Podcast appearances and mentions of Jeffrey Moore

In this episode of the Revenue Builders Podcast, hosts John McMahon and John Kaplan are joined by Matt Maloney, SVP of Global Sales at Fireblocks. The discussion dives deep into Matt's background in B2B sales, his journey into the world of cryptocurrency, and how Fireblocks is revolutionizing blockchain security. Matt shares insights on the importance of adaptable, coachable sales teams and the application of traditional sales disciplines to new and emerging markets. The conversation also touches on strategic decision-making when entering new markets, the relevance of a strong ideal customer profile, and how foundational sales processes like MEDDPICC contribute to scaling success. The episode concludes with a nod to the influential book 'Inside the Tornado' by Geoffrey Moore and its relevance to Fireblocks' strategy.ADDITIONAL RESOURCESLearn more about Matt Maloney:https://www.linkedin.com/in/matt-maloney-75698/Read Force Management's Guide to Embedding AI In Your B2B Sales Organization: https://hubs.li/Q03ldrzD0Download the CRO Strategy Checklist: https://hubs.li/Q03f8LmX0Enjoying the podcast? Sign up to receive new episodes straight to your inbox: https://hubs.li/Q02R10xN0HERE ARE SOME KEY SECTIONS TO CHECK OUT[00:02:13] Matt Maloney's Journey into Crypto[00:02:55] Understanding Fireblocks and Blockchain[00:06:36] The Role of Stablecoins[00:10:28] Security Challenges in Crypto[00:23:18] Adapting Traditional Sales Disciplines to Emerging Markets[00:34:44] Mitigating Risk in Emerging Markets[00:35:07] The Importance of Continuous Development[00:37:11] Building Trust and Credibility[00:38:07] Characteristics of Successful Salespeople[00:39:41] Company Responsibility in Employee Development[00:41:02] Aligning Company Goals with Sales Strategies[00:46:05] Avoiding Shiny Object Syndrome[00:48:36] The Role of Ideal Customer Profiles[00:49:43] Lessons from Mentorship and Experience[00:58:00] The Innovator's JourneyHIGHLIGHT QUOTES"Your job is to figure out hitting the number and making sure you're calibrating your resources, that you hit the number, because that's foundation to our jobs as sales leaders.""If you can be part of a disruptive movement... it could be game-changing.""You need people that are coachable that will take the time to listen and learn about what this market is."

Zed Williamson is the founder and CEO of TrackableMed. He explores his transition from the advertising world to the medtech industry, where he applies neuroscience and behavior change principles to optimize medical systems. Zed discusses the importance of bridging the gap between clinical information and human connections in healthcare, and shares insights from his two podcasts aimed at medical sales and private practice growth. This discussion is packed full of practical advice for leaders in all industries.    Guest links: https://www.trackablemed.com/ | https://www.linkedin.com/in/zedwilliamson/ Charity supported: Polaris Project Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com.  PRODUCTION CREDITS Host: Lindsey Dinneen Editing: Marketing Wise Producer: Velentium   EPISODE TRANSCRIPT Episode 055 - Zed Williamson [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello, and welcome back to another episode of The Leading Difference podcast. My name is Lindsey, and I am so excited to introduce you to my guest today, Zed Williamson. Zed is the founder and CEO of TrackableMed, a medical growth platform established in 2011 focused on delivering tangible results for healthcare professionals. He emphasizes that every system is perfectly designed to achieve its current results, and believes that by identifying and addressing system constraints, meaningful change can be achieved. Through TrackableMed, Zed applies neuroscience and behavior change principles to help private medical practices and medtech companies optimize their systems. He also shares actionable insights as the host of two podcasts, The Medical Sales Accelerator podcast, providing tips and secrets from the industry's top performers, and The Physician Growth Accelerator podcast, aiming to assist private practice physicians in balancing excellent patient care with successful practice management. All right. Well, welcome, Zed. It's so nice to speak with you today. [00:01:50] Zed Williamson: Thanks for having me. Appreciate it. [00:01:52] Lindsey Dinneen: Absolutely. Well, would you mind sharing a little bit about yourself and your background and what led you to MedTech? [00:01:59] Zed Williamson: Sure. So actually I come from the advertising world, which maybe seems strange. I thought it my life plan was climbing the corporate ladder, and I thought it was a really good idea, and then I realized I despised the industry. I just thought it was totally riddled with a complete lack of accountability to actual results. And it wasn't feeding my soul to, to be working in that space. And so I started a company called TrackableMed back in 2011 with the idea that we all are, we're working with humans have brains and brains are pretty predictable because of the understanding of neuroscience and cognitive behavior, bias and heuristics, and that we could create a company that would help medical practices grow by bringing in very specific patients. And that's when I was introduced to the medical device industry because the people and the organizations that witnessed the work we did for private medical practices first was that medical device space. And that really opened my eyes to this amazing industry where, unfortunately, patients don't know how much amazing technology there is out there. There's patients making uninformed decisions about treatment plans, and there's something better. In most every case, there's something better. So that really does feed my soul. And this idea that we kind of take ownership of it is our job to help people realize that they don't have to live the way they're living and that's really what fuels the organization. [00:03:28] Lindsey Dinneen: Yeah, well, that's incredible and very important, obviously. So I want to go a little bit further back in your personal story first, and then I definitely want to hear all about what you're doing now. But back at the beginning, could you have anticipated that you would end up in this field and doing the work that you're doing now? Or was this just a happy evolution over time? [00:03:48] Zed Williamson: I had major knee surgery when I was 16 years old and I thought physical therapy was really cool. Like I, that's where I thought I wanted to go. And too much math and science. So, so it was not the direction for me. And I really wrapped my head around human behavior, this idea that everything is so predictable. Our brains were built a long time ago to exist in a world that doesn't exist anymore, and when you understand the bias and heuristics of the brain, you can literally create and predict behavior. So that's why I went into that advertising space, because that felt like a better fit for that. The way I came back to medical was, I actually heard a commercial for a procedure that sounded really interesting, and it was a horrible commercial. And I just, I did some research and realized that no one who had what this procedure would fix would ever think that procedure would help them. But once I realized what that procedure was doing, it was almost like I had to carry the flag and run this up the hill, because there's people who don't know that this exists, and that's how I kind of dipped my toe in and learned, and then I just got honestly addicted to the curiosity around what else is there out there from a technology standpoint. [00:05:13] Lindsey Dinneen: Absolutely. So you started exploring what else was out there and then you formed your own company, which is a consulting firm and more. Could you speak a little bit about that and how the company has evolved over time too? [00:05:25] Zed Williamson: Yeah, so started TrackableMed in 2011 really to help those practices. And what we learned is that medical practices generally just kind of-- this may sound strange-- but they generally sit around and wait to see what patients show up. And there are some amazing technology opportunities out there. And even medical device reps will, like when I say this, they'll go, "Yeah, I hear that all the time." And that is that a lot of times physicians are looking for perfect patients to use technology. And it's because maybe they're new to it and they just, they want that perfect patient. So what we were good at is getting the perfect patient. And what we realized is the services we were providing direct to private practices also worked for medical device companies because if medical device companies took ownership of educating patients about the life they could be living, you really drove massive adoption of these devices. So if you think about a physician, the training they go through, generally they're not really big to change, right? That's kind of built into them. They spent a long time learning abnormal anatomy, normal anatomy. They see abnormal and they go, "Ooh, we've got to fix that." And that's their mindset. So when you're a medical device company and you have something that is better, and you know what I find is 99 percent of the people I meet in medical device are really passionate about getting the word out because it's better, right? It's like, we don't have to do it in the old way. You're doing a surgery that was done in 1942. There's something different now that's actually got better outcomes. So anyway, but physicians are biased against that change. We see a lot of biases that pop up in that behavior. But one of the quickest routes to changing that behavior is have patients ask for it. Because it removes the, kind of that bias that they're not doing something they were trained and they're actually now serving the patient. And so what we started doing with the Medical Sales Accelerator is working with medical device companies on creating programs to make it so patients were saying, "Hey, doc, do you do the blank procedure?" And that would help drive adoption. [00:07:39] Lindsey Dinneen: Yeah. Okay. That's incredible. So you have this consulting portion, which is huge. And then you also have podcasts. And I was wondering if you could share a little bit about your inspiration for introducing these podcasts to the world and what you hope to accomplish through these as well. [00:07:54] Zed Williamson: Sure. And the two podcasts are very different. The Medical Sales Accelerator podcast is about putting the spotlight on the best of the best in the medical device industry. We talk to authors that have written books that have really impacted the industry. Jeffrey Moore was one of my favorite episodes. That was awesome. And the challenger sale, like there's a lot of really cool stuff there. And what we really built it for is we wanted people, who had some windshield time, to be able to listen to something that was going to make their next interaction with their customer better. And so it's an interview style podcast. It's leadership in medical device. Sometimes it's sales leadership, sometimes it's authors, but it's all around this incredible industry and really just a conversation about these little tips and tricks that people are using that help them be more successful. And that's been great. That podcast is four, four and a half years old. So we've been doing it a long time and I've got some really good feedback. The other podcast is the Physician Growth Accelerator. And this podcast is not interview style. It is designed to give actionable tips to private practice business owning physicians. The episodes tend to be eight to 12 minutes and it's, you can walk away, implement something that you heard. We do share it with the medical device community as well, because a lot of times if you're a medical device rep and you have a piece of technology that's very similar to competitive to competitors, you're always looking to how can I bring more value? You know, what can I do on top of the technology? And so we found a lot of medical device reps will share episodes from The Physician Growth Accelerator to their customers because they witness firsthand what is going on in the practice that can be very frustrating. [00:09:54] Lindsey Dinneen: Yeah, well, both of them sound incredible, and I appreciate that you have two separate podcasts that are really impacting the industry. And I'm wondering, getting to speak with all these incredible people and hearing their advice and inspiration and things like that, what are some of the common themes you've picked out from these in terms of challenges within the industry that may be, you know, through these conversations, or even your own consulting work, that you can help solve? [00:10:17] Zed Williamson: Yeah, so I would say the biggest-- is such a good question-- the biggest challenge is something called curse of knowledge. And curse of knowledge is this idea that when you foundationally understand something, it almost automatically makes you worse at communicating it to someone who doesn't, right? And you see this in sales a lot, where a salesperson goes, "Oh, you know, this one's great because it's got the X942 va ba da ba." and the person buying has no idea what that means and you're not helping. And the thing that medical device very commonly miss, is they have this passionate route for the existence of their technology, the years, the effort, the expense, and they are thinking big picture, like it's really important that we achieve these things because we are changing lives. And then, they go to their customers, and they show them the X948, you know, vibidabidabada, right? And they're just trying to live in this world of, "Well look, this one has a number on it," or, and that's where we see the biggest challenge, is: physicians, surgeons, they're humans too, they connect with stories. They are actually in it to help patients. And that big disconnect is a challenge that you see almost every company face. Part of it is cause they're so excited about all the work they did that they're not using the foundation that got them through those speed bumps to actually help someone else wrap their head around the concept. You know, it's just like if you cook an amazing meal, the person who watched you do that appreciates it much more than if they just tasted the exact same meal just served to them. If they see the effort you went through and why you did slice the onion this way or whatever it is-- maybe that's a weird example-- but, it's the biggest myths that we see across medical devices. They get trained to clinical information and they go try to have clinical conversations because they think doctors are going to make a logical clinical decision. But humans are not logical. We don't do that. So that would, that would be number one. [00:12:24] Lindsey Dinneen: Yeah, that's absolutely core. And then how do you bridge that gap? Or how do you encourage people to think through bridging that gap between, yes, we love that you have all these shiny features that are very important, but they don't necessarily mean a whole lot to your end user just yet. So how can you help bridge that gap between all the shiny features that the engineering team wants to talk about versus how does this benefit that end user or the physician or whoever needs it? [00:12:52] Zed Williamson: So a lot of it is understanding truly what the bias that this person may have against changing. It could be that they're uncomfortable with change. It could be that they don't want to make a decision that potentially is worse than the current thing that they're offering. And if you understand what is holding this person back, it's going to put you in a better position to understand that perspective. But your conversation needs to be about aligning goals, asking questions. The medical device so often talks too much. They tell, as opposed to what's important, what's frustrating, what do you wish. "Tell me about a patient that it crushed you because you couldn't help them." So it's about connecting on the human side to see, is there actually a reason why this person should do something different? If you go to a neurosurgeon and they don't do disc replacements, and you just try to bulldoze in and say, "Hey, a lumbar disc replacement is better for a patient than putting in a cage," you're not getting anywhere with that person. But if you can talk stories of patients and help them understand from a life impact, because physicians only get to experience a blip in time in the health care journey of a patient, and it has to be that way. And if you can help them understand kind of the parentheses around the rest of that person's life, like what led that person to need this, and after they leave, what is their life going to be? And now, if your device influences what that impact is, that's where you have the most leverage. [00:14:37] Lindsey Dinneen: Yeah, absolutely. And so, you know, one thing that struck me as I was reading through what your company does and all the value it brings to the world, something that really stood out to me was you said something along the lines of you are passionate about balancing patient care with the business side. So what do you find in that particular realm are the gaps? Because obviously, like you said, these are very caring individuals, super smart, very capable people, and they're experts in their field. So how do you help them to marry that expertise with the business side? [00:15:07] Zed Williamson: Yeah. So, this goes back to bias and sometimes people will have a belief about something. Here's what's interesting about our brain. So someone may tell you that we can't control emotions, that emotions happen. And I would slightly agree with that. The reason I say "slightly" is because an emotion happens based on a belief and we can control our beliefs. And so what can happen is if someone believes that financial success is not good, then they are going to have an emotional response related to anything that goes down that path. But that is a belief that you can change. And, the biggest issue with business and healthcare is, there are organizations, unfortunately, that they're not seeing the patient in, from a standpoint of what we do. They're looking at a bottom line only, and that's why their organization exists, and I'm a believer that when you only focus on that, at some point, it's not going to go well. If you focus on the patient, but be smart around the structure you have to the organization, you can build something that's very financially successful that's helping more patients. You're building a moat around your business so that you can continue to help those patients and we're helping more lives. But it gets to belief first. If someone believes it's bad or wants to pretend they believe it's bad, because that's the thing too, then that creates that emotional response that really puts them in a position where they are going to have a hard time succeeding. And if you don't succeed on the business side, you haven't helped any patients. There are medical device companies who've gone out of business and it's not because their technology was bad, but they didn't go to market in the right way. And how many people did we hurt by allowing that to happen? You know, if we actually felt like there was value, then we need to take ownership of creating something that can really sustain and help as many humans as possible [00:17:23] Lindsey Dinneen: Yeah, and that's really great advice and insight, and you have this reoccurring theme, which is you have this psychology background and interest. Where did that element come from in terms of how did you continue to even elevate your own beliefs so that your emotions could also follow suit? But where did this whole thing come from that has allowed you to be so successful personally and then for your clients from that neuroscience and psychology perspective and background? [00:17:51] Zed Williamson: You know, the origin story of that stuff comes from a long time ago, me wanting to help clients and realizing that the advertising world was broken because they were awarding creativity, and creativity does not equal success. The advertising world actually really hurt themselves back in the late 50s, 60s, where they started giving awards for creativity and it changed the reason people did something. "So, hey, let me create something so I win an award." "Well, did it help the company that paid you?" "I don't know." That's not good. And so I've always been a believer that we really do exist in a state where we are always witnessing perfect outcomes of our current system. Someone might go, "Well, there's no such thing as perfection." And I don't mean it's perfect from my perspective, but the system was perfect at creating that outcome. If I go and walk into a room and stub my toe, me stubbing my toe was the perfect outcome of the system I operated: the light not being on, shoes not on, not paying attention. And so the same thing with behavior. And if we look at, you know, humans are pretty interesting from an organism. We have this fancy brain. We survived in a world we probably shouldn't have. We're not as strong. We don't have claws. We don't have big teeth. Most of us are not as furry. But you know, we still survived and it's because of the brain and the brain has this one thing to do: stay alive. It does not know a grocery store is around the corner. It does not know that when someone cuts you off, that it wasn't a saber toothed tiger trying to eat your family. So if we just allow this brain that did a really good job of keeping us alive, if we allow it to continue running, then we're limiting the evolution of ourselves from what we can really be aware of and understand. The idea that someone can make me angry is a really silly idea. It's not true. Anything you do, you can't make me angry. I have to believe something. Now you could do some things where you could maybe get a sense of what I likely believe and you might take some action and I would be angry, but I'm never going to give that power to you from the standpoint of you can actually make it so. You can't make it so. And, there's an example I like to use to just help people realize how much perspective is in our control. You're driving down a road. It's 45 miles an hour, and you see this stop sign up on the right hand side coming up. And this car pulls up to that stop sign and there's something about the car or the driver, and in your mind you go," They're going to roll this stop sign and I'm going to have to slam on the brakes." It just, it pops into your head. Everyone listening right now, I know it's happened to you. Sure enough, car pulls in front of you, you slam on the brake so hard everything in your chair or your seat hits the dashboard, your shoulders tense up, you get angry, maybe you say some things about this driver or the car, like, "I knew it." Blah, blah, blah, blah, blah. And so people are feeling that right now. You weren't harmed. Okay, there was no accident. You hit the brakes. You might get to your destination three seconds later than you originally were. But here's the rest of the story. It was a mom driving and her child was in the back seat bleeding to death and she was going to the ER. Everybody's shoulders just went, oh. Wait, so now you're not angry, but nothing changed, right? You still hit the brakes. The stuff still hit the dashboard. You're still gonna be three seconds later than you were. But our brain is designed to treat things with this fight or flight. And when you can understand that everything you say to people can be more helpful. Every witnessing of other people's behavior can be more helpful. In a work environment, if someone acts defensive, it's probably not because of you, it's they're in a state where their brain is trying to tell them they're in danger even though they're not, and they don't know that the mom was rushing her kid to the ER. And so it was kind of like squeezing toothpaste out of a tube for me. Once I really wrapped my head around that understanding, I can't get it back in the tube, like it's now it's got to drive everything, right? Because there's so much value in it. There's so, I get really passionate because everybody on the planet can be experiencing more joy than they currently are without anything different in their life because it's purely perspective and understanding and knowing your own beliefs and then choosing, do I want that belief or does that belief actually serve me? Why do I believe that? Maybe I shouldn't believe that. So anyway, long answer. I don't know if I actually answered your question, but I kind of go off on a soapbox in those scenarios. [00:22:39] Lindsey Dinneen: Love it. And I really appreciate that particular illustration because I think that was the perfect way to capture how much responsibility we are able to take for ourselves and our reactions to things. And it's such a good reminder too, that in the daily we get to choose. We get to choose what affects us, what doesn't, what brings us joy, where we can give grace and patience in a circumstance that we maybe know nothing about. Yeah. I love that. So, you've gotten to speak with so many incredible people through your podcasts, through your consulting, and of course, you've worked with some pretty spectacular companies. What are a couple moments, or maybe a moment, that really stands out to you as just driving home the idea that, yes, I am in the right industry at the right time? [00:23:21] Zed Williamson: So I love learning. I am really curious. And I don't think that there is a way for me to learn more faster than being in this space. There's things that we know about just human behavior today that it wasn't known 15 years ago. The technology is incredible. I had the CEO of a company that's building a remote control pill that you swallow and they swim it around your stomach to be able to scan your stomach lining for cancer without an endoscopy. They could ship it to somebody and control it from the other side of the world. That is fricking cool. So there's so much unending opportunity. I think the exact, like I've always enjoyed history. I like learning, but I couldn't be in a role where that was my job. Like, "Hey, let's learn what already happened." I do like the context. I like thinking about humans, ancient humans doing things and how it affects us today. But I just think this space is, it's infinite from the standpoint of what's possible, what technology there is, the impact of that technology with the people that work in the industry, that work in health care and the patients. So it's just to me. It's just a vast place to play. [00:24:44] Lindsey Dinneen: It's so true, and you can't get bored. Or if you get bored, that's entirely your fault, I would say, because there's so much innovation. And you know, like we were talking about even before pressing play, there's so much care and dedication and passion in this industry to really make a difference, and that alone is inspiring to even simply bear witness to. [00:25:06] Zed Williamson: Yeah, absolutely. It's a big part of our entire organization. If anybody calls it up and says, "Hey, why do you guys actually do what you do?" Anybody would tell you it's to help people realize that they don't have to live the way they're living. And if you know that someone is about to have a procedure that is from 1942 and they have one that's better, we call it, and this might be strange to share publicly, but we call it "pulling kids out of traffic." Like you wouldn't walk down a street and go, Oh, look, there's that kid in traffic. "I should just let him." You would do whatever you could to pull the kid out of traffic. And that's what I think medical device is really positioned, that's what they should be doing. They should be seeing these patients that they're helping and really attacking it from that level of passion. [00:25:53] Lindsey Dinneen: Yeah, I love that. Yeah. And so, completely pivoting the conversation just for fun. Imagine that you were to be offered a million dollars to teach a masterclass on anything you want. It could be within your industry, but it doesn't have to be. What would you choose to teach? [00:26:10] Zed Williamson: Self awareness, 100%. The power your mind has and understanding that you are likely not under attack, that joy is not a destination. It's not a finish line. It's a decision. Man, if I could wave a magic wand and just make that where people really got it, it would be, that would be so cool. So I would definitely do that. And for a million dollars, man, I'd make it a pretty serious class. Lots of follow up, maybe even some role play for a couple of years. But the, yeah, that would be amazing. [00:26:43] Lindsey Dinneen: It would be amazing, yes. And I particularly like your magic wand idea. I think it would change the entire landscape of the world, so I'm all about that. Excellent. And how would you wish to be remembered after you leave this world? [00:26:58] Zed Williamson: "That he put aside his own discomfort and helping me realize what was possible." We have so many interactions with people and we can say like, "Oh man, you know, this person doesn't realize this." But then a lot of times the brain is saying, "Well, it's going to be uncomfortable if you bring it up." And so I think that cause I know I irritate some people and it's all, it's always out of love. But... [00:27:24] Lindsey Dinneen: Right. [00:27:25] Zed Williamson: ...but yeah, I would say that, "whatever he could to help me realize that there was more for me." [00:27:32] Lindsey Dinneen: That's powerful. I love that answer. Yeah. And then final question. What is one thing that makes you smile every time you see or think about it? [00:27:42] Zed Williamson: Mmm. My family. Two boys and my wife, Nico, Elijah, and Chantel. We just have so much fun. Late teenage boys, well, actually my oldest one is 20 now, but it's all about laughter. What's cool is the sense of humor is so powerful because there's literally-- this would really could annoy some people-- there's nothing that can't be funny, right? It's always belief, right? And if you can have that mindset, and my family does, so anytime we spend together laughter is going to be happening soon. [00:28:16] Lindsey Dinneen: Yeah. Well, it goes back to your whole thing about joy, too. If you choose joy, then there's also a lot more opportunity for laughter, too. Or it just comes a little easier, perhaps. [00:28:27] Zed Williamson: Yep. [00:28:28] Lindsey Dinneen: Excellent. Well, this has been an incredible conversation. I personally was not even expecting this deep dive into psychology, but I love it. It's fantastic. And I just really appreciate you sharing your passion and heart for the industry and for helping bridge the gap between the expertise and then reaching the people that they're intending to reach and having sustainable businesses so that people can continue to make a big impact with their work. So thank you for the work you're doing with the world. And thank you for your time today. I really appreciate it. [00:28:54] Zed Williamson: I know the work it takes to put into a podcast. So I appreciate what you're doing and appreciate you having me on. [00:29:00] Lindsey Dinneen: Of course. And we are so honored to be making a donation on your behalf as a thank you for your time today to the Polaris Project, which is a non governmental organization that works to combat and prevent sex and labor trafficking in North America. So thank you for choosing that organization to support, and we wish you continued success as you work to change lives for a better world. And thank you so much to our listeners for tuning in. And if you're feeling as inspired as I am right now, I'd love if you'd share this episode with a colleague or two and we will catch you next time. [00:29:36] Ben Trombold: The Leading Difference is brought to you by Velentium. Velentium is a full-service CDMO with 100% in-house capability to design, develop, and manufacture medical devices from class two wearables to class three active implantable medical devices. Velentium specializes in active implantables, leads, programmers, and accessories across a wide range of indications, such as neuromodulation, deep brain stimulation, cardiac management, and diabetes management. Velentium's core competencies include electrical, firmware, and mechanical design, mobile apps, embedded cybersecurity, human factors and usability, automated test systems, systems engineering, and contract manufacturing. Velentium works with clients worldwide, from startups seeking funding to established Fortune 100 companies. Visit velentium.com to explore your next step in medical device development.

