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//The Wire//2300Z March 13, 2026// //ROUTINE// //BLUF: TERROR ATTACKS CONTINUE IN THE AMERICAN HOMELAND. WAR CONTINUES IN THE MIDDLE EAST. AMERICAN AIRCRAFT CRASHES IN IRAQ, NO SURVIVORS REPORTED.// -----BEGIN TEARLINE-----  -International Events-Persian Gulf: Last night CENTCOM reported the loss of one KC-135 Stratotanker, which crashed in western Iraq. Rescue operations were conducted immediately, however all six crew members have been confirmed deceased. The incident occurred as a result of a mid-air collision, which involved another KC-135 aircraft that was also damaged.Strait of Hormuz: This morning another commercial vessel was struck while attempting to transit the Strait, which resulted in catastrophic damage to the vessel. The crew abandoned ship, and several crew members remain missing.Turkey: Another ballistic missile was intercepted overnight, as Iranian forces continue to target Incirlik Airbase. This is the third such interception since the war began.UAE: Overnight drone attacks continued to strike Dubai, with the International Financial Center being struck by a Shahed drone yesterday evening.Analyst Comment: Today was also the third day in a row that the UAE has changed their reporting criteria. Social media reports no longer list the total number of drones that impact within their country, with the daily rollup reports instead stating the number of drones and missiles that were "dealt with". Due to the video confirmation of drones impacting within Dubai overnight, these reports are now openly misleading, as the number of successful Iranian strikes remains unreported.-HomeFront-Michigan: Yesterday afternoon a vehicle ramming and small arms attack was reported at Temple Israel, one of the largest synagogues in Michigan. The attack began as a vehicle ramming attack targeting the main entrance to the facility. After the suspect breached the entrance, he exited the vehicle and was engaged by security personnel on site, who neutralized the attacker. Initial reports claim that the suspect also had explosives inside his vehicle, however authorities have not confirmed this yet as the vehicle caught fire during the incident and burned down a substantial portion of the structure, including the suspect. No one but the attacker was killed during the attack.Analyst Comment: The suspect in this case has been identified as Ayman Mohamad Ghazali, a naturalized US Citizen originally from Lebanon. Some sources claim that he conducted the attack due to to his family being killed in an Israeli airstrike on a refugee camp in Beirut yesterday, however these claims cannot be independently verified at this time. Either way, the suspect attacked the 12,000-member synagogue on a Thursday afternoon when almost no one was at the facility, which is an indicator that the terrorist did not have much time to plan the attack. More information is expected later on, as forensic analysis of the remains and vehicle debris is conducted.Virginia: Yesterday a mass shooting was reported at Old Dominion University after a terrorist entered a classroom and began targeting students. Local authorities state that a lone gunman entered an ROTC classroom at ODU shortly before 11:00am yesterday morning, first shooting the instructor, who has been identified as LTC Brandon Shah. Immediately after the first shots were fired, the cadets in the classroom mounted a counterattack, using violence of action to subdue the attacker. At some point during the attack one cadet produced a pocket knife which was subsequently utilized in stabbing the attacker to death. The assailant was found dead by police at the scene after being stabbed 22x times.Analyst Comment: The suspect in this case has been identified as Mohamad Bailor Jalloh, a naturalized US citizen from Sierra Leone and former National Guard soldier who had previously been convicted of attemp

Bum N Zilly finally got around to releasing this episode that we recorded last Friday March 6th. Hope ya'll enjoy the silly outdated sports takes and reviews! 00:11 "Arnold on the Run" and show intro (Suh) 01:41 Terrion Arnold in some trouble?  03:20 Bootless Byll breaks some NFL news  06:33 Bum's LiveScope purchase  08:23 "Price is Right" 12:37 Jim Carrey  13:47 Taylor Decker released and Monty traded  17:11 Free agency potential pick ups for the Lions  22:28 Vikings talk (Brady vs Paul) 24:43 MN State Hockey  26:50 Sabres roaring out of the NHL break  33:16 Sleepy Joe's tweet 34:33 Timberwolves talk  36:04 Laker's losing streak and Ayton ain't him  40:19 NBA championship odds  41:20 WWE Elimination Chamber review  47:16 Quick Winnie story 48:24 Back to the Elimination Chamber review  52:11 Danhausen's list of demands and a curse (Best selling T-shirts WWE) 56:00 The men's elimination chamber review (Random WWE chatter) 59:01 Seth Rollins, Daniel Bryan, Spike Dudley and Lesnar chatter  1:02:58 Randy wins the Men's chamber match  1:04:42 Demolition WWE HOF bound! 1:06:38 Thumb tack spots in wrestling and old PPVs (Mick Foley)  1:10:50 Initial thoughts on Dire Straits "Love and Gold" ("I Need You" Lynyrd Skynyrd) 1:13:13 Outro  1:14:27 Demolition tribute          Want to get your thoughts involved with the podcast?Check us out on Twitter/X @BumNZillyshowEmail at bumandzillyshow@gmail.com

Israel's assault on Lebanon has displaced more than 600,000 people and killed more than 400, according to Lebanese President Joseph Aoun. Plus, Israel is bracing for major attacks from Iran tonight as multiple tankers burn in the Persian Gulf all while President Trump declares victory. What is he basing this on? Learn more about your ad choices. Visit podcastchoices.com/adchoices

In 2024, California voters approved Proposition 1. That ballot measure set aside billions of dollars to add more mental health and addiction treatment beds across the state. But new reporting from our California newsroom partner, CalMatters, has found the initiative hasn't delivered a fraction of the support it promised. Guest: Marisa Kendall, CalMatters It's not just gas prices rising. The attacks on Iran are also causing fertilizer prices to surge by about 30%, just as the spring planting season gets underway in California. But some farmers here have been adopting techniques that aren't just resilient to climate change, but also to the supply chain disruption of war. Reporter: Elena Neale-Sacks, KAZU Learn more about your ad choices. Visit megaphone.fm/adchoices

This is your morning All Local update for Thursday, March 12, 2026

Rhett Bryan on 3HL - Recapping Titans Initial Moves in Free AgencySee omnystudio.com/listener for privacy information.

Rhett Bryan on 3HL - Recapping Titans Initial Moves in Free AgencySee omnystudio.com/listener for privacy information.

Want Exclusive Bonus Episodes, Early Access and Ad-Free content? ⁠Join our Patreon ⁠⁠ The murder of Amy Schulz remains one of the most haunting true crime cases in Illinois history. In 1987, the 10-year-old vanished during a five-minute walk in the quiet town of Kell, leading to a massive investigation and a cross-country manhunt. Discover how forensic hair and fiber analysis, a Montana "hobo camp," and a decade of legal battles finally brought Cecil Sutherland to justice. In this episode, Tyrella and Nikita deconstruct the investigation, the forensic breakthroughs that changed the case, and the enduring legacy of the Amy Center. 00:00 – The disappearance of Amy Schulz in Kell, Illinois. 06:15 – The community search and the tragic discovery in the oil field. 14:45 – Initial suspects and the mysterious lead from a Montana "hobo camp." 23:20 – Forensic Evidence: How dog hair and tire tracks identified Cecil Sutherland. 32:10 – The 1989 trial, the death penalty, and the 2004 retrial breakthroughs. 41:05 – Turning tragedy into hope: The mission of the Amy Center. Support the Amy Center: Learn how they protect and support children at ⁠amycenter.org⁠. Watch: On the Case With Paula Zahn – "From Dusk to Darkness" (S14E11). Support Our AMAZING Sponsors: First Day: Our listeners get up to 57% Off AND a Free Gift with code QUEENS at FirstDay.com.  SelectQuote: Save more that 50% on term life insurance at selectquote.com/queens today to get started. IQBAR: Text QUEENS to 64000 to get 20% off all IQBAR products, plus FREE shipping.  Message and data rates may apply. © 2026 Killer Queens Podcast. All Rights Reserved Audio Production by Wayfare Recording Music provided by Steven Tobi Logo designed by ⁠Ingrid at Penguin Designing⁠ Want access to our first 45 episodes? Grab em here! We've made them available for free to anyone who signs up! Remember, these episodes were recorded when we had no idea what we were doing, so just keep that in mind. The audio isn't the quality we would want to put out now, but the cases are on point! Visit killerqueens.link/og to download and binge all the archived episodes today!Connect with Us: Instagram: @ThisFeelsCriminal TikTok: @ThisFeelsCriminal YouTube: Subscribe to This Feels Criminal for video episodes and deep dives. Inside the Episode:Resources & Case Media: Learn more about your ad choices. Visit podcastchoices.com/adchoices

March 9, 2026Trump had no plan for what would happen in Iran, Initial strikes killed the people the administration thought could take over in Iran, Stopping traffic through the Strait of Hormuz has set off an energy crisis so severe it is threatening the global economy, Ties with Middle East countries are being strained by the spreading war, Increasing pressure over the Epstein files cause DOJ to release some missing documents, Desperate about the midterm elections, Trump attempts to force a vote on the SAVE Act to limit voting.  Trump issues conflicting message about the course of the Iran War. Watch today's recording here: https://www.youtube.com/live/g9TUa1Rwd6U?si=T8_KKcHQZElhpnZ-Get full, free access to Letters from an American here: https://heathercoxrichardson.substack.com/subscribeYou can also find me at:Bluesky: https://bsky.app/profile/hcrichardson.bsky.socialInstagram: https://www.instagram.com/heathercoxrichardson/?hl=enFacebook: https://www.facebook.com/heathercoxrichardson/YouTube: https://www.youtube.com/@heathercoxrichardson Get full access to Letters from an American at heathercoxrichardson.substack.com/subscribe

Leila Rahimi and Marshall Harris discussed a variety of sports topics in the 5 On It segment.

On this episode of HALO Talks, host Pete Moore sits down with Chris Mirabile, founder of NOVOS, for an inspiring conversation about the science of longevity, the importance of preventative health, and the journey from personal health crises to building an impactful company in the supplement space. Chris shares his compelling story of surviving a brain tumor at age 16 which launched his lifelong passion for optimizing long-term health, and reveals how that experience shaped his unique view on wellness and aging. The conversation goes into the challenges of building credibility in a noisy market, and the rigorous scientific process (and team) behind NOVOS' approach. Expect to hear insights on biological aging versus chronological age, the steps NOVOS takes with clinical trials and advisory board selection, strategies for building a mission-driven company, and how to stay authentic amid the wellness industry's hype. Whether you're an entrepreneur, a health enthusiast, or just curious about the future of aging, this episode offers a blend of personal conviction, actionable business advice, and leading-edge science. Regarding a recent Mayo Clinic endorsement Chris says, "Some of the practitioners, including the head of longevity medicine at Mayo Clinic Arizona said, 'I want to recommend this to my patients. I want it readily available at the Mayo Clinic store.' So that, that is something that is really symbolic." Key themes discussed Personal journey inspiring longevity focus Evolution of health terminology: Wellness, anti-aging, longevity Human psychology, short-term vs. long-term health goals Building a respected scientific advisory board Competition in the longevity and supplement industry Scientific validation and clinical trials for NOVOS Measuring and reducing biological age with epigenetic tests A Few Key Takeaways:  1.Personal Health Crisis Sparked a Lifelong Passion: Chris shared how being diagnosed with a brain tumor at age 16 completely reshaped his outlook on health, shifting his priorities from aesthetics and performance to long-term health, disease avoidance, and optimal well-being. 2. The Language of Longevity Matters: Both Pete and Chris discussed the evolution of words used in the industry. Mirabile isn't a fan of "anti-aging," and prefers "longevity," emphasizing a holistic, forward-looking approach to health focusing on long-term outcomes rather than quick fixes. 3. Bridging Science and Supplements with Credibility: Chris described how NOVOS set itself apart by investing years into R&D, building relationships with renowned scientists (like Dr. George Church), and producing clinical trials for their products, standing in contrast to the more hype-driven supplement companies. 4. The Importance of Short-term and Long-term Benefits: A key insight Chris stressed is that compliance is crucial. NOVOS products are formulated to offer both immediate benefits (so users feel a difference) and actual long-term health impacts, supporting both "healthspan" and "lifespan." 5. Biological Age Testing and Results: NOVOS offers an epigenetic biological age test called Novos Age, which Mirabile says is one of the most scientifically grounded tools available. Initial data suggests that consistent use of NOVOS supplements can help users "slow down" or even reduce their biological aging rate. Resources:  Chris Mirabile: https://www.linkedin.com/in/chrismirabile  NOVOS: https://novoslabs.com  Integrity Square: https://www.integritysq.com Prospect Wizard: https://www.theprospectwizard.com Promotion Vault: https://www.promotionvault.com HigherDose: https://www.higherdose.com

Caleb Masters provides his initial review of the sci-fi space adventure Project Hail Mary starring Ryan Gosling on The Cinematic Schematic. The post Project Hail Mary Initial Review appeared first on The Cinematropolis.

Leila Rahimi, Marshall Harris and Mark Grote discussed a variety of sports topics in the 5 On It segment.

The teaser trailer for Lanterns is FINALLY here, and we gots thoughts! Then there's some discussion, spoilers included, of Scream 7 and Project Hail Mary! Be sure to email us your thoughts or call/text us on our voice-mail at 708-LANTERN.

 Interview with Rupert Verco, CEO & Managing Director of Cobra Resources PLCOur previous interview: https://www.cruxinvestor.com/posts/cobra-resources-lsecobr-targeting-low-cost-rare-earths-through-isr-extraction-9181Recording date: 6th March 2026Cobra Resources has reported a strong start to drilling at the Manahill Copper Project in South Australia, delivering wide, high-grade copper intersections that materially strengthen the exploration case for a potentially significant porphyry-related system. For investors, the early results suggest the project could host both near-surface economic mineralisation and the potential for a larger copper system at depth.The drilling program followed Cobra's option agreement over the Manahill project signed in mid-2025. Initial exploration began with geophysical work, including induced polarisation (IP) surveys designed to identify sulphide-rich zones associated with porphyry copper systems. Based on these targets, the company completed an 18-hole reverse circulation (RC) drilling program, with the first four holes now reported.Two standout intersections were returned from the same drilling transect. The first hole intersected 74 metres grading just over 1% copper with approximately 0.25 g/t gold, while another returned 84 metres of copper mineralisation with associated gold. Importantly, these are thick mineralised zones interpreted to represent a true mineralised width of roughly 70 metres. Such broad intercepts are considered highly encouraging at this stage of exploration because they suggest the presence of a substantial mineralised body rather than narrow vein systems.The mineralisation occurs from shallow depths, beginning only tens of metres below surface. This is significant from a potential development perspective, as shallow mineralisation can support lower strip ratios and improve the economics of future open-pit mining scenarios. Historical drilling in the area had already identified oxide copper mineralisation, including intersections such as 48 metres grading 2.2% copper with gold credits, but the latest drilling confirms that the mineralisation continues into the deeper primary sulphide zone.This distinction is important because oxide copper can often be processed using relatively low-cost heap leaching, while deeper sulphide mineralisation is typically processed through conventional flotation circuits. A project containing both zones can benefit from a phased development approach—starting with lower-capex oxide production before transitioning to sulphide processing as the operation expands.Geologically, Cobra believes the mineralisation may represent a skarn-style system linked to a larger porphyry copper intrusion. Evidence supporting this model includes the presence of intrusive rocks such as quartz monzonite and diorite dykes intersected in drilling. In addition, the company has identified molybdenum mineralisation, with standalone intersections up to 10–12 metres grading around 0.1% molybdenum. Molybdenum is commonly associated with fertile porphyry systems and may act as a vector toward the core of a larger copper deposit.The broader exploration footprint also supports the potential scale of the system. Cobra has already identified approximately 1.6 kilometres of mineralised strike length and mineralisation extending 300–400 metres vertically. Based on the mineralised widths and grades encountered so far, management estimates that the currently intersected zone alone could host around 500,000 tonnes of contained copper metal if continuity is confirmed.Importantly, Manahill appears to be part of a larger porphyry province, and Cobra has several additional targets across the project area. These include Netley Hill, where a previous drill hole intersected 350 metres grading 0.1% copper from surface, suggesting the possibility of large-scale bulk-tonnage mineralisation. Another target, Annabella, also shows promising geological indicators.Cobra still has results pending from the remaining 14 holes in the current drilling program, which will help refine the geological model and guide the next phase of drilling. The company already holds permits for 29 additional RC holes and three diamond holes, allowing it to quickly follow up on the discovery and test deeper targets.For investors, the key next steps will be confirming the scale and continuity of the mineralised system. If drilling continues to deliver similar widths and grades, Manahill could evolve into a multi-million-tonne copper system within a highly favourable mining jurisdiction.—View Cobra Resources' company profile: https://www.cruxinvestor.com/companies/cobra-resourcesSign up for Crux Investor: https://cruxinvestor.com 

