, you'll learn how to adapt these proven approaches to your unique challenges. Don't miss this chance to gain practical tools and insights to drive continuous improvement and operational excellence. Register today and see mistake-proofing in action! Mark Graban, a senior advisor to KaiNexus, is an internationally-recognized author, speaker, and consultant. His latest book, The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation, is available now.  Mark is also the author of the award-winning book Lean Hospitals: Improving Quality, Patient Safety, and Employee Engagement and others, including Measures of Success: React Less, Lead Better, Improve More. He serves as a consultant through his company, Constancy, Inc. Additionally, Mark hosts podcasts, including “Lean Blog Interviews” and “My Favorite Mistake.” Education: B.S. in Industrial Engineering from Northwestern University; M.S. in Mechanical Engineering, and M.B.A. from the Massachusetts Institute of Technology's “Leaders for Global Operations” Program. About the Presenter:Mark Graban

Previously Hartmut was a Partner at Bizits Partners, Senior Consultant at z-anshin, Managing Director at TRUMPF Japan, Managing Director at TRUMPF United Kingdom, Managing Director TRUMPF Japan.  He graduated with a Master of Science from Penn State University, and a degree in Industrial Engineering from Technische Univeritat Clausthal. Summary Hartmut has built his leadership philosophy on trust, adaptability, and a deep understanding of Japan's business culture. His experience leading organizations in Japan has taught him that success is not just about implementing strategies but about fostering strong relationships, both within the company and with customers. One of the key pillars of his leadership is trust. In Japan, where business relies heavily on long-term relationships, Harmut realized early on that credibility is everything. When he first started selling technical equipment, he encountered a cultural expectation that past problems must be resolved before moving forward. Instead of simply pushing new sales, he took the time to address unresolved issues with previous products, ensuring that customer concerns were met before introducing something new. This commitment to problem-solving laid the foundation for a strong reputation, both among clients and within his company. Leading a Japanese team came with its own challenges. Employees would often agree to proposals with a simple "yes," but that didn't always translate to action. He learned to look beyond surface-level agreements, following up consistently and creating structured opportunities for discussion. Harmut also recognized the Japanese preference for Kaizen—continuous, small improvements—rather than large-scale changes. He worked within this mindset, ensuring that his team focused on steady progress while also integrating global innovations in a way that felt natural rather than forced. Managing performance was another challenge. Unlike in many Western companies, where underperformance can lead to quick dismissals, Japanese business culture requires a more careful approach. Harmut developed a system of retraining and repositioning employees when possible, giving them a chance to improve before considering other options. He ensured that performance issues were addressed transparently but fairly, creating an environment where accountability was expected but never handled harshly. A significant part of his success came from his deep engagement with customers. He viewed complaints not as setbacks but as invaluable insights. By actively listening to dissatisfied customers, he was able to refine products and services, which, in turn, strengthened relationships and improved business outcomes. Throughout his career, Harmut sought out mentors to help navigate the complexities of leadership in Japan. He believes that leading successfully in a foreign culture is not about forcing one's own methods but about adapting—like reshaping a key to fit a specific lock. His leadership journey demonstrates that with patience, cultural awareness, and a commitment to trust, long-term success is possible.

Hem is an accomplished investment, board and executive management leader with two decades of experience as an entrepreneur, venture capital & private equity investor, board professional, investment banker, general management executive as well as a researcher. He was recognized as a Top 25 Founder's Choice VC in 2023, an Emerging 50 VC in 2022 and as San Diego's 500 Most Influential People in 2021.Hem's passion lies in helping founders as an active investor by “rolling-up his sleeves” to create and executive 360⁰ strategies to maximize outcomes. His industry experience spans diverse industries, including software & technology services, healthcare, consumer, financial services, property & casualty insurance, food manufacturing, industrials, transportation, hospitality & restaurants, education tech, sports tech, beauty tech, legal tech and digital marketing. Hem currently serves as the Founder & Managing Partner of Spark Growth Ventures, an early to mid stage technology venture capital firm with a Pan American focus. Previously, he was the Co-Founder and Managing Partner of ClearVision Equity Partners (a boutique VC firm), a 2x Interim CEO of emerging healthcare companies, an executive of a KKR Private Equity portfolio company, an investment banker on Wall Street as well as a functional leader in multiple Fortune 500 companies in the US.Hem has also served on over 25 startup and social enterprise boards across the US and is heavily involved with several prominent incubators and accelerators in Southern California supporting budding entrepreneurs. He has executed 80+ venture, private equity and M&A transactions with over $2B in total capital spanning over 15 years at Spark Growth Ventures, ClearVision Equity Partners, Deutsche Bank, a KKR private equity portfolio company as well as an independent board professional working with startups.Hem has an M.B.A. from Harvard Business School, an M.S. in Industrial Engineering from University of Illinois and a B.Tech. in Mechanical Engineering from Indian Institute of Technology, New Delhi. He is passionate about the environment and education for under-privileged children, and loves reading, traveling and active pursuits.