Themes: Chronic Stress, Healing, Wellness Systems Episode: Does stress TRULY impact your health? This is a topic that many people are stumped by because of the lack of knowledge around chronic stress. In today's episode, Jeffery Moore Williams, a transformation artist immersed in unraveling the human body's potential, shares his knowledge on traditional and modern wellness systems. Listen to this episode to learn more about his teachings in bodywork, sound, breath, values, and movement to seize control of your health journey, fostering vitality and a life lived to its fullest potential.   Show Notes: -  Pivotal moments that brought Jeffrey to his work with nervous system regulation - How chronic stress impacted Jeffrey's health - Our “life reservoir” and how it's affected by stress - Wellness practices Jeffrey implemented to help heal from chronic stress - The hierarchy of needs and how it affects your nervous system - Changing the mindset rather than focusing on the symptoms - First steps to get out of a chronic stress state Resources: - Jeffrey's FREE 75 Minute Workshop to Restore Vitality - Visit Jeffrey's Website - Jeffrey's Instagram: @lifestyles_of_light or Facebook: @Vitalist - Lindsay's Instagram: @myvitalside or TikTok: @myvitalside - Visit Lindsay's Website - Click here for Lindsay's FREE Brain Retraining Guide 

This week's guests are Jeffrey Moore, an analyst with the city's Office of Emergency Management and the founderof the SATX Social Ride held every Tuesday in the city's urban core, routinely attracting hundreds of local cyclists for an evening ride and social gathering; and Mitchell Keogh, the owner of Weed Man Lawn care and an avid cyclist who leads a community of riders who track their rides and performance on the Strava app. Listen as we discuss the cycling community in San Antonio.    

In today's episode, we connect with Jeffrey Moore Williams, the founder of Lifestyles of Light and Vitalist Institute. As a multi-disciplinary transformation artist teaching and facilitating through movement, breath and sound, and self-governance, Jeffery has been involved in holistic health since 1999. What's his primary goal? To help others create a life of authentic expression… Over the years, Jeffery has collaborated with countless individuals in their efforts to meet and understand stress-related challenges in their lives such as grief, sensations of pain, states of feeling overwhelmed, uncertainty, depression, anxiety, and so much more. Through this work, he has learned that everyone is capable of amazing things when they are being their authentic self – and it all starts with taking responsibility. Click play to discover:  Why physical movement is so helpful with lifestyle improvement.  How to reset the mind-body connection to increase efficiency.  The ways that stress impacts other aspects of human health.  What alpha waves are, and what they indicate about the state of the brain.  Make sure to check out Jeffery's content here to learn more about what he does! Episode also available on Apple Podcast: http://apple.co/30PvU9C