How do you run an offsite that actually changes performance — not just conversations? In this episode, Travis Timmons and Kelly Allan share with Andrew Stotz what happened during the Fitness Matters off-site. They discuss how a Deming-inspired approach helped their team tackle a critical business aim, align around system improvement, and turn employee engagement into measurable competitive advantage. TRANSCRIPT 0:00:02.5 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Travis Timmons, who is the founder and owner of Fitness Matters, an Ohio based practice specializing in the integration of physical therapy and personalized wellness. For 13 years, he's built his business on Dr. Deming's teaching. His hope is simple. The more companies that bring joy to work through Deming's principles, the more likely his kids will one day work at one of those companies. And we also have a special guest, Kelly Allan, who is a long term practitioner of the teachings of Dr. Deming. And he's also been instrumental in bringing the teachings of Dr. Deming to Travis and Fitness Matters, and particularly to this offsite. So the topic for today is how a Deming style offsite can strengthen your company's competitive advantage. Travis, take it away.   0:01:01.4 Travis Timmons: Hey Andrew, thanks again for having us and super excited to share with Kelly and your audience how our offsite went a couple of weeks ago. The short answer, kind of the upfront, is it was amazing. We had fun, number one, which is always important, but engagement from the team was through the roof. For four and a half hours straight. We worked on the work together and had Kelly there to make sure we were appropriately following Dr. Deming's teachings. Had Kelly there to facilitate and a couple of fun things we did. One was the red bead experiment, which I'm sure we'll talk about as we go through the conversation here. The short answer is I know in the last podcast we talked about the preparation that Kelly worked with myself and our leadership team on in preparing for a Deming focused and led offsite. We did that and it was just amazing. What were your thoughts, Kelly?   0:02:06.4 Andrew Stotz: I'm curious, Kelly, as an outsider helping them, observing, what are your observations of how it went?   0:02:14.2 Kelly Allan: I think there was just incredible energy and interest in figuring out some of the challenges ahead for the company. People came in well prepared and it showed. The interactions in the breakout groups, interactions in the full groups. Often when you're in a full group of 60, 70 people, folks are often, especially new folks, and the company's been growing and adding new people, new folks are often somewhat hesitant to speak up. But the culture of the people in that room, the culture of the organization is bring it on, let's have a conversation, let's hear what people have to say. Let's share theories, let's get down and debate and wrestle with some of these things that are not easy. There's no low hanging fruit here. It's complex stuff in a complex and highly competitive industry.   0:03:28.9 Travis Timmons: Some of the feedback we received, I think I shared last time, Andrew. As Kelly said, we've hired several new team members and they've all shared with me just a breath of fresh air from where they came from before. The power of this offsite with it being focused on some of the core teachings of Dr. Deming allowed them to see how is this different? They know they like it, they know the culture is different. They know they can provide care the way they want to. They know they can have a voice, have an impact on the system. But they didn't really know why they just liked it. Having a Deming focused offsite to explain a little bit, you can't fully explain Dr. Deming in four and a half hours, but we covered quite a bit. Make the system visible, operational definitions. What are a couple other ones with the red bead, Kelly? We did some tampering.   0:04:28.8 Kelly Allan: Making sure that we're not being confused by visible numbers alone. That what's important is how we work on the system so that we're not doing special efforts all the time to get great results. It's built into how we do things.   0:04:43.8 Travis Timmons: To Kelly's point, part of why our team, for four and a half hours we had over 50 people all in, sharing thoughts without hesitation because one of the things we talk about in the very beginning of the meeting, one of Dr. Deming's core philosophies, if that's the right way to put it, Kelly, correct me if I'm off base here, but 96% of issues within an organization are system issues, not people issues. When you put that out there, we're here to talk about the system and improve it and make it visible. We're talking about problems with systems and processes, not people. Then the gloves are off and let's dive in and we're gonna say whatever's on our mind and there's no drama, there's no feeling of any backstabbing or throwing under the bus. We just get to work on making the system work better for everybody. That's where it's fun and fast.   0:05:41.9 Andrew Stotz: What I'm hearing is that Dr. Deming, my favorite quote is "people are entitled to joy in work." And part of the key to joy in work is contributing. People want to contribute in life. I love that word because I think everybody wants to feel like they're contributing to a mission, to an aim, to a goal, to a team. And one of the biggest problems we have these days is siloing off people and getting them focused on this little area and missing the whole bigger picture. And so to some extent, you've proven through what you've done that people really do want to contribute. Throughout this discussion, what we're gonna be talking about is this concept of Deming style offsite. And I'm gonna push back at times to try to make sure that we're clear on what's a Deming style offsite. Because it's not to say that Dr. Deming said this is how you do an offsite. But what we're talking about is your interpretations of how do we apply this thinking to this particular meeting style and offsite and ensure that we're true to that.   0:06:56.6 Andrew Stotz: One of the first questions I would discuss is just the idea that maybe you just had a really open, caring environment. And so is that Deming or was that just that? Or maybe you did a lot of prep. You guys have done a tremendous amount of prep. That's what I was impressed about in our prior discussions. Maybe you prepped, maybe you focused on the one thing. Those types of things is what could go through people's minds. Why is it that you're calling this a Deming styled offsite?   0:07:34.9 Kelly Allan: Well, I think in part it starts with Deming's teachings and continued Deming's teachings. I think it might be useful to start with the aim, to have Travis talk about the time that he spent researching and thinking and what's going on in the industry. And even though we can talk later about their industry leading statistics and data and recognition etc, it's off the charts. It starts with the aim. And Dr. Deming said let's be focused on the aim. And so there are a couple, Travis, you wanna just talk about the content aim and then we can talk about even a more cultural Deming cultural aim.   0:08:21.1 Travis Timmons: That was one of my early learnings years ago, Andrew, was the difference of an aim versus a goal. And so from the perspective of this offsite through the Dr. Deming lens, our aim as an organization is to maintain one to one care because we believe that results in optimal outcomes. And it's very rare in our industry to have one to one care. Part of how we do that is we have to be industry leading in everything we do. And the thing that we are industry leading in, but I feel it was the one thing that we could improve upon was our arrival rate. Patients get better if they show up, team members are happy, they don't want holes on their schedules. Referring physicians are happy. Everybody wins. So that aim of a higher arrival rate was our aim of this offsite and conversation.   0:09:17.6 Andrew Stotz: Can you back up just for a second and define arrival rate for those that didn't listen to prior discussions on it?   0:09:23.9 Travis Timmons: Sure. Arrival rate is a visit we have on the calendar. Do they show up or do they cancel? And part of what we worked on and a little bit of an aside here is operational definition of what's a cancellation on our schedule to make sure we're measuring what we want to measure. A funny aside, competitors, we hired several new team members came from other organizations and they tout an arrival rate that is high, like 92% arrival rate. Right.   0:09:55.9 Travis Timmons: And I asked them in the meeting and Kelly will remember this, I said, I know your institutions claim a 90 plus percent arrival rate. Did you have a 92% arrival rate? And they said, absolutely not. But they had people on their team, for example, the front desk might have been bonused based on arrival rate. So how they would take visits off of the calendar would not negatively impact arrival rate. So we talked a lot about operational definition and our aim is to study what we want to study, not to tamper or. Kelly, you share your favorite saying. There's only three ways to get better numbers, and those are   0:10:39.6 Kelly Allan: Manipulate the numbers which you were referring to from another company. Manipulate the system that gives you the numbers. So that also kind of fits with, well, we're not gonna call that a late arrival or a late cancel or a non arrival. We're gonna call that something else so we can manipulate the numbers. And then the third way, which was Deming's way, which is how do we figure out how to improve the system so that late arrivals go down. So that they're a natural part of what we do when people show up, the patients show up when they need to.   0:11:14.6 Travis Timmons: Yeah. And I think that's one of the things to your point earlier, Andrew, is was it just a happy go lucky meeting because Travis and Kelly have great personalities. Well, we know that's not true.   0:11:26.9 Kelly Allan: Speak for yourself.   0:11:29.3 Travis Timmons: But no, I think anymore people know when they're working on something meaningful that's gonna have an impact on their lives or where you're just there to drink coffee and have snacks. People don't suffer fools, right? They want to be there. To have a team of 50 plus people leaning in for almost five hours doesn't happen just because it's a fun environment. To your point, it's the right question to ask. I appreciate you asking that. It comes down to they understand that we're a Deming organization. They understand that what we're talking about is gonna be implemented in a Deming way. We'll talk about that more as we go on, but that, to Kelly's point, was starting with the aim. Our aim is improving arrival rate. How do we do that? That's where the Deming offsite comes into play. Kelly and I and our leadership team worked on, okay, how do we best convey this problem and this aim to our entire team rather than just five or six leadership people working with Kelly and just coming up with our own ideas and then spitting it out to the team at a monthly meeting?   0:12:47.8 Travis Timmons: The power of them owning and seeing the problem and then working on system improvement is the power of that is unmeasurable, as Dr. Deming would say.   0:13:03.1 Kelly Allan: Yeah. I think we talked about the aim to be able to continue to do the one-on-one care with patients because most companies are doing two patients, one physical therapist, three patients. Locally here in Columbus, Ohio, where Travis and I are at, we sometimes hear about classes of five patients with one physical therapist. Physicians and insurance companies, these people are not getting better. Right? These people are... Or if they get discharged, 'cause that's a way to get a better number. "Oh, we got them out." But they come back because they're not really healed. They don't really know how to take care of themselves the way they do when they come out of Fitness Matters. One of those overarching aims has to do with building the culture even further so everybody understands the why behind the what. We could say the what is how do we increase those arrival rates, and then the meeting was about the how we're gonna figure that out, how to do that. But the overarching piece had to do with the why. Why does this matter?   0:14:16.9 Kelly Allan: How do we see...If we see the organization as a system and we use a fishbone chart as a way to visualize some of that, everybody can see handoffs. Everybody can see how different parts of the system, of that patient journey, that patient story, intersect and how what happens upstream affects downstream and how the feedback loop from the discharge point of a physical therapist discharging the patient, how that can wrap back into the understanding of the customer care coordinators and how they can work with that at the very beginning of that relationship with the patient. It's all a part of a system, all a part of continuous flow. We wanted to make sure that everybody, especially the new people, really had a visual, a view of the organization as a system and how they interact. Part of those weeks of planning, it wasn't every day all day long. You start with some ideas, you refine them, you get some research, you refine them, you refine further. Travis spent a lot of time on that. Part of that value is time for reflection, time to have the others on the leadership team weigh in, give their points of view so that we're really seeing this from a fishbone perspective as well.   0:15:44.5 Kelly Allan: So now we can go into that meeting with everybody, and their homework was in part the fishbone with some instructions on how to do that and some examples of how to do that. And that was pre-work. So people came into the meeting already successful. They had already figured some things out. This just gave launch, just gave liftoff to the energy. They'd done this work, to your point, Andrew, they're making a difference, and it just fed on itself. The output was stunning.   0:16:21.0 Andrew Stotz: Travis, I'm gonna write your company aim as I heard it from you, and that is, or from both of you, is maintain one-to-one care. It's best, it's rare, it works. And the off-site aim was different from the company aim. It was the number one thing that we can do to improve that company aim is improve our arrival rates. Correct?   0:16:51.4 Travis Timmons: 100% correct. And you talk, I think you used the term silos earlier, Andrew. Part of the aha moments and making the system visible and working on this and building culture and teamwork, when everybody sees the complexity within your organization and understands that, there's a lot more willingness to support, like, "Hey, we need to change this process at the front desk," even though it may not be optimal for the physical therapist, as long as it achieves our overarching aim and improves joy in work for the front or less friction for a client coming in. Now the team starts to see and understand, all right, that's a system win rather than silos or turf wars. The amount of energy that is spent on that in organizations is... I couldn't do it.   0:17:52.9 Andrew Stotz: Another thing I think that would be difficult for many people with an off-site is you just had one aim. If we were doing prep in the companies that I know and I own and others, we're gonna list out 17 things we want to talk about in that four-and-a-half-hour off-site. From your perspective, why is it so important to get this one focus, one aim? And then I want you also to tell us more about how it went. We've set it up now, so just one last thing on the setup is this idea of focusing on one thing when you've got 17 different problems in our company and we got everybody together and you're telling me just one thing.   0:18:40.5 Travis Timmons: Well, and Kelly can chime in here because he was instrumental in getting us from pre-work to meeting day. But part of it, that's why it's two-and-a-half, three months of work leading up to this. We had the aim of arrival rate. All right, what are we gonna do? A lot of different ways we could have tackled that. We landed on fishbone and making the entire system visible. And that turned out to be the right move. I think Kelly can correct me if I'm wrong.   0:19:15.0 Kelly Allan: I would agree.   0:19:16.0 Travis Timmons: So we started with the aim and it's like, okay, how do we get 50 people to work on this together? Dr. Deming says make the system visible. And so we chose to do that via a couple different breakouts of a fishbone. And to your point, Andrew, when we did that, now there's understanding of complexity and then where are the biggest opportunities? Because we have seven things we're working on to achieve that aim. There's gonna be three or four large PDSAs. We're doing a software upgrade, which in and of itself... And a funny aside, so our organization's been doing the Deming approach for 13 years. Right, Kelly? We announced that we're changing softwares at this meeting. Right.   0:20:13.7 Travis Timmons: Everybody was like, "Okay, let's do it."   0:20:17.4 Kelly Allan: Unheard of. I see a lot of companies, that's usually panic time.   0:20:23.5 Travis Timmons: And it was announced at the beginning of the meeting. Any questions? "Nope, sounds like the right move for our aim."   0:20:32.3 Kelly Allan: Well, Travis, you provided the why behind the what. The what was that we have to change the software. You provided the rationale from all points of view, including from internal people who deal with the software to making it even less friction for customers and for physicians and for insurance companies, etc. People understood the why behind that what, and now they're ready to work on the how.   0:21:06.4 Travis Timmons: And I would even argue, because I agree with that, and because we've done Dr. Deming and have had success and accomplished so many things that people don't believe we've been able to accomplish as an independent organization, having lenses to look through and "by what method?" That's one of my favorite Kelly Allan-isms. By what method?   0:21:33.5 Kelly Allan: That's a quote from Dr. Deming.   0:21:36.0 Travis Timmons: Oh, okay. We're good.   0:21:38.9 Andrew Stotz: We stand on the shoulders of giants.   0:21:41.6 Travis Timmons: Yeah. There's a high level of trust in our organization that we can implement change. I think that...   0:21:51.3 Kelly Allan: I agree.   0:21:51.8 Travis Timmons: I don't want to undersell that in terms of how powerful that is that I announce we're changing our entire operating software in a few months and the entire team was... And we told them why, to Kelly's point. But to make that announcement and then just have everybody say, "Okay. Cool." I think that's crazy to me. I believe it because of everything else I've seen happen over 13 years. But to have a way, by what method, using Dr. Deming's principles, PDSAs, operational definitions, system view, we're gonna diagram it. Everybody left there confident that, "All right, we can do this and we're gonna do it." Anyway, what would you add to that, Kelly?   0:22:40.9 Kelly Allan: Yeah. I would say that fulfilling the promises that have been made at previous offsites just builds the credibility that this leadership team gets it, understands it, and is interested in engaging people and making things happen and getting things done in a way that doesn't disenfranchise people, it doesn't beat up on people, it doesn't cause harm, but people work together because they wanna figure it out. It's fun to figure it out. Yeah.   0:23:17.5 Kelly Allan: It can be at times a little too much fun, a little too exhausting to figure it out. But we're born wanting to make a difference and people can come to work there and know that they have a voice, they're heard.   0:23:33.1 Travis Timmons: And I think that's our superpower that I've learned from Dr. Deming is if I'm the only one figuring stuff out, we're in trouble. We're in trouble. So the team knows that we're gonna bring stuff, we're gonna talk about it, and we're gonna solve problems collectively through the Dr. Deming philosophy. That's something that just popped in my brain, Andrew, because it was such a non-event. But in most instances, that would have been the entire meeting would have been about that, the side conversations, people coming up to me...   0:24:15.0 Kelly Allan: And Travis, there would have been a lot of discussions at a non-Deming company about, "How do we get buy-in?"   0:24:22.4 Travis Timmons: Right.   0:24:22.8 Kelly Allan: "How do we manipulate people into saying this is okay?" We didn't have any...We didn't spend a minute on that.   0:24:30.5 Travis Timmons: Not one person asked me about the software the entire evening at dinner. It was just like, "We're gonna do it." It just struck me because it was a non-event in the meeting, but I think that would have been rare had we not had our history of Dr. Deming's approach and how we presented it in the meeting.   0:24:52.9 Andrew Stotz: Kelly, you said something that made me think of a book that I read in the past by Richard Feynman called The Pleasure of Finding Things Out. Great scientist. You talked about contribution and the desire for contribution and you talked about how people were figuring things out. And that's fun, that's exciting. That's what people want to get out of their management team and out of their employees. In some ways, I feel like you're talking about recess, a playground. Put all that stuff aside, let's go out and let's build this thing. All the joy that we did have when we were young. Think about, "Let's make a sandcastle! Yeah, you do that, I'll do this." That excitement...   0:25:45.0 Kelly Allan: That's what it was in the room that day. Different breakout groups working on different parts of the fishbone and then bringing them together and debriefing around it. It was very exciting. The energy was high. Andrew, you mentioned something, I think in part you were channeling Dr. Deming there because he also pointed out about how we're born wanting to make a difference, to make a contribution. Then we go to school and that gets beaten out of us with grades and command-and-control teaching, et cetera, et cetera. But to your earlier question about what makes this unique, special in regard to Deming, Travis mentioned the complexity. And so we go right back to the core of Deming: understanding variation and special cause, common cause, the important few things versus the trivial many, and how do you sort through those? That makes it very Deming. It makes it very Deming. The other thing that you won't see, and I've been in a lot of them through the years, in most offsites is those conversations about the why. It's usually, "Competitor's doing this," or, "We gotta make more money," or whatever.   0:27:01.0 Kelly Allan: No, the why for Fitness Matters is to achieve those aims. Right.   0:27:07.1 Andrew Stotz: Some of the things that you mentioned: have an aim, what makes this a Deming style, have an aim, think system, not individual focus, understand variation and how that can help you think system, not individual focus. You talked about pre-work, taking it seriously, and I would say that kind of responsibility for your employees and the environment. I was blown away with the amount of pre-work that we talked about previously. You talked about some tools like fishbone as an example. You've talked about the why. Travis, why don't you give us a very high level... We arrived at this time, this was then, we did this first, then we did that, then that. So we can just understand the structure of this meeting a little bit.   0:27:59.5 Travis Timmons: Sure. We've been big on operational definitions. So the operational definition of start time is Travis will start talking at 12:30 to start the meeting. Learned that one over the years. And I...   0:28:18.2 Travis Timmons: It was at a new location, so we had a couple people go to the wrong place. We put the map inside of the homework, swim upstream, try to make this as easy as possible. But to answer your question, we had an operational definition of the meeting starts at 12:30, and that means the meeting begins at 12:30. Operational definition, we had name tags. From an efficiency standpoint, we had six tables when we were going to do breakouts. People picked up their name tags, it had number one through six on it, so they know what table they would be going to at breakouts. We did a quick intro of every team member and what location they work at because we have had a lot of growth. Put names with faces, introduced Kelly so that everybody knew who he was. There's probably 11 people that didn't know who he was in person introduction and how that was going to be diving more into Dr. Deming. I made it very clear up front that this meeting, we're going to celebrate wins from 2025, but I made it very clear we're going to go through those quickly, not because they weren't huge wins, but because we had a lot of work to do to make sure we stay on that growth and excellence trajectory.   0:29:38.2 Travis Timmons: So we went through all of our wins for 2025. We reviewed our BHAGs, and then we got into the aim. In 30 minutes, we introduced everybody, we went over our wins for 2025, we reviewed our BHAGs, one of which is to be the best, leverage technology better than any physical therapy practice in the country was one of our BHAGs. Then I dovetailed that into, and we're switching softwares in a few months. Any questions? No. We go right into, here's what we're going to be working on today, referenced they're going to be using their homework, so they brought their homework booklets with them. We had PowerPoint slides so they knew what the directions were for the first breakout group. Kelly and I got there early and some of the leadership team got there early. We had the table set. We had the, I call it newsprint, up on tripods ready to go. You want to be prepared. They hit their tables because of the name tag. We had leaders assigned for each table.   0:30:50.1 Kelly Allan: And they were trained in advance. Yeah. Facilitators. Yeah.   0:30:53.5 Travis Timmons: We had leadership.   0:30:54.7 Andrew Stotz: So there was an intro period and then you said, "This is our aim and now go to your tables," or how did that... What were you telling them to do at the tables?   0:31:06.0 Travis Timmons: We told them the aim, reviewed the aim. To your point earlier, Andrew, overarching aim is maintaining our one-to-one care model.   0:31:14.0 Andrew Stotz: Yep.   0:31:14.7 Travis Timmons: Our aim of the meeting is how do we improve our arrival rate as an organization to greater than 85%? One of the ways we're going to accomplish that is making the entire system visible. We're going to go to our tables and we're going to work on... We had the fishbones drawn at each table, but we wanted them to fill in the fishbone as groups from their homework because everybody brought different ideas to the table. We wanted some conversation around that.   0:31:44.2 Andrew Stotz: That was a general fishbone. I think I remember later you talked about then breaking it down into separate fishbones, but that was just a general one to review what they'd done.   0:31:54.8 Travis Timmons: General one, work on the work together. To Kelly's point earlier, just the energy around working on ideas or, "Hey, I hadn't thought about that," or, "I didn't even know we did that in our system." Right.   0:32:07.0 Travis Timmons: Just understanding the complexity and really just getting the juices flowing on, here's what we're going to be working on because the next layer is going to be diving deeper into each one of those.   0:32:18.5 Andrew Stotz: How long was that period of going through the first fishbone and looking at their homework, discussing it together? How long did that last?   0:32:27.7 Travis Timmons: That one was a half hour because they'd already done the pre-work, so we assumed most of it was already going to be done. It was just kind of...   0:32:38.4 Andrew Stotz: Did you have them present any of that or that's just, "Go through that and that'll prep you for the next thing"?   0:32:46.0 Travis Timmons: We had them spend 25 minutes on that and then we saved room for five minutes for them to have kind of sharings or learnings or ahas. What did this experience teach you? Do you have anything to share?   0:33:01.9 Andrew Stotz: They're doing that within their group or they're doing that...   0:33:05.1 Travis Timmons: We went table by table and had them share with the entire team. Table by table, we had the team lead or anybody at the table, "Hey, what'd you think? What'd you learn?"   0:33:14.3 Andrew Stotz: Someone may say, "I didn't even realize that this impacts that and I just realized that now after seeing it." Okay.   0:33:24.0 Travis Timmons: Yeah. What are some of the things you heard, Kelly? I heard, "Oh, this is complex."   0:33:29.8 Kelly Allan: I also heard things like, "Well, I know how to handle this, but I need to define a process so that if I'm out, someone else can do it." Right? It's those kinds of little aha moments. Others were just, "Oh, is there a way for us to systematize that even further?" Again, it was that thinking about the system coming out in their comments. I think another part of the appreciation was really recognizing that a lot of people have to win. Deming talked about win-win being very stable and win-lose is not. They wanted to make sure the patients and the clients win, the physicians win, that the insurance companies are getting what they need, that the PTs and the Pilates people and the MAT people, etc., and the customer care coordinators are also having joy in their work. Because when you have a joyful staff, customers, clients really appreciate that. They just know there's something different. There's something different.   0:34:42.0 Andrew Stotz: And one question is, did you have any drift at that point where people started talking about other things that were unrelated but were key problems they're facing, or was setting your aim and doing the pre-work really kept them on track?   0:34:56.8 Kelly Allan: Great question. Yeah.   0:34:58.5 Travis Timmons: They were focused. They were focused the entire meeting. One of the things I learned it from Kelly or Ray, or maybe you taught Ray, I don't know, but we have a piece of paper we put up at every off-site, Andrew, we call it the parking lot. So that if somebody does have an idea that's outside of what we're there to tackle, we just have them go up and write it down so that they're heard, and it could be important, for sure, but we're not working on that today. We gotta stay laser-focused on what we're here for. So we have a parking lot, which has been super powerful, but nobody went to the parking lot the first half of the day at all.   0:35:39.2 Andrew Stotz: That's good. That's better than the woodshed. Excellent.   0:35:43.5 Travis Timmons: Speaking of the woodshed, this is one of my... I think this is one of the critical learnings, one of the many critical learnings I've had with Dr. Deming and the approach to leadership's responsibility. For me as the owner, at the end of the day, the buck stops with me, is to create joy in work, to create engaged teams where they can do fulfilling work. So you talked about the woodshed. It reminds me another one of my favorite quotes. A lot of owners or leaders talk about, "We have a lot of dead wood around here. Have a lot of dead wood on our team." The first Deming off-site I went to, Kelly said, "Well, there's only two ways that could have happened. Either one, you hired dead wood, and if you did, that's on you with your hiring process. Or number two, you hired live wood and you killed it. Either way, it's on the owner and leadership."   0:36:52.4 Kelly Allan: And I stole that from Peter Scholtes.   0:36:55.5 Andrew Stotz: Okay, got it.   0:36:57.0 Travis Timmons: But that struck me in terms of, okay, responsibility's on Travis to ensure we don't have that. Can't point fingers anywhere else. It's not people coming in with bad attitudes. So anyway.   0:37:15.8 Andrew Stotz: Okay, excellent. So now you've had the general fishbone discussion, you've had people present what were their key learnings from it. What happened next?   0:37:26.6 Travis Timmons: Just some quick aha's, anything from the homework, stuff like that. And then from there we did a couple-minute break and then we went right into the...   0:37:37.9 Andrew Stotz: It sounds like a HIIT, like a high-intensity interval training here. We did a couple-minute break.   0:37:44.6 Travis Timmons: We had work to do, man. People were there to get work done and get on to dinner. We had snacks and water in there they could grab real quick. Restrooms were close. And then agenda, we've gotta stay... And the team understands we have to do what we're doing, we have to be excellent in all categories. So the next thing we did, we came back together as a team, the entire team, and Kelly did the red bead experiment in preparation for the next breakout. Super powerful. For those that have seen the red bead experiment and how Dr. Deming used that to show how the willing worker shows up wanting to get all white beads, right? And the white bead, it's the white bead company, but there's red beads intermixed. No matter how hard they try, or Kelly offered a hundred-dollar bonus to somebody if they would just only bring out white beads the next time they put their paddle in, and it just had that visceral, in-the-moment realization that people show up wanting to do a good job. And issues, so the red beads were what we called cancellations impacting our arrival rate. Therapists want their patients to show up. Front desk wants, the client care coordinators want their patients to show up. Physicians want their patients to show up. So what do we need to do? It can't be bonus them if they show up or just try harder. What's not working? So that was a great...   0:39:23.4 Andrew Stotz: Why don't we go to that for a second. We're gonna have Kelly, maybe you can tell us a little bit about what you observed from that, and then we'll continue on with the rest of the structure.   0:39:36.2 Kelly Allan: Well, the way we set up the red bead experiment was very much focused on the real challenges and real issues that everybody at Fitness Matters faces in terms of this topic of increasing the arrival rate and how complex that is. I think the red bead experiment demonstrates for not only the people who are the willing workers and the people who are the inspectors and the person who is the scribe who keeps the spreadsheet, they realize that the numbers alone are not telling us what's going on. They realize that unless there's a system improvement, process improvement, and people working together to make those happen, you can bribe people, you can incent people, you can threaten people, you can send them home, you can give them a performance appraisal, you can do every kind of command-and-control management, but you haven't improved the system in which people work. There's still red beads. There's still red beads. We have to reduce the friction, we have to change the paddle. We have to figure out how it is we can help make it possible and easier for clients to want to show up so that they can get healthy and so that they can really appreciate what happens when they don't show up, how they are a part of the system. Once they become a patient, they're a part of the system of Fitness Matters.   0:41:18.3 Andrew Stotz: I'm just curious if there was also anything different. You've done the red bead experiment a lot of times with a lot of different types of companies. Were there any observations you had of the way they interpreted that that was either the same or different? What were some of your observations there?   0:41:37.7 Kelly Allan: Well, we planned it so that Travis and his leadership team could really do more of the debriefing so that they would have the context for the people in the audience as well as for the people on the stage, versus just a more generic, which is still powerful, to talk about how the system's in control and is this a common cause system or a special cause, what's really going on. Travis and his folks were able to then bring that context to the red beads, which I think made it especially powerful for this audience, for this group.   0:42:16.2 Andrew Stotz: Excellent. Travis, why don't you continue?   0:42:22.0 Travis Timmons: As Kelly shared, the leadership team debriefed after the red beads of the learnings and how that might be. The red beads were the cancellations that we currently have. Then we introduced, "Okay, now what we're gonna do is go do a deeper dive into the fishbones." There's five primary parts of our system, five bones. Each bone we're now gonna break out and work on the granular details. We did a fishbone for each of the larger bones.   0:43:01.8 Kelly Allan: Why don't you give a couple examples of the bones if you have it handy?   0:43:07.3 Travis Timmons: First bone is what we call initial contact. The first time a client has an interaction with Fitness Matters. Could be website, could be a physician referral, could be a neighbor talking to them, could be driving by. Initial contact, that's bone number one. How does that entire process work at Fitness Matters? Where's the friction point? Are there people that we don't even get into our door efficiently? They're not coming in set up for success, for example. Next bone would be setting them up for the evaluation. Third bone is evaluation day. Fourth bone is every subsequent visit up until discharge. And the fifth and final bone is discharge to ongoing wellness and how do we continue to stay connected? Those are the five bones as you flow through as a client at Fitness Matters, and the five major gates, if you will, is how we looked at it.   0:44:07.8 Kelly Allan: Every one of those is filled with complexity. There are a lot of little details to reduce the friction for the clients and for the system, for the patients in the system. I think that was an aha moment for people as well because a lot of them are in the quadrant four of unconscious competence. They've been doing this job well for a long time and they tend to forget the complexity. We have to identify the complexity so we can work on it and make it less complex, more streamlined, and so new people coming in can appreciate why Fitness Matters makes informed, thoughtful decisions about how they do things. It didn't just happen. These have been thoughtful things that have been worked on for years, but they can still be improved further and we can document them and make them more visible. When people saw all those little bones coming off the main bones, it's like, "Wow, there's a lot of little things that happen and we can impact almost all of those."   0:45:18.1 Travis Timmons: In some of the work we've already done on the bones to already have industry-leading arrival rate, but I think we can do better. We're one of the few, maybe one of the few medical appointments people have in their lives, not just physical therapy, but in general, that you go to do a medical appointment, do you know what it's gonna cost you out of pocket before you show up? Generally, you don't. We've swam upstream to make that visible to clients, so they already are coming in knowing what the cost is gonna be and are we providing that value? Just an example of, okay, can we swim further upstream with that and make it easier to pay and make it visible on their insurance deductible and all of that?   0:46:05.9 Kelly Allan: Well, and also, Travis, I think... I was just gonna say in terms of how many times have people been to a doctor's office, they've had to fill out a whole bunch of forms either online or in the office and then nobody ever looks at it. Something that Fitness Matters has been a leader on for a long time, which is how many of these questions are really required? How are we really gonna use that information? Let's not have seven pages. Can we get it down to four? Can we get it down to three? And increase... Because remember Deming's teachings are quality goes up as costs go down. Quality goes up as we have to commit less time. Quality goes up as joy in work goes up. Right? So that's that Deming structure of, no, quality does not have to cost more. In fact, Deming said if you're doing it this way, quality will cost less. And that's in part how Fitness Matters can compete against these big, big companies and win. I think, Travis, you've gotta share some of the statistics about what makes Fitness Matters an industry leader. What kinds of things are measured that you and others look at in the industry?   0:47:17.8 Travis Timmons: One of the big things in the physical therapy industry, Andrew, is what they call outcomes. They're measurable questionnaire by body part that you have a patient fill out at evaluation day and at discharge day, and it gives you a percentage of... In our industry, they call it functional ability. Are you 100% able with your shoulder or do you have a 60% disability with your shoulder? For example, across all body parts, we're 30 to 40% above national average on our outcomes. Not even close. Because of the efficiency, our patients show up. Again, the one-to-one care model is why it's our true north, and everything we do has to support that because of those industry-leading outcomes. Our no-show rate is one of the other things we define. Again, something we're working to improve upon, but we're already nation-leading. Our definition of a no-show is 24 hours notice up into a no-show. Most companies in our industry only call it a no-show if the patient just doesn't show up. With our definition of 24 hours notice or less, we're at 4% to 5%. National average of true no-shows, just not showing up, is 15%.   0:48:45.8 Andrew Stotz: Yeah, I can imagine even probably higher than that, but 15, yeah.   0:48:49.7 Travis Timmons: 15 to 20% depending on the research. Just two examples there. The Deming approach to system thinking, team engagement, getting rid of silos, operational definitions. To Kelly's point, we worked years ago on that initial client intake. I used an example several years ago around the time we were working on that project. My one son, got him an Apple iPad for Christmas. Other son got an Xbox 360. One product we got out of the box and turned it on, it was fully charged and ready to go in about 37 seconds. The other product took all kinds of unpacking, had to plug it in, and as soon as it came up, it said software upgrade required, and it proceeded to spend the entire day of Christmas downloading the update. We just use that as an example of how hard is this? We want that same experience for our clients. How do we make it an unbelievable healthcare experience for our clients?   0:50:10.1 Kelly Allan: Well, and Travis is being way too modest here, so I have to jump in. I don't know if I have the numbers exactly right, but Travis will correct me. Let's say you have an injury or you're recovering from surgery or whatever it happens to be, and the industry average is it's going to take 17 visits with a physical therapist for you to be at some level of functionality. At Fitness Matters, it might be 13 visits. Travis, is that too high?   0:50:42.3 Travis Timmons: 10.   0:50:43.1 Kelly Allan: 10 visits. 10 visits. So cut it in half. They're getting better in half the time. That's Deming.   0:50:52.9 Travis Timmons: Yeah.   0:50:53.3 Kelly Allan: Quality goes up, costs go down. Which is why Travis then can... Insurance companies also love them, right? It's like, wow, these people are getting better and they don't circle back just because they were... Operational definition is they're well. Discharged by somebody else, oh yeah, they had their 17, 18 visits, 19 visits, they're well. No, they're not. They come back or they go somewhere else and they're claiming insurance again. Fitness Matters, they learn how to stay well.   0:51:22.4 Travis Timmons: And that brings in another important thing that we've learned over the years, Andrew, with the Deming approach. Our data is industry leading, and we've worked hard at that. And we've got a great team that works within the construct that we've created through Deming. To get back to the unknown or unknowable quote that Dr. Deming would use, our marketing costs are low because patients go back to their physicians and say, "Hey, this is the best PT experience I've ever had." And after they hear that four or five times with us and they get complaints when they send them elsewhere, all of a sudden we start getting referrals from these doctors we've not even heard of before.   0:52:07.6 Kelly Allan: Yeah. Yep.   0:52:08.9 Travis Timmons: How do you measure that? What amount of marketing dollars would have to be spent to get in front of... Like, we doubled the number of physicians that referred to us in the last year.   0:52:23.6 Kelly Allan: Yes. That's a double, Andrew. Unheard of.   0:52:27.5 Andrew Stotz: Yeah.   0:52:28.1 Kelly Allan: Unheard of.   0:52:28.5 Andrew Stotz: Incredible. So you got amazing outcomes. Let's now wrap up about where did you get to at the end of this? What did you personally and the management team end up with?   0:52:45.9 Travis Timmons: So we had some do-outs. Our closing PowerPoint slide was within two weeks we would report back with one to two updated operational definitions and probably three PDSAs that we were going to tackle. That was kind of our promise back to the team, that we would look at all the work. We have paper everywhere. People got to vote. We had a one-page paper on potential PDSAs, and we gave them little stickers to vote on where they think we should put our time and energy and resources. Our takeaway, our product, if you will, three PDSAs. One that has two under it is the new software. We're gonna start doing online scheduling, automated waitlists. I won't get into all the details, but PDSA one has software change. PDSA two, there was a lot of feedback on, "Hey, it would be great if we had kind of a scripted conversation point for the client care coordinators for these four scenarios: first phone call, first in-visit, how we take payment and make their benefits visible to them, how do we take a phone call and handle a cancellation when they do happen to ensure that it's a positive experience."   0:54:12.4 Travis Timmons: And then how do we handle kind of a no-show? Another PDSA is we're gonna have those client care coordinators create their first version of what they think the best script would be, 'cause they're the ones that do it all day. Why would I try to come up with that? And then have them send it to us and do some feedback there. Then we updated our operational definition of canceled visits so that there was clarity across the system to make sure we're measuring what we want to measure, which is how many people show up to their visits each day. We reported that back to the team last Friday, actually, to make sure we hit the deadline we promised to them. And then we let them know we're also gonna be working on kind of a third or fourth PDSA—I kind of lost track there of how we're counting it under the software—but training the entire team on what does it mean to have client engagement and what is our operational definition of client connection and client engagement. So they know we're gonna be doing that on a location-by-location basis at the March monthly meeting.   0:55:26.4 Travis Timmons: That was our takeaway. A lot of product to come away with, and they're gonna have all of the context from the team off-site to understand what we're getting ready to tackle, especially with the software change.   0:55:40.1 Andrew Stotz: My first reaction to that is, oh, those seem like kind of things that you could have figured out some other way, or there's not that many things, or there wasn't some stunning breakthrough. Explain why you're happy with what you got versus you prepared, you did a lot of work, you got those things. Some of it may be that, hey, we need to go through a process. I may have known some of those conclusions, but if we don't have a process of going through that, first we have the risk of maybe I'm wrong in what I think. And the second thing we have is that we have the risk that it's just a business run by dictate rather than getting real buy-in. I'm just curious if you could explain a little bit about that.   0:56:30.7 Kelly Allan: You said the bad word. You said the B-word.   0:56:34.5 Andrew Stotz: Buy-in.   0:56:35.4 Travis Timmons: Understanding, Andrew. Not buy-in.   0:56:38.4 Andrew Stotz: We're looking for buy-in. No. Okay.   0:56:40.8 Kelly Allan: We change it. How do we get... The conversation changes when you say, "How do we get understanding?" Now it's about the why behind the what that leads to the how, versus buy-in, which means, "How are we gonna sell this to somebody?" Sorry, Travis, I couldn't resist.   0:57:02.8 Travis Timmons: No, it's 100% true. And to answer your question, Andrew, my first answer and probably the most powerful answer we already talked about earlier, but it's very important to reiterate and maybe close with, is because of our approach and the time and investment we spent preparing for the meeting, doing the meeting, the fact that there was zero concern or stress around us switching our software system. The amount of engagement that there's gonna be, 'cause there's gonna be work to be done by all team members in preparation for that software change. I am confident I'm not gonna have to do any motivational speeches leading up to that. I'm not gonna have to bribe people. They want this to work because they understand why we're doing it, they understand the value it's gonna provide, and they understand, now that they have deep understanding of our system, they understand why we need to do this to continue to excel.   0:58:13.9 Travis Timmons: I don't know what that's worth. That's unmeasurable. But I know had I just announced this and not had any process, not a Deming approach, just, "Hey, guys, Travis thinks we need to do a new software and we're gonna change how you document, how you schedule," I feel fairly confident how well that would've gone. That would be my answer, Andrew, is the power of being able to present that to a team. They're already asking me questions about, "Have you thought about this in our system?" We have a shared Word document across the team. What questions are coming up in your system thinking? "How are we gonna message this to all of our clients so that they know they're gonna get new emails for their home program?" Great question. I had not thought of that. That is unmeasurable, but I know we're gonna be successful when we switch softwares because of our approach via Deming. What would you add to that, Kelly?   0:59:14.7 Kelly Allan: I think that's the essential nature of what happens. When you set out with a clear, healthy, thoughtful aim, you have conversations around that with your leadership team and what they can do then to filter that and start to talk about that with their teams at their locations, and then you have time to reflect and continually improve that, you're really creating a racehorse. Most off-sites, and Andrew, you've been to these, I know, they start... It's the 17 things. I thought of this when you mentioned it earlier. We start out, we have a racetrack and we want to have a racehorse. But by the time most companies get to their off-site, they've put so much stuff on that horse that it's now a pack mule. It will eventually make it around the track, but if you're competing with Travis, his racehorse, that team's racehorse has been around that track past you many, many times. You may get there, but they're already onto another track by the time you get to the finish line. You're finished.   1:00:36.7 Andrew Stotz: Yeah. You may even be releasing kittens and he's got a horse.   1:00:42.0 Travis Timmons: Kelly brings up another great point there. The other thing that gives our team confidence, because of our system view, 96% of issues are due to systems and processes, not people, the Fitness Matters team is confident that there's gonna be hiccups with a software change. They're confident they're gonna be able to talk about it in a system view quickly, and they're confident we're gonna implement change to rectify that. That goes into one of the reasons why I got zero shocked looks or zero sidebar conversations the entire day. The only feedback I've gotten is, "Hey, we're excited about it. We think we need to do this. And have you considered this as part of our system change?" I don't know what else as a business you could want.   1:01:40.4 Andrew Stotz: Kelly, I was thinking about a good wrap-up from you is to help the listener and the viewer think about how can they apply this into their business. Let's step back a little bit from Travis and think about the work you do and give us some hope, give us some guidance about, can we do this? How?   1:02:04.6 Kelly Allan: Yeah. Several things come to mind. One is that when you first start to learn about the Deming lens, the System of Profound Knowledge, his approach, it seems, it's different. It is different and it can seem to be, oh my gosh, that's so different. We'll never be able to do that. But the point is, the Deming Institute offers a two-day seminar workshop and they can learn not to be incredibly proficient or masterful in two days of how to go back and do Deming, but they know how to get started and they do get started. And then it just becomes part of, again, the Deming magic is as you start to work on these things, your costs go down, your quality goes up, and sometimes you can raise your prices because of the quality and sometimes you just are more competitive at the existing price, but you're taking work and rework and waste out of the system through the Deming approach, which allows you the time. That's the big constraint in most companies. I don't have time to work on improvement. I gotta fix this.   1:03:29.9 Andrew Stotz: Yeah. Right.   1:03:30.9 Kelly Allan: So that's a fix that's gonna fail. That's a fix that's gonna fail. So I think the message is you just want to read The New Economics. If you get the third edition, start with the new chapter. It's like 40 pages and it sums up a whole lot of what we've been talking about. Then there's DemingNext videos through the Deming Institute. You can get your feet wet there. You can then, if you want, attend a seminar or read more things or reach out and have conversations with people. But you just have to try it so that you can see that the payback is there, that the joy in work is there. And in a war for talent, they wanna work for Deming. People wanna work for Deming-based companies because they're not about manipulating people. They're about joy in work. They're about reducing the friction. So you just gotta get started and don't be just because it's so different doesn't mean you can't learn it quickly. You can.   1:04:36.7 Andrew Stotz: Yep. And Travis is a great example of that. In our prior episodes, he talked about the journey, about the pain and all that. I think that's exciting. I'm gonna wrap it up. I just have to laugh because I've been out of the corporate world for a while, just doing my own thing. But I was thinking, you mentioned about buy-in and then you said it means you're selling something. And I thought that's funny. I remember my father used to say, he used to get so annoyed because he'd say, "Yeah, let's talk around this," which was a common thing back in those days. But then I was also thinking another thing that we were saying was onboard. Let's get people onboard with this. What if you're onboard? It pretty much means you're drowning. And I just thought about those types of things that when we talk about fear and work or fear in what we're trying to remove fear and stuff, part of it is the way we speak and the way we communicate.   1:05:41.1 Andrew Stotz: Travis, I feel like I want to leave you with the last word. So why don't you bring us home?   1:05:48.0 Travis Timmons: Yeah, I think I would follow on what Kelly said is I would just the amount of joy, the amount of stress this took off of me as a business owner and as a parent thinking about things differently. And the first time you start learning about Deming's teachings and the System of Profound Knowledge, it seems a little off. Seems a little like this just doesn't seem possible. I've had several people I've talked to about that. It just doesn't work that way. To Kelly's point, I would encourage just try a couple things, whether it be do you have clear operational definitions? Have you done a PDSA? Do you know how to do a PDSA? But the two-day seminars is where you kind of do the deep dive into like, oh, okay, I need to think about things differently. So anyone struggling with a business trying the latest and greatest book that's been out or the latest and greatest compensation model to create ownership thinking within your organization or whatever the buzzwords are, this is a long-term path to clarity and to just an understanding of how you can make your organization a place that has a positive impact on the lives of your employees and your clients.   1:07:17.7 Travis Timmons: And man, if you get that right, everything else follows. Sales, profit, all the stuff that a lot of metrics look at. If you get the point of your job is to have a positive place for your team to work and how do you do that? Deming is the way to do that. Everything else follows after that, in my opinion.   1:07:38.6 Andrew Stotz: And on that note, Travis and Kelly, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. For listeners, remember, as Kelly and Travis have both said, go to deming.org, go to DemingNEXT. There's resources there so you can continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming. I constantly repeat it because I love it, and that is: "People are entitled to joy in work."