Today, we are joined by Dr. Kathy Pearson and Dr. Gregg Pearson. Dr. Kathy Pearson, strategist, systems thinking expert, and decision-making authority, is President and Founder of Enterprise Learning Solutions. She is also an Adjunct Senior Fellow at the Leonard Davis Institute of Health Economics and has served as an adjunct Associate Professor in the Operations and Information Management Department at The Wharton School, both at the University of Pennsylvania. Kathy, an award-winning educator, collaborates with Executive Education groups and global organizations across industries like healthcare, finance, and technology, including clients such as Bank of America and Coca-Cola. She holds a BS in theoretical mathematics (Auburn University), an MS in Decision Sciences (Georgia State University), and a PhD in Industrial Engineering (Northwestern University). Dr. Gregg Pearson is a Partner at ELS and an Adjunct Professor of History at Lehigh University and La Salle University. He specializes in nineteenth-century American political history, twentieth-century American cultural history, military history, the history of technology, and business leadership. Gregg spent 16 years in the packaging industry, including as Northeast Region General Manager at Ball Corporation, overseeing $350M in revenue. He holds a PhD in History from Lehigh University, an MA from La Salle University, an MS in Industrial Engineering from Northwestern University, and is a graduate of the United States Military Academy at West Point. In this episode, we delve into the historical context of Abraham Lincoln's leadership during one of America's most tumultuous times. Key topics include: • Lincoln's assembly of a diverse cabinet • Lincoln's strategic decision-making process • The importance of diversity of thought and trust in leadership We also dive into how modern leaders can cultivate humility, leverage diverse perspectives, and build trust to make informed decisions and drive their organizations forward. Dr. Kathy Pearson and Dr. Gregg Pearson's Website: https://www.elslearning.com/ - Website and live online programs: http://ims-online.com Blog: https://blog.ims-online.com/ Podcast: https://ims-online.com/podcasts/ LinkedIn: https://www.linkedin.com/in/charlesagood/ Twitter: https://twitter.com/charlesgood99 Chapters: (00:00) Introduction (01:47) Historical Context (04:09) Lincoln's Leadership Challenges (05:33) Tool: Diversity of Thought in Leadership (07:56) Lincoln's Humility (11:08) Technique: Fort Sumter Crisis Strategy (13:34) Tip: Building Trust (16:21) Emancipation Proclamation Deliberations (20:34) Tip: Decision-Making in Leadership (24:42) Lincoln's Trust and Support (27:49) Lincoln's Legacy and Leadership Lessons (31:14) Conclusion

In this episode of Confessions of a B2B Entrepreneur, Tom Hunt sits down with Nick McLean, a partner at Four Pillars Investors, a private equity firm that buys companies between 20 and 100 million dollars in revenue. Nick shares his journey into private equity, the challenges he faced breaking into the industry, and how he built his own firm focused on acquiring and scaling businesses. He discusses the importance of understanding the numbers, building relationships, and developing a sophisticated sales and marketing approach. This episode is a must-listen for any entrepreneur looking to sell their business or scale their company to new heights.

For our final Engineering spotlight this month, I sit down with Brent Wunderlich. Brent Wunderlich is an experienced people leader with a proven track record in optimizing healthcare supply chain operations. He has been with McKesson Corporation for 22 years, currently serving as Vice President of Strategic Initiatives & Insights.  Brent collaborates with internal and external partners to drive large-scale projects and strategic initiatives. With a background in engineering and analytics, Brent leverages data to improve supply chain performance and has held various leadership roles within McKesson.  He holds a B.S. in Industrial Engineering from Purdue University.  Brent is also actively involved in community organizations, holding board positions with several local non-profit and community organizations.