MDJ Script/ Top Stories for November 5th Publish Date:  November 5th    Commercial: From the BG Ad Group Studio, Welcome to the Marietta Daily Journal Podcast.    Today is Tuesday, November 5th and Happy Birthday to Brian Adams. ***11.05.24 - BIRTHDAY – BRIAN ADAMS*** I'm Dan Radcliffe and here are the stories Cobb is talking about, presented by Credit Union of Georgia.  1.      Cobb, Marietta Teachers of the Year Receive New Cars 2.      1 Dead, 1 Injured in Austell Shooting 3.      Gun Brought to Marietta Preschool All of this and more is coming up on the Marietta Daily Journal Podcast, and if you are looking for community news, we encourage you to listen and subscribe!    BREAK: CU of GA (06.26.24 CU OF GA FREE CHECKING_REV_FINAL)   STORY 1:  Cobb, Marietta Teachers of the Year Receive New Cars At the Cobb Chamber of Commerce's Marquee Monday luncheon, the top three Teachers of the Year from Cobb County School District and Marietta's Teacher of the Year received year-long car leases from Voyles Automotive Group, including insurance coverage. Each teacher selected a car from a dealership, with Marietta's Maria Nelson choosing a gray 2025 Kia Telluride. Cobb's overall Teacher of the Year, Karen Wright, selected a white 2024 Honda Pilot. The event celebrated their achievements with videos highlighting their impact. Both Wright and Nelson will compete for Georgia Teacher of the Year, with a chance to keep their cars permanently if they win. STORY 2:     1 Dead, 1 Injured in Austell Shooting Over the weekend, a shooting at a home in Austell resulted in one death and one injury. Cobb County Police responded to the incident on Linworth Boulevard around 12:30 a.m. Sunday. Jeffrey Moore, 54, of LaGrange, Georgia, died from his injuries, while another 44-year-old man from LaGrange is in stable condition. Police arrested 42-year-old Courtney Rashun Woullard of Austell at the scene. Woullard faces charges including murder and aggravated assault and is held without bond. The investigation is ongoing, and anyone with information is urged to contact the Cobb Police Major Crimes Unit. STORY 3:  Gun Brought to Marietta Preschool In an email to families, Christine Ramirez, director of Marietta's Emily Lembeck Early Learning Center, reported that a child brought a loaded handgun to preschool. The Marietta Police Department found that the child's regular backpack was broken, and the parent unknowingly sent the child with a different bag containing the weapon. There was no intent to harm, and the gun was not displayed in class. The investigation is ongoing to determine if charges are necessary. Ramirez invited parents to contact her with questions, and praised the handling of the situation by the child and teacher.     We have opportunities for sponsors to get great engagement on these shows. Call 770.799.6810 for more info.    We'll be right back    Break: DRAKE (Drake Realty (Cobb County)   STORY 4:  'Record Breaking' Early Turnout in Cobb Could Mean Short Election Day Lines Ahead of Election Day, 53% of eligible residents and 61% of active voters in Cobb have already voted, with 293,623 in-person votes and 20,960 absentee ballots, according to Elections Director Tate Fall. Across Georgia, a record 4 million voters cast early ballots, surpassing previous records. Secretary of State Brad Raffensperger highlighted the success of the early voting period, noting that 92 of Georgia's 159 counties exceeded 50% turnout. The Georgia Supreme Court ruled that absentee ballots must be received by 7 p.m. on Election Day to be counted. Polls will be open from until 7 p.m. today, with specific locations serving as polling sites. STORY 5:  Marietta Relaunches Free Preschool Program with United Way Marietta City Schools, in partnership with the United Way of Greater Atlanta, is relaunching its free preschool program, Learning Spaces, starting mid-November. This program offers early learning and play sessions for children under five and their caregivers, aiming to enhance social interactions and provide developmental support tools. Sessions will be held three days a week at various Marietta locations, including the YELLS Building, GraceLife Church, and 353 Lemon Street. All sessions are free, and caregivers can register on-site. The initiative supports early literacy and aims to make learning accessible and supportive for families.   We'll be back in a moment    Break: Ingles Markets (Cereal Options) 1 STORY 6:  KSU Preserving Legacies of U.S. WWII Veterans, Civil Rights Participants Kennesaw State University's Center for the Advancement of Military and Emergency Services is preserving the legacies of U.S. veterans who fought in WWII and participated in the civil rights movement. Funded by the Veterans Legacy Grants Program, the project, led by Kristin Horan and Chris Hess, involves collecting life histories of Georgia's veterans. The team is identifying individuals from records at major cemeteries and plans to create a museum exhibition. Six undergraduate research assistants are involved, using resources like Ancestry.com. The project aims to honor veterans' contributions and facilitate K-12 learning through a traveling exhibit. STORY 7:     Music mastermind Quincy Jones dies aged 91 Quincy Jones, the legendary music impresario who shaped American music and the careers of stars like Michael Jackson, has passed away at 91. Surrounded by family in Bel Air, his death marks the end of a seven-decade career that spanned jazz, pop, and hip-hop. Jones was a pioneering Black executive in the music industry, winning 28 Grammys and producing iconic works like Michael Jackson's "Thriller." He also contributed to film and TV, producing "The Fresh Prince of Bel-Air." Tributes from figures like Al Sharpton and LL Cool J highlight his transformative influence on culture and music.   Break: Marietta Theatre (06.10.24 MARIETTA THEATRE MARGARITAVILLE_FINAL)   Signoff-   Thanks again for hanging out with us on today's Marietta Daily Journal Podcast. If you enjoy these shows, we encourage you to check out our other offerings, like the Cherokee Tribune Ledger Podcast, the Marietta Daily Journal, or the Community Podcast for Rockdale Newton and Morgan Counties. Read more about all our stories and get other great content at www.mdjonline.com Did you know over 50% of Americans listen to podcasts weekly? Giving you important news about our community and telling great stories are what we do. Make sure you join us for our next episode and be sure to share this podcast on social media with your friends and family. Add us to your Alexa Flash Briefing or your Google Home Briefing and be sure to like, follow, and subscribe wherever you get your podcasts. 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Bio Darren, as the European Managing Director of Cprime, spearheads transformation initiatives in EMEA, leveraging over two decades of experience in banking and IT leadership. As a SAFe Fellow and renowned author, he drives strategic growth by defining innovative go-to-market strategies and deepening client relationships. Darren is responsible for overseeing Cprime's consultancy services, implementing complex programs, and negotiating multi-million pound contracts, positioning the company as a leader in organisational efficiency and performance optimisation.    He co-authored the BCS Book “Agile Foundations – Principles Practices and Frameworks” and "SAFe Coaches Handbook". A contributor to the SAFe Reference Guide 4.5 and "The ART of avoiding a Train Wreck". Finally a reviewer of "Valuing Agile; the financial management of agile projects" and "Directing Agile Change”   Interview Highlights 01:30 Pandemic impacts 04:00 Cprime 08:00 Wooing clients 09:15 Using the right language 11:00 Doing your research 12:30 Mistakes leaders make 15:30 Changing mindsets 16:00 Ingredients for change 17:30 Reading for knowledge 26:00 Three thirds 28:30 Disruption 31:30 SAFe Coaches Handbook 37:50 SAFe frameworks 40:20 Enterprise strategy   Connecting   LinkedIn: Darren Wilmshurst on LinkedIn   Books & Resources -          Strategic Leadership: How to Think and Plan Strategically and Provide Direction, John Adair -          Tribal Unity Book, Em Campbell-Pretty, -          Drive, Daniel H. Pink -          SAFe® Coaches Handbook: Proven tips and techniques for launching and running SAFe® Teams, ARTs, and Portfolios in an Agile Enterprise, Darren Wilmshurst & Lindy Quick -          Agile Foundations: Principles, practices and frameworks, Peter Measey -          The ART of Avoiding a Train Wreck: Practical Tips and Tricks for Launching and Operating SAFe Agile Release Trains, Em Campbell-Pretty, Adrienne L. Wilson, Dean Leffingwell -          Industrial Devops: Build Better Systems Faster Dr. Johnson, Robin Yeman, Mik Kersten, Dean Leffingwell -          Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results: Christina R Wodtke -          Who Does What By How Much | Jeff Gothelf & Josh Seiden (okr-book.com)   Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku It's a huge honour and privilege to have again with me as my guest on the Agile Innovation Leaders Podcast none other than Darren Wilmshurst, Managing Director at Cprime. Darren is an SPCT and a SAFe fellow. So for some context to the audience, Daz was one of the very first people I interviewed for the Agile Innovation Leaders Podcast and this was about five years ago or so, and I actually wanted to have a way of speaking with Daz, and I didn't know how to, so I said, hey, can I interview you for a podcast? And long story short, I ended up heading on a plane to Oman, but that's a different story. So, Daz, what have you been up to since then? Because when we recorded the first one, you were not yet a SAFe fellow, it was afterwards that you became a SAFe fellow and lots of other things must have happened. Darren Wilmshurst Well then the pandemic started, and I think that that changed life for all of us, most of our consultancy work stopped because it was discretionary spend, people were in retreat in terms of trying to buckle down and understand, try and reduce costs as much as possible. I think the biggest impact was then training, because obviously we couldn't do training in person. We weren't allowed by the certificating bodies to train online, so they had to give us permission to do that, which they did, and then we had to think about, well, how are we going to do this online? You know, what conference facilities are we going to use? What collaborative tools are we going to use? And how do we deliver this experience to make it still interactive and engaging? So I think that was a major challenge for us as well, and if I'm honest, whilst we're still doing stuff online, we're starting to see some training, at least moving back in person, but my preference is still in person because it's a different experience. The theatrics in me, the smell of the greasepaint and the roar of the crowd is still really important as well. So I think that's the first thing I think has changed is that we had that period where everything was remote, I think we're back into a world now where we're more hybrid, which I enjoy the in person stuff, but I think we'll probably never go back to pre-pandemic where everything was in person, both consulting and training. So I think that was the major change, I think for us as well. During that time as well, our major founder wanted to retire, so we sold Radtac to Cprime and that all happened during the early days of the pandemic as well. We had a number of suitors, about six suitors, we decided on Cprime for, for me, two critical reasons and this is quite important, I think as well. Number one is that Radtac felt like a really family firm. We had a set of values and principles, there's a DNA to Radtac and we wanted someone that matched our DNA, I think it was so important for us. We could have gone to some other organisations, but we might have ended up selling our soul to the devil in some respects. Cprime, acquired a company in the US called Blue Agility a few years earlier, almost similar size to Radtac, very similar what they did as well, and what was key for me was that all the people in Blue Agility were still in Cprime. In fact, two had left and come back, so that was a good sign to me that we were aligned in terms of values and principles. So that was number one. The second reason was that Radtac had a heritage of all this training, you know, we're back to 1998. We had all this good training, we'd build up the consulting part of our business, so we're really good in terms of training and consultancy, but we were very agnostic about tooling and technology, because we didn't have the capabilities, or the brand awareness around that part of our business, and it used to frustrate me because, we'd go in, we'd do a great job in terms of way of working, somebody else would go in and maybe do the tooling set up, configure it in a way that wasn't aligned, that wasn't working and that was frustrating. Now we could see opportunities to improve the continuous delivery pipeline, but we didn't have the capability to sort it out as well, whereas Cprime had all of that heritage. So for me, it completed that puzzle where now we can do the training, the consultancy, the tooling to visualise the work, configure the ways of working as well, and also really help with that continuous delivery pipeline as well. So that was the defining decision. We completed that acquisition in February 2021, so literally 12 months after the pandemic. Cprime was at the time owned by a French company called Alten, massive company, not well known, but massive company. Cprime probably wasn't really core to Alten, they were a project management engineering company and Alten sold Cprime January 2023 to Goldman Sachs and Everstone Capital, so that's been a change. So again, we've had the pandemic, we've gone through the acquisition, and now we're owned by a private equity as well, which brings different challenges to the organisation as well, and actually the reality was that after the acquisition, after the earn out, I was looking to maybe semi-retire, spending a bit more time in Spain, fishing and playing golf, but actually this next phase is really exciting, so a testament to Cprime and Goldman Sachs as well, that I want to be part of the next part of the journey as well. So, I'm still here Ula. Ula Ojiaku Well, I am glad you are, and it sounds like it's been a rollercoaster ride and a journey, but part of it is the thrills as well. Darren Wilmshurst Look, we're very privileged, aren't we Ula, because I work with great people, I say that genuinely. I work with great clients, I'm very fortunate in that. And although, you know, if I don't want to work with a client, I don't have to do that, but actually all the clients I work with, I really enjoy working with and I love the work that we do. So it's almost like the Holy Trinity, great people, great clients, great work. Why wouldn't I want to carry on doing what I do? So I always think that we're very privileged in what we do. So, I'm very grateful. Ula Ojiaku And I'll say that the little I've worked with you, what I know is you are a genuine person and you're a great person as well. I can't remember who this quote is attributed to, but people tend to be mirrors. So if you're good, people mirror what you show to them. And I'll say that based on my experience with you, I've learned a lot in terms of how to treat people, being genuine and caring genuinely about their welfare, not necessarily about what you get from them, and that's key. So, that's the sort of person you are, that's who you are. Darren Wilmshurst That's very kind. Ula Ojiaku I want say thank you for that, because there are times when I'm in situations and I'm thinking about maybe somebody or potential someone, colleague or clients, and I'll be like, what would Daz do? How would he probably think about this situation? Now, part of what you do as director involves also wooing, wooing and winning the client and the customer. So, what would you say are your go to principles when pitching, to communicate the value you could bring before an engagement and maybe later on, we can talk about during and after the engagements? Darren Wilmshurst Yeah, I'm still Officer of the company, so I'm still Director of Cprime, the UK entity and also the European entity, so I have some corporate responsibilities as well. I'm still a practicing consultant trainer, so I still have to earn my supper every night as well, and that's the bit that I really enjoy. I'm also responsible for developing the capability of our people, and the products or the value propositions that we take to market as well. So that's part of it, but you're right, I do get involved in what we'd probably call pre-sale as well, so pitching as well. And I think the one thing I think I've learned over the last two, maybe three years as well is, is that I'm very conscious of the language that I use. What do I mean by that? We see a lot of stuff on social media about ‘is Agile dead', stuff like that. It's not dead, but actually if I am talking to a client and I use the Agile word or the ‘A word' it can create an allergic reaction, it can trigger them and in the same way that, just talking about a framework, SAFe, as well that can create a same reaction as well. So for me, it's not about Agile, it's not about SAFe, it's about actually what are we trying to do? What is the problem? What are the challenges that you're having as an organisation? And how can we help you overcome those challenges and create value in what you do? Now, what we will do is we will use ways of working, Agile ways of working, lean ways of working, stuff like that to help them, but what I try and do is try and avoid the triggering word, because I've seen it so often where they, well, we've been in agile for ages, well have you? Or we tried agile, it didn't really work, or we spent millions of pounds on agile transformation and we haven't seen the benefit. So sometimes you have to be careful in terms of the context you're going to. So for me, stop talking about frameworks, stop talking about words that might trigger, talk about their problems and their challenges and how you can help them overcome it, and the value that you bring to their organisation to help them overcome that as well. And that's really key for me as well. Ula Ojiaku That suggests to me that there would be some sort of background work to at least understand who you are pitching to, understand what their experience had been in the past, to know what those trigger words are. Is that something you could share about? Darren Wilmshurst It's an interesting question, because I interview a lot of people to want to come and join our organisation, and the first thing I say to them, can you tell me what you know about Cprime? And if they haven't done the research, it's like, so you've come on here, you want a job at this organisation and you have no idea who we are, and what we've done, and that just really frustrates me. So in return, if I was going on to talk to a client, then of course I'm going to try and understand what they do - what's your core business, there's lots of information on their website. If they're publicly listed, then go get their annual accounts because again, that would talk very much about their last training year and some of their issues as well. Having said all of that, we're still seeing the same problems and the same challenges across all organisations, regardless of the industry they're in. Every organisation, we have more demand than we have capacity. Fact. Everyone has that. We don't know how to prioritise our work. We need to reduce our costs, particularly now. That's becoming more prevalent now, certainly in this last six months than previously as well. Our time to market is too slow. Our ability to turn our ideas into actions needs to be faster. So they're the common problems we're seeing is again, too much demand, not knowing how to prioritise, reduce our costs, and we need to be able to be more adaptive and bring our ideas to the market or to fruition quicker as well. Ula Ojiaku What would you then say are the common mistakes leaders spearheading a transformation make? Darren Wilmshurst Yeah, it's interesting because again, a lot of the work that we're doing now, if we think about the Law of Diffusion of Innovation, and that's a product life cycle as well. If I take that model and apply it to organisations and their adoption, let's call it ‘of modern ways of working' rather than agile, I think we're probably in that late majority. Those large legacy, traditional organisations that maybe even tried the agile transformation years ago, but still haven't mastered it or conquered it, and I'm talking about large banks still, telecoms, pharmaceuticals, automotive, and I really fret for the automotive industry, not just here, but in Europe and across America as well, their time to market from design to launch can be anywhere between five and seven years, and yet the Chinese are doing it in two. Ula Ojiaku Could it be, because you've mentioned financial services, telecoms, pharmaceuticals, and the common thread is that they tend to be highly regulated. So could that be one of the reasons? Darren Wilmshurst I don't think it's regulation. I think they're just such large organisations, the hierarchy within that organisation, is huge, so this is why I come back to the leadership piece as well. Actually, and what happens is the leaders are too far away, they're not connected enough to the organisation systemic changes that they need to make in that organisation to make that organisation more effective. And they need to wake up and smell the coffee because Chinese are coming, they're coming in terms of automotive, they're coming in terms of pharma. True story, my daughter went to university a few years back. She'd been with HSBC for donkey's years as a student, a youth account, and she said, I'm going to university, can I upgrade my account to a university account? And the response from HSBC was yes, you can, but you need to make an appointment, and the next appointment is in six weeks time. And so my son, who's a bit older, he said, just get Monzo or Revolt, just go online, and if they don't wake up, they will just find that the whole generation will go ‘I will not wait'. Now, she waited six weeks, she did it, but a lot of them won't do that, so I think it's a real threat and I think the organisations are so big that, just trying to get into that leadership space so that we can start to work with them to help understand what they need to do. So back to your original question, I think there's three things, and this is hard. We need to move that leadership from a fixed mindset to a growth mindset. They will be of a generation age of mine, so now they would have been schooled back in the eighties and nineties in ways of working, and they will have seen those ways of working as being successful because that allowed them to progress to the senior positions that they're in now, so I understand that, but those ways of working are not appropriate for the complex, adaptive, changing organisations that we now need to be in.We need to get them to move from a fixed mindset to a growth mindset, and that's easier said than done. However, I was inspired, this was one of the most senior guys in the government organisation and he was having lunch with the CEO of HSBC Bank and they're talking about change, and they agreed that there were three core ingredients to change organisations. Number one, a transformed approach to partnerships, and he said the language is really important here as well. Again, I didn't call them suppliers, I call them partners. If we call them suppliers, they will behave as suppliers. The reality is that we call them partners, because we don't have the capability or the capacity, but sometimes when we bring them in, third parties, we treat them as an alien organisation. They wear different badges. They have different privileges. They can't do this, they can't go here, they have to be accompanied, things like that. So he said, we need, a transformed approach to partners. We need to bring them in, they need to be part of our ecosystem, number one. Secondly, he said an agile approach to problem solving, giving power and capability to those closer to the issue, and we talk a lot about decentralised decision making as well. Now, you need to know those that have the information need to make the decision in a timely manner as well. But this is the one that really, really got me. Most importantly, a learning culture, including their leadership, where those with the most influence must do as much or more learning than anybody else. Now that's unusual, because normally, I'm a senior person, I've got to where I am because I know a lot of information, and I wouldn't be where I am, but we need to understand that that information was schooled in a different generation. So what we can't do, we can't say to you, well, okay, you need to come on one of my training events, they say, seriously, you've not read my badge, I'm an important person, I have not got time to go on a two day training event, and we need to recognise that as well, these are senior executives, and their time is precious, and trying to find two days in a diary is difficult, so we need to, I think, as agents of change for organisations, and to bring leadership on the journey in order to move them from a fixed to a growth mindset, not to put them on a two day training event, but find a way of educating them in a in a smaller, bitesize way, almost like a series of small, interactive workshops that happen over a series of weeks, that sort of stuff as well, and we need to make sure that the content tackles their problems and their challenges, and we mustn't get into too much of our, again, the words that might trigger them as well. So that's the first thing. So we need them to understand that they need to go on an educational journey, but we need to find an educational journey that will meet their needs in terms of content and their time. Number one. Once we do that, then they need to lead by example, and it's all very well educating them. One of my colleagues was saying, would I go on a plane with a pilot that's read a book? No, they need to be able to practice their skill and hone their skills. Now that might be difficult, again, because their team members, their employees might be well schooled in this and they might feel uncomfortable practicing a craft that they're not that familiar with as well. So what we try and do is get them to practice in a safe environment, i.e. let's work as an agile team, as a leadership team, as a leadership group. Let's think about having a backlog of work that we need to do as a leadership team. Let's think about how we prioritise that work. Let's work in a small group and then review that work on a cadence and then just retrospective and maybe have someone that steps up and be a Scrum Master or Product Owner for that as well. So again, getting them to operate and start to learn by experiencing within their own environment is a great way, because if we can do that, now they're educated, and they practice their craft in a safe environment, they are better empowered to lead the change. This is what we need to do, and this is what I'm finding is that we need the leadership to step up and lead the change, because if we're going to make fundamental changes to organisations, systemic changes, organisational changes, the leaders need to be able to do that as well. And this is what I find – it's great having teams working at a great way, but without that support from leadership, the impact that they will be able to make will be limited. Ula Ojiaku Yes, I resonate with the last statement you made about the limitation to the impact teams can have if the leadership isn't bought in and if they are not walking the talk. It's not like, go