The enduring saga of Enoch Burke and his family has a fresh chapter, with Martina and Ammi Burke set for a stint behind bars. Last week, Justice Brian Cregan handed down an imprisonment order as he called for “a halt to this family circus”. Initial attempts to arrest Martina and Ammi Burke proved unsuccessful. So, what can they expect in prison? And what does the timeline of the entire Burke story look like? ­ Host: Tabitha Monahan Guest: Shane PhelanSee omnystudio.com/listener for privacy information.

With our March schedule being on the shorter side, we've decided to once again each pick a movie we felt like watching, and first up is Vinny with Dungeons & Dragons: Honor Among Thieves. Join our party as we adventure through this tongue-in-cheek spin on tabletop storytelling, tell our own tales of DnD adventures, and say the name Jarnathan every chance we get.CHAPTERS:(00:00:00) - The Nextlander Watchcast Episode 171: Dungeons & Dragons: Honor Among Thieves (2023)(00:00:13) - Intro, and immediately launching into our personal experiences with tabletop gaming.(00:13:41) - Initial thoughts about the movie.(00:19:14) - How this movie (finally) got made.(00:32:34) - The tonal tightrope this movie walks.(00:38:53) - Meeting our Bard and Barbarian in a frozen prison.(00:50:58) - Break!(00:51:19) - We're back, the gang is out of prison, and it's time to head to Neverwinter.(01:01:46) - Time to (re)form the party (and a sidebar about hidden effects shots).(01:14:37) - Scoping out the red wizard's security.(01:19:24) - The Helm of Solving This Specific Problem.(01:25:24) - Waking the dead.(01:29:12) - The most paladin paladin who ever paladin'd.(01:37:08) - To the Underdark.(01:49:19) - Attunement is a real pain in the ass.(01:57:03) - Doing some magical heisting.(02:04:22) - Surviving the games.(02:13:33) - A real life party might've made off with the treasure, but that's not a good movie ending.(02:23:23) - Saving Holga, and keeping the party together.(02:27:56) - Final thoughts.(02:34:51) - Housekeeping for the rest of this month's movies.(02:40:27) - Outro.