In 1970, while a junior in Cornell University's College of Engineering, Ken Kunken broke his neck making a tackle on a kick-off in a lightweight football game against Columbia University. Ken sustained a spinal cord injury at the C 4-5 level, rendering him a quadriplegic, almost totally paralyzed from the shoulders down. Ken spent more than 9 months in various hospitals and rehabilitation facilities. While still a patient, Ken testified before a United States Senate Sub-Committee on Health Care, chaired by Senator Edward Kennedy.  In 1971, almost 20 years before the Americans with Disabilities Act, Ken returned to the Cornell campus, where he completed his undergraduate degree in Industrial Engineering. Ken estimates that he had to be pulled up or bounced down close to 100 steps just to attend his first day of classes.  Ken is the first quadriplegic to graduate from Cornell University.  Upon graduation, Ken decided to change his career goal. He wanted to work with and help people, particularly those with disabilities. Ken went on to earn a Master of Arts degree at Cornell in education and a Master of Education degree at Columbia University in psychology. Ken is the first quadriplegic to earn a graduate degree from Cornell University.  In 1977, Ken was hired by Abilities Inc. in Albertson, NY to be its College Work Orientation Program Coordinator. Ken coordinated a program which provided educationally related work experiences for severely disabled college students. He also maintained a vocational counseling caseload of more than 20 severely disabled individuals.  While working at the Center, Ken became a nationally certified rehabilitation counselor and made numerous public presentations on non-discrimination, affirmative action and employment of the disabled. In 1977, Ken was named the Long Island Rehabilitation Associations “Rehabilitant of the Year” and in 1979 Ken was the subject of one of the Reverend Norman Vincent Peale's nationally syndicated radio broadcasts “The American Character”.  Wanting to accomplish still more, Ken enrolled in Hofstra University's School of Law, where he earned a Juris Doctor degree in 1982. Ken then went to work as an assistant district attorney in Nassau County, Long Island.  Ken was promoted a number of times during his more than 40 years with the District Attorney's Office, eventually becoming one of the Deputy Bureau Chiefs of the County Court Trial Bureau, where he helped supervise more than 20 other assistant district attorneys. In addition, over his years working in the Office, Ken supervised more than 50 student interns.  In 1996 Ken received the Honorable Thomas E. Ryan, Jr. Award presented by the Court Officers Benevolent Association of Nassau County for outstanding and dedicated service as an Assistant District Attorney. In 1999, Ken was awarded the George M. Estabrook Distinguished Service Award presented by the Hofstra Alumni Association, Inc.  Beginning in 2005, for nine consecutive years, “The Ken Kunken Most Valuable Player Award” was presented annually by The Adirondack Trust Allegiance Bowl in Saratoga Springs, NY, in recognition of Ken's personal accomplishments, contributions to society and extraordinary courage.  In 2009, Ken became a member of the Board of Directors of Abilities Inc., and in 2017 he became a member of the Board of Directors for the parent company of Abilities Inc., the Viscardi Center.  In 2020, Ken was inducted into “The Susan M. Daniels Disability Mentoring Hall of Fame,” as a member of the class of 2019.  In March 2024, Ken was named one of the Long Island Business News Influencers in Law.  Ken retired from full-time employment in 2016, but continued to work with the District Attorney's Office for the next eight years in a part time capacity, providing continuing legal education lectures and litigation guidance.  For years, Ken has tried to inspire people to do more with their lives. In October 2023, Ken's memoir “I Dream of Things That Never Were: The Ken Kunken Story” was published.  In 2003 Ken married Anna and in 2005 they became the proud parents of triplet boys: Joey, Jimmy and Timmy. On June 23, 2023 the triplets graduated from Oceanside High School, fifty-five years after Ken had graduated from the same school. 3 Top Tips 1 . Try to improve your knowledge, your skills and your performance. Get the best education possible, and never stop learning. Don't be satisfied with the status quo.  2 . Strive to make the impossible, possible. Just because something has not been done before, does not mean that you cannot do it now.  3 . Find time to help others. Years from now be able to say that you did everything you possibly could to make not only your life, but the lives of those around you better as well. Social Media https://www.facebook.com/ken.kunken  https://www.instagram.com/ken.kunken/  https://www.linkedin.com/feed/