ye and be agile whilst we still do what we've always done. There was something you said about moving from fixed mindset to growth mindset and the need for the leaders to have that continuous learning as in really that continuous learning culture is that they need to learn as much, if not much more than other employees, and that reminds me of this book by John Adair, Strategic Leadership, and in his book, he was saying that the origin of the word strategy comes from the military, and typically people who rise to the ranks are people who have been there, done that. And if people have the confidence that you know the stuff and you've been there, done that, if not better than everyone else, you'd have more respect you'd have more buy in, it's less friction getting the troops and kind of corralling the troops towards that vision. Darren Wilmshurst Yeah, it's interesting because again, at school, I was definitely not a reader. I was into numbers, I was a maths person. I went to university, did a maths degree, stuff like that as well. So I was one of those kids at primary school where I'd be given a book at the beginning of the week, and at the end of the week, I'd hand it back to my teacher and she would say to me, have you read the book, Darren? I go, yes, I have. I hadn't actually read the book. She'd give me another book and I'd move up the ladders that you did back in the day. Never read. It's interesting now, I read now more than I've ever read in the past. And I think what happened was it almost became a bit of a bug. I think going on the SPCT program, there were certain books that you had to read, but the more I read, the more I wanted to learn. So I think that got me into that habit as well. Secondly, I think that if I'm teaching this stuff, then I need to understand the provenance of what I'm teaching as well, and I can't do that without reading. So again, you can't be leader, a strategy leader without having been there and done it. So for me, reading is really important to understand some of the provenance of what we're doing and also giving some of the narrative as well. Ula Ojiaku So what would you say changed? Although you've just painted a picture of you before, back in school, and after, what's changed? Darren Wilmshurst I don't know I think I just started reading, it's a bit sad really, because I go on holiday and then I take business books with me and then I'm sitting around the pool reading these books and people say what are you reading, and I'm reading this book thinking that's a bit sad. And I remember one holiday I was sat in on a lilo in a pool reading a business book and my daughter took a picture of me saying dad what are you doing, you're on a holiday and there you are reading Tribal Unity by Em Campbell-Pretty on holiday as well. I don't know, I think when I started this, I wouldn't say it was an addiction, but it was like now i need to learn more now, I need to learn more and more, and so once you started then you don't stop and I'm still an avid reader Ula Ojiaku It reminds me of this book by what you've just said, Daniel Pink's book Drive. So for me, it sounds like the intrinsic motivation, you knew what you stood to gain by doing it and you didn't need to have your teacher asking you, did you read it and you'd say yes when you didn't, but you knew there was something at stake if you didn't. Darren Wilmshurst Yes, I think it was definitely the SPCT program I had to read, but then once I learned stuff, I wanted to learn more stuff, and so you're right, that intrinsic motivation, you know, I think in the video they talk about, people want to play the piano or guitar and just want to get better at it. I just wanted to really become better as an SPCT and then eventually as a fellow just to understand the wonderful thought leadership that has occurred over the last 20 and 30 years that has informed the way that we think and act and work now. Ula Ojiaku Wow. You've kind of nailed it, because Daniel Pink's book says mastery, autonomy, and purpose. So, the mastery bits, but going back to the original question, and thank you for sharing your experience, there is this saying that you can lead a horse to the water, but you can't force it to drink. So, we could have the edict where, okay, all the leaders can make space for those bite-sized workshops or sessions, but once that ends, is there a way we could encourage them to keep at it, because a two day training or maybe six workshop sessions spread over six months probably wouldn't cut it, or wouldn't be sustainable. So is there something or any tips on how to tap into that intrinsic motivation? Darren Wilmshurst I think Dean Leffingwell said to me, he talked about the third, the third and the third, and I'll talk about that as well, he said, in an organisation, there'll be a third of people that get it and want to do it. He said, there'll be a third that I would call my sceptics, not sure, need to be convinced, and there's the third that say, no, I'm very happy with the way I'm looking at it, I don't want to do anything else as well. He said, I don't care about the first third. He said, I actually I care about the second third, those sceptics, if I can convince one of them to lead the charge, he said, that's great because then the others then will come along as well, and if I can get that sceptic to change in terms of, I understand it, I want it, they're almost like  a reformed smoker, they become the greatest advocates of change because they say, I get it now. And he said, now I've got two thirds, now I've got a majority, he said, and that's the tipping point that allows me to make that change as well. And what happens is, he said, there are some in that final third will go, okay, I've seen enough social proof that I will make that change, I need you to convince me, I'll do that as well, he said, but there'll be some that go, I'm not happy with that, and they are the people that will either ride off into the sunset with either retirement or a different career or different organisation as well. So you've got to find someone in that leadership group that's going to be an advocate. You've got to find that one or two that are happy to lead the charge as well, and someone in the sceptic face is great because they become the reformed smoker as well, but you've got to find it and hope that they will then corral and cajole some of the leadership into doing this as well, but without that it's hard, even though the leadership understand the challenges, sometimes they're just reluctant to make that change, and I find that difficult to understand and sometimes quite frustrating as well, because, for me, there are some iconic British brands that I still worry about going forward as well. You know, we've just seen it recently, Body Shop, an iconic brand, again, just lost their way. I mean, retail is just so hard at the moment, with the stuff online, but we'll see it with automotive as well, we'll see it in some other industries as well, where if we don't wake up and smell that coffee, then I do fear for some real British brands. Ula Ojiaku I don't think it's only British brands, I think it's a global phenomenon and the fact is the olden perception of having different sectors or industries is being blurred. So think about brands like Apple. Now they started off building computers, but really they've cut across multiple industries, so before the watch industry, you think about Swiss-made watches with the mechanical things, but the Apple watch, they have this music streaming industry, and one of the things in the strategy course I did from the Cambridge Business School is this, they said, it's really about developing a platform. So if you have a platform where you can get your customers to depend on, it's easy to branch into multiple industries. So Apple, they make watches and their watches serve as healthcare monitoring devices and different other things, there are rumours they're building their own self-driving cars and everything is on that iOS platform, which allows them to branch into anything, they could go into pharmaceuticals, medical. So it's no longer about traditional sectors or segments, and the disruption in life is real and no sector, no country is spared, so it's really about moving from a fixed mindset to a growth mindset and saying, what are the things we're missing, and how can we think differently? How can we reposition ourselves? How do we build a platform that has a fort? Darren Wilmshurst Yeah, I think you're right. Apple has disrupted so many industries, in terms of, you know, who buys a torch anymore, who buys a map anymore, other things as well, I just go on. I think at the last count, there was like 24 different industries disrupted as well, and I think about Jeffrey Moore, who I remember presenting with on stage in Washington, I think that was 2019. And he said, what you can do, as an organisation, you can sit here and wait to be disrupted, and hopefully that you can be a fast follower, providing you're nimble enough and adaptive enough, you might be able to make that change. He said, but what might be better is, rather than we wait to be disrupted, be the disruptor. My worry is that some of these large legacy organisations, they are being disrupted, and I just fear that they are not nimble and active enough to be able to respond, they're so ingrained in the way they have done things for the last 10, 20, 30, 40 years that I just fear for them and you're right, it's not UK, obviously I care about the UK because I'm a UK citizen, but I think it's a global phenomenon. I know my colleagues in North America and their industries are having the same challenges as well, right. It's not just a UK issue, it's definitely a global issue. Ula Ojiaku I'd really like to just touch on your latest book, the SAFe Coaches Handbook. So before we go into some of the contents, could you share what led to your co-authoring this with Lindy Quick? Darren Wilmshurst So it's one of those itches I had to scratch, I suppose is the phrase that you use. I was a very small author of the BCS book called Agile Foundations. Peter Measey was a lead author and there were a number of smaller authors that contributed to that as well, and then I ended up reviewing two books. So again, a recognised review of a couple of books, Agile books as well, one around Agile financial management, one around Agile governance as well, the Em Campbell-Pretty, a fellow SAFe fellow wrote The ART of Avoiding a Train Wreck, which I reviewed and contributed to, so again, I was contributing to that as well, and actually Em's updating that book because that book's five years old as well, so I'm reviewing that as well. And having reviewed a few books, contributed to a few books, being a part author, I suppose I wanted to write my own book. I think that was it as well. That was part of it. The other part was that I've delivered a number of Implementing SAFe courses since 2017, and for me, it's not just about delivering the education, for me doing that course is about, what are the tips and tricks, what's the stories, what's the narrative, how's the best way to do this, and all those things that I deliver in that course that goes way beyond the slideware what I wanted to do was capture all of that stuff that I deliver in those courses in a book. So I got approached by some publishers at Packt, saying, would you fancy being an author, write a SAFe book? And I thought, yes, I would. Then, we've got another author that's also interested in doing it as well. I'd never met Lindy before, we met and, yeah, we wrote the book. We started October 2022, and it got published June last year. It took a bit longer than we thought, but again, I learned in terms of task switching and refactoring, trying to write a chapter during a working day when you've got meetings and stuff like that and messages coming in, couldn't do that, because in the end I needed that concentrated effort to write. I can't do it with interruptions. So task switching was not great for me, so in the end I said, right, if I'm going to do it, everything has to go off, I just have to concentrate on this as well. So writing the chapter was really straightforward, it didn't take that long in reality. What I found was though, the cost of refactoring took a lot longer, as we talk about as well, you know, doing it right first time, doing the rework is a lot harder, and both Lindy and I wanted to make the book as best we probably can. So I reviewed her chapters, she reviewed mine, her reviews were great. Again, we have some other reviewers as well that are listed in the book as well, and all those reviewers really contributed to making the book better, but having to incorporate and refactor the chapter took me longer than writing the chapter in the first place. So it ended up taking a bit longer than we thought as well. So two valuable lessons. Task switching is real and refactoring takes longer than doing it right the first time as well. Ula Ojiaku So with this realisation, would you do anything differently in terms of how you approached writing the book? Darren Wilmshurst I don't think so. We were pretty good because again, we'd write a chapter and we'd get it reviewed, and the chapters are not particularly long, so that was pretty okay as well, and then what we found there, even though we had a high level design of the book and the chapters and the content, as we went through there as well, we realised there was some stuff missing as well, so again, there was no concluding chapter, there was no preface, we realised that we split the chapter into part one, part two, part three, part one was all about the team stuff, part two is all about the art level stuff, and part three was all about the portfolio stuff. Ula Ojiaku Well it sounds to me like you were following the agile principles, breaking it in small chunks, getting the review, and to be honest, having spoken with other authors that you started, writing in October 2022 and got published in June 2023, that was speedy, maybe not by your standards, that was fast. Typically it takes them like three, five years, and it's just them writing the book with everything else going on. Darren Wilmshurst Yeah, I don't think I could cope with that. I think it's great that the publisher had quite a forcing function, if it dragged on that long, I think you lose that motivation and I was on a roll and when you're on a roll, you want to get it done and dusted. Ula Ojiaku And I think the key thing, and what I noticed is, like you said, that the chapters are kind of not too long and easily digestible and it's easy to write, but it's about refining it in such a way that is to the point and, packed with lots of invaluable insights, that's an art and it does take time to refine from just having a mass of words to something that's simple. Darren Wilmshurst We didn't want to make it a reference guide, the framework is the reference. You go on the website, that's the reference guide. I suppose our target audience was SPCs that are newly qualified, if you're thinking about training this, here's some tips and tricks, here's some narrative, here's some stories you can use here's some support, and some of the things that we have made mistakes and learnt from as well. So it really is trying to be a practical guide to newly minted SPCs in terms of those that want to be able to train or implement a scaling framework. Ula Ojiaku It's definitely something I wish I had after I'd attended your training. So in the preface, you and Lindy were saying you can't implement SAFe to the letter you don't implement it like a rulebook, it's something you implement with your brain switched on and I was like, yes. Can you expand on that please? Darren Wilmshurst I get very frustrated. You see it on social media about SAFe is bureaucratic, it's a prescription, it's overly governed, stuff like that as well, and it's a framework, not prescription. For me, it's a wonderful toolbox, and every organisation we go into is different. They're not the same. They have different project and product, different risk profiles and budgets to plug different people, to create different things. So how can you have something that is an ABC guide, a recipe book, it can't be that as well. So I always say that if I'm putting a picture on a wall, I'll use a hammer and a nail. I won't use a chainsaw, but a chainsaw in the wrong hands can be very dangerous. So for me, it's a framework. So there are some fundaments in there, but you have to understand the context, you have to understand the appetite for change and how much disruption you want to bring, because if you bring too much disruption, you could end up traumatising the organisation. We don't want to do that as well. So, but, and then you think about, okay, what would be the most appropriate tools that I need to bring to change the organisation as well? And then I remember Dean saying this word that then, if you implement SAFe, or the appropriate tools out of the framework as well, and you're doing the same thing a year later, you're doing it wrong because you're not inspecting adapting about how you could then improve on that, and the way that the framework has improved since 1.0 back in 2011 to 6.0 last year as well, is through practitioners and organisations implementing SAFe, finding new ways, and experimenting with new ways and things as well, and bringing that back to the party and that being part of the evolution of the framework as well. And that includes myself, again, this is myself as a fellow, is part of it is bringing my thoughts in terms of what I've done with organisations back to the framework as well. So for me, it's a framework, not a prescription. In terms of scaling, there's some fundaments in there, there are always some fundaments as well, but you have to implement it with your brain switched on and every time I've implemented it, all the validation has always been different, with some underlying principles that support me in that ways of working. Ula Ojiaku Thanks for that, Daz. And there is a chapter in your book on enterprise strategy, which I think is interesting, but I have a question for you, which one would come first, enterprise strategy, or the adoption of skilled at being SAFe, which one comes first and why? Darren Wilmshurst Look, you've got to have a strategy. One of the things we say as SPCs and even probably SPCTs to some extent, we're not strategy experts. The framework is not there to talk about how you create strategy. There is some guidance on what we expect to see in a strategy but as we go into an organisation, we expect there to be some sort of strategy in place. If not, then we'd highly recommend that a strategy is created, and there are great organisations out there that can help organisations create that strategy as well, because we need to know what's the strategy of the organisation, and then from that, we can then think about how then we align what we're doing to deliver that strategy, and then when we talk about alignment and scaling the organisation, that is right from the top of the portfolio, through to maybe the teams of teams and the team as well. So that strategy and that works to a point where a person at the team level can understand how the work they're doing is connected all the way back up in delivering that strategy as well. So we need that strategy in place. Ula Ojiaku Definitely. I agree, and there are some SPCs who have that training and background in strategy, so it helps if that's there. Darren Wilmshurst Yeah. Yeah. Again, as an SPC, if you've got that, that's great. It's just that SAFe as a framework, that's not what we're looking to, but we expect it to be in place. Ula Ojiaku Exactly. So what are the key things then, in terms of the enterprise strategy and making sure that the teams are aligned with the strategy, what are some things when you  are consulting with the leadership and saying, okay, giving them the guidelines of what the framework is saying, what are some key pointers for them to look out for and to be mindful in how they make sure the strategies align with the adoption and the rollout of the framework or the sustained implementation of SAFe? Darren Wilmshurst I hear a lot from execs that we have no idea what our team are doing, we have no visibility, we have no transparency what they're doing, so I think there's a couple of things that we need to talk about here as well. We need to make sure that the work that the teams are doing is visible in a way that is consumable by the executives as well. So we need to create the right dashboard. We go into organisations and the number of tool chains that exist in organisations that are not connected, there is no one version of the truth as well, is disconcerting. In a world where we're trying to reduce costs as well, the money spent on licensing stuff like that is phenomenal. So I think for me, having the right tool set that allows that work to be visible from the team all the way up to executive is really important, and so we need to make that work visible, but then also the leadership needs to come to the party as well. I think it's a two way thing, so we can make the work visible, but part of it is that one, we start doing our reviews of the work that we're doing, either a team level or at a team of teams level or at a large solution level, we need to be able to make sure that the leadership are involved in those reviews, and also in terms of prioritising and directing the direction of travel for the next cadence of work as well. I think that that's important. Ula Ojiaku Well said, Daz, I couldn't say it any better than you, you're the expert here. Dare I say that it's also important that the leadership would make the strategy visible to the organisation and in a way that can be consumed at the appropriate layers. So, this for this time frame, this is what we are trying to achieve, and that would help, so it's kind of almost like a virtuous cycle and complimentary, they are making their priorities visible and well in advance, whilst the team also work to make their work visible. Darren Wilmshurst You're right. It's bi-directional, isn't it, and we see it so often where a firm will go and create a strategy and then it's locked away in a drawer, no one ever sees it, and that strategy is a direction of travel. So then we think about, okay, what do we need to do to deliver that strategy, but you've got to make that visible and you need the support of the leaders, next leaders down to almost decompose that work into smaller chunks that that can be delivered, that then deliver that strategy as well. But you're right, we need to make sure that that strategy is communicated, again, in a way that inspires the people in the organisation. That's important as well, because you want to be, again, once you're inspired by the organisation and the work that you're doing, and you understand the work you're doing is connected to that strategy, I mean, how motivating is that? Ula Ojiaku Thanks for that, Daz. So in addition to your fantastic book, SAFe Coaches Handbook, which I would highly recommend to RTEs, coaches, business owners, what other books have you found yourself recently recommending to people? Darren Wilmshurst So the one that I'm really quite passionate about at the moment, we talked at the beginning about that agile and SAFe can create allergic reactions, become trigger words as well, and increasingly, I'm working in organisations that, and Agile is a small part of what we do, Agile ways of working, yeah, it's important, but it's a small part. When you think about, if we're working with automotive, lean manufacturing, something I call cyber physical DevOps as well, we have cyber physical machines building cyber physical products as well. How do we automate more of that as well? And then there's the whole thing around system thinking and all that stuff as well. So, two of my colleagues from the SAFe world, Suzette Johnson and Robin Yeman, have written a book called Industrial DevOps, and that for me is gold dust. I like the rebranding, it's about industrial DevOps, so it's how do we take all our learning from lean manufacturing, Agile ways of working, cyberphysical DevOps, and bring it together to help those big organisations be more effective. So if I was to recommend one book at the moment, how do we build better, complex, industrial systems faster, then Industrial DevOps, Dr. Suzette Johnson and Robin Yeman, for me, is the book. Ula Ojiaku Thank you for that. Any other book? Darren Wilmshurst There's a lot of people talking about OKRs, objectives and key results, and on CVs people saying I'm an OKR consultant. I think, okay, well, okay, well that's great, but it's almost like they're saying OKRs, if we go in and implement OKRs, it is the panacea, it will solve all your ills. Look, it's just, it's another tool in the toolbox as well. One I read last year was Radical Focus, really good, talks about yes, it's great creating OKRs, but there's so much more to that than just creating the OKRs. People think if I create the OKRs, then the world would change, no, it doesn't. Ula Ojiaku Oh, wow. Thank you for that, and I guess I agree, OKRs is a is a tool, and it's really a great tool for connecting strategy with the implementation, and back to what you said about the transparency of strategy and the work of the teams OKR is a good way of actually helping with measuring, okay, is the work we're doing moving the needle for the enterprise and vice versa. How do we as the leadership team clearly communicate in a digestible way what our priorities are, what the strategy is over a time frame. So, yeah. Another one on that note I would recommend would be, well it's in the pre-release, but Jeff Gothelf, actually he and his co-author Josh Seiden have gone to do what you've just done with the SAFe Coaches Handbook, which is, okay, yes, there's all this buzzword about OKRs, but actually, what does it mean in practical terms, Who Does What By How Much: A Practical Guide to Customer- Centric OKRs, it's highly recommended. Just like yourself, I respect Jeff and the sense it's practical and actionable. And any final words for the audience? Darren Wilmshurst Well I think it's tough at the moment, we're seeing a lot of the big organisations, big SIs, laying off a lot of people as well, we're seeing a lot of the consultancy work is discretionary spend, and I think we're seeing a lot of people in the market that have not been engaged, but what I would say is that all these things are cyclical. We've seen it before where, certainly with the pandemic, no one was for six months, things stopped, but then the thing came back a vengeance as well, but if we focus on trying to solve the organisational challenges, if we focus on making sure that we are helping them solve those challenges, and we can demonstrate the value of what we're doing, then we'll be in a good place. Ula Ojiaku Thank you for those wise words Daz. And on that note, where can the audience find you if they want to get in touch with you? Darren Wilmshurst Darren Wilmshurst on LinkedIn is the easiest way to find it, always reach out to me on there as well, message me on LinkedIn as well. Normally what I do is I ask people to convert to email because I'm a bit old fashioned, email is my inbox is my to do list as well, so yeah, Darren Wilmshurst on LinkedIn. I think I've got a profile picture up there, so if you see this picture here, hopefully my profile picture looks something like this, what you're seeing here as well. Ula Ojiaku And if you're listening to the audio version only, the picture on the podcast art cover for this episode, that's the Daz you should be looking for. Well, thank you so much Daz for your time. It's always a great honour and I always learn a lot whenever I speak with you. So thank you for making the time for today's conversation. My pleasure. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!     