In this episode I am once again joined by Alana Fairchild, spiritual teacher, psychic, and author of the best-selling Kuan Yin Oracle Deck. Alana recalls her spiritual apprenticeship, initial failed attempts to work as a psychic, and what it takes to make it as a new age entrepreneur. Alana describes the tension between following one's intuition and getting things done, why even spiritual teachers need to work when they don't feel like it, and how she deals with negative feedback. Alana also discusses her love of myth, a return to matriarchy, and her deep connection with Kālī Mā and the Dark Feminine. … Video version: https://www.guruviking.com/podcast/ep351-psychic-entrepreneur-alana-fairchild Also available on Youtube, iTunes, & Spotify – search ‘Guru Viking Podcast'. … Topics Include: 00:00 - Intro 00:45 - Apprenticeship under a psychic 03:00 - Initial work as a psychic 04:21 - Early challenges 05:31 - Spiritual intuition vs getting things done 09:06 - Business success in spirituality sector 09:36 - Alana's creative and business process 13:04 - Intuition vs whim when getting things done 17:41 - Working even when you don't feel like it 19:37 - Trope of the ”full body yes” 20:06 - Divine masculine and feminine 25:27 - Dealing with negative feedback 26:09 - Triggered by masculine energy 27:06 - Polarised by Mother Mary 30:51 - Myth and anthropology 31:45 - Return to matriarchy 33:48 - Which myths resonate with Alana? 35:33 - Alana's mother complex 38:05 - Alana's masculine energy 39:38 - Failed attempts to become a professional psychic 42:08 - Overcoming the fear of financial insecurity 44:!4 - Career success as a psychic, spiritual teacher, and author 46:05 - Commodification of spirituality 50:35 - Connection with Kālī Mā and the Dark Feminine 01:02:55 - How Alana communicates with Kālī Mā 01:07:18 - Concluding remarks … Previous episode with Alana Fairchild: - https://www.guruviking.com/search?q=fairchild To find our more about Alana Fairchild visit: - https://www.alanafairchild.com/ For more interviews, videos, and more visit: - https://www.guruviking.com Music ‘Deva Dasi' by Steve James