The role of the marketer is changing. Scott Galloway, aka Prof G, says that to be successful today, marketers have to act as “coaches, advisors and strategists” to their company.That's what we're talking about in today's episode with the help of our special guest, VP of Marketing & Corporate Strategy at Verbit, Michael Rosman.Together, we talk about finding the right channel, being bold, and avoiding clickbait.About our guest, Michael RosmanMichael Rosman is VP of Marketing & Corporate Strategy at Verbit, having joined the company in April 2022. He has extensive work experience in Corporate strategy and Marketing. Prior to this, he worked at Amdocs, where he held various roles including Customer Business Executive, Director of Corporate Strategy, and Manager of Corporate Strategy from May 2016 to April 2022.Before joining Amdocs, Michael worked at Degania Medical as the Head of Strategy, Business Development & Innovation from May 2015 to May 2016. Michael also has experience at Biometrix, where he served as the Head of Strategic Planning and subsequently as the Interim COO from November 2011 to May 2015.Michael started his career at Tefen Management Consulting in July 2007, where he worked as a Senior Consultant for over four years. During his time at Tefen, he successfully led cross-functional and international teams on various projects in industries such as pharmaceuticals, automotive, chemicals, and healthcare.Michael Rosman completed his Bachelor of Science in Industrial Engineering from Tel Aviv University between the years 2004 and 2008. Later, between 2011 and 2012, he pursued an Executive Master of Business Administration (EMBA) from The Hebrew University of Jerusalem.What B2B Companies Can Learn From Scott Galloway:Find the right channel. Test different channels to see which one your content achieves the best reach and resonance on. People on LinkedIn might engage with your content way more than on your blog. Use that to your advantage by creating more content gauged for your LinkedIn audience. Michael says, “Finding the right channel is a big takeaway for me. So I know everybody has the standard channels of paid ads and events and SEO and whatever is, but find a channel that maximizes your impact. Figure out your puzzle. Figure out who you are and something that might be unique [to you]. Maybe it's a channel that doesn't exist for anybody else.”Be bold. Know what you stand for and express it clearly and without fear of losing your audience. Michael says, “Go all in on something. [Scott Galloway] has so much conviction and so much belief in doing what he does, he can really go all out.” When you express your message authentically and with clarity, your content will resonate with your intended audience.Avoid clickbait. Make sure the meat of your content is valuable to your audience. Don't just give it all away in the title. Michael says, ”So many times, people have a hot take-y headline to lure you, to get you in, but then there's nothing else. All of the content that you wanted to consume is in the title and everything else is meaningless. [But] Whenever I tune in [to one of Scott Galloway's podcasts], I always feel like it was worth my time. I came in, I came for value, and it consistently delivers value. It's always interesting. There's always substance behind the title.”Quotes*”I really think about niching down, and about the shorts, shows and moonshots sort of positioning. You want to create stuff that your people can tap into for a minute or two. You want to create stuff that they can subscribe to and get like an hour a week. And then you want stuff that's definitive, could be viral and bingeworthy. If you have 15 different personas that you're selling to, if you could create a single bingeable asset for those 15 personas, that's far more valuable than creating 150 pieces of content for those 15 things.” - Ian Faison*”The world changes every minute. What was published a week ago is now no longer potentially relevant. So it's your job as a brand to reach forward into the future and say, ‘I think that based on what we know, what we're saying on our proprietary information and what our customers are saying, I think that this is where the world is going.” -  Ian FaisonTime Stamps[0:55] Meet Michael Rosman, VP of Marketing & Corporate Strategy at Verbit.ai[2:19] Verbit's Marketing and Customer Insights[7:29] Scott Galloway's Marketing Philosophy[10:42] The Journey and Impact of Scott Galloway[19:31] The Power of Serialized Content[24:52] Marketing Takeaways from Prof G[29:42] The Value of Definitive Works in Content[31:07] Challenges in Content Creation for Multiple Personas[32:04] The Importance of Niching Down and Binge-Worthy Content[39:39] Balancing Quality, Speed, and Cost in Video Production[42:16] The Future of AI in Content Creation[45:48] Verbit's Content StrategyLinksConnect with Michael on LinkedinLearn more about Verbit.aiAbout Remarkable!Remarkable! is created by the team at Caspian Studios, the premier B2B Podcast-as-a-Service company. Caspian creates both nonfiction and fiction series for B2B companies. If you want a fiction series check out our new offering - The Business Thriller - Hollywood style storytelling for B2B. Learn more at CaspianStudios.com. In today's episode, you heard from Ian Faison (CEO of Caspian Studios) and Meredith Gooderham (Senior Producer). Remarkable was produced this week by Meredith Gooderham, mixed by Scott Goodrich, and our theme song is “Solomon” by FALAK. Create something remarkable. Rise above the noise.