Gina Moore shares her painful story about her son, Jeffrey Moore, who died from accidentally ingesting Fentanyl on New Year's Day 2021. Gina explains some of the signs that she missed, that Jeffrey was displaying prior to the accident, that may have alerted Gina to something not being right in Jeffrey's life. Gina also talks about how she became involved with JAVA and how they have helped Gina as she continues to work towards healing.

On this fine episode of Fear, Loathing, and Uncle Buck Tyrel, Jeff, and Josh discuss the latest news in the ongoing saga that is the SAG and WGA strikes that have brought Hollywood to a standstill. What will the United States do now that one of its greatest exports, movies and television, have now closed up shop due to picket lines.Fear, Loathing and Uncle Buck is an entertainment and pop culture podcast hosted by Tyrel Ventura, L. Jeffrey Moore, and Josh Young. Two filmmakers and one filmgoer. It's exclusive to Jesse Ventura's Die First Then Quit Substack publication. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit jesseventura.substack.com/subscribe

This is it, people! It's last of @EchoChamberFP https://www.instagram.com/echochamberfp/ coverage of Dances With Films @danceswithfilms (22nd June - 2nd July 2023) Today we're checking out a drama that takes place in the world of humantrafficing, and really shows how people can get sucked in. THEN, we're joined by the director, writer, and stars who break everything down! We held it back abit, cause things get deep into the film, no spoilers though! Watch the conversation: HERE! https://youtu.be/E_roEoK1Fw0 'The Girl in the Backseat' is directed by Nick Laurant and written by Chris Marrone & Kika Magalhães. Inspired by True Events, a young immigrant, Sofia (Kika Magalhães), fights for her survival against her predator, Ryan (Chris Marrone), in an involuntary road trip through the vast and mysterious landscape of a worldwide human trafficking ring. Today we have: The Girl in the Backseat Watch Review: Here. https://youtu.be/soSw1i9rkss Dances With Films Thursday, 1st July 2023 at 17:00pm World Premiere TCL Chinese 6 Theatres Buy Tickets: Here. https://danceswithfilms.ticketspice.com/dwf26-the-girl-in-the-backseat Director: Nick Laurant Cast: Kika Magalhães, Chris Marrone, Jasmine Akakpo, Helen Day, Travis Quentin, L. Jeffrey Moore, Brett Driver, Frank Forbes, Max Calder, Kerry Rhodes, Ana Lopes, Kim Ellis, David Dossett, Brooke Olivia Borges, Brian Foyster, Ashley Mangione Credit: Calico Pictures, Lanterna de Pedra Filmes, Mind the GAP Productions Genre: Drama, Thriller Running Time: 85 min Cert: 15 Trailer: Here. https://youtu.be/lI5iVY4a-Js Twitter: @Calico_Pictures https://twitter.com/Calico_Pictures Instagram: @calico_pictures https://www.instagram.com/calico_pictures/ YouTube: Here. https://www.youtube.com/channel/UCYY2Ti88ePuObMbmAfbMpvA ------------ *(Music) 'I'm Not Gonna Teach Your Boyfriend How to Dance with You' by Black Kids - 2008 --- Send in a voice message: https://podcasters.spotify.com/pod/show/eftv/message

In Part 1 of the debut episode of Fear, Loathing, and Uncle Buck, hosts Tyrel Ventura, Josh Young, and L.Jeffrey Moore dissect the latest on the Hollywood Writers strike which has now seen Family Guy created Seth McFarlane join the picket lines. Then the boys dive into the critic reviews of Fast and Furious X.The Fear, Loathing, and Uncle Buck podcast is the newest edition to Jesse Ventura's Die First, Then Quit substack publication. On this podcast hosts Tyrel Ventura, L. Jeffrey Moore and Josh Young will journey into the Modern Dystopia and Emerald Cities of film, television, and pop culture. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit jesseventura.substack.com/subscribe

On this Thursday throwback episode we are going to play our interview with filmmakers Angie Powers and Elizabeth Stark from way back from January 2019 with one of our old co-host L. Jeffrey Moore! They talk to us about how they got into filmmaking, making films as a couple and making their first feature film, Lost in the MIddle! I thought this was a good match for our talk with Alicia and Alicia because this is another talk with a filmmaking team about pulling their feature together. After that we play another round of You're the expert If you like these throwback episodes give us a shout at podcast@makingmoviesishard.com and thanks for listening! Check out our patreon at www.patreon.com/mmihpodcast Order The Alternate on Itunes Out Now: https://itunes.apple.com/us/movie/the-alternate/id1640576609?ls=1

Tune in for today's industry updates.