Three Latin-American food brands saw the opportunity to go further, faster, together – so they took it. Stefanie Garcia Turner of Tuyyo, Jocelyn Ramirez of Todo Verde, and Regina Trillo of Nemi share how they met, why they decided to merge their businesses and brands, and what their vision is for the new brand, unified under Tuyyo. The three woman-and-minoroty-owned brands share a mission of amplifying their Latin-American food culture through authentic and innovative latin foods, representation food culture, and community impact . Learn how this strategic merger will allows each leader to lean into their strengths, and how collaboration aligned on shared values can accelerate growth in the challenger food brand space.Takeaways:The origins and individual missions of Jocelyn of Todo Verde, Regina of Nemi Snacks, and Stephanie of Tuyyo FoodsThe strategic process behind their merger—personality tests, role division, and cultural alignmentHow they'll leverage their merger to reduce costs, expand categories, and innovate fasterTransition strategies for branding, retail placement, and consumer education across their unified brand Tuyyo FoodsSupply chain synergies and efforts to lower COGS by 35% or more through manufacturing and sourcing efficienciesThe broader vision: promoting Latin American flavors regionally and globally while supporting farmers and sustainabilityChallenges faced—costs of rebranding, education hurdles around regional products, and maintaining brand integrityThe importance of shared values, culture fit, and a growth mindset for successful mergersRecommendations for founders considering collaboration and merger as a growth pathwayBook and resource recommendations around exponential thinking, sensory storytelling, and personal spiritualityThoughts on building a healthier food system rooted in equity, community, and transparent ingredient sourcingSound Bites:“We can create something that is even bigger, that is even more impactful, that really is going to make a dent in the food industry.” (Stefanie)“We went from, I'm holding this, this is my baby, to really egoless, like this isn't about me, this is about a brand.” (Jocelyn)“We all knew each other relatively well before the merger. Stephanie is better at this than I am, Regina is better at this than I am, you know, so there was already a sense of like, if we came together, we could split the work in that way.” (Jocelyn)“We are planning on bringing everything under the one Tuyyo brand.” (Stefanie)“We're moving towards standardizing our supply chain operations. It's been a constant conversation and communication with suppliers, both in the US and in Mexico to see what's going to be the best way to do it.“ (Regina)“As of right now, [cost of goods optimization has] been at least 35%, which is it's been a big amount. And based on some information that we have, it's probably going to be higher than that.” (Regina)“I think that it's really gonna be about putting our community first and building a brand that not only can we be proud of, but that is a reflection of our heritage.” (Stefanie)“It took me six years to figure out that I didn't want to continue doing it alone.” (Regina)“[A better world is one] with more representation of the reality of how the community and how that should be represented on shelf as well. Ideally with products that are actually better for us, that are made with real ingredients, that are also supporting the farmers that are producing those ingredients.” (Regina)“[A better world is one with] a food system that is actually catered to the betterment of people in their everyday lives. It would just solve so many issues. And with all of the problems that we have between preventable diseases and healthcare systems that don't work for the people, it goes beyond justice for the farmer, but justice for everybody in the food chain.” (Stefanie)“I think that that in an ideal world there are policies put in place that are protecting people [by regulating] what is allowed and what isn't allowed in our food system. And products, especially those we give to children, that allow us to really reshape our palates and create shortcuts for cooking without taking the cooking part away because that's an basic survival life skill that most people should have and it empowers people to like know what's in their food, and how to nourish their families.” (Jocelyn)Links:Stefanie Garcia Turner on LinkedIn https://www.linkedin.com/in/stefanie-garcia-turner/Jocelyn Ramirez on LinkedIn - https://www.linkedin.com/in/jocelyncramirez77/Regina Trillo on LinkedIn - https://www.linkedin.com/in/regina-trillo-a5055711/Tuyyo - https://tuyyofoods.com/Tuyyo on Facebook - https://www.facebook.com/tuyyofoods/Tuyyo on Instagram - https://www.instagram.com/tuyyofoods/Tuyyo on Pinterest - https://www.pinterest.com/tuyyofoods/Tuyyo on TikTok - https://www.tiktok.com/@tuyyofoodsTuyyo on YouTube - https://www.youtube.com/channel/UC4b_-VIdL7Yl7UQb91y5Vow…Tuyyo Wefunder - Coming soon……Todo Verde (website will go away soon) - https://todoverde.org/Nemi (website will go away soon) - https://neminative.com/…Brands for a Better World Episode Archive - http://brandsforabetterworld.com/Brands for a Better World on LinkedIn - https://www.linkedin.com/company/brand-for-a-better-world/Modern Species - https://modernspecies.com/Modern Species on LinkedIn - https://www.linkedin.com/company/modern-species/Gage Mitchell on LinkedIn - https://www.linkedin.com/in/gagemitchell/…Print Magazine Design Podcasts - https://www.printmag.com/categories/printcast/…Heritage Radio Network - https://heritageradionetwork.org/Heritage Radio Network on LinkedIn - https://www.linkedin.com/company/heritage-radio-network/posts/Heritage Radio Network on Facebook - https://www.facebook.com/HeritageRadioNetworkHeritage Radio Network on X - https://x.com/Heritage_RadioHeritage Radio Network on Instagram - https://www.instagram.com/heritage_radio/Heritage Radio Network on Youtube - https://www.youtube.com/@heritage_radioTimestamps: 0:00 - Introduction of guests and their brands2:11 - The idea of merging to amplify Latin American food culture3:14 - The role of Jocelyn as a connector4:14 - Initial conversations and alignment of goals5:09 - Personality tests and understanding team dynamics6:18 - Personal insights and alignment of values7:19 - Confirmation of shared vision and responsibilities8:36 - Expanding vision and impact9:23 - Egoless collaboration and shared goals10:16 - Overcoming personal challenges in the merger process11:33 - Open communication and external support12:47 - Technical adjustments during recording13:00 - Introduction and alignment of values and vision13:29 - Discussion on dividing responsibilities among the founders13:49 - Initial retreat and mission alignment14:19 - Specific roles and responsibilities based on skills15:16 - Transitioning responsibilities before the merger15:57 - The natural fit of the founders' skills16:18 - Pre-existing relationships and collaboration17:27 - Importance of enjoying the process and having fun19:20 - Branding and unifying product lines under Tuyo Foods20:11 - Transition phase and retail placement21:11 - Marketing strategies and community engagement22:34 - Plans for easing the transition on retail shelves23:28 - Supply chain synergies and manufacturing efficiencies25:12 - Cost reduction strategies and shared resources26:54 - New shared vision and broader goals27:39 - Community focus and brand representation29:28 - Expanding Latin American food representation31:01 - Becoming a go-to platform for Latin foods33:07 - Benefits and opportunities unlocked by the merger36:30 - Challenges and unresolved issues37:37 - Fundraising and rebranding costs38:20 - Advice for other founders considering mergers41:58 - Future of the industry and collaboration45:26 - Fun questions about favorite Latin American foods53:51 - Book recommendations and personal insights60:10 - Influential voices and brands to watch65:17 - Vision of a more representative, equitable, and sustainable food system71:13 - Upcoming plans and ways to connect with Tuyo FoodsFor more insights on food innovation, community building, and scaling purpose-driven brands, subscribe and stay tuned for future episodes.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Great marketing does not start with your product. It starts with your customer. In this conversation, I speak with marketing strategist Scott Hornstein about why storytelling, customer research, and trust are the real drivers behind successful brands. Scott shares lessons from decades in marketing, including his work with IBM and major technology launches, and explains how companies often fail when they focus on themselves instead of the people they serve. You will hear how listening to the voice of the customer can reshape messaging, build trust, and unlock growth. Scott also reflects on entrepreneurship, resilience, family, and the mindset required to get back up after setbacks. I believe you will find this conversation both practical and encouraging as you think about how relationships and trust shape business success. Highlights: · Creativity in Queens – Scott reflects on how music and culture shaped his early creativity.04:10 · From Literature to Marketing – His love of books leads him toward storytelling and marketing.12:57 · Learning to Experiment – A mentor teaches the value of trying ideas and learning from failure.20:46 · The Customer as the Hero – Scott explains why marketing must center on the customer.31:48 · Customer Insight Drives Messaging – Research helps reshape a company's message and market entry.41:23 · Resilience Through Setbacks – Scott reflects on perseverance in life and business.50:59 Top of Form Bottom of Form About the Guest: I currently live in Reston VA, my wife and I having moved there to be close to our 2 daughters and our 2 granddaughters. I am an independent business consultant specializing in storytelling – which embraces marketing, research, and content. Family is the most important thing in my life and it has taught me that lasting relationships, business and personal, are steeped in empathy and commitment. I was born in Manhattan on July 25, 1950. My parents soon moved the family to the up-and-coming borough of Queens. I attended the public schools in and around Forest Hills.  Writing was always my goal. I graduated NYU as an English major.  Upon graduation I traveled, then pursued my (naïve) dream of living as an artist – as a writer, an actor, and a musician. I wrote plays for the brand-new cable industry, wrote for a movie-making magazine, was in several off-off Broadway plays, worked as a pick-up musician. I helped in the office for a former professor to earn subway money. Got tired of starving to death. Took a job with CBS in the Broadcast Center, pulling together the Daily Log for the local station. Then, got hired to answer Bill Paley's mail. Then, I was hired as a marketing manager for Columbia House where I got some of the best advice – keep going. I met this guy from my neighborhood while commuting to my job in Manhattan. Turns our he worked for Y&R and said they were looking for someone. I interviewed and jumped over to agency-side work as an Account Executive, then Account Supervisor, then, going back to my roots, copywriter and eventually Creative Director. The entrepreneurial life has been a roller coaster, but I have been blessed to work with some brilliant people in marketing and sales, and some great companies. It allowed me to understand how I can really help my customers become successful in the long-term. Ways to connect with Scott**:** LinkedIn Medium www.hornsteinassociates.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. Well, hi everyone, and welcome once again to another episode of unstoppable mindset today. Our guest is Scott Hornstein, although when he came into the Zoom Room, I said, is it Hornstein or Hornstein? And of course, he also understood, because we're both of the same age, and are both fans of Young Frankenstein, who always said that his name was really pronounced Frankenstein. But you know, you have to have to know Gene Wilder for that. But anyway, if you haven't seen that movie, you got to see it. Mel Brooks at his best, but Scott is a marketing person and specializes a lot in storytelling, which fascinates me a lot, because I am a firm believer in storytelling, and I know we're going to have a lot of fun talking about that today. So Scott, I want to welcome you to unstoppable mindset. We're really glad you're here. Scott Hornstein  02:20 Thank you so much, Michael. I have to start by saying I have great respect for your work, and this is really quite a privilege for me. Thank you very much. Michael Hingson  02:32 Well, thank you. You're a long way from where you were born, in New York, in Manhattan. Now you're in Reston, Virginia, but that's okay. Well, you're not that far. It's just a short train ride, a few hours. Scott Hornstein  02:41 I That's true. That's true, although with that particular train, you can never be sure exactly how long it's going to be good Michael Hingson  02:52 point, yeah, yeah, good point. It is one of the things one has to deal with. But that's okay. But, you know, I've taken that train many times, and I've taken the the Metro liner as well, and also just the regular train. And I like the trains. I enjoy the train. I wish we had more of them out here. Scott Hornstein  03:15 I do too. I when it a long time ago in business, when I had a client here in DC, and I was living in Connecticut, I started taking the train, and it was so superior to flying. Oh yeah. And then recently I was, as I was mentioning to you, I was in Germany and taking the trains there is just wonderful. It's so superior. Michael Hingson  03:47 Yeah, I wish we would have more of them out here. If I, for example, want to take a train to San Francisco from where I live in Victorville, the only way I can do it is to take a train at roughly four in the morning to Los Angeles and then transfer on a train to go to San Francisco, which is no fun. I'll fly because it's it's kind of crazy, but I like the trains, and wish we wish we had more of them all over, and wish more people would use them. It's a lot better than driving, and it's a lot more pleasant. When I lived in the east, there were any number of times that I knew people who would travel from like Bucks County in Pennsylvania to New York Wall Street people, and they would go two, two and a half hours on the train every day and back again. And they formed discussion groups or other sorts of things. They they made it a part of their regular day, and it was there was nothing to them to do that. Scott Hornstein  04:54 And to them, I say, God bless. I am not in love with commuting, right? Yeah. Michael Hingson  05:00 Well, I understand that. I appreciate that, but they, they did well with it, and so good for them, or, as I would say in Australia, good on them. But you know, well, why don't we start tell us a little bit about you, maybe growing up in the early Scott and all that stuff. Let's start with that, sure. Scott Hornstein  05:21 First one brief aside about Young Frankenstein when I was living in Connecticut, I would go to the theater in Stanford, and for one performance, my tickets were at the will call, so I went up to the ticket booth, gave them my name, and the woman be on the other side of the iron bars keeps throwing her head to the side, wanting me to look over to my left, and I finally look over to my left, and there's Gene Wilder. Oh my gosh. What an enormously tall individual, very gracious, very nice. In any case, yes, Michael Hingson  06:06 with him, did you? Did you talk with Scott Hornstein  06:09 him just for a moment, just for a moment, you know, just Mr. Wilder, how nice to meet you. And he said a couple of nice things. And that was about it. Still, we all went to see the to see the show. Still, it was quite a thrill for me. What show I do not. Oh, that was, oh, no, excuse me. That was the the madness of King Charles, madness of King George. King George. But he was quite mad, and the play is excellent, excellent. Well, anyway, in any case, I grew I was born in Manhattan. I spent the first couple of years of life on the west side. I don't remember much of that. But my parents quickly moved us out to Queens, which at that point was rather undeveloped. You could get a lot more for your money, and we have lived in an apartment building. And around our apartment building was nothing but empty lots. It was just not developed yet. But it was a great place to grow up because the there was so much going on in those years and so much so much music that was going on. The first recollection I have, in light of all the talk about vaccines and healthcare and all of this is I really remember that polio was a real thing there, and I remember kids with the braces on their legs. And I remember that when one of my friends got chicken pox, that the mothers would get us all together and have a play date so that we got chicken pox too. Okay, but it was, Michael Hingson  08:20 I'm sorry, remember, I remember getting the polio vaccinations, even starting in kindergarten, Scott Hornstein  08:24 yes, yes. And it was such a remarkable thing at that time. We all thought it was like a miracle. And, and Jonas Salk, I mean, he was like, such a hero, yeah. The other thing, so I, we were out in Queens, in an area that's the larger area is called Forest Hills, and it was, it was a great place, because the the whole museum, whole music scene was just exploding. So I'm moving on until my junior high school and high school years, and it was just all over the place. Yes, we were playing in bands, but also there were these wonderful venues to go to. And there was the subway. If my parents only knew where I really was, we would get on the subway, go down in the village, go to all the cafe bar Gertie spoke city, all these places to hear the this wonderful mind changing music. And by mind changing, I don't mean drugs. I mean mind changing that it was, it was just everything in life. Michael Hingson  09:57 And there's nothing like hearing a lot. Music, Scott Hornstein  10:01 even to this day, it's my very, very favorite thing to do. Yeah, and so many musicians and artists came out of that area. I not being one of them. But it was so exciting. Michael Hingson  10:27 I remember when we lived in New Jersey, and I would commute into New York. I heard, for example, even then, and it was in like 96 to beginning of 2002 Woody Allen on Monday night would play his clarinet somewhere. And less, less, Paul was still doing music and playing music at the meridian ballroom. And you can even take your guitar in and he would sign it for you Scott Hornstein  10:55 the it was Joe's Pub. Woody Allen would right. And I went there a couple of times to see him. Of course, it was so pricey that we had to kind of sneak in have one beer, yeah, Michael Hingson  11:16 but still, it was worth doing. Scott Hornstein  11:19 And then they Yeah, and they were great clubs. I think that was, there's certainly the blue note for jazz that I went to a lot. And then there in Times Square, there was iridium, which was where I was able to see Les Paul, right? And many of those greats. Michael Hingson  11:42 Yeah, I never did get to go and get my guitar signed, and now it's too late. But oh, well, do you play? I play at it more than anything else. My father, I think, even before the war, before World War Two, or somewhere around there anyway, he traded something and got a Martin grand concert guitar. Oh, still, I still have it. That's wonderful. What a wonderful sound it is. Scott Hornstein  12:15 What a wonderful story. Yes, I play as well. I And growing up very early on, I decided I wanted to be Ricky Nelson. Oh, there you go. But I quickly learned that I was not going to be Ricky Nelson. However, the guy that was standing behind him playing guitar, now that might be something that I could do. So yes, so I picked it up, and I played in all the bands and then, which quickly taught me that I was not cut out for rock and roll, that I wasn't very good at it, but it led me into many other avenues of music, certainly listening, certainly being part of that scene, I'd go see friends of mine who could play well rock and roll and And that was so exciting for me. And then I, I played in pickup bands through college. So on a weekend night there would be a wedding, Bar Mitzvah, and this guy, I forget his name, piano player, he he got all the gigs and Howie was the first choice for guitar, and if Howie wasn't available, they'd call me. Michael Hingson  13:47 There you go, hey. So second choice is better than no choice. Absolutely. Scott Hornstein  13:54 I i enjoyed it thoroughly and that they paid me money to do this. There you go, right, inconceivable to me. Michael Hingson  14:05 So what did you major in in college? Scott Hornstein  14:10 Well, I started off majoring in biology, and there you go. And why I chose biology is is a mystery to this day, it didn't last long. I cycled through a number of things, and I graduated with a degree in literature, in English, particularly American literature, which is not quite the same as learning a trade. But you know it, it was consistent with with who I was at that time. I was the guy who, if he went out the door, would have two books with him, just in case I finished one. I didn't want to be left at sea, so a voracious reader couldn't stay away from the theater. So it was very consistent with who I was and and it was good for me, because I think through things like like literature and fiction and biography, you learn so much about the world, about how different people are confronted with challenges, how they process their lives, how they overcome these challenges or not or not, it just exposes you to so much. Michael Hingson  15:49 Yeah, and so I'll bet you had some challenges finding some sort of real, permanent job after getting a degree in English? Scott Hornstein  16:03 Yes, I did. But when I got out the idea of it didn't cross my mind that people actually would not earn a great living by being just an artist. What did I want to do? I wanted to write. I wanted to be involved in music. I wanted to act. I did all these things until the point when I got thoroughly fed up with being poor, with not having a dime in my pocket. Ever starving to death is, is sort of what you would call it. Yeah, yeah. You know, I did. I have modest success. Yes, I was able to keep myself off the streets, but no, it was no way for a career. It was no way to even be able to afford your own apartment, for gosh sakes. So I from there i i had done a lot of promotion for the different things that I was involved in, trying to get audiences, trying to get awareness of what I was doing, and that led me to have some contacts inside of CBS. And when I started looking for a job, I started talking to these folks, and they offered me a job. So here I was, and actually gainfully employed. Michael Hingson  17:44 What was the job? Well, I Scott Hornstein  17:47 was sort of a gopher for my first job. Mostly what I did was type, but I do have one good story for you. So I was down in the depths of the CBS Broadcast Center, which is all the way on the west side of 5017 and it's an old milk factory, so which they had converted to broadcast purposes. And so there were long holes, and the halls would always slope down. And there was one day where I was late for a meeting, and I came running down the halls, and there are always these swinging doors, I guess, for in case there's a fire or something, and I'm bursting through the doors, and I go running, and I burst through the next set of doors, and I'm running, and I burst through the next set of doors, and I knock this guy right on his bum. I pick him up, I dust him off. I say, I am so sorry. He says, Don't worry about a thing. It's all fine. I continue running. A friend of mine grabs me and says, Did you see Paul Newman? Michael Hingson  19:10 There you are. Scott Hornstein  19:12 So I have the unique entry on my resume of knocking Paul Newman to the ground. Michael Hingson  19:22 I Well, at least he was civil and nice about it. Scott Hornstein  19:26 He was very nice about it, though. Yeah, so I worked there and then through my writing, because I was writing for a film magazine at night, which, of course, didn't pay a cent, not a cent, but I got to go to all the premiers, and I got to meet all the people and interview all the people so whatever. So through that, I was able to go over to the main building and answer letters for Bill Paley, who was the. Michael Hingson  20:00 Chairman, Chairman, I said, Yes, right, Scott Hornstein  20:02 and it was my job to explain to everybody why Mr. Paley, I never called him, Bill, never, nobody, no, no, why he was right and they were wrong. That was my job, and that I did that for a little while, I can honestly say that I enjoyed having money in my pocket, but that was not the most fulfilling of jobs, and from there, I was able to go over and get my first marketing position, working for the Columbia record and tape Club, which was part of CBS Records at that time. And when I Ben or Dover was the president of Columbia House at that time, and when he made me the offer, he gave me one of the great life lessons that I've I've ever had. And he said, Scott, if you sit in your office and you do exactly what I ask you to do, and you do it on time, and you do it perfectly, we are not going to get along. But if you are out there and you're trying this and you're trying that, and this works, and that doesn't work, but you get up and you keep trying, we're going to be fast friends. Interesting. Yeah, yeah. That's something that has stayed with me my whole life. One of the great pieces of advice that I've ever gotten, Michael Hingson  21:57 well the for me, what's fascinating about it is thinking about how many people would really do that and allow that to happen, but it's really what more people should be doing. I've I've always maintained that the biggest problem with bosses is that they boss people around too much, rather than encouraging them and helping them and using their own talents to help people be more creative. When I hire sales people, the first thing I always told them was, well, the second thing because the first thing I always told them was, you need to understand right up front if you're going to sell here, you have to learn to turn perceived liabilities into assets. And that's got a story behind it. But the second thing that I always talked about was my job isn't to boss you around. I hired you because you convinced me that you're supposed to be able to do the job, and we'll see how that goes. But you should be able to but my job is to work with you to figure out how I can use my talents to help you and to enhance what you do to make you more successful. And the people who got that did really well, because we usually did things differently, and we both learned how to figure out and actually figure out how to work with each other and be very successful. But the people who didn't get it and wouldn't try that, generally, weren't all that successful. Scott Hornstein  23:26 Not terribly surprised, sir. You know, I think that people miss the the humanity of all this. And that if we bring our respective strengths and work together, that it's going to be a more complete and more successful whole than if I try and dominate you and tell you what to do, right, just that hasn't been a successful formula for me. I have never done well with people who tried to tell me exactly what to do, which is probably why I went out on my own. Probably why, in the greater scheme of things that I I did well, working for people from Columbia House. I met this guy on the train, and we got friendly, and he said he worked for an advertising agency, and they were looking for somebody would I be interested in interviewing? And this was with the young and Rubicon. And I did get the job, and I did work my way up to an account supervisor. And then i i said, i. Hate this, and I went back to be a copywriter and worked my way up to be a creative director. But, you know, I went on my own on January 1 of 86 and it was like a liberation for me, because at that point there was a new a new president of the division that I worked for, and he was not a nurturing individual. He was more of the dominant kind of you'll do what I tell you to do. Didn't sit well with me at all, and I had the opportunity to go on my own. So I I packed up my dolls and dishes, and I walked in on January 2, and I said, Bill, I quit. Michael Hingson  26:02 There you go. Was it hard for you to do that? Scott Hornstein  26:11 You know, at that point? So I here I am. I'm a creative director. I got the office on Madison Avenue, and I'm doing freelance all over the place, not only because it was extra money, but because it was it was fueling my creativity. It was giving me something back. It was fun. And I really like to have fun. I have so much fun working with people and that interaction that that humanity, the spark of humanity. So I was doing a lot of freelance, and I wrote this proposal for this one design group who was near where I was living at that time, and it got sold. So they said, Do you want to you want to work on it? And at that point in my life, I didn't have any responsibilities. I had a studio apartment there that was real cheap. And I said, If I don't try this now, yeah, I don't think I'll ever try it. So that's what I did. I quit, and I walked out the door into the great unknown, Michael Hingson  27:39 and the entrepreneurial spirit took over. Scott Hornstein  27:43 It did, and it worked well for about six, seven months, and then we got to the summertime, and I couldn't get arrested for a while. But you know, you have to take it one day at a time. And I figured, all right, well, let's just be open and network and see what's going on. It's not the time to quit. It's not the time to go back and get a job. And I was fortunate in that I was sitting at the desk one day, and this one guy called me, and I had met him before his folks ran one of the biggest, or actually the biggest, telemarketing agency in New York at that time, and I had met, met this fellow, and he said, I got this project. I've been asking around for creative source, and three people gave me your name. So I figured, well, let's go talk. And that turned into a very, very good situation for me, it gave me a lot of responsibility and a lot of leeway to take all the things that I had learned and put them in service of my client and I had a ball. I loved it. The only thing I didn't love was the and I did love this for a while was the constant travel. Now, everybody doesn't travel, and they're all sitting in their rooms at home, looking at screens. But that was that was a great opportunity for me to to spread my wings and to take and I learned so much one of the. Initial assignments I had was for IBM and IBM at that time was, was Mount Olympus. Oh my gosh, working for IBM, and I worked in tandem with this research group. We were all working on the introduction of the IBM ThinkPad and what these folks, they had a methodology they called voice of customer research, which was a qualitative research we're talking to decision makers from a carefully prepared Interview Guide to come up with the attitudes, the insights that we could put together to to come up with a solution. And I was fascinated by this of how to tap into what what the customer really wants by talking to the customer. How unusual. Michael Hingson  31:16 What a concept. Oh yeah. I mean Scott Hornstein  31:19 then and now, it's still the operative phrase of this would be a wonderful business, business, if it wasn't for all those annoying customers and and this just turned that on its head. That's another thing that I learned that has stayed with me through my entire career, is that for the the storytelling, and what I mean by storytelling is, is two things. Is, first, you know all your stories are going to come from what you consider to be your brand, but if you're not developing your brand according to the wants, the needs, the desires, the expressed future state that your Customers want, then then you're wide of the mark. So I was able to bring this in, and I think do a much better job for my customers. Now, the way that relates into storytelling is that you're you're able to take what you do and put it into the story of how your customer succeeds with the hero in the hero's journey, is Michael Hingson  32:55 your customer, your customer? Why do you think that is such a successful tactic to use, Scott Hornstein  33:02 because everybody else is completely enamored of themselves. When other companies craft their their brand, it's mostly because why they think they are special and what their vision tells them is their future. And quite frankly, most customers really don't care when, when a new customer first confronts you and your brand. They ask three questions, who are you? Why should I care? And what's in it for me? And if you can't answer those, if the story that you tell whether complete or in fragments or in in different parts according to where they are on their consideration journey. It doesn't resonate. It doesn't resonate. Hey, I have the best technology out there. I have brilliant people working on this technology. And guess what? Your technology? Somebody will eat your technology in 18 months, and I don't care, I want to know. What does it do for me? Michael Hingson  34:28 Yeah, as opposed to saying, After asking enough questions, I have technology that will solve this problem that you have identified. Let me tell you about it. Is that okay? Exactly? Scott Hornstein  34:44 Yeah, exactly. And as odd as it sounds, that helps you to stand out in the field, in a crowded Michael Hingson  34:55 field, it does, but it's also all about the. Relating to the customer and getting the customer to establish a rapport and relating to you. And when you, as you pointed out, make it about the customer, and you talk in such a way that clearly, you're demonstrating you're interested in the customer and what they want they're going to relate to you. Scott Hornstein  35:24 There's two, two things in there that, well, there's a million things in there that are particularly true. And the first is not only recognizing and and internalizing the goals of your client, but also opening yourself up and saying, these are people. These are humans. And the other real distinguishing fact that a lot of people don't either realize or embrace is that in business to business, and I've spent most of my life in business to business, it's all personal. It's all about personal connections. It's all about trust. And call me crazy, but I am not going to trust a machine. I will have confidence in technology, but my trust is going to be placed in the human through this, one anecdote that that is has really impressed me is that I was doing one of these interviews once, and I was talking to the CEO of of this company. And I said, Well, you know, I of course, I'm working for company A and you've been a client for a long time. What's, what's the greatest benefit that you get from this company? And without hesitation, he said, our salesman. Our salesman is part of our team. He understands who we are, he knows what we need, and he goes and he gets it. So that kind of that, to me, has always been a touchstone on things. Michael Hingson  37:43 Well, the fact that the salesman earned that reputation, and the President was willing to acknowledge it is really important and crucial. Scott Hornstein  37:56 And within that, I would say the very important word that you used is earn. You need to earn that trust. Sure it doesn't come just because you have brilliant technology. It's all people. It's all personal, all people. Michael Hingson  38:20 And that's success, the successful sales people are people who understand and work to earn trust. Scott Hornstein  38:32 Well said, and I think that particularly in this age of accelerating remoteness, that this concept of earning the trust and the person to person becomes a compelling competitive differentiator. And I think that that telling the story of of how you make your customers successful, of the role you play, of where you're going, this allows you to bridge some of those troubled waters to people who are sitting remote. It helps you to open your ears you know where you're going, so you can listen, yeah, Michael Hingson  39:40 well, and that's an extremely important thing to to keep in mind and to continue to hone, because bottom line is, it's all about, as I said, trust, and it certainly is about earning, and that isn't something you. First, it's something that you understand. Scott Hornstein  40:04 It's a gift that can only be bestowed on your customer. You can want it, but they're the only ones who can give you. Your brand is the meal you prepare. You but your reputation is the review, right? So, yeah, you gotta earn that trust. Michael Hingson  40:32 So how long so you you own your own company? How long has the company been in existence? Scott Hornstein  40:40 I Well, let's see. I went on my own on January 1 in 1986 and I am still without visible means of support. Michael Hingson  40:58 Well, there you go, same company all along, huh? Scott Hornstein  41:03 I Yeah, you know, do different work with different people, sure, but yes, it's still me. Michael Hingson  41:13 It's still, do you actually have a company and a name or anything like that? Scott Hornstein  41:17 I did. I did for a long time. I operated under Hornstein associates, okay, and recently I have dropped that and I just work as myself. I think that I had employees, then I had expandable, retractable resources then, and I'm not so interested in doing that right now. I am interested in working as and I love working as part of a team. Collaboration is my middle name. I might not have put that on my resume, but yeah, and I'm just, I'm really just interested in being me these days. Michael Hingson  42:13 That's fair. There's nothing wrong with that. No, well, in your current role, what do you think is the greatest contribution you've made to your clients, and I'd love an example, a story about that. Scott Hornstein  42:28 I would love to tell you a story. Oh, good. So one of my clients is a manufacturer. And they manufacture of all things, barcode scanners, as you would use in a warehouse and in a warehouse, absolutely everything, including the employees, has a barcode. Theirs is different than the the ones that you would normally see, the ones that like have a pistol grip. These are, these are new. It's new technology. They're ergonomically designed. They sit on the back of your hand. They're lightweight. They have more capabilities. They're faster and more accurate. Well, that sounds like sliced bread. However, they had a big problem in that all the scanners in all the warehouses come from the titans of the universe, the Motorola's, the great big names and these great, you know the old saying of Nobody ever got fired for buying IBM. Well, you know, if they need more scanners. Why would they go elsewhere? They just go back and get the same thing. So the the big problem is, is how to penetrate this market? And we did it. I worked with them in a number of ways. The first way was to conduct interviews, qualitative interviews, with the executive team, to come up with their their brand. What did they think? What did they think that was most important? And they said, clearly, the productivity gains, not only is this faster, not only can we prove that this is faster, but the the technology is so advanced that now we can also give you. Information from the shop floor. Well, then we talked to their their partners, who were already selling things into these warehouses. And we talked to a number of companies that were within their ICP, their ideal customer profile, I think that's very important to be prospecting with the folks who can make best use of your products and services. And what we found is that it wasn't just the productivity, it was that we solved other problems as well, and without going heavily into it, we solved the a big safety problem. We made the shop floor more secure and safer for the workers. So we changed the message from Warehouse productivity to the warehouse floor of making each employee safer, able to contribute more and able to have a better satisfaction, and that we were able to roll out into a into great messaging. The initial campaign was solely focused on the workers, and our offer was We challenge you to a scan off our scanners, against yours, your employees, your products, your warehouse. Let's have a head to head competition, because we then knew from these interviews, from working with the partners, that once these employees got the ergonomic the lightweight, ergonomic scanners on their hands, and realized how much faster They were, and how much safer that they were, that they would be our champions. And in fact, that's what, what happened. I can go deeper into the story, but it it became a story. Instead of coming in and just saying, boost your productivity, it's the scanners work for your your overall productivity. It helps you to keep your customers satisfied, your workers, one of the big problems that they're having is maintaining a stable and experienced workforce, this changed the characteristic of the shop floor, and it changed the character, how the employees themselves described their work environment. So we were able to take that and weave a story that went from one end of the warehouse to the other with benefits for everybody in between. So you said, What is the the one you said, the greatest benefit, I would say the contribution that I'm most proud of, it's that it's to recast the brand, the messaging, in the form, in the shape of the customer, of what they need, of helping them to achieve the future state that they want. And I'm sorry for a long winded answer, Michael Hingson  49:10 yes, that's okay. Not a not a problem. So let me what would you say are the two or three major accomplishments or achievements in your career, and what did they teach you? Scott Hornstein  49:26 Well, you know, I think the the achievements in my career, well, the first one I would mention was incorporating that, that voice of customer research, bringing the customer to the planning table, letting the executives, the sales people, the marketers, unite around, how does the customer express their hopes, their dreams, their challenges? I would say the second. Uh, is this idea of taking all of the content of all of the messaging and and unifying it? Some people call it a pillar view. I call it storytelling, of relaying these things so that you are giving your prospects and your customers the information that they need when they need it, at the specific point in their consideration journey, when this is most important, and it might be that a research report for a prospect that talks about some of the challenges in the marketplace and what's being done, it might be as simple for a customer as a as a video on how do you do this? You know, how do you screw in a light bulb? Oh, here it is. Everybody's used to that. The the third thing, and, and this is something, forgive me, for which I am, I am very proud, is that now I take this experience and this expertise, and through the organization called score, I'm able to give this back to people who are are trying to make their way as entrepreneurs Michael Hingson  51:35 through the Small Business Administration. And score, yes, Scott Hornstein  51:40 very proud of that. I get so much for from that. Michael Hingson  51:46 Well, what would you say are maybe the two or three major achievements for you in life, and what did you learn? Or what did they teach you? Or are they the same Scott Hornstein  51:57 I did? Well, I would say they're they're the same, and yet they're a little bit different. The first one is, is that it's only very few people who lead the charmed life where they are never knocked down. I'm not one of those people, and I've been knocked down several times, both professionally and personally, and to get back up, I to have that, and you will forgive me if I borrow a phrase that indomitable spirit that says, no, sorry, I'm getting back up again. And I can do this. And it may not be comfortable and it may not be easy, but I can do this. So there was that I think that having kids and then grandkids has taught me an awful lot about about interpersonal relationships, about the fact that there isn't anything more important than family, not by a long shot, and from these different things. I mean, certainly, as you I was, I didn't have the same experience, but 911 affected me deeply, deeply and and then it quite frankly, there was 2008 when I saw my my business and my finances sort of twirl up into the sky like like the Wizard of Oz, like that house in the beginning, Michael Hingson  54:09 but still, Scott Hornstein  54:16 And I persevere, yeah. So I think that that perseverance, that that focus on on family, on humanity. And I would say there's one other thing in there, is that. And this is a hard one. Observation is that I can't do anything about yesterday, and tomorrow is beyond my reach, so I I have to take Michael Hingson  54:56 today, but you can certainly use yesterday. As a learning experience, Scott Hornstein  55:01 I am the sum of all my parts, absolutely, but my focus isn't today, and using everything that I've learned certainly. You know, I got tongue tied there for just a minute. Michael Hingson  55:19 I hear you, though, when did you get married? Scott Hornstein  55:25 I got married in 87 I I met my wife commuting on the train to New York. Michael Hingson  55:35 So you had actually made the decision to could to quit and so on, before you met and married her. Scott Hornstein  55:43 No, no, I was, I was I met her while I still had a job in advertising. That's why I was commuting to New York. And you know, in the morning there was a bunch of us. We'd hold seats for each other and just camaraderie, yeah, you know, have our coffee. Did she? Did she work? She did she did she was she joined the group because she knew she had just gotten a job in New York. And of course, for those who don't know New York? When I say New York, I mean Manhattan, the city. Nobody thinks of any of the boroughs Michael Hingson  56:27 as part of New York. Scott Hornstein  56:31 And yeah, I and one day gone in, she fell asleep on my shoulder, and the rest is history. There you go. Michael Hingson  56:41 What So, what did she think when you quit and went completely out on your own? Scott Hornstein  56:48 I you know, I never specifically asked her, but I would think that she would have thought that maybe I was not as solid, maybe not as much marriage material, maybe a little bit of a risk taker. I did not see it as as taking a risk, though, at that time, but it was actually great for us, just great for us. And yeah, met there, and then I quit. Shortly thereafter, she was still commuting. And then things started to just take off, yeah, yeah, both for my career and for the relationship, yeah. Michael Hingson  57:51 And again, the rest of course, as they say, is history. Scott Hornstein  57:56 It is. And here I am now in Reston, Virginia, and we moved to Reston because both daughters are in close proximity, and my two grandchildren. And you know, am I still confronted with the knock downs and the and the get up again. Yeah, the marketplace is very crazy today. The big companies are doing great, the mid size companies, which is my Market, and it's by choice, because I like dealing with senior management. I like dealing with the people who make the decisions, who if we decide something's going to happen, it happens and and you can see the impact on the culture, on on the finances, on the customer base. These guys are it's tough out there right now. Let me say that it's it's tough to know which way to go. This doesn't seem to be anything that's sure at the moment. Michael Hingson  59:11 Yeah, it's definitely a challenging world and and then the government isn't necessarily helping that a lot either. But again, resilience is an important thing, and the fact is that we all need to learn that we can survive and surmount whatever comes along. Scott Hornstein  59:33 And let me just throw in AI that is a big disruptor at the moment that nobody actually knows Michael Hingson  59:43 what to do with it. I think people have various ideas there. There are a lot of different people with a lot of different ideas. And AI can be a very powerful tool to help but it is a tool. It is not an end all. Um. Yeah, and well said, I think that, you know, even I, when I first heard about AI, I heard people complaining about how students were writing their papers using AI, and you couldn't tell and almost immediately I realized, and thought, so what the trick is, what are you going to do about it. And what I've what I've said many times to teachers, is let students use AI if that's what they're going to use to write their papers, and then they turn them in. And what you do is you take one period, and you call each student up and you say, All right, I've read your paper. I have it here. I want you now to defend your paper, and you have one minute, you're going to find out very quickly who really knows what they're talking about. Scott Hornstein  1:00:47 That, in fact, is brilliant. Michael Hingson  1:00:49 I think it's a very I think it's a very powerful tool. I use AI in writing, but I use it in that. I will use it, I will I will ask it questions and get ideas, and I'll ask other questions and get other ideas, and then I will put them together, however, because I know that I can write better than AI can write, and maybe the time will come when it'll mimic me pretty well, but still, I can write better than AI can write, but AI's got a lot more resources to come up with ideas. Scott Hornstein  1:01:21 It does. It does. And with that, it's a fantastic tool. The differentiator, as I see it, for most of my stuff, is that AI has read about all this stuff, but I've lived it, so I'm going to trust me at the end, Michael Hingson  1:01:45 and when I talk about surviving the World Trade Center and teaching people what I learned that helped me in the World Trade Center, I point out most people, if there's an emergency, read signs and they're told go this way to escape or to get out or do this or do that, but there's still signs, and they don't know anything. I don't read signs, needless to say, and what I did was spent a fair amount of time truly learning all I could about the World Trade Center where things were, what the emergency evacuation procedures were what would happen in an emergency and so on. And so for me, it was knowledge and not just relying on a sign. And so when September 11 happened, a mindset kicked in, and we talked about that in my my latest book, live like a guide dog. But that's what it's about, is it's all about knowledge and truly having that information, and that's what you can trust. Scott Hornstein  1:02:48 I'll give you a big amen on that one. Michael Hingson  1:02:52 Well, this has been a lot of fun to do. We've been Can you believe we've been doing this an hour? My gosh, time, I know having fun. Scott Hornstein  1:03:03 It's fun. And I would say again, in closing, I just have enormous respect for what you've accomplished, what you've done. This is been a great privilege for me. I thank you very much. Michael Hingson  1:03:19 Well, it's been an honor for me, and I really value all the comments, the advice, the thoughts that you've shared, and hopefully people will take them to heart. And I would say to all of you out there, if you'd like to reach out to Scott, how do they do that? Well, there you go. See, just, just type, well, right? Scott Hornstein  1:03:42 That's it. If you, if you sent an email to Scott dot Hornstein at Gmail, you'll get me. Michael Hingson  1:03:56 And Hornstein is spelled Scott Hornstein  1:03:58 H, O, R, N, S, T, E, I, Michael Hingson  1:04:03 N, and again, it's scott.hornstein@gmail.com Scott Hornstein  1:04:09 that's that's the deal. There you go. Well, find me on LinkedIn. You can find me on medium. I'm all over the place. Michael Hingson  1:04:18 There you are. Well, I hope people will reach out, because I think you will enhance anything that they're doing, and certainly trust is a big part of it, and you earn it, which is great. So thank you for being here, and I want to thank all of you for listening and watching us wherever you are. Please give us a five star review and a rating and but definitely give us a review as well. We appreciate that. If you know anyone else who ought to be a guest, Scott, you as well. We're always looking for more people to have on, so please introduce us and Scott. If you want to come on again, we can talk about that too. That'd be kind of fun. But I want to thank what I want to thank you again for being here. This has been fun, and I appreciate you being here with us today and and so thank you very much for doing it. Scott Hornstein  1:05:07 My all the pleasure is all mine. Michael Hingson  1:05:14 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 interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

Nazem Kadri is back with the Colorado Avalanche in a stunning last-second NHL trade deadline blockbuster, and Jesse Montano and Meghan Angley break it all down in this emergency episode of Off Ice. Just when it looked like Colorado was done making moves, Chris MacFarland and the Avs front office pulled off one more major deal, bringing back a key piece from the 2022 Stanley Cup team.   In this episode, Jesse and Meghan react live to the shocking Kadri trade, discuss what he brings back to Colorado on and off the ice, and explain why his return could be a massive boost to the Avalanche's center depth, power play, playoff identity, and overall Cup chances. They also react in real time as the full trade return comes in, including Calgary retaining salary and the final assets going both ways.   If you're looking for Colorado Avalanche trade deadline analysis, Nazem Kadri reaction, Avs roster breakdown, and what this move means for the Stanley Cup race, this episode has it all.   Chapters: 00:00 Nazem Kadri traded back to the Colorado Avalanche 00:55 Initial reaction to the shocking last-second deal 01:44 Why Kadri is such a strong fit for Colorado again 03:06 Kadri's skill, edge, and playoff-style impact 05:38 What the Avs are getting on the ice and in the room 07:13 How Kadri could help fix the Avalanche power play 09:21 Why this changes the feel of Colorado's deadline 10:38 What the return might look like for Calgary 12:16 Potential forward line combinations with Kadri 14:21 Cap implications and retained salary discussion 15:41 Kadri reacts to the trade 17:01 What this says about Calgary and player relationships 19:01 Why the Avs keep prioritizing center depth 21:25 Keeping Kadri away from Central Division rivals 23:22 Waiting on the full trade return 24:31 First reports begin to surface 25:46 What the reported deal could mean for Colorado's roster 29:33 Kadri gets No. 91 back in Colorado 30:06 Rumored full return starts to emerge 39:01 Full trade details confirmed 40:30 Why this is a huge win for Chris MacFarland and the Avs 44:26 Final thoughts on Kadri's return to Colorado

The Joint Chiefs of Staff say that the United States will start striking progressively deeper into Iranian territory. It appears that Congress will not stand in the way as the Senate is taking an initial vote to rein in Trump's Iran war powers.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

US equities finished lower in Thursday trading, though ended off worst levels. Oil closed at its highest since July 2024 but came off best levels on headlines about US relief discussions and China negotiating with Iran for safe tanker passage. Initial jobless claims registered 213K for the latest week, near the 215K consensus and prior 213K (which was revised up from 212K).