In this week's episode, Chris Tonn*, director of outreach and networking for IISE's Modeling and Simulation Division, sits down with Jarrod Thome.Jarrod is an Operations Manager in McDonald's Global Operations Strategy & Standards department, where he uses his expertise in simulation modeling to tackle big questions for one of the world's most recognized brands. With a career spanning roles at the United States Postal Service and Spirit Aerosystems, Jarrod has developed and implemented simulation models across diverse industries, including aircraft manufacturing and logistics.In this conversation, Jarrod shares how simulation modeling drives innovation at McDonald's, from understanding customer behavior to optimizing global operations. He also offers insights into lessons learned throughout his career and the future of modeling in both manufacturing and service industries.*(When he's not podcasting for IISE, Chris Tonn is a simulation engineer for Spirit AeroSystems Inc. in the Manufacturing Integration Technology, Future Factory Team.)

Guest: Lane Kawaoka Owner The Wealth Elevator Website: https://thewealthelevator.com/ Bio: Lane owns 10,000+ rental units and leads the “Hui Deal Pipeline Club” which has acquired over $2.1B+ of real estate, by syndicating $200 million+ of private equity since 2016. He has returned over $45 million dollars to his investors in distributions. Lane uses his Engineering degree to reverse-engineer wealth building strategies the rich use in the Top-50 Investing Podcast, The Wealth Elevator. 200 words: Lane Kawaoka currently owns 10,000+ units across the US. He lives in Hawaii with his wife and daughter, after quitting his day job as a Professional Engineer with a MS in Civil Engineering & Construction Management and a BS in Industrial Engineering. Lane partners with investors who want to build their portfolio, but are too busy to mess with “tenants, toilets, and termites” by curating opportunities in his “Hui Deal Pipeline Club” where his investors have personal access to him and know that Lane is personally putting his money on the line too. The Hui Deal Pipeline Club has acquired over $2.1B dollars of real estate acquired by syndicating over $200 Million Dollars of private equity since 2016. He has returned over $45 million dollars to his investors in distributions. Lane reverse engineers the wealth building strategies that the rich use to the middle class via the Top-50 Investing Podcast The Wealth Elevator. Lane's mission is to help hard working professionals out of the rat race, one free strategy call at a time. --- Support this podcast: https://podcasters.spotify.com/pod/show/smartmoneycircle/support

James Swisher, IISE's Director of Continuing Education, returns to ExpertISE this week to offer his insights on the following question: "What role does ethics play in ISE and how are students prepared to handle ethical dilemmas in the field?"

This week on ExpertISE — Javier Masini, industrial engineer with Value Management Strategies Inc. and an IISE instructor, answers the following question: "Can ISE principles be applied to non-manufacturing sectors?"

James Swisher, IISE's Director of Continuing Education, returns to ExpertISE this week to offer his insights on the following question: "How can students gain practical experience or internships in the industrial and systems engineering field while still in school?"