The Filigree Ball Being a full and true account of the solution of the mystery concerning the Jeffrey-Moore affair

SONS OF MELCHIZEDEK – On this episode of Sons of Melchizedek, a show highlighting priests in the Diocese of Lafayette-in-Indiana and the Archdiocese of Indianapolis, we talk with Father Jeffrey Moore, Pastor, St. Cuthbert of Lindisfarne

LNG markets are in the spotlight after the Russia-Ukraine war, with Asia and Europe both competing for limited cargoes.  A harsher than expected winter may trigger unprecedented changes in LNG trade flows and force many Asian governments to implement contingency measures to tackle power outages. In a discussion ahead of the Asia LNG & Hydrogen Gas Markets Conference, S&P Global Commodity Insights' experts Surabhi Sahu, Kenneth Foo and Jeffrey Moore talk about Asia's LNG winter procurement, benchmark market activity and strategies like fuel switching to mitigate shortages.  Subscribe to Platts Dimensions Pro for access to assessments and premium content covering Platts LNG Japan/Korea DES Spot Cargo (AAOVQ00), LNG West India Marker (AARXS00) and many more.

October 11th - Jeffrey Moore, Troy Gentile, Drew Curtis

-- On the Show: -- Michael Cohen, Donald Trump's former personal attorney, joins David to discuss his newest book, "Revenge: How Donald Trump Weaponized the US Department of Justice Against His Critics," out on October 11th. Get the book: https://amzn.to/3Riiw4d -- The US embassy in Russia warns Americans to leave Russia amid the expectation of increasing hostilities from Vladimir Putin -- Two more raped pregnant minors reportedly were denied abortions in Ohio -- Republican Florida Governor Ron DeSantis is suddenly praising Joe Biden as Florida now needs federal hurricane relief funds, despite DeSantis' previously voting against funds for Hurricane Sandy -- Ron DeSantis appointee Jeffrey Moore resigns after a picture of him in a KKK uniform goes public -- Republican Pennsylvania Gubernatorial candidate Doug Mastriano calls for 40 days of prayer and fasting to try to save his failing campaign against Democrat Josh Shapiro -- Donald Trump begs for money in a humiliating new fundraising video -- Voicemail caller says that until David has a PhD, he should not speak on financial matters -- On the Bonus Show: Biden warns oil industry about price gouging over Hurricane Ian, Biden seeks additional funding for Ukraine, Trump seeks to end rape accuser's lawsuit, much more...

The Quiet Houses: Fall of the Narcs, a new book by DEA Agent Jeffrey Moore.  https://www.amazon.com/Quiet-Houses-Fall-Narcs-ebook/dp/B0BC59MKNV/ref=sr_1_1?crid=1JYDT77SUMEB0&keywords=the+quiet+houses+fall+of+the+narcs&qid=1664405163&qu=eyJxc2MiOiIwLjQ1IiwicXNhIjoiMC43MiIsInFzcCI6IjAuNjgifQ%3D%3D&sprefix=%2Caps%2C167&sr=8-1 Instagram link: https://www.instagram.com/the.quiethouses/ Learn more about your ad choices. Visit megaphone.fm/adchoices

OATH KEEPERS COULD SCREW TRUMP A-Block (1:45) SPECIAL COMMENT: Keep your eye on the trial of Stewart Rhodes and the Oath Keepers as jury selection continues today. Rhodes' defense is: he and his terrorists were acting on what were to be legal orders from Trump as President. So...they just guessed that would be the case? They assumed? THEY HAD TO HAVE BEEN TOLD. Told? By whom? What will they say in their own defense and who will testify to what communications or meetings or conspiracies? They are on trial for Seditious Conspiracy and perhaps decades in jail and who they blame could be close to Trump - or Trump himself. (5:07) Other Oath Keepers have already flipped and implicated Roger Stone, Stop The Steal, and The Proud Boys (7:05) And ex-Trump physician, Congressman Ronny Jackson, who supposedly reached out to Stewart Rhodes for protection during the attempted coup.  B-Block (15:16) EVERY DOG HAS ITS DAY: Jinxie in Brooklyn (16:39) IN SPORTS: Sure they clinched their division, but what about Aaron Judge's home run drought? And now that the NFL has cancelled its All-Star Game will the other leagues follow suit? (20:32) THE WORST PERSONS IN THE WORLD: The book banners of Bucks County PA taking it an extra yard, the University of Idaho, and the DeSantis appointee who just quit after a KKK photo surfaced, compete for honors (24:00) THINGS I PROMISED NOT TO TELL: In the world of the movie "Network" it was 47 years ago this week that things began to go off the rails for Howard Beale, Max Schumacher, Diana Christensen, and the UBS Evening News. For my money, it's the greatest movie of all time - and especially the most prophetic. C-Block (37:03) More on "Network" and the 23 separate prophecies of auteur Paddy Chayefsky, who saw in 1976 what the rest of us could not imagine: what television news would look like in 2022.See omnystudio.com/listener for privacy information.

The Quiet Houses: Fall of the Narcs, a new book by DEA Agent Jeffrey Moore.  https://www.amazon.com/Quiet-Houses-Fall-Narcs-ebook/dp/B0BC59MKNV/ref=sr_1_1?crid=1JYDT77SUMEB0&keywords=the+quiet+houses+fall+of+the+narcs&qid=1664405163&qu=eyJxc2MiOiIwLjQ1IiwicXNhIjoiMC43MiIsInFzcCI6IjAuNjgifQ%3D%3D&sprefix=%2Caps%2C167&sr=8-1 Instagram link: https://www.instagram.com/the.quiethouses/ Learn more about your ad choices. Visit megaphone.fm/adchoices

President Trump's economist Stephen Moore predicts this latest jobs report will be the last semi-decent one for Biden - what trends he's seeing in the economy and in the housing market recession. Plus, the DEA special agent played by actor Bradley Cooper in Clint Eastwood's 2018 blockbuster hit "The Mule" joins us with an inside look at how it all went down. Finally, the UK's newest prime minister says she's ready to start global nuclear annihilation.

Jeffrey Moore, is the Chief Product Security Officer at Staples who is focused on bringing the security at Staples up a notch by being a key partner and advocate to the business. He shares the importance of investing in the right team where every member feels part of the organization and brings their best to be most effective. Jeff talks about the benefits of bringing security by design to every product, Jeff also has a message for all of us to be nice to the people who handle security at your organization as these guys are under a lot of stress managing multiple networks, operating systems, business demands everyday and keeping the organization protected.

On this very special episode, James Polk and Holley Rumbarger interview father/daughter duo James and Jenny Moore of Moore's Bike Shop. The Moore's discuss the Hattiesburg bike community, their family's love for music, the loss of their son and brother to addiction and how his death sparked their efforts in addiction treatment and overdose prevention. Hattiesburgers are exceptional people, and the Moores are exemplary.Music provided by Jenny and James Moore; "I Saw the Light" (James on tuba and Jenny on accordion), and an original piano composition for Jeffrey Moore by Jenny Moore. This episode is dedicated to the memory of Jeffrey Lee Moore. 

On this very special episode, James Polk and Holley Rumbarger interview father/daughter duo James and Jenny Moore of Moore's Bike Shop. The Moore's discuss the Hattiesburg bike community, their family's love for music, the loss of their son and brother to addiction and how his death sparked their efforts in addiction treatment and overdose prevention. Hattiesburgers are exceptional people, and the Moores are exemplary.Music provided by Jenny and James Moore; "I Saw the Light" (James on tuba and Jenny on accordion), and an original piano composition for Jeffrey Moore by Jenny Moore. This episode is dedicated to the memory of Jeffrey Lee Moore. 

Jennifer Curtis and Jeffrey Moore discuss recent ZS insights and trends in #customerengagement Hosted by: Jennifer Curtis Produced by: Matilda Males Featuring: Jeffrey Moore

Asia's LNG market has been disrupted by the war in Ukraine at a time when supply was already tight because of outages, low inventories and a rebound in economic activity. Global gas prices continue to flirt with record high levels with every escalation in the Russia-Ukraine conflict. The unwinding from Russian gas supply threatens to further disrupt spot trade and long-term gas dependence for Asian gas importers in 2022. In this podcast, S&P Global Commodity Insights' Eric Yep, Kenneth Foo and Jeffrey Moore talk about the way ahead for Asia's LNG market.

Dr. Jeffrey M. Moore is a Research Scientist at NASA Ames Research Center. Dr. Moore is Imaging Team Lead for NASA's New Horizons Mission to the Jupiter system, the Pluto system, and the Kuiper Belt, which flew past the Pluto system on 14 July 2015, and provided our first view of the geology of Pluto […]

Dr. Jeffrey M. Moore is a Research Scientist at NASA Ames Research Center. Dr. Moore is Imaging Team Lead for NASA's New Horizons Mission to the Jupiter system, the Pluto system, and the Kuiper Belt, which flew past the Pluto system on 14 July 2015, and provided our first view of the geology of Pluto […]

Returning to the planet Vadal for a tune-up, the StarTripper crew faces a unique problem. To find a fix, they'll have to track down one of Proxy's original creators. ABOUTStarTripper!! is a former file-clerk's search for the best experience the galaxy has to offer! Transcript for this episode: startripperhq.com/019/transcript Website: startripperhq.com Twitter: @StarTripperHQ Patreon: patreon.com/startripper Merch: startripperhq.com/merch SPONSORS– BetterHelp, a secure online counseling service with licensed therapists. Get 10% off your first month at BetterHelp.com/StarTripper – Dipsea, sexy audio stories that spark your imagination and get you in the mood. Get a 30-day free trial at dipseastories.com/startripper CAST & CREWCreated by Julian MundyProduced by Julian Mundy, Mischa Stanton & Ian McQuownStory by Julian MundyWritten, Directed & Sound Design by Mischa Stanton With performances by: Ian McQuown as Feston Sierra Shay as Proxy Sammi Lappin as Serena Julia Schifini as Niazo Helen Highfield as Ripple L. Jeffrey Moore as XL Malcolm Barrett as Astichor Anna Lore as Chamber Tal Minear as the Housekeeper Julian Mundy as Farmer Lerm Music by Ketsa – ketsamusic.com "Wild Plain" [title theme] “Cheeky” “Bed1” “Slice of Sun” “Keys” “Catharcism” “Labyrinths” “Glow Nights” “Retro Metro” “Alive” “Warm Fuzz” “Milk” “Me-On-The-Inside” “Diamonds” “Juniper” “SOS” “30 Years” Additional music by Jahzzar: “Hideaway” Thank you for flying with us!!

Independent Sector (“IS”) is a national organization that represents the nonprofit sector in Washington. In this episode, Rusty speaks with Jeffrey Moore, its Chief Strategy Officer, about the importance of having a seat at the table with the federal government. The nonprofit sector is the trusted infrastructure in communities, and also 10% of the private workforce in the country. To raise our visibility, and make sure that our government understands and partners with the nonprofit sector, IS has been working on a number of different fronts including NIIAG (Nonprofit Infrastructure Investment Advocacy Groups), and a campaign to create an ‘Office on the Nonprofit Sector' within the White House. Other topics discussed: Update on legislative bills: the Build Back Better Package and the Bipartisan Infrastructure Roads and Bridges Package. Raising the need to include the nonprofit workforce data in the Bureau of Labor Statistics report on a quarterly basis. Health of the Nonprofit Sector Report: a four part diagnostic of the sector. This is the fifth episode in our podcast's ongoing thread about how federal and local governments can invest in the nonprofit workforce. For more episodes on this topic and access to resources mentioned in the episode please go to: https://fundthepeople.org/ftp_podcast/ *This episode was recorded September 23, 2021

The gang stops in at a classic trip landmark, where Feston becomes the first Lorvian guest in 300 years. Meanwhile, Serena has a difficult conversation. [CW: This episode contains scenes involving the danger of drowning, being trapped in a building, & frank discussions of mental health] ABOUTStarTripper!! is a former file-clerk's search for the best experience the galaxy has to offer! Transcript for this episode: startripperhq.com/017/transcript Website: startripperhq.com Twitter: @StarTripperHQ Patreon: patreon.com/startripper Merch: startripperhq.com/merch SPONSORS– BetterHelp, a secure online counseling service with licensed therapists. Get 10% off your first month at BetterHelp.com/StarTripper CAST & CREWCreated by Julian MundyProduced by Julian Mundy, Mischa Stanton & Ian McQuown Story by Julian MundyWritten, Directed & Sound Design by Mischa Stanton With performances by: Ian McQuown as Feston Sierra Shay as Proxy Sammi Lappin as Serena Mayanna Berrin as Hoyman Tet L. Jeffrey Moore as Lamplighter Dallas Wheatley as Alwyn Erin Bark as the Bell-Hups Music by Ketsa – ketsamusic.com "Wild Plain" [title theme] "Summer Man" "Vibrancy" "Bastic" "Bashful" "Warm Fuzz" "Management" "City Strut" "Chuckin It" "Ambience4" "Inexpress" "Smoky Bars" "Bless Up" "If You're Wondering" "Goodnight Sunlight" "Bed5" Additional music by Daniel Birch: "Monday Morning Wake Up Call" "Atmosphere" Additional music by Soularflair: "The Shadow Weeps" Thank you for flying with us!!