OWCP CLAIMS PROCESSING –Certain procedures and responsibilities have to be accomplished once theforms and information have reached OWCP for appropriate adjudication ofclaim.A. Initial Processing –Once claim is received with all supporting documentation (when possible)claim number will be assigned to the case. OWCP will notify theemployee and agency once claim has been received. Uncontrovertedclaims with medical bills totaling less than $1500 will be administrativelyclosed by OWCP. Thos claims not meeting that criteria will be assigned toa claims examiner for formal adjudication. When additional information isrequired, the claims examiner will notify the employee by letter in ECOMP with a copy to all parties to the claim. For more information click on the podcast transcript.The podcaster is Dr. Stephen Taylor, OWCP medical-legal consultant for Oberheiden Law Firm.  Dr. Taylor's contact information is:https://fedcompconsultants@protonmail.com If you need a medical provider or assistance with an OWCP /  DOL claim in Tampa, Jacksonville, Pensacola Florida, Southern Mississippi or Daphne Alabama   you can make an appointment to see Dr. Taylor, or Dr. Sullivan   at the clinic at  FWC Medical Centers or M & R Medical Centers. To make a consultation with Dr. Taylor  call the clinic at 813-215-4356 or 813-877-6900 in Tampa  go  to our website at https://fwcmedicalcenters.net/     or     https://fedcompconsultants.com/For responses email Dr. Taylor at fedcompconsultants@protonmail.comSupport the showFEEDSPOT TOP #1 Federal Workers Compensation Podcast & #8 National Workers Compensation Podcast:https://podcast.feedspot.com/workers_compensation_podcasts/?feedid=5557942&_src=f2_featured_emailFor responses email Dr. Taylor at fedcompconsultants@protonmail.comSupport the showFEEDSPOT TOP 10 National Workers Compensation Podcast: https://podcast.feedspot.com/workers_compensation_podcasts/?feedid=5557942&_src=f2_featured_email

Initial shock has given way to grave concerns as the US and Israel's joint attack on Iran continue, stepping both countries into a war without a clear goal, end date or exit strategy. To help explain where congressional powers lie and the limits of executive authority, Mary and Andrew call upon Tess Bridgeman, international law expert and Co-Editor-in-Chief of "Just Security”. Tess stakes out the scope of the 1973 War Powers Resolution, and why Congress is meant to be the body that decides if, and when the US commits to armed conflict with another nation state. Then, Mary and Andrew turn focus to a few immigration updates, as more judges chastise the government for continually violating court orders, and a Columbia student is detained by ICE under false pretenses. Last up, the co-hosts turn to the decision in the case involving whether a journalist's devices seized while executing a search warrant could be searched. Plus: the Trump administration's decision to stand down on defending Trump's sanctions against law firms— only to do a seeming about face the next day. Further reading: Here is the piece Tess Bridgeman co-wrote on "Just Security": Top Questions the Trump Administration Needs to Answer on War with Iran Here is the opinion Andrew and Mary were referring to out of the Southern District of West Virginia You can pre-order Andrew's book, out May 19th, here: Liar's Kingdom: How to Stop Trump's Deceit and Save America Sign up for MS NOW Premium on Apple Podcasts to listen to this show and other MS podcasts without ads. You'll also get exclusive bonus content from this and other shows. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In July 1991 President George HW Bush nominated Clarence Thomas to the US Supreme Court. Initial reaction to the nomination suggested there would be a contentious Senate confirmation battle that would probe Thomas's conservative views on issues such as abortion and affirmative action.  But there was no real concern that Bush's pick might not be approved. That is until one woman's testimony threatened to derail the entire process.  In this episode of History of the 90s we look back at the moment when the little know concept of workplace sexual harassment was catapulted into public consciousness.  This is the testimony of Anita Hill.  Guest Info: Rev. Dr. Traci C. West;   Professor of Christian Ethics and African American Studies at Drew University Theological School in Madison, NJ www.traciwest.com Learn more about your ad choices. Visit megaphone.fm/adchoices

After the first year or two of trading, there is much for SME firm owners to reflect on – and not just business wins, losses, and lessons. For James d'Apice, this process has involved everything from staying true to his personal and professional vision, pursuing passion projects, supporting the local community, and planning for expansion. In this episode of The Boutique Lawyer Show, host Jerome Doraisamy welcomes back Gravamen founder and principal James d'Apice to discuss his headline takeaways from the first two years of running his own firm, the mistakes he's made and learnt from, what the past two years have taught him about himself as a practitioner and business owner, and why staying true to his vision is so essential. d'Apice also delves into the apparent death of the long lunch and what that might mean for business owners in law, the importance of pursuing passion projects to reinvigorate one's practice, how he's looking to grow the firm moving forward, and what he's looking forward to in the future. If you like this episode, show your support by rating us or leaving a review on Apple Podcasts (The Lawyers Weekly Show) and by following Lawyers Weekly on social media: Facebook, X and LinkedIn. If you have any questions about what you heard today, any topics of interest you have in mind, or if you'd like to lend your voice to the show, email editor@lawyersweekly.com.au

Ilona Maher joins Seth and Josh on the pod this week! She talks all about growing up in Burlington, Vermont with sisters Olivia and Adrianna, competing in the Olympics, what she wished she did with her teammates to celebrate, her mom's infamous pacing, visiting the largest escalator in North America, going to Greece when it was snowing, and so much more! Plus, she chats about her new show with her sisters, House of Maher premiering March 25th! Watch more Family Trips episodes: https://www.youtube.com/playlist?list=PLlqYOfxU_jQem4_NRJPM8_wLBrEEQ17B6 Support our sponsors: Mint Mobile New customers can make the switch today and for a limited time, get unlimited premium wireless for just $15 per month. Switch now at https://MINTMOBILE.com/TRIPS. Upfront payment of: $45 for 3-months, $90 for 6-months, or $180 for 12-month plan required ($15/month equivalent.). Taxes & fees extra. Initial plan term only. Over 50GB may slow when network is busy. Capable device required. Availability, speed, & coverage varies. Additional terms apply. See mintmobile.com. Blueland Blueland has a special offer for listeners. Right now, get 15% off your first order by going to https://Blueland.com/trips Shipt Download the app or order now at https://shipt.com Fitbod Join Fitbod today to get your personalized workout plan. Get 25% off your subscription or try the app FREE for seven days at https://fitbod.me/trip Mill Try Mill risk-free for 90 days and get $75 off at https://mill.com/trips and use code TRIPS at checkout. Learn more about your ad choices. Visit megaphone.fm/adchoices

Dr. Deb Muth 0:00 Welcome back to Let’s Talk Wellness Now. I’m your host, Dr. Zab, and we are continuing our discussion this week on 0:08 peptides. And so, if you haven’t heard our first conversation about peptides, 0:13 please go back and look at that episode. We talk all about the manufacturing, the safety, the quality of peptides, and we 0:20 dove into GLP1s. And today we’re going to dive into peptides for sexual 0:26 wellness, immune function, growth hormone, and all the amazing fun things 0:32 we can do with peptides. So, as usual, grab your cup of coffee or tea, settle 0:37 in, and let’s talk wellness now. And we’re going to take a short pause from our sponsor. I know we’ve got to do 0:44 that, you guys. They’re who keep us on the air. So, I’m going to pause for just a minute and be right back after this 0:50 message from our sponsor. Ladies, it’s time to reignite your vitality. Primal 0:56 Queen supplements are clean, powerful formulas made for women like you who want balance, strength, and energy that 1:03 lasts. Get 25% off at primal queen.com. Serenity Health. That’s primalqueen.com. 1:10 Serenity Health. Because every queen deserves to feel in her prime. All 1:15 right, everybody. We are back. And are you ready? We are talking all things peptide and I am opening the show today 1:23 with sexual wellness. Yes, I’m going there, you guys. I am going there. You 1:29 know, this has really become a big issue for people um of all ages. It’s not just 1:3 4us older people. It’s younger people, too. And there’s a whole variety of reasons why we have sexual dysfunction. 1:42 And when we’re talking about sexual dysfunction, we’re not just talking about it doesn’t work, right? Or I can’t 1:48 reach orgasm. A lot of it is around desire and um the thought of it and 1:54 wanting to connect, wanting to be kinder to one another, wanting to be touching 2:00 one another. A lot of it resolves or revolves around that. And so there are some peptides that can help us and I’m 2:08 really excited to be able to talk about those today. So the first one is called PT-141. 2:14 This targets the brain not the periphery. Right? So for many women I 2:20 will always tell you sex starts between here. It is a brain thing for us. It is 2:26 not necessarily a physical thing. For guys that’s a little different. It’s very physical. For women it’s all in our 2:32 brain. So tip for you men that are listening. You have to prime your woman’s brain first if you want her to 2:38 have sex with you that night. You have to be nice to her. You have to bring her flowers. Do the dishes for her. Do 2:45 something kind. Bring her a cup of coffee or tea or a glass of wine. Take her to dinner. You have to woo her. And 2:51 I don’t care how long you’ve been married. That has to happen. And tip number two, don’t say anything stupid 2:57 that day. I’m just being honest. When you guys say things that make us upset, 3:03 that lingers with us for the rest of the day. And it’s it’s a turnoff for us. And 3:08 for a lot of women, we can’t get past that when it comes time to snuggle at night. And sex doesn’t always have to be 3:14 at night either. So, you can tell I really love talking about this conversation, but we’re going to get into the peptide part of it because this 3:21 is going to help people. So, um, PT-141 is marketed as I’m going to slaughter 3:28 this name, Vali, and it represents a fundamentally different approach to 3:34 sexual dysfunction than the PDE5s inhibitors like Slenden, Viagra, 3:40 Tedataphil, which is Seialis. And while the PDE5 inhibitors work specifically by 3:47 enhancing blood flow to the genital tissues, PT-141 works centrally in the brain by 3:54 modulating neural s neural circuits involved in the sexual desire and 4:00 arousal. Now PT-41 is a cyclic hpatipeptide. It’s seven amino acid 4:07 peptide arranged in a cyclic structure that acts as a melanoortin receptor 4:13 agonist and with particularly the infinity for MC3R and MC4R subtypes. 4:20 It’s actually a metabolite of the melanotan 2, a peptide originally 4:26 developed for tanning that was also found to enhance sexual desire in early 4:31 studies. Now the melanoortin system in the brain is involved in multiple functions including energy homeostasis 4:39 but it also is involved in sexual motivation and arousal behaviors. The FDA approved PT-141 in 2019 specifically 4:48 for the treatment of acquired generalized hypoactive sexual desire 4:54 HSDD in permenopausal women. So for the first time we have a medication that was 5:01 approved by the FDA to use for women for sexual dysfunction. We have had all of 5:07 these seialis tedataphil viagros for men but we had nothing for women. And so 5:12 this is amazing that this is available for women and approved by the FDA. It’s a big deal. This represents the first 5:19 and only FDA approved medication specifically targeting these circuits of sexual desire rather than the peripheral 5:27 arousal mechanisms. And this indication is quite specific, meaning it was developed at some point, not lifelong. 5:35 So I if you’ve had sexual dysfunction your entire life, this medication was 5:40 not approved for you. But if it’s something that you developed over time, like when you went through pmenopause or 5:46 menopause or some women have this experience happen after childirth, that’s what we’re talking about here. 5:53 Now, it’s also not just um supposed to be used if you dislike your partner, 5:59 right? If your relationship is bad and you dislike your partner, this probably isn’t going to fix a ton. It might help 6:05 a little bit, but that’s not what it’s meant for. So, you really have to know what you’re using it for and why. And 6:11 the other thing that I would say is this is something that we don’t go to if your hormones are not balanced properly. You 6:17 have to balance your hormones properly before using something like this because it still may not work. Now, the only 6:24 caveat to that is if you’re a woman that has a risk of breast cancer and can’t use hormones, then that’s a different 6:31 story and we would have that conversation about whether or not this medication would be appropriate for you. Now, the FDA label specifies PTA1 uh 6:39 PT-141 as it not being indicated for HSDD in causes where low sexual desire 6:46 is due to coexisting medical or psychiatric conditions, problems with relationships, like we had talked about, 6:53 side effects to medications or other substance use. This specifically reflects the importance of differential 6:59 diagnosis. Low sexual desire can have many root causes and PT-41 is only 7:05 appropriate when those causes have been ruled out. Now, I have I used PT41 in 7:10 people who have sexual dysfunction issues as a result of using 7:16 anti-depressants. Yes, I have. I’ve used Flynn in that effect as well. And it 7:21 does work sometimes, but it doesn’t work completely. But you need to know that that is not what the approval is for the 7:27 FDA. So that is done in something that we call off label use. So very important 7:33 to know. Now in these clinical trials leading to FDA approval, this was published by Kinsburg and colleagues in 7:40 obstetrics and gyne gynecology in 2019. PT-141 demonstrated statistically 7:46 significant improvements in sexual desire and decreases in distress related 7:51 to low desire compared to placebo. The effects manifest over 45 minutes to 7:56 several hours after the injection and the mechanisms involved modulation of dopamine and melanoorton pathways in the 8:04 hypothalamus and the brain regions that involved sexual motivation. Now cardiovascular effects of PT 141 require 8:12 careful attention. This drug causes transient increases in blood pressure about 3 to four points and transient 8:20 decreases in heart rate. And because of this, it is contraindicated in patients 8:25 with uncontrolled hypertension or known cardiovascular disease. And it has been studied in patients who’ve had recent 8:32 cardiovascular events or sorry hasn’t been studied hasn’t been studied in patients who’ve had recent 8:39 cardiovascular events. So patients need to have their blood pressures checked before starting therapy. Nausea is 8:45 extremely common. It is one of the biggest things I often will tell people to take an anti-nausea medicine if 8:52 they’re going to do this because the last thing you want to do is inject this medication and think it’s going to give 8:57 you this great time with your partner and you’re so nauseated that you can’t even perform, don’t want to kiss, don’t 9:05 want to do anything. It it can be pretty profound for some people. um it does affect about 40% of the patients in 9:12 clinical trials which is why many clinicians require or recommend an 9:17 anti-nausea medication like I had just said other common adverse effects include flushing injection site 9:24 reactions headache in about 13% of the population which I have seen worse if 9:30 people are prone to headaches and the headaches are pretty intense so I will also have them premedicate if they have 9:36 that um sensitivity ity with a Tylenol or Advil, Alie, whatever it is they 9:42 typically use for their headaches to help prevent that from occurring. Now, some patients also experience a 9:50 generalized hyperpigmentation of their skin, particularly in areas with chronic friction, and this may not be reversible 9:57 after discontinuation. So from an integrative perspective, PT-41 10:03 represents one tool in addressing female sexual dysfunction, but it should never be the first or only intervention. And 10:11 low sexual desire in women is complex. Multiffactorial involving hormonal imbalances, low testosterone, estrogen 10:18 deficiency, progesterone imbalances, thyroid dysfunction, adrenal dysfunction, and with elevated or 10:24 disregulated cortisol levels, sleep deprivation, relationship issues, unresolved trauma, including sexual 10:31 trauma, chronic pain, body image concerns, and medication side effects such as SSRIs are notorious for this. So 10:39 a comprehensive hormone panel including total and free testosterones, estradile, 10:45 progesterone, DHEA, thyroid function in cortisol assessment, ideally four-point 10:51 cortisol, salivary should precede any pharmacological intervention. And additionally, addressing the 10:57 psychological component and relationship dimensions through appropriate therapy is necessary. I have a lot of patients 11:03 that say, “This is just too much work for sex. I don’t want the side effects. I don’t want to deal with this.” and that’s totally fine. But for some 11:09 people, their sexual dysfunction is actually causing more problems on their 11:14 relationship and they want to do something to fix that. And just know that if you’re using a peptide like this 11:20 that comes with some of these side effects and you have to premedicate for it, it is not the end of the world. Um, 11:27 but it may be a possibility that you may need that. So, let’s dive into body composition and growth hormone access. 11:34 So Tesmarellin is the only FDA approved GH 11:40 analog. Tesarelin is marketed as Agrifta and Agria SV. It is a synthetic analog 11:48 of human growth hormone releasing hormone. So GH RH human growth hormone 11:53 releasing hormone. These things are such long names it’s confusing and it’s difficult to spit out, right? It 11:59 consists of 44 amino acids. The structure is identical to our own 12:05 body’s growth hormone GHR um with the addition of trans3 hexonol group which 12:14 stabilizes the molecule that extends its half-life compared to the native GHR. 12:19 The mechanism of tesmarellin is elegant in its preservation of physiological 12:24 growth hormone GH secretion patterns and rather than administering an exogenous 12:30 growth hormone directly, tesmarillin binds to the GH receptor in the anterior 12:36 pituitary gland stimulating the indogenous pulsatile release of GH. So 12:42 you know it it’s slower in that stimulation and it pulsates instead of a direct rise and fall. This pusile 12:49 pattern more closely mimics natural GH secretion which occurs in bursts 12:54 primarily during sleep. The GH then stimulates the liver to produce insulin-like growth factor IGF-1 which 13:01 exerts many of the downstream metabolic effects including lipolytic effects on 13:07 the atapost tissue. So fat atapose and how we break that down. The FDA approved 13:13 tesmarellin in 2010 for a very specific narrow indication, the reduction of 13:19 excess abdominal fat in HIV infected patients with lipodistrophe. This 13:25 condition characterized by abnormal fat redistribution with accumulation of visceral body fat and the loss of 13:32 subcutaneous fat in face and limbs developed as a complication of an 13:37 antiviral therapy particularly with older protease inhibitor reg uh 13:42 regimens. The visceral fat accumulation in patients is not just cosmetic. It’s associated with increased cardiovascular 13:49 risk, insulin resistance, and inflammatory markers. The pivotal trial that led to the FDA approval included 13:56 work by Stanley and colleagues published in the annuals of internal medicine in 2014. It demonstrated that tesmarillan 14:03 significantly reduced the visceral atapose measured by CT scan by approximately 15 to 20% which is a 14:10 significant difference to placebo over a short period of time only 26 weeks. Now, 14:16 interestingly, the total body uh weight typically remained stable or even 14:21 increased slightly as the reduction of visceral fat was sometimes offset by increases in lean body mass or 14:28 subcutaneous fat. This highlights an important point. Tesmearellin is not a weight loss drug in its conventional 14:34 sense. Its effects are specifically on body composition and fat redistribution. 14:40 Now the glucose metabolism effects of tesmarellin do require careful monitoring because GH and IGF1 can 14:47 induce insulin resistance. Tesmearellin can increase glucose levels and hemoglobin A1C and in these clinical 14:54 trials glucose tolerance and new onset diabetes occurred in some patients. So 14:59 this creates a therapeutic paradox while res reducing visceral fat we should theoretically improve metabolic health. 15:07 The GH mediated insulin resistance can worsen the glycemic control and patients 15:12 with diabetes require particularly close monitoring. The potential need for adjustment in diabetic medications can 15:19 occur. So I already know what you guys are thinking. Can I use Tesmarellin and 15:24 GLP1 at the same time? And the answer is yes. Especially in those people that we 15:30 know have an insulin resistance already or are prone to that, we can use lowd 15:36 dose micro doing GLP-1 along with tesmarellin to help prevent this from 15:42 occurring um or reduce the risk of it occurring. Now there are some other adverse related problems to growth 15:49 hormone access which include fluid retention which can uh manifest as uh 15:55 ankle swelling, joint pain, muscle pain, paristhesas, carpal tunnel syndrome is 16:01 common to see. Of course you can always see injection site reactions reported about 26 to 30% of the time in the trial 16:08 participants. And this also theoretically has a concern about IGF-1 elevation potentially promoting 16:14 malignancy through long-term data is limited. So we have to be cautious about 16:20 this but it is a growth hormone and anything that is a growth hormone can cause cells to grow and it cannot 16:26 necessarily differentiate between healthy cells and bad cells. So the drug is contraindicated is contraindicated in 16:33 patients with active cancer and in patients with the disruption of the HPA access from conditions like pituitary 16:40 tumors, pituitary surgery, head of radiation um and traumatic brain injury. 16:46 Now off label use of tesmarellin for general anti-aging or body composition 16:51 optimization in non-HIV population, it doesn’t have FDA approval. There is no 16:58 FDA studies. um that promote this, but practitioners do prescribe it for these 17:04 purposes under an experimental and not supported by FDA approved indications. 17:10 And um from an integrative medical standpoint, optimizing natural growth 17:15 hormone secretion through lifestyle interventions, high quality sleep is important. GH primarily is excreted 17:22 during sleep and deep sleep waves. So improving your deep sleep is important. Intermittent fasting can also increase 17:28 growth hormone by five-fold as demonstrated in a Hartman and colleagues uh study from the journal of clinical 17:35 endocrinology and metabolism in 1992. And highintensity interval training, adequate dietary protein, blood sugar 17:42 control, these all can help naturally increase your growth hormone. So, let’s 17:47 dive in now and talk about bone health. peptide hormones um such as oh I’m gonna 17:54 I’m gonna really slaughter this name. Terraparatide is a true bonebuilding 18:01 peptide. It’s marketed as forio. It’s a recumbent form of the first 34 amino 18:08 acids out of 85 of the human parathyroid hormone PTH. It represents a unique 18:13 approach to osteoporosis treatment because it’s one of the few truly anabolic anabolic bone therapies meaning 18:21 it actively binds new bone rather than simply preventing bone loss. The biology 18:26 of parathyroid is fascinating and seemly contraindicated or uh contradictory. 18:32 Continuously sustained elevations of PTH as occurs in hyperarathyroidism 18:37 is catabolic to bone. So people who have hyperarothyroidism typically have significant bone loss 18:44 especially before it’s diagnosed and it causes causes increased bone 18:49 reabsorption loss of bone density increased fracture risk and however 18:55 intermittent exposure to PTH as achieved with once daily uh injections of forio 19:01 has the opposite effect. This intermittent exposure preferentially stimulates osteoblasts bone building 19:08 cells over osteoclasts bone reabsorbing cells and it leads to 19:13 the net bone formation. So terraparatide binds to the PTH receptors on 19:20 osteoblasts and renal tubular cells in bone. It increases the number of 19:25 activity of osteoblasts stimulating the differentiation of osteoblast precursor cells and may 19:32 reduce osteoblast apoptosis basically programmed cell death allowing this bone 19:37 building cell to work longer. The result is increased bone formation, improved bone architecture and tbacular 19:45 connectivity and ultimately increased bone mineral density um particularly in the hip and the spine which is so 19:51 difficult to regain. The FDA approved this medication in 2002 based on pivotal 19:57 studies by Near and colleagues published in the New England Journal of Medicine in 2001 which demonstrated significant 20:05 reductions in vertebral and non-vebral fractures in post-menopausal women with 20:11 osteoporosis. specifically uh reduced new vertebral fractures by 20:17 65% and nonvettebral fragility fractures by 53% 20:23 compared to placebo over a median followup of 21 months. This is really 20:29 incredible because we have not seen this kind of um change uh in other 20:35 medications that we’ve used for osteoporosis. So current FDA approval 20:40 indicates uh this for post-menopausal women with osteoporosis at high risk for 20:46 fracture, men with primary or hypoconatal osteoporosis at high risk for fracture 20:53 and men and women with glucocord cord glucocordide 21:00 induced osteoporosis at high risk for fracture. The high risk qualifier is 21:05 important. uh terrapeptide is reserved for patients with severe osteoporosis, 21:11 multiple fractures, very low low bone density and those who have failed or are 21:16 intolerant of other therapies. The most significant concern for this medication 21:21 is highlighted in a boxed warning with rat toxicology studies where it caused 21:27 osteioaroma which is a bone cancer in a dose dependent and treatment duration dependent manner. The revolence of this 21:34 finding to humans is debated. Rats have fundamentally different bone biology than humans with continuous bone growth 21:41 throughout life and different PTH receptors. Now post marketing 21:46 surveillance in humans hasn’t shown a clear increase in osteocaroma risk but 21:51 theoretically concerns persist and because of this terapeptide is 21:57 contraindicated in patients at risk baseline risk for osteioaroma 22:02 including those with pageantss disease of the bone unexplained elevations of alkaline phosphate prior skeletal 22:10 radiations bone metastases or skeletal malignancies and pediatric patients or young adults 22:16 with open hyes. There’s also a lifetime treatment duration of only 2 years and 22:22 terrapeptide can cause transient hypercalcemia. So an elevated blood calcium and as PTH normally increases 22:31 calcium levels by enhancing bone reabsorption, increasing renal calcium 22:36 reabsorption and promoting activation of vitamin D which increases intestinal calcium absorption. Some patients 22:43 experience orthostatic hypotension within 4 hours of injecting requiring 22:48 caution in at risk populations for blood pressure. Common side effects include 22:53 muscle pain, joint pain, pain in the limbs, nausea, headache, and dizziness. So from an integrative bone health 23:00 perspective, terrapeptides should be part of a comprehensive strategy. Adequate calcium intake, 500 to a,000 23:08 milligrams of calcium a day from food and supplements combined. and vitamin D. 23:13 Getting vitamin D levels of at least 50 to 80 are essential for the drug to work 23:20 optimally. But beyond this, bone health requires vitamin K2, which directs calcium into the bones rather than soft 23:27 tissues, magnesium as a co-actor in bone metabolism, trace minerals like boron, 23:33 copper, silica, and of course, adequate protein intake, which many of us, especially as women, don’t do 0.8 8 to 1 23:42 gram of protein per kilogram of body weight, weightbearing exercise. Of 23:47 course, these all provide mechanical signals that complement the biochemical 23:52 symbol uh signals of terrapeptide. Sequential therapy is also critical. The 23:58 bone mass gains from terraparatide can be lost if patients don’t transition to 24:05 an anti-resorbbitive agent a bisphosphinate after completing this therapy and the anabolic effects to 24:12 build bone but maintaining the new bone requires preventing excess reabsorption. 24:18 So positive things about this but there are definitely some concerns as well. So 24:23 the next one we’re going to talk about is Lu Prolrooide. It is marketed under 24:29 the multiple brand names of Lupron, Depo, Eligard, and it’s a synthetic 24:34 nonapeptide analog of naturally occurring ginonadotropen releasing 24:39 hormone G&R, also called luteinizing hormone releasing hormone, LHR. 24:46 It’s a fascinating example of how manipulating natural hormonal feedback systems can create therapeutic effects. 24:53 So, G&RH is normally secreted in a pulsatile fashion by the hypothalamus 24:59 and travels to the anterior pituitary where it binds to G&R receptors and 25:05 stimulates the release of luteinizing hormone LH and follical stimulating hormone FSH. These ginatotropins signal 25:13 the ovaries or the testes to produce sex hormones, estrogen, progesterone in 25:18 women, testosterone in men. Uh, luoprololi lupron as a GNR agonist 25:26 initially mimics the action of natural G&R causing an acute flare response with 25:33 uh increased LHFSH secretion which temporarily increases sex hormone 25:38 production. However, the continuous administration which is in the depo 25:44 formulations, the GNR receptors in the pituitary become desensitized and 25:50 downregulated. And after about 2 to four weeks of continuous exposure, LH and FSH 25:56 secretion is profoundly suppressed, leading to what’s termed as chemical 26:01 castration. Testosterone levels in men drop to castrated levels less than 50 26:08 and estrogen production is marketkedly suppressed in women. This bifphasic 26:13 response creates both therapeutic applications and management challenges in prostate cancer where tumor growth is 26:20 typically androgen dependent and the ultimate goal is testosterone suppression. However, the initial 26:27 testosterone surge during the flare phase can temporarily worsen symptoms potentially causing increased bone pain, 26:34 urinary obstruction, or even spinal cord compression in patients with metastatic 26:40 disease. This is why uh luoprolide is often started with an anti-ad androgen 26:47 like bicladamide for the first two to four weeks to block the effects of the 26:52 testosterone surge. The FDA has approved lupalide for multiple indications across 26:59 formulations. In oncology, it’s used for palletive treatment of advanced prostate cancers. In gynecology, various 27:06 formulations are approved for endometriosis, for pain management and lesion reduction and for fibroids. 27:13 Typically for pre-operative uh hematological improvement in anemic patients. In pediatrics, it’s used for 27:20 central precocious p puberty basically to halt the premature sexual development of these young people. Now, there are 27:28 adex uh adverse effect profile that reflects profound hormonal suppression. 27:34 In men treated for prostate cancer, hot flashes affect about 59% of the patients. Other common effects include 27:41 general pain, swelling, bone pain. Um long-term use of these medications leads 27:47 to metabolic changes. It increases fat mass. It decreases lean mass. It worsens 27:53 insulin sensitivity, disrupts the cholesterol uh lipid panels, increases 27:59 diabetic risk, has some concerns over cardiovascular disease. And the metaanalysis have shown increased risks 28:06 of heart infarction, myocardial inffection, sudden cardiac death, and stroke in populations receiving 28:13 long-term androgen deprivation therapy. The bone effects are particularly dramatic. Without sex hormones, bone 28:20 density decreases significantly, typically 3 to 4% per year during the 28:26 first two to three years of therapy. And this bone loss may not fully be reversible after the the therapy 28:32 discontinues. The American Society of Clinical Oncology recommends bone density monitoring and consideration of 28:39 bisphosphinates uh in men receiving long-term androgen deprivation. In women treated for 28:46 endometriosis or fibroids, the estrogen suppression creates a hypoestrogenetic state similar 28:54 to menopause. Hot flashes affect 90% of patients with other common effects 29:00 including headaches, emotional irritability, decreased sex drive, vaginal dryness, bone density loss. And 29:08 because of these bone concerns and treatment duration with endometriosis, typically limited to six months, though 29:14 some formulations allow for longer use with adback hormonal therapy to 29:20 partially mitigate these side effects. The mood and cognitive effects can be s 29:25 significant. I’ve seen it over the years. the depression, the memory impairment, difficulty focusing and 29:31 concentrating. It can be very very traumatic and the quality of life that 29:37 happens for these uh women and men can be unbearing for many of them. Um, from 29:44 an integrative perspective, patients receiving this medication need comprehensive support care. Bone health 29:51 interventions using calcium, vitamin D, vitamin K2, weightbearing exercise, 29:58 cardiovascular risk management becomes critical, including blood pressure monitoring, lipid management, diabetes 30:05 screening. For hot flashes management, some patients respond to black coohos, 30:10 sage, or vitamin E. Though evidence is mixed and individual response varies, 30:16 omega-3s may help with the mood and the inflammation, resistance training becomes specifically important to 30:22 preserve lean muscle mass in the face of hormonal suppression. 30:27 Now there’s something called calcetonin salamon which is marketed as miaelin. 30:34 It is a nasal spray. It is now discontinued. And foral is the new 30:39 synthetic polyeptide hormone of 32 amino acids identical to calcetonin of salamon 30:47 origin. It represents an interesting case study in how initial promise gives 30:52 way to safety concerns that regulate a therapy to historical footnote status. 30:58 Calcetonin is naturally occurring hormone in humans. It’s secreted by the paraphalicular sea cells in the thyroid 31:04 gland. Its primary physiological role is to lower blood calcium levels by 31:10 directly inhibiting osteoclast activity, reducing bone reabsorption, increasing 31:16 renal calcium secretion or excretion, and possibly reducing the intestinal 31:21 calcium absorption. So, salamon calcetonin is used therapeutically because it’s more potent and longer 31:27 acting than human calcetonin. The FDA initially approved calceton and salmon 31:34 for several indications post-menopausal osteoporosis in women more than five 31:39 years post-menopausal when alternative treatments are not sustainable. Padet’s 31:44 disease for bone and hypercalcemium as emergency treatments. The nasal spray formulation is particularly popular for 31:53 osteoporosis because it offered a non-injectable alternative to bisphosphinates. 31:58 However, in 2012, the European Medicine’s Agency, EMA, conducted a 32:05 comprehensive safety safety review after a poolled analysis of 21 clinical trials 32:10 involving over 10,000 patients showed a statistically significant increase in 32:15 malignancy risk in patients treated with calceton salamon compared to compared to 32:21 placebo. The overall malignancy rate was 4.1% in calcetonin treated patients 32:28 versus 2.9% in placebo patients. The types of cancer 32:34 varied with no single cancer type predominating, making it difficult to establish a clear mechanistic link. 32:41 However, the signal was concerning enough that the EMA restricted the use of calcetonin containing medicines. In 32:48 the United States, the FDA issued communications about malignancy signal and conducted its own review. While they 32:56 didn’t fully withdraw the drug, the cons consensus shifted dramatically. The nasal spray formulations miaelson was 33:03 voluntarily discontinued by the manufacturer and current clinical practice guidelines now consider 33:10 calcetonin salamon as a second line or lower option for osteoporosis. While 33:15 behind bisphosphinates, dennism mob, uh, terrapeptide, the analesic effect of 33:21 calcetonin in bone pain, particularly in acute vitibbral, uh, compression 33:26 fractions from osteoporosis or pageantss disease may still provide a role for short-term use in these selected 33:32 patients. The mechanism of this pain relief is unclear, but may involve 33:38 effects of endorphin systems and/or direct actions on pathways. The history serves as an important reminder in 33:45 peptide medicine. Initial approval and early clinical use does not guarantee 33:50 long-term safety effects. Post marketing surveillance and poolled analysis of the clinical trial data can reveal adverse 33:58 effects that weren’t apparent in initial studies. It also underscores why newer 34:04 agents with better safety profiles um have largely replaced calcetonin in 34:10 clinical practice. So this is really an important thing. Not one thing stays the same forever. We have to change as we 34:18 identify new and better products as we identify problems and concerns. I will 34:24 always tell my patients if you are uncertain of taking a new drug which we 34:30 all should be wait five years. Within five years we are going to find the 34:36 problems that they didn’t find in the clinical studies. Remember, a lot of these clinical studies are small, small 34:43 groups, short periods of time. It’s expensive to do these trials. So, if you 34:49 wait for five years, in the first two to three years, you will see the problem start to emerge. And what are you going 34:55 to look for? You’re going to look for the the news um commercials from lawyers 35:02 suing a drug. And they will tell you what the problem is. and then you can decide, is this something that I want to 35:09 use or not. Don’t jump on bandwagon and be the first one to do this, especially 35:14 if you’re sensitive. You know, give it time so you can see exactly what’s going on. So, I’m going to end our show on 35:22 this and we are going to pick up on part three of peptide therapy in our next 35:28 segment where we’re going to talk about the investigational peptides and some 35:34 exciting things that are happening with that. So, I want to thank you for joining me today on Let’s Talk Wellness 35:39 Now. It’s always a pleasure having a conversation with you guys and I hope this brings value to you with what we’re 35:45 talking about. If you have ideas for topics that you want me to discuss, 35:51 please message us, you can share your comments on Facebook, you can email us, 35:58 um you can get a hold of us however you would like to share that. I do look at the comments below in the episodes as 36:04 well. So you can place your comments there. And once again, one of the best things you can do for me is like, 36:11 subscribe, and share so that we can spread the messages of what we’re doing. 36:16 I do this at no cost. I don’t make any money out of this. I do this as an 36:21 educational purpose for everybody else. I love doing it, but it really helps us 36:28 on the algorithms if you would be just willing to like, subscribe, and share. 36:33 So, thank you for spending your time with me. I know time is important.The post Episode 257 – Peptides for Sexual Wellness & Hormonal Health: PT-141, Growth Hormones, Bone Health & More! first appeared on Let's Talk Wellness Now.

In this heartfelt episode, LaNiqua shares her powerful storyof navigating her child's autism diagnosis, overcoming challenges, and transforming her experience into a mission to empower other parents. Discover her insights on advocacy, community building, and finding hope beyond the diagnosis. In this episode, we discuss:00:00 - Welcome and episode introduction02:00 - Recognizing early signs: speech and gut issues06:15 - Initial feelings upon diagnosis and self-blame11:24 - Deep dive into research and understanding autism spectrum disorders15:52 - Dealing with limited school support and advocacy at IEP meetings22:07 - The journey through community challenges and building a support network27:30 - Transitioning from parent to advocate and launching her coachingbusiness33:09 - Overcoming fears of big trips and trusting her son's abilities38:14 - Launching her advocacy book, Birth of an Advocate40:41 - The importance of storytelling and empowering marginalized voices44:30 - Words of encouragement for new moms and parents in the early search foranswers46:21 - LaNiqua's definition of being a badass mom and advocate49:19 - Final thoughts: hope, evolution, and celebrating your child's potential Resources & Links• Available on Amazon - Birth of an Advocate: Living Above the Spectrum • Hummingbird Essentials (Email) hummingbirdessentials@gmail.comConnect with LaNiquaEmpowerment Strategist ~ Author ~ ATD Master Trainer• Instagram – www.instagram.com/laniraee• Facebook – LaNiqua LaNi McCloudIf this episode resonated with you:• Follow the Autism for Badass Moms Podcast on your favorite podcast platform• Leave a review to help other autism moms find this communityInstagram: www.instagram.com/theabmpodcastFacebook: www.facebook.com/theabmpodcastYouTube: autismforbadassmomsRemember:Taking the first step in understanding and advocating for your child is bold and powerful. LaNiqua's story reminds us that with perseverance, community, and self-belief, we can help our children thrive beyond expectations. Share this episode with fellow parents and be inspired to become your own advocate!

Ghaith Abdul-Ahad describes the fall of Baghdad, witnessing Saddam's statue toppling, and the immense chaos and American disorganization following the initial 2003 military invasion. 1.1896

Monday's A.M. Update recaps one of the most extraordinary geopolitical weekends in recent memory: President Trump announces Operation Epic Fury, a massive U.S.-led (with heavy Israeli involvement) campaign of precision strikes dismantling Iran's nuclear sites, missile capabilities, air defenses, naval forces, and proxy networks after Tehran rejects zero-enrichment demands and attempts rebuilding. Initial volleys eliminate Supreme Leader Ayatollah Khamenei, former President Mahmoud Ahmadinejad, and dozens of top IRGC and political leaders—enabled by CIA intel and executed by Israel—sparking nationwide celebrations in Iran. Iran's command structure fractures, with foreign minister admitting isolated, independent military actions; retaliatory strikes hit Gulf neighbors and bases, uniting regional powers against Tehran. Three U.S. service members killed in early action; domestic terror incident in Austin probed for links. Big-picture reflections on frightening allied military/intel capabilities, shifting Middle East dynamics, China's oil vulnerabilities, and lessons on decisive force versus endless nation-building.   A.M. Update, Aaron McIntire, Operation Epic Fury, Iran strikes, Ayatollah Khamenei dead, Israel US alliance, nuclear program dismantled, IRGC leaders eliminated, Gulf states response, Tom Homan, Austin terror shooting

The 2026 NFL Combine progressed through the weekend and the rumor mill is swirling. Anthony and Daryl react to the pressing QB insights from Indianapolis leaves Week 1 looking gloomy for Shedeur Sanders.

What is an initial access broker — and why does it matter to your organization? In this episode, W. Curtis Preston and Prasanna Malaiyandi are joined by Dr. Mike Saylor of Black Swan Cybersecurity to break down the role of the initial access broker in today's ransomware attacks.Most people picture ransomware as a single bad guy with a keyboard. The reality is way scarier. There's an entire criminal supply chain out there, and the initial access broker is the specialist at the front of it. These are the people who do nothing but break in — stealing credentials, exploiting vulnerabilities, hijacking sessions — and then sell that access to other criminals who do the dirty work. Dr. Mike Saylor walks us through a real case study from 2024 where an employee's personal Gmail account — with a Google Docs folder literally named "passwords" — became the entry point for a corporate ransomware attack months later. This stuff is real, it's happening constantly, and most organizations have no idea how exposed they are.We cover what IABs target, how they package and sell access, what "coincidental passwords" are and why they're so dangerous, and what practical steps you can take today to make your organization a harder target.Chapters:00:00 - Intro: What Is an Initial Access Broker?02:12 - Welcome, Introductions, and a Little Judging03:33 - Defining the Initial Access Broker04:31 - Real Case Study: How Bob's Gmail Became a Corporate Breach07:16 - How IABs Package and Sell Access10:32 - How Stolen Credentials Get Bundled and Priced29:48 - RDP, VPN Vulnerabilities, and What IABs Are Hunting32:54 - Web Shells Explained35:08 - Session Hijacking and Man-in-the-Middle Attacks36:16 - Would Eliminating IABs Stop Ransomware?36:49 - How the Cybercriminal Ecosystem Evolved to Create IABs39:51 - Practical Takeaways: What You Can Do Right Now40:45 - The Numbers: 37 Billion Records and the ShinyHunters Breach

The initial aim is His eye and your neighbor. The ultimate aim is theosis, your illumination and the kingdoms of this world becoming the kingdoms of our God and of His Christ. In this, we're seeing an ultimate self portrait and an ultimate cosmic portrait through both lenses - immediate and ultimate!   Union University - January 27th, 2026

Our first mock draft of the 2026 dynasty rookie class! 

Initial bids are in for the Padres, and they include an ownership group headed up by a Hall of Fame QB. Drew Brees has teamed up with the CEO of Vuori to make a run at the Friars. Darnay discusses the surprising development with Sports Illustrated MLB Writer Ryan Phillips. He explains why fans should feel really good about the direction the sale is headed. What bidder is he most interested in at this point? The WBC arrives next week and Manny Machado looks ready. Should we be worried about how the Padres will start this season because of what happened after the 2023 WBC? Have we discovered one clear difference between Craig Stammen and Mike Shildt? The new skipper is experimenting with the Padres lineup. Darnay and Ryan discuss one possible starting point.

Program notes:0:37 Hormone therapy and mortality1:37 Those who used versus those unexposed2:35 Different types of HT3:32 Adolescent cannabis use and mental illness4:32 Screened in physician office5:32 Action at societal and government levels6:00 Access to dialysis facilities and SES7:01 2.3 % of advantaged communities lacked access8:01 For profit centers consolidate9:01 Roughly half of nephrology spots unfilled9:33 ACOs and Medicare savings10:33 Initial study showed net savings11:16 Fragile savings estimate12:09 End

Tim Kingsley, VP Exploration of Coppernico Metals, commented, “We are very pleased with the outcome of the [gravity, magnetic and photogrammetry] surveys. Initial results are being used to provide clearer definition of these significant, multi-kilometre-scale skarn and porphyry targets which remain mostly untested by drilling.” Ivan Bebek, Chair and CEO of Coppernico Metals, commented, “The new gravity and magnetic datasets represent a major advancement in our understanding of the geology between Antapampa and Tipicancha, and have highlighted several large-scale targets that remain untested. With this technical foundation in place, Coppernico is now strongly positioned to launch a comprehensive, multi-target drill program that could deliver several opportunities for a transformational discovery.” Sponsor: https://coppernicometals.com/ TSX:COPR; OTCQB: CPPMF; FSE: 9I3 0:00 Introduction 2:32 Phase 1 Drilling Results & Iterative Approach 4:21 Survey Results & Target Refinement 6:32 Las Bambas Analog & Regional Context 8:10 Scale & Grade Potential 9:44 Phase 2 Drilling Strategy 12:48 Tipicancha Target Discussion 13:50 Antapampa Target 14:53 Timeline, Financing & Permits 17:31 Long-term Strategy & Market Timing 18:52 NYSE Listing Plans? 19:40 Closing Remarks Press release discussed: https://coppernicometals.com/coppernico-completes-gravity-and-magnetic-surveys-and-refines-large-skarn-porphyry-targets/ Sign up for our free newsletter and receive interview transcripts, stock profiles and investment ideas: http://eepurl.com/cHxJ39 Sponsor Coppernico Metals pays MSE a United States dollar seven thousand per month coverage fee. Mining Stock Education (MSE) offers informational content based on available data but it does not constitute investment, tax, or legal advice. It may not be appropriate for all situations or objectives. Readers and listeners should seek professional advice, make independent investigations and assessments before investing. MSE does not guarantee the accuracy or completeness of its content and should not be solely relied upon for investment decisions. MSE and its owner may hold financial interests in the companies discussed and can trade such securities without notice. MSE is biased towards its advertising sponsors which make this platform possible. MSE is not liable for representations, warranties, or omissions in its content. By accessing MSE content, users agree that MSE and its affiliates bear no liability related to the information provided or the investment decisions you make. Full disclaimer: https://www.miningstockeducation.com/disclaimer/

Robin Zander hosted a Snafu webinar for the Sidebar community on non-sales selling—think self-promotion for career transitions, freelancers, entrepreneurs, and product people. The goal: learn to "sell yourself" without the ick factor.   Participants shared fears: follow-ups feel intimidating, sales feels slimy, and success seems like a numbers game. Robin reframed it: selling is really about enrollment—being a chief evangelist for your work, not begging for attention.   Drawing on stories from his childhood pumpkin patch, his time as a personal trainer (where desperation lost him clients), and opening Robin's Cafe in San Francisco (raising $40k, serving multiple stakeholders, training staff with Danny Meyer's principles), he showed the difference between selling from need vs. service. Long-term success comes from genuine connection, curiosity, optimism, and passion.   Attendees explored their "authentic attitude" and reflected on times self-promotion felt good versus slimy. Exercises included mapping all the people who benefit from your work—employees, customers, managers, mentees, community—and practicing generosity in selling (a "Miracle on 34th Street" mindset: help customers even if it means sending them elsewhere).   In Q&A, Robin tackled: Asking for promotions as modeling for others, especially women and minorities Persistence in follow-ups (yes, emailing Mark Benioff 53 times counts) Relationship-based enterprise selling Avoiding fear-based AI marketing by knowing who you serve and what problem you solve Recommended reading: Setting the Table (Danny Meyer), Unreasonable Hospitality (Will Guidara), The New Strategic Selling.   Robin also shared upcoming Snafu conference details (March 5, Oakland Museum of California) and reminded everyone: Snafu = situation normal; all fucked up. 00:00 Start 01:06 Audience Fears About Selling Robin Zander welcomes 93 participants to the webinar Notes the session is interactive with exercises planned Encourages participants to drop questions in chat or interrupt him Last 15–20 minutes reserved for questions Robin introduces himself briefly Focuses on storytelling as a tool for self-promotion Shares experience as a community builder Runs a conference called Responsive since 2016 (not Snafu) Tools, structures, and company cultures for resilient organizations Two-day event each September on the future of work Focus on building resilience in organizations Observations on rapid change Technology and work-life changes happening at a fast pace Questions about resilience in individuals Traits needed in careers, personal relationships, professional relationships Ability to stay resilient through change Robin frames his expertise Emphasizes his strength in asking questions and fostering honest conversations Labels himself a reluctant salesperson Not the world's leading expert on self-promotion or selling Key lessons from research and interviews Two buckets matter in business and life: Example: Sidebar community forming coalitions for learning and action Operational excellence: being competent and at least as good as others Promotion/enrollment/sales: standing up, saying what you want, building coalitions Started interviewing people about influence and persuasion Started a weekly newsletter called Snafu Written by hand, not AI Shares lessons from his life and others about self-promotion and resilience Focus on courage to take action: raising hand, offering something valuable Core characteristics of self-promotion and selling yourself Connecting with others: art of connection Courage to ask: inspired by Amanda Palmer's TED Talk and book The Art of Asking Opposes traditional "always be closing" sales mentality Advocates for simply asking for what you want Current work mostly involves storytelling for large companies Clients include Supersonic, Airbnb, Zappos, and others 12:25 Service as the Core Principle Robin introduces the concept of storytelling for self-promotion Stories used to: Get promotions Build coalitions Propel career or organizational growth Emphasizes turning personal, career, or company stories into "commercials" Focus of today's talk: self-promotion with impact Core principle: service Showing up from a place of helping others Through helping others, also helping oneself Distinguishes between sleazy salespeople and effective self-promoters Childhood anecdote: Robin's pumpkin patch Tended plants all summer, learned responsibility and care Harvested pumpkins and sold them using a small red tin box labeled "money" Ran "Robin's Pumpkin Patch" for five to seven years At age five, father had him plant pumpkin seeds Engaged neighborhood kids for fun, collaborative promotion Explained product (pumpkins) enthusiastically to potential buyers Used scarecrow costumes and creative gestures to attract attention Lessons learned from pumpkin patch: Authentic enthusiasm creates value Helping people do what they were already inclined to do Early experience of earning and serving simultaneously Self-promotion is most effective when it's service-driven, not manipulative Applying childhood lesson to career and business Asking for a raise Persuading companies to choose one service over another Promoting oneself or others (e.g., Evan, web developer) Key principle: approach self-promotion from delight and service, not need or fear Authentic enthusiasm as foundation for: Interactive exercise for participants Not influenced by sleep deprivation or stress Could be inspired by childhood or adult experiences Opposite of fear; personal and unique for each participant Question posed: what is your authentic attitude when self-promoting? Examples shared from participants: Curiosity Passion Inspiration Service to others Observation Possibility Insight Value Helping others Creativity Belief in serendipity Optimism Key takeaway from exercise and story Promoting from delight, enthusiasm, and service Promoting from need or fear Two versions of self-promotion: Effective self-promotion aligns with authenticity and enthusiasm, creating value for others while advancing oneself 18:36 Gym Job and Needy Selling Robin shares the next story and sets up the next exercise Gym culture is sales-heavy Initial motivation: love of fitness, desire to help people Quickly realizes environment incentivizes personal trainers to sell aggressively Timeframe: ~20 years later, at age 20, moved to San Francisco First post-college job: personal trainer in gyms Early experience at gyms Key lesson from early failure Selling from need feels gross Promoting oneself from fear or desperation leads to poor results Recognizes similarity to unwanted sales calls received personally First authentic success in self-promotion Worked at Petro and World's Gym in San Francisco, Pilates instructor Owner confronted Robin after two weeks: no clients, potential clients being lost to others Threatened termination by Friday if no clients acquired Robin froze under pressure, approached clients but with needy, desperate energy Outcome: fired by Friday, left gym Encounters man in pain on Valencia Street, offers help as personal trainer Approach comes from genuine care, desire to serve Leads to three-year working relationship, consistent sessions, good income Next client: world-famous photographer Michael Light at UCSF swimming pool Client comes from natural connection, not pushy salesmanship Dichotomy observed: Pushy, need-based self-promotion → freeze, poor results Service-oriented self-promotion → natural connections, sustained relationships Exercise for participants Prompt: identify two moments: One time self-promoting felt slimy → what were you doing? One time self-promoting felt good → what were you doing differently? Two-minute reflection / chat participation Participant reflections/examples Slimy examples: Interviewing for a job during layoffs, giving desperate energy Selling P&L at a hyperscaler Selling computers and printers in UK post-college Sales emails getting ghosted Feeling inauthentic or performative, taking advantage of someone Good examples: Offering services out of care and love rather than ROI Showing impact of work to junior child Knowing services add real value and solve a challenge Being clear on what the other person needs Key takeaway Self-promotion feels different depending on intent and knowledge Slimy → desperate, inauthentic, unclear value to recipient Authentic → service-driven, clear value, connection-focused Effective self-promotion combines knowing your value and serving others, not just pushing for personal gain 25:35 Miracle on 34th Street Lesson Feeling good in self-promotion comes from genuinely helping, solving problems, and sharing information Santa Claus hired at Macy's to hold kids and give candy canes, but real goal: persuade parents to buy from Macy's Santa instead sends parents to competitor to truly serve them Macy's manager initially furious Outcome: customers feel genuinely served, return praising Macy's, become loyal fans Robin references Miracle on 34th Street (original version) Key insight: providing real value, even if it benefits someone else, eventually returns value to you "Put enough bread across the water, eventually good things come back" Participant reflections Slimy: knowing audience expects judgment, catering to them for approval Good: giving the gift of knowledge, providing service freely Takeaway: authentic self-promotion is rooted in service, generosity, and sharing expertise, not manipulating for immediate gain 27:45 Starting Robin's Cafe Through Service Robin shares a major professional turning point: opening Robin's Cafe in 2016 No restaurant experience beyond college busing tables Opened in three weeks, eventually grew to 15 employees by 2018 Worked in multiple industries: Pumpkin patch, personal trainer, circus performer Opened a café/restaurant in Mission District, San Francisco Courage and conviction came from clear focus on service to others Employees: create a great workplace, go-giver culture Investors: $40k raised from friends/family, provided value and potential return Landlords (ODC, nonprofit dance center): wanted success of business to support community Customers: diverse—tech workers, kids in dance classes, local community Robin himself: financial sustainability, learning, personal growth Key audiences served by Robin's Cafe Approach to challenges Used Danny Meyer's Setting the Table as a service-focused framework for employees Philosophy: "giving in order to get paid" Examples: spouse, kids, dog, manager, peers, mentees, clients, community, customers, extended family, mentors Served multiple stakeholders during crises: break-ins, flooding, city permitting, neighborhood issues Exercise: identify all the people who benefit from your work or success Key idea: the more stakeholders served, the easier self-promotion becomes, because it comes from service, not need or pressure Show up thinking: does this serve the person I'm talking to? Principle: selling yourself from a place of service Consider multiple stakeholders simultaneously Audience question: elaborate on applying this service mindset specifically to asking for a promotion Tying service to self-promotion in career advancement Result: asking for a raise, applying for jobs, pitching clients—all easier and more authentic 38:11 Promotion As Service Asking for a promotion from a place of service Example: doing the role already, deserving recognition, asking for what you believe you've earned. Personal perspective: advocating for yourself is a form of service to yourself Recognize other stakeholders in the process: Modeling courage and advocacy for the next generation Authority enables ideas to be taken more seriously Stories gained from new responsibilities enhance value to clients or teams People you mentor, especially women or underrepresented groups The organization: your promotion can make it stronger Your family or children: showing them what it looks like to advocate Concrete examples Outcome: trajectory of career positively influenced, demonstrated courage, modeled behavior Asking first time for a manager role Later asking for VP title as a director Courage and small steps Courage = acting despite fear, not absence of fear Practice by taking incremental steps toward what scares you Avoid masking or hesitation; direct action builds confidence and results Persistence and follow-up Busy people require patience and multiple nudges Example: Mark Stubbings emailing Mark Benioff 53 times before a yes Persistence = respectful, consistent follow-ups Role modeling for women and minorities Demonstrates that asking is a normal, expected, and service-oriented act Many don't ask for promotions or raises due to upbringing or cultural norms Modeling advocacy teaches the next generation, including children, to speak up Service mindset in practice Approach self-promotion by asking: is this good for the other person? Keep intention aligned with service, not desperation Books for guidance: Setting the Table – Danny Meyer: service-driven sales and employee culture Unreasonable Hospitality – Will Guidara: lessons from the restaurant world on giving value and delight Key takeaways for promotion and asking Serve yourself, your mentees, your organization, and your broader audience Take small, courageous steps to ask for what you deserve Follow up respectfully and consistently; don't assume silence = no Self-promotion becomes easier and authentic when rooted in service, not fear or need Snafu Newsletter Weekly newsletter written by Robin Covers influence, persuasion, and modern workplace dynamics A resource for ongoing learning and practical insights 56:55 Where to Find Robin Robin's newsletter covers influence, persuasion, and modern work. Snafu Conference Responsive Conference Robin Zander on social medias  

The Celtics comfortably took care of business on the road against the Suns, cruising to a 97-81 victory against a Phoenix Suns team. The story of the game was the Celtics defense which was locked down against the Suns and held them to just 11 points in the 3rd quarter. Celtics were lead by Derrick White who lead all Celtics scorers 22 points in the victory with Jaylen Brown out for this game. The Garden Report Postgame Show goes LIVE with CLNS Media's Jimmy Toscano, and Bobby Manning right after Celtics vs Suns. 0:00 - Initial thoughts from Celtics win 12:15 - Who should sit once Jayson Tatum returns? 15:37 - Are Celtics legit contenders? 22:30 - Prizepicks 24:14 - Joe Mazzulla press conference 31:40 - Bobby's takeaways from Celtics win 35:15 - John is back! 35:45 - Jordan Walsh not playing after Challenge loss 38:25 - Jimmy's final thoughts on game! 39:21 - Joe Mazzulla's coaching performance this year 48:00 - Nikola Vucevic performance 53:35 - Baylor Scheierman performance 58:08 - Who should sit once Jayson Tatum returns? 1:02:32 - Who would Bobby rather have now Neemias Queta or Luke Kornet? 1:12:00 - Wrapping up! The Garden Report on CLNS Media is Powered by: 

SailGP has released its initial findings from its investigation into the high-speed collision between the Black Foils and Team France boats at this month's regatta in Auckland. Two sailors were hospitalised after the French and Kiwi boats collided at speeds approaching 90 kilometres an hour on day one of the SailGP event. Both boats sustained significant damage and are expected to be off the water for some time. Sports Editor Dana Johannsen spoke to Lisa Owen.

The Perfect DayFamily fishing trip with the boys.Four hours on the water — only Paul catches a fish.Decision to skip cooking and grab dinner at Finn's Dockside Bar & Grill.Calling Nana to join — wholesome family vibes. The DiscoveryPost-boat cleanup routine.Garage door opens… water everywhere.Initial suspicion: water softener.Reality: Main water line leak.Flashbacks to previous home flooding — instant stress spike. The Shower SituationJace mid-shower when water gets shut off.Soap in hair. No rinse.Parents distracted by plumbing crisis + neighbors stopping by.Time passes… 10 minutes… 15 minutes…Check-in: “Is it going to get turned on anytime soon?”Attempted reassurance: “It's fine! Shampoo in your hair is good for you!” Neighborhood Chaos LayerFriends cruising by on a golf cart (very Apollo Beach energy).Paul deep in plumbing mode — tools everywhere.Situation escalating from “quick fix” to “major repair.” ResolutionJace told to just get out of the shower.Leak finally repaired.Dinner plans salvaged.Everyone makes it to Finn's.Crisis averted… mostly.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Bill Roggio and John Hardie reflect on four years of war in Ukraine, examining initial intelligence failures regarding Russian capabilities and the subsequent shift toward defensive, drone-centric modern warfare.  1916 ODESSA

Taylor Tomlinson joins Seth and Josh on the pod this week! She talks all about growing up in California, what life is like with three siblings, memories from Disneyland, visiting grandparents in Northern California, trying to explore new cities when she's on tour, her favorite cities abroad to visit, and so much more! Plus, Taylor also chats about her Netflix special, Prodigal Daughter, out now! Watch more Family Trips episodes: https://www.youtube.com/playlist?list=PLlqYOfxU_jQem4_NRJPM8_wLBrEEQ17B6 Support our sponsors: DeleteMe Get 20% off your DeleteMe plan when you go to https://joindeleteme.com/ TRIPS and use promo code TRIPS at checkout. Marley Spoon https://MarleySpoon.com/offer/trips for up to 25 FREE meals! That's right… up to 25 FREE meals with Marley Spoon.That's MarleySpoon.com/offer/trips for up to 25 FREE meals. Hexclad Find your forever cookware @hexclad and get 10% off at https://hexclad.com/trips #hexcladpartner Mint Mobile New customers can make the switch today and for a limited time, get unlimited premium wireless for just $15 per month. Switch now at https://MINTMOBILE.com/TRIPS. Upfront payment of: $45 for 3-months, $90 for 6-months, or $180 for 12-month plan required ($15/month equivalent.). Taxes & fees extra. Initial plan term only. Over 50GB may slow when network is busy. Capable device required. Availability, speed, & coverage varies. Additional terms apply. See mintmobile.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

A full century ago, a young and relatively unknown philosophy instructor in a small town in Germany would publish a book that would be swiftly picked up and radically reshape the intellectual landscape around it. Everything published before could now be reread in a new light, while everything after would often be seen as a sort of development in response to this book. Its author was Martin Heidegger, and the book was his Being and Time (Yale UP, 2026), one of the most important and influential works in the history of philosophy. Due to the difficulty of the text, filled with dense neologisms or unconventional uses of common terms, Heidegger's work has proven a consistent challenge for any translator trying to render him in English. The first attempt was by John Macquarrie and Edward Robinson in 1962, with a repeated attempt by one of Heidegger's students, Joan Stambaugh, arriving in 1995, with revisions by Dennis Schmidt in 2010. Now in 2026, Cyril Welch has brought his own translation to publication. Initial work began several decades ago in his classroom where he was trying to teach the text, and so he started offering up his own translations of key passages for his students. Over time these translations were revised and added to until eventually he found he had enough to consider formal publication. The publication was held back for some time, but now is finally able to come to light, giving both seasoned and fresh readers of Heidegger a chance to read his work anew. Cyril Welch is professor emeritus of philosophy at Mount Allison University in New Brunswick, Canada. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

A full century ago, a young and relatively unknown philosophy instructor in a small town in Germany would publish a book that would be swiftly picked up and radically reshape the intellectual landscape around it. Everything published before could now be reread in a new light, while everything after would often be seen as a sort of development in response to this book. Its author was Martin Heidegger, and the book was his Being and Time (Yale UP, 2026), one of the most important and influential works in the history of philosophy. Due to the difficulty of the text, filled with dense neologisms or unconventional uses of common terms, Heidegger's work has proven a consistent challenge for any translator trying to render him in English. The first attempt was by John Macquarrie and Edward Robinson in 1962, with a repeated attempt by one of Heidegger's students, Joan Stambaugh, arriving in 1995, with revisions by Dennis Schmidt in 2010. Now in 2026, Cyril Welch has brought his own translation to publication. Initial work began several decades ago in his classroom where he was trying to teach the text, and so he started offering up his own translations of key passages for his students. Over time these translations were revised and added to until eventually he found he had enough to consider formal publication. The publication was held back for some time, but now is finally able to come to light, giving both seasoned and fresh readers of Heidegger a chance to read his work anew. Cyril Welch is professor emeritus of philosophy at Mount Allison University in New Brunswick, Canada. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/history

Sir Max Hastings discusses General Montgomery's expanded vision for D-Day and the initial chaos of the airborne landings, noting that despite the shambles at Merville battery, paratroopers' bravery confused German defenders and secured the mission's early vital stages. 101944 SWORD BEACH

Israel's Initial Response to the October 7 Atrocities. Following the horrific October 7 attacks by Hamas, Israelileaders reacted with understandable outrage and mobilized forcefully to neutralize the threat. While Hamas is currently severely degraded militarily and controls less territory, the group remains armed and continues to pose an ongoing security challenge fueled by Iranian backing. #91900 ONTARIO