Melissa Vandergriff, MBA, PMP, is Director of Continuous Improvement for the Cleveland Clinic Enterprise Markets. Melissa has served as a member of the Cleveland Clinic Continuous Improvement team for 15 years and has led numerous successful improvement initiatives across the Cleveland Clinic health system. Prior to her current position, Melissa held the role of CI Director for Clinical Institutes and for 6 years held the dual roles of Director of Operations and Continuous Improvement at Cleveland Clinic Hillcrest Hospital, where she led the hospital's culture of improvement program and oversaw clinical and non-clinical operations. Before joining the Cleveland Clinic, Melissa spent 10 years in process improvement and project management in the IT and healthcare industries. She received her MBA from Case Western Reserve University's Weatherhead School of Management and is a certified Project Management Professional (PMP).Keith Sulzer joined the Cleveland Clinic in 2022 where he has served as the Continuous Improvement Advisor for the Education Institute, Dermatology & Plastic Surgery Institute, and the Main Campus Submarket. In all three areas, Keith has excelled in partnering with leaders and teams to build CCIM capability and drive tangible results – most recently in the areas of documentation optimization, appointment fill rates, OR efficiency, and hospital throughput. Prior to the Clinic, Keith had an 11-year career in management consulting at Oliver Wyman in Chicago where he was a Principal in the firm's Operations practice. Over his consulting career, Keith worked with Fortune 500 clients in various industries to design and implement large, cross-divisional improvement programs to increase service levels, reduce waste, and improve financial performance. His previous roles included leading a $1.2B cost savings initiative for a logistics company and implementing an operational efficiency program at an airline which reduced fuel spend by $35M a year.Keith graduated from Northwestern University with a double major in Industrial Engineering and Economics. He was a member of the varsity wrestling team and a two-time Academic All-American. Keith lives in the West Park area, where he was born and raised.Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

On this episode of the Passive Income Attorney podcast, Seth is joined by passive investing expert Lane Kawaoka as they talk about how having multiple streams of income allows you to have the flexibility and freedom to live on your own terms. Lane is a seasoned real estate investor who controls over 4,800 units. Frustrated by the wealth-building dogma of corporate America, he walked away from his W-2 engineering job, designed a life for himself through real estate, and now mentors other high-paying professionals how to do the same. Enjoy the episode! “Success is a bunch of binary yes's and no's strung together in the right order.” HIGHLIGHTS: Here's a breakdown of what to expect in this episode: - Why commercial syndications and private equities are much more scalable than single-family investments - What Lane realized about his 401(k) that made him look into alternative investments and real estate  - How to transition from a high-paying W-2 job to become a full time investor - How to create multiple streams of income to give you the freedom and flexibility you desire - Criteria you should consider with regards to the market and the type of asset - Indicators that you must watch out for when deciding whether or not to invest - How to turn your emergency fund into an opportunity fund - How to know who to trust when investing your hard earned cash - And so much more! ABOUT | LANE KAWAOKA: Lane Kawaoka has been investing for over a decade and now controls 4,800+ units. As the owner of CrowdfundAloha.com, SimplePassiveCashflow.com, and ReiAloha.com, Lane is responsible for finding investment opportunities, analysis, and marketing. Lane obtained a BS in Industrial Engineering and an MS in Civil Engineering and Construction Management from the University of Washington. In addition to an analytical engineering background, Lane has real-world experience working as a project manager for over $250 million of capital construction projects in both the public and private sectors. Working as a high-paid professional in corporate America and frustrated by the traditional wealth-building dogma, Lane was compelled to inspire and mentor other working professionals via his Top-50 Investing podcast at SimplePassiveCashflow.com. FIND | LANE KAWAOKA: Crowdfund Aloha: https://crowdfundaloha.com/ Simple Passive Cashflow: https://simplepassivecashflow.com/ REI Aloha: https://reialoha.com/ Email: lane@simplepassivecashflow.com ✈️ CONNECT | SETH BRADLEY:

My guest for Episode #520 of the Lean Blog Interviews Podcast is Bill Remy, CEO of TBM Consulting.  Episode page with video, transcript, and more Bill is both an accomplished business executive and leader who is frequently called upon for his credible voice, honesty, and pragmatism — and for his ability to leverage operational excellence and continuous improvement for long-term profitable growth.  As former president of Thayer Aerospace, Bill doubled revenue in six years, expanded into Mexico, improved profitability, and increased inventory turns. He integrated the supply chain into a web-based pull system, consolidated divisions, and implemented an ERP system.  Earlier in his career, Bill held progressively responsible roles in operations, including Vice President of Continuous Improvement at Invensys, Vice President of Operations at Learjet/Bombardier, Production Manager at Lockheed Arizona Missile Facility, and Materials Manager at Allied-Signal Aerospace. Bill holds both a Master of Science and Bachelor of Science degrees in Industrial Engineering from Oklahoma State University. He serves as Chairman of the Board of Directors for Pancon Corporation and on the Oklahoma State University /deans Advisory Board for the College of Engineering. He has over 25 years of leadership experience in general management and manufacturing operations. In this episode, we discuss the transformative power of Lean leadership and operational excellence. Bill shares insights from his extensive career, including how he first encountered Lean principles at Allied Signal and the dramatic improvements achieved through lead time reduction and flow. We explore the critical role of communication and employee involvement in overcoming resistance to change, the deep connection between safety and quality, and the importance of leadership in both driving transformation and sustaining long-term improvement. Bill outlines TBM's four-phase framework for turning around operations, emphasizing the need for a holistic evaluation of people, processes, and performance metrics. Finally, we reflect on how organizations can leverage Lean as a strategic advantage to drive growth and profitability while fostering a culture of continuous improvement. Questions, Notes, and Highlights: What's your Lean origin story? How did you first learn about Lean, and what drew you to it? Can you describe the initial transformation you led at Allied Signal, focusing on lead time reduction and flow? How did you address resistance to change when implementing the model line at Allied Signal? How did you ensure communication and involvement during that transformation? Can you elaborate on the connection between safety and quality and how improving one supports the other? How do you help leaders recognize that safety performance can improve significantly, even if zero injuries seems aspirational? Have you seen Lean improve relationships between management and employees, especially where trust was broken? What have you learned over time about the cultural and technical aspects of standard work? How do you balance moving toward one-piece flow without overwhelming a system that isn't ready for it yet? How do you distinguish between a one-off performance issue and a sign of deeper trouble? How do you address it? What qualities or mindsets do leaders need to lead both Lean transformations and long-term sustainment? What's the difference between leaders who are effective in transitions versus those who excel in sustaining improvement? How does TBM Consulting evaluate the state of a plant during a turnaround? What does the assessment process involve? Can you outline the four phases of turning around operations and share an example of how this approach was applied? How do you prioritize improvement work when constrained by resources, like capex or time? What warning signs indicate a plant is in trouble, and how do you help organizations prevent further decline? How does TBM Consulting differentiate itself in helping businesses use operational excellence as a strategic advantage? What insights have you gained about Lean from your career as both a practitioner and a consultant? What's the origin story of TBM Consulting, and how has its focus evolved over time? How do you integrate leadership development into Lean practices for long-term success? The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more. This podcast is part of the #LeanCommunicators network. 

Jan Piotrowski, VP, Head of Brave Search Business discusses the importance of independent search engines and the evolution of Brave Search. Jan shares insights on scaling Brave Search to over 30 million daily queries, emphasizing the need for high-quality search results and the potential for future growth in the AI space. Key Takeaways: How the acquisition of a German company enabled Brave to develop its own search index Ways the API business has evolved with unexpected use cases, especially in AI Why diversity in data sources is essential for training AI models effectively Guest Bio: Jan Piotrowski, is a VP at Brave Software and leads business efforts for Brave Search, the largest independent search engine outside Google and Bing. Brave Search sees more than 30 million queries per day and provides powerful real-time data to various AI and LLM partners via an API. Previously, Jan was an investor at American Express Ventures and a technology investment banker at Credit Suisse. He has a BS in Industrial Engineering from Stanford and an MBA from Chicago Booth. ---------------------------------------------------------------------------------------- About this Show: The Brave Technologist is here to shed light on the opportunities and challenges of emerging tech. To make it digestible, less scary, and more approachable for all! Join us as we embark on a mission to demystify artificial intelligence, challenge the status quo, and empower everyday people to embrace the digital revolution. Whether you're a tech enthusiast, a curious mind, or an industry professional, this podcast invites you to join the conversation and explore the future of AI together. The Brave Technologist Podcast is hosted by Luke Mulks, VP Business Operations at Brave Software—makers of the privacy-respecting Brave browser and Search engine, and now powering AI everywhere with the Brave Search API. Music by: Ari Dvorin Produced by: Sam Laliberte  

Mark is a founding partner and President of Alpine. Mark also co-founded ASG, the firm's vertical SaaS platform. He has been involved as board member in over 25 past and present Alpine investments. Prior to Alpine, Mark has served in several CEO roles for venture and PE-backed businesses and has over 30 years of experience as an investor and operator. Mark received his MBA from the Kellogg School of Management at Northwestern University and his Bachelors of Science in Industrial Engineering from Lehigh University, where he graduated with honors and served as a four-year letter winner and captain of the baseball team.