Anglican Turned Catholic Priest - On this segment of Faith in Action, co-hosts Jim Ganley and Brigid Ayer are joined by St. Cuthbert's Business Manager, Lee Ashton and Pastor Fr. Jeffrey Moore. Father Moore talks about his journey as an Anglican Priest to become a Catholic priest. For more information, the website is https://www.stcuthbertindy.org/

You've invested the time and money to create great marketing content. How can you use it to directly influence customer experience and drive pipeline growth? This week on The Inbound Success Podcast, PathFactory COO shares her perspective on how brands can create content experiences that improve the customer journey, shorten sales cycles, and close more deals, faster. With so many brands now investing heavily in content and inbound marketing, there's a massive opportunity to do more with our content. That's exactly what PathFactory is solving for.  Check out the full episode, or read the transcript below, to hear what Helen has to say. Resources from this episode: Visit the PathFactory website Follow Helen on Twitter Connect with Helen on LinkedIn Email helen at helen [@] pathfactory.com Transcript Kathleen (00:00): Welcome back to the Inbound Success Podcast. I'm your host, Kathleen Booth and today I am excited to share that my guest is Helen Baptist, who is the COO of Path Factory. Welcome to the podcast, Helen. Helen (00:26): Thanks Kathleen. I've long admired you and your, your journey. So I'm thrilled to actually spend some time with you. Kathleen (00:32): I feel like this is incredibly overdue because I have known you for a really long time and you are doing just amazing work as a marketer. Path Factory is growing like gangbusters, and this is a classic case of, of, I, for some reason it has felt like I must've already interviewed you, but I didn't. And so when I finally thought about it, I was like, how have I not had her on this podcast? So it's about time. It's about time we did this. Helen (01:00): Yeah. And likewise, I've followed you for a while and I, you know, you're, you're a mighty woman in terms of the things that you do. And I admire you across the board as a single contributor, you know, first person in on a company I'm doing all the marketing that you're doing and coordinating everything and then, you know, standing up podcasts and keeping that running and, you know, your posts on LinkedIn are prolific and I aspire to be like you one day, but I just don't have that kind of, and with an energy is what I would say. You're probably a lot younger than me. Kathleen (01:30): I actually, I don't think so. I think I'm, I think I'm just crazy. I bite off more than I can chew all the time and whatever I, then I have to figure out how to swallow it whole yeah. You muscle through. But but you're so sweet to say those kinds of things. And I am really, really excited for our topic today because I feel like my audience has a lot of people in it who are pretty experienced with marketing. And I always tell my prospective guests, like the basic topics don't do well with these people. They know what they're doing. Like they, for example, content marketing, this is an inbound marketing podcast. They know a content marketing is they are producing content. And so I always love when I get to talk to people who enable me to dive in a level deeper and, and really think about kind of, so you've mastered the basics then what, right. Kathleen (02:18): And that is totally what this is about because you guys do some interesting things at Path Factory. The product is interesting. So I'm going to ask you to just start out, first of all, by sharing your story, because you're a unique guest in the sense that you're not just a head of marketing, you're a chief operating officer who, who is also a head of marketing. So if you could talk a little bit about yourself and your journey and how you wound up doing what you're doing, but then also tell us a little bit more about what Path Factory is. Helen (02:44): Yeah. And I, I think it's an interesting perspective because I actually started as a secretary at an advertising agency. Kathleen (02:50): Oh my God, it's working girl, the movie. Yeah. Helen (02:53): You know, I'm not going to start singing, but you know, I think the the, the, the rise to where I am has been a long journey and there've been a lot of people who've lifted me up and helped me get there. The, the, you know, the first position after being a secretary, I helped with RFPs, believe it or not at the agency, we won Ikea at the time, back in late early nineties. And th you know, this idea of one-to-one marketing or direct marketing as it was called back then in the true sense of, you know, it wasn't male, right. Primarily really fascinated me because it was below the line in terms of it wasn't all TV advertising. It wasn't meant it was measurable. Right. And so my career has really been around things that are measurable and outcomes that you can actually point your finger to, and be proud of. Helen (03:45): Like, yes, it's great that you have a TV commercial, but what, what did it actually do for the business? And so that was my passion coming into this arena when I first joined. And that's exactly what I do now. Right. I think that the difference now is that I see the entire customer life cycle from marketing through to, you know, customer success and churn, which is like acquisition to out of the back door and stopping the leaky bucket. And how does that infinity of going back and forth really play together so that you can scale your organization so that you can become these growth machines that the, you know, the, the, the private equity and the VC firms are looking for. I'm not in the legend status of some of our colleagues in the, you know, the CMO coffee talks, but I have a pretty good track record for the investors. Helen (04:33): This is my third ride with the same CEO. The same PE firm has jettisoned us in and you know, really helped break down silos that really exist between marketing and sales and CX so that we can be much more fluid and grow the business organically with the ones that we already have customers we already have, but then acquire new logos based on the successes of what we, what stories we have. So that's kind of the view that I have and rev ops reports to me, BDRs report to me like, Oh, the whole revenue bag I carry as a burden for the organization, but, but, you know, I'm proud of the team. We've, we've had record busting quarters, four quarters in a row. Our retention rate is through the roof both on gross and net and, and, you know, that's a Testament to the team that's behind me and working with me and it's a team effort. It's not just an individual sport kind of thing. Kathleen (05:31): I was going to say, how do you handle all of that? Because I know it can be challenging enough just being the head of marketing at a company where growth expectations are really high, but you're heading up marketing sales and customer success or customer experience. So how, I mean, did you, did you do stints in each of those areas? Like how did you get to the point where you were able to effectively oversee all of that? Yeah, I think it goes back to Helen (05:58): Agency land, right? I did marketing for customers. In my earlier days, I ran loyalty programs for British airways as, as their vendor, if you will. And some other major companies I've been out on the client side, I worked as a consultant for AARP, and I was an employee there for awhile, large organization for people over 50, because I was going to be 51 day and thought I could change the world. And anyway, that's come and gone 50, by the way, Kathleen (06:26): Let's say it's 50 felt like it was really, really, really far away until it wasn't exactly. Helen (06:33): And then hit 55 and it's even more further away. The, the other side of it is, is, you know, on the CX side, you learn that from managing relationships when you're on a bet, you know, when you're a vendor or a partner the, the one thing that is really interesting is tying the sales motions with the CX motions and really understanding the interplay and the levers that you can pull to really drive organic growth. You know, customer advocacy, customer marketing, I think is probably one of the most underrated marketing functions, and probably the least respected in terms of, you know, everybody's looking for DG people or, you know, ABM people or whatever that, that's what the market is hot for. But I think this idea of really leveraging your customer base to tell the story for you versus you shouting that we're the best is the way that we've grown a lot of our business. Kathleen (07:29): That's so great. So, so tell me a little bit about what Path Factory does. Helen (07:33): Yeah. So Path Factory is currently known as a content experience platform. You know, we serve up frictionless content experiences that, you know, people can consume as much content as they want. We know people are doing research to buy things. Our customers are B2B marketers, and they're trying to provide an, an, an experience that allows me or you to explore as much as we want to, as frequently as we want to, and then know where you are in the sales cycle. So there's these, there's these intent databases that we can buy, right? That are, what did you look at across the web? That's a source of intent, but I think this idea of what topics and you know, taxonomies are you really looking at really tell you where you might be in the buying cycle? I, you know, one of our big customers or our big customers are Cisco, Adobe, Oracle, these guys are selling multiple products and how do they know what sales motion should play? Helen (08:28): Right. they, they manage their partner relationships through us. So they they're really, you know, serving up the right content at the right time and the right stage of the buying cycle or the customer life cycle or the partners life cycle, or even the employee life cycle with people using us for HR engagement as well. And so I think this idea of, you know, making sure that your omni-channel and understanding your content and what's how it's performing and how it's driving revenue really is like the ultimate. We can put all the outbound messaging we ever want, but people have to consume something. Right. and rather than stopping at a dead end or a form, let's, let's do some testing around how far do we let people read a white paper, a Gartner report? Yeah. I said Gartner you know, how, how far do you let people read before you engage them with a form, if you want to use forms. Right. so this idea of really testing and learning where people are and how much information you can collect in the life cycle, that their content journey with you is what Path Factory helps. Kathleen (09:37): So, as I listened to you talk about this, what comes to my mind is that, and you tell me if this is accurate, it sounds like you guys are like the Netflix or the Spotify for content in the sense that, like, I go to Netflix and Spotify and it's watching what I'm doing. And it's then using its artificial intelligence engine to like dynamically serve up something that makes sense as a next step. And it sort of, it, it like incentivizes me to binge to like go down that rabbit hole and follow it wherever it's going to go. And is that, is that fairly accurate or, Helen (10:15): Yeah, I think that that's the one side of the coin that we offer, and that has been our primary emphasis. This idea of an intelligent content platform is where we're moving towards and this idea of really understanding the construct of your content, the attributes of your content. So if you go and buy, you know, a can of Coca-Cola, you know, all the attributes of that can of Coca-Cola, there's called what's called the, you know, the, the nutrition panel is on there. And so you really do understand the construct of that can of Coca-Cola in terms of what's in it, most marketers don't know what's inside their content. And so this idea of really understanding the attributes of your content, the effectiveness of those attributes, are you compliant? Are you SEO for accessibility, for example, are you optimized for SEO for your keywords that you're picking? Helen (11:03): Does your content reflect that? And so this idea of really understanding your content much more holistically first, or even retroactively, because most marketers walk in and they've got hundreds of thousands of web pages and they've got thousands, right. And most marketers life cycle is what, 18 to 24 months. They better pretty ha have a pretty big impact pretty quickly. So this idea of you really don't know what's working and what it's made up of and why it's not working is where we're moving towards. I think serious decision, you know, and released a report recently that said 14% of CMOs understand what content they have, which is pretty scary, the amount of money that is spent on content, right? Whether it's a video, whether it's a syndication or whether it's syndicated content, or even your own people, writing content copywriters, as they were known back in the day now, fancy name of content writers you know, they, nobody really has this good handle on what is content and what is good content. And how long should it be sitting out there in public? What's the decay factor of your content is really the insights that we're starting to deliver for our customers. I'm pretty jazzed about it. We've stolen some plays from the CPG industry and applied those back into B2B markets. Kathleen (12:17): I think it's so cool because I have long felt, and I've been guilty of this that, you know, when you think about the Pareto principle, the 80 20 you know, I've, I have long believed that 20% of your effort should go into creating the content and then 80% should go into promoting it and, you know, going back and historically optimizing it and just like all the things you do with it once it's written. But unfortunately, I think for most marketers, it's probably the exact reverse. We, we pour a ton of time and attention into creating it. And I mean, guilty as charged, I'm doing that right now, but that's also because I'm kind of early on at a company and we have to sort of now it's about building the foundation, but, but there, you know, a couple, a couple of companies ago, I was working at impact, which is where I first met you. And there is a place that has tons and tons of content. And I, you know, I'll give credit where credit is due to Bob. Who's the CEO there, he's always had a big emphasis on things like historical optimization, but even still, it's very hard, even when you have a strategy to do those things, it's very hard to keep track of it all. And it inevitably becomes an insanely manual process. And so having a tool like this that can kind of figure it out for you is huge. Helen (13:27): Yeah. And think, think about it like a content audit, right? Like baseline your, do you have alt text on your OG images? Do you have actual titles on your OG images? Like, do you have OG images on your, your assets that you're trying to use for digital and and so this idea of kind of really baseline understanding of what you actually have and is it optimized for step? Is it too hard to read? What's the readability score? And then the topics of taxonomy that are below that and what, how much content do you have in a word cloud in one topic, are you overloaded versus where you want to go? And so this idea of really optimizing logically you know, the content that you have is something that we're working towards. I think the, you know, I think we were on a coffee talk one time, and one person said, well, we have 240,000 pieces of assets, assets of content. Helen (14:17): And there was a 2005 price list on there. That's not really relevant for my sales team so, so like, how do you make sure that you are decaying, what you should decay? And you are understand when the lifeline is what the lifeline is. A lifespan of that piece of content is I was talking to my product manager the other day. And he said, you know, I, when I was at, you know, the company before this, I was the marketing manager and I'd paid lots of money to syndicate a white paper. And it was $80,000. And I got two leads out of it. The decay on that was two days I should have just stopped paying for it. Instead we went and renewed it again. And so had I had that insight, I would have stopped and saved myself $80,000 and applied that somewhere else. So did he buy it properly in the first place? Probably not. Cause he didn't look at it in relation to what other things were working for him. So I think, you know, content is kind of a, it's not something that people talk about a lot. We talk a lot about the motions, right? DG, ABM, but what is actually behind that is structured content data. Kathleen (15:25): Yeah, and you pour your heart and soul and your money and your time into creating it. And then if you don't take advantage of it, shame on you. Right. it, I'm curious to hear you talk about like, as somebody who oversees also customer experience and sales, you know, better than anyone, you know, from a marketing standpoint that all of this content creation is in service to those two things, right? Like it's about the customer journey and it's about driving pipeline. So I would love to hear a little bit about how you in your marketing have, and I'm sure you're using some of your own tools, how you have handle that and what your approach is. And side note, if it sounds really crazy while we're recording it's because all of a sudden in April, there is a, like a tiny hail storm happening. So there's like a lot of noise outside my window. So if you're listening and you hear this thunderous sound, that's, that's what it is. Helen (16:21): You can't hear it. So maybe it's not being picked up, but I'm sure that you'll be safe with a, with a hailstorm in April. Is that an April fool's joke? It's April 1st as we're recording. Kathleen (16:30): Well, that's a whole nother topic. Crazy, crazy weather. Helen (16:33): So I think the, you know, the first thing that I do when I typically go into an organization and cause I look at the customer experience from the outside in what is the customer journey that we are delivering. Once somebody raises their hand through to the time that they expire with us and expire is capital E not that they've passed away, but the contract is gone, right. I used to work at ARP and we'd talk about it anyway. The, you know, the, the, the really understanding the touch points and the impacts that you really want to have. So the first thing we do when somebody signs a contract with us is within 15 minutes an email from the CMO goes, Oh, sorry, the CEO goes to the stock, the contract signers on the, you know, the right contact roles inside Salesforce. Helen (17:20): That was a challenge in its own, right? Cleaning up data in the database so that you can do effective marketing. But I think this idea of not just customer marketing or, you know, dummy branded demand, let's put it up at the front there, whether it's ABM demand gen or traditional ways of doing things. But this idea of, you know, tying the two together for this contiguous sales motion, right. That somebody feels good at any given stage that we're in the sales motion with them. So part of our, our, our, our sale motion is we do a mutual action plan with the customer, and it's not to the end of the contract it's to the end of their first compelling event, whatever that is first campaign, they want to get out in the marketplace, but also for that individual, what do they want to get? Helen (18:05): Do they want to be on stage? So they want to speak so that we can leverage that for advocacy to fill our pipeline with stories from customers, right? So it's a sort of a self-fulfilling prophecy. The, the, you know, I can't do an AB test with, or without Path Factory at Path Factory. But I was a customer of Path Factory before I joined here at my last company at item master, which got acquired. And we've done some really cool work with some customers where we're actually tying CRM data to you know, be with Path Factory without Path Factory, to really understand the revenue impact for content engagement. When, when people do traditional marketing without Path Factory, we see a slower, slower closed, no loss closed, lost faster close, yes. When they use Path Factory faster, close, no, because, so then the rep can move on to their next sales motion set and sales attack, whatever they want to do. Helen (19:10): And we're seeing, you know, people really become creative around, you know, does it work for a specific segment, like my SMB, where it's it's product led growth. And I don't want to high touch with lots of sales reps versus an enterprise play, which is much more, you know, journal journalistic in terms of the journey that you're on with them. We, we understand completely which area of the funnel drives, which segment for us. So for example, for example, our customers who buy from us in the enterprise segment typically engage with at least two to three pieces of top of funnel content in over a period of two sessions versus you know, the SMB team is typically middle to bottom of funnel, creative content which, which is really interesting. It helps me make sure that we are building the right pipeline efforts to, to, to create demand and leads and contacts and that kind of thing for the two segments that I oversee. And that's, those insights are pretty profound when, you know, what kind of content people want and what makes them buy. Kathleen (20:26): So are you using the intelligence that you're getting out of it to develop your editorial calendar then? Helen (20:29): Yeah. And that, and I think that's the other part is what, what topics, what taxonomy is really resonating with a specific vertical or a specific type of customer or a segment, right. And, and those are the insights and Intel that, that content audit really can help us with and really is helping build kind of this more true marketing campaign, marketing calendar kind of thing. Kathleen (20:53): And do you, are you able to look at the data that you're extracting from the product in terms of actual content consumption habits? And, and I know you can like retroactively look and say, like, you just had like two pieces of content for enterprise, top of funnel. That's a good lead, but do you, is there any sort of almost predictive element to it where you're like, I'm seeing that this prospect is enterprise and has like started going down that top of funnel path. And so, Hey, that should kick off like some outreach from the sales team. Helen (21:26): It hasn't gotten to that stage, but that's the desired end goal. Right. I think the, you know, this idea of Netflix is, is that you have a destination that you go to and you, you get served up the right recommendations for you. So, you know, I don't do horrors. I do, you know, Downton Abbey. Downton Abbey and, and Reign, and, all those British dramas. Kathleen (21:47): Okay, so then recommendation, we're going to digress for one second. You should watch Home Fires. If you're into the masterpiece theater, Downton Abbey kind of stuff, Home Fires, great show. Helen (21:57): I'm writing it down. Kathleen (21:58): I'm giving TV show recommendations right now, but this is what we do in the pandemic, right. It's all Netflix and chill. Helen (22:03): Yeah. Well, not in the true sense, but anyway the, the, the idea that a sales rep can actually see what that person has consumed. Absolutely. That is one of our key differentiators. We have, you know, the ability to send alerts from our marketing automation platforms. And we do when somebody is a fast moving buyer where they've consumed the content criteria, scoring that we've set in Path Factory, as well as met the required that, you know, the lead scoring inside of marketing automation. But this idea of serving up the next best content is based on, you have to go to a destination at the moment, right? And so our website website tools functionality allows for that to happen in more, more and more real time. And I think we have like seven or eight different types of recommendation services based on the account you're coming from, based on people like you, meaning you're coming with firmographic data not necessarily account, right? Helen (23:02): So people who are in, you know, $50 million companies or even industries. So this idea of serving up content based on your history, based on what you've viewed in the past, there's lots of different ways. Those recommends can work, how you serve them, how you manifest them can be done. Two ways with us. One is out of the box. We have to, you know what I would call PR web promoters, one's called guide. One's called concierge more like a resource center page. Th the other is the, we have an API. So for large enterprise customers, we know that they're not going to buy those out of the box visualizations. They have their own CSS. So we are going to serve them up an API that they can then create, we'll get the engagement data back. We'll tell them what kind of contents working for them. Kathleen (23:47): So I love the idea of this, and I can totally see the use case. The one question I have is like, when you first put it in place, I'm like, I'm going to put my hat on as though I were still back at impact where we had tons and tons and tons of content. Like if we decide we're going to put Path Factory in place, we want to do sort of more of a content driven customer journey. How hard is it to set up? Because it, like, I am, I can see on the one hand, it could be amazingly difficult where you're like, we have to classify all this content and, and tag it to different buyers or stages of the buyer's journey. Or is it like all automatic magic, press the button, does it for you. Helen (24:24): Well there's two there's two ways, right? Helen (24:26): Obviously data ingestion, content ingestion is, is our core competency, right? We've been around for 14, almost 14 years, I think. So understanding content is really one of our core competencies to set up is, I mean, it depends how far you want to go. We do crawl walk runs, right? Depending on the severity and the, and the maturity of the marketer depending on whether they want to integrate with their marketing automation platform, depending on whether they want to integrate with their CRM, there's all these other considerations, but to get going, it's pretty darn easy, especially if it's your website, it's a tracking script. And you know, that's, that's a JavaScript copy paste out of our, our platform and put it on your pages and away we go, we can scrape your data and understand that we can also understand how your, your visitors known or unknown are tracking against that combine the two together. And it becomes very powerful, but this idea of really understanding your content is the first step. And, and a lot of customers don't know that because it's relatively new concept. So we're, we're, we're testing it out right now. And I'm pretty psyched about the possibilities of that stuff. Kathleen (25:32): I mean, why I get so excited about this in part, because I'm just a big marketing nerd, but also in part, because I, I do talk a lot publicly about how I believe that marketers need to think more like media companies and like your con, you need to treat your content like a product. And, you know, it's funny because like the media world is struggling. Journalists, journalism is struggling, but I think it's for the opposite reason, like they have great content, but they just don't have like the marketing mindset that, that we do. And I feel like if we could all meet in the middle, we would have the perfect organization. But you know, and when I was at impact, I was working on just that building a media company around a company that was selling B2B products. And what's interesting to me about this is at the time I really struggled as head of marketing because like, I got the need to think like a media company, but there were not software tools available to me to support my ability to do that. Kathleen (26:39): So I had marketing automation in place, and that was great. But one example, like it didn't let me generate reports of content performance by author, which like blew my mind. I just, that was such a, it's such a small detail, but I was like that, that is odd that they don't do that. And it would be insanely useful. Cause I had a lot of writers working with me and I was like, I just want to be able to report to them how their content is doing. So that was like, that was the thing that initially kind of caused me to go out, searching for another solution. And then as I started doing research into all these different platforms, I realized how much more there was that I was missing out on in terms of reporting on what my content was doing for me. You know a lot of what you mentioned, like really, how is it contributing to pipeline? Kathleen (27:25): What is this? This also blew my mind because I've been a HubSpot user forever and, and HubSpot has all the data to basically tell you if, if it wanted to, what a closed won customer's content journey was, right? Like, you should be able to clearly see that. And you can, if you, if you like manually go into each customer's timeline, but who's going to do that, especially when you're operating at scale. And so this is one of the reasons I love talking about this because the need has to me, at least so clearly been there for so long. And it's fascinating that nobody has come in to fill the gap, but it sounds like that's what you guys are doing. Helen (28:03): Yeah. And I think the key is, is that there's these early adopters, you know, the Jeffrey Moore book Crossing the Chasm. Right. And I think of you as in that early adopter and really, you know, leaning in forward edge thinking woman, I, I think people have taken content for granted. It feels kind of like the ugly stepchild that nobody pays attention to, but it's kind of the sexiest thing that people put out. Right. and, and it really is definitive of your brand and the personas that you are talking to and, and who you want to be as a brand as well. And yet people don't know what's effective or working. And it drives me crazy that, you know, I've got people creating content for the sake of creating content because we need to build pipeline. Well, what content should we build? And I think this is this idea of sitting between kind of the CDPs. The CMS is right. The content management systems, the DAMs, even sitting between those and the activation layers, whatever you want to call that, whether you want to call that marketing automation platforms, ABM platforms, even us to some degree, we're an activation layer, but this middle piece in between what is my content finished artifacts and what do they look like and how good are they and how do they perform is not really owned by anybody at the moment. And that's what we're working towards. Kathleen (29:29): Well, and I think I'm just guessing, but I would be willing to bet that there are probably a lot of marketers that actually don't want to answer that question because they're not going to like what they see. Like when you talked about content kind of not getting the attention it deserves. I totally agree with you. And I would liken it to like, the approach we've taken with content is somebody once told us we should do it. Right. And so as an industry, I it's like a game of darts. We were like, somebody said, you should play darts. And so we went and we got to the dark board and we picked up a handful of really pretty crummy, cheap darts that don't work well. And we took the handful and we threw it, all of them at the board at once. It's like, okay, check. Kathleen (30:10): We've created content. I'm done. Now make it rain. Right. yeah, I would venture to guess it's sort of the same conversation that happens around when you talk to marketers about, do you want to be judged on the revenue or in the pipeline you drive, or do you want to be judged on leads? A lot of marketers are like, don't open that can of worms. That's going to start a whole conversation. I don't want to get into. And and, but it, but it reinforced not talking about it reinforces the status quo, which is, there's a lot of really content out there. Helen (30:45): Yeah. And I, you know, this idea of revenue marketing as opposed to, you know, to demand generation and then customer marketing as two separate entities. My purview is it's revenue marketing. It doesn't matter. It's sales and marketing together to the end of revenue. And I put sales, you know, CS does, has CS customer success has responsibilities for bags too. Right. in terms of carrying a bag on that, you know, the, the, the retained revenue, if you will particularly in a SAS model. And, and so this, to your point, my, my, my hypothesis is that there is a FUD out there that CMOs won't admit to, which is, I don't know if I really want to open that can totally, what is my content, right? But I think if you can do it in a safe and prescriptive way that they can then make informed decisions on, around building their revising, revitalizing, optimizing their content strategy, sunsetting things that are not working quietly, without everybody knowing that they're sunsetting them paying smarter for contents indication, they become a more efficient. Helen (31:52): And I think that the impact is both top line and bottom line. They're spending how much money with writers, creating content to what end, you know, I was talking to a customer at an enterprise account the other day. And he said, I have spent more than $5 million already this year on content creation. Wow. And that kind of blew my mind. Cause you know, I work with small that's company just on content. Right. And, and, and I was like, so how do you know what's if he says, if you could tell me what was efficient and effective, I would love you forever because I could slash and burn and put, do outbound activation stuff. So there's this, this two-sided coin of driving top-line and saving on the bottom line. Right. Cost efficiencies in this play that we've got. Kathleen (32:41): I was going to say, I like, I know it works and I know it's worth investing in because I have, I mean, heck I've interviewed a ton of marketers for this podcast. I've heard a lot of stories, but then I've also done some experimenting on my own. And I've seen countless examples of people who have like done away with 70% of their blog content because they know it's not serving them and it's not performing and they sunset it, as you said, and then what's left actually performs so much better because it's all high quality, it's all directly into the pain points and the challenges of other, other audience. And so like what a, what a low hanging fruit way to get better results. It's like, it's like Marie Kondo saying your, your content. Helen (33:26): I, I, I think, I think it's, it's twofold. It's making sure that what you do have is discoverable first and foremost, is it hidden so far down in back channels of the, the, you know, the dirt dirty dark alley of blogs or is it a discoverable in its own? Right. And is it valuable? And if it is valuable, then bring it up in discoverability. Right. And, and SEO optimized based on the keywords and the taxonomy that are in there. So I think people, you know, have really what effect story I'll, I'll expose some dirty laundry. When I first walked in, I was like, what content do we have? And it took somebody like, like two months to do an, a content audit. And now if I could run this scraper through your CD, your, your CDP or your CMS, I can give you an answer tomorrow which is kind of, and it's all in dashboards and it's, it's, it's a proof of concept for us and it, but it's pretty darn exciting. I saw some stuff the other day on, on, on our website and it's profound that, you know, the number one word in the cloud in the, in the, you know, the word cloud is landing page. That's not relevant right. For the buyers. So how do we make sure that we have the right words that are, you know, the most prominent ones across things that we're putting out there is awesome. I'm pretty, pretty excited. Kathleen (34:47): I just love it. I love it. I love, I love stuff like this that like makes it easier to do your job while also like it's like helping you squeeze more juice out of the orange that you already have. Helen (35:01): Yeah. And I think it's too full. Like for me, there's like three steps in this lifecycle of content, right. First is really understanding what you have the content audit. So, you know, what's the, what's the nutrition label, look of your product. What's the discoverability, what's the SEO optimization path for that content that you have? Is it accessible? Do you have the right alt text on, do your, do your, you know, do you have old texts? The second part is, you know, this idea of content performance in its own, right? So content performance is which content is working in which content is resonating with whom demographically from a graphically, et cetera, et cetera, right. Known and unknown. How big is your buying committee? We can see who's consuming what by account. And then the third is your content revenue performance. What content is driving your revenue for you? So tying that to CRM data really allows us to then start to be laser-focused in terms of what to put into the content hopper, what to remove and when to remove it in the licensing. Kathleen (36:06): Cool. This is so exciting. I have a feeling, a lot of people listening are like their ears have perked up, and they're thinking about all the past possibilities of using something like this. And so the question I'm sure everybody has been asking is like, who is this right for? You know, and is it, is it a, an enterprise tool? Is it something that smaller businesses should use like an end or is it, is your applicability as a customer determined by the volume of content you have? Or how do you determine that? Helen (36:37): I think it's all of the above. I think, you know, we have, we have a ton of SMB customers who are using us today, who aren't doing this content audit piece yet. Like I said, proof of concept, it's coming, stay tuned. But this, but we have a lot of people on our platform who are running content, who are either manually curating based on their best intuition or they're using our AI technology recommending a Netflix. And I think the other part of it is our activation side has three levels of activation, right? We have this website tools that I talked about, which is always on recommendation, serve up your content the way you want to understand the journey, et cetera. We have our legacy platform called module called campaign tools, which is campaign centric. So send out an email, you social bounce people back to Path Factory pages, and you have the list of content that's applicable, either curated or manually or curated by a human or curated by the machine. Helen (37:34): Does it, the other part of it is when we, we had this ask from customers that want it to see this unified vision of my customer in my content journey. So we were asked to build a virtual event platform at the beginning of the pandemic, and that's not our wheelhouse, and there are a lot bigger companies in there. But I think the difference is is that people who are doing campaigns can now see whether somebody is coming for an event. They can see whether they're consuming the same content in two places, two experiences to, you know, to messages. And they can then see if they're seeing it on the website as well. This idea of a unified vision of your customer across all marketing channels. Kathleen (38:10): Yeah. It's a holistic customer journey. Not like, not like just the part of the customer journey that I care about. Yeah. Helen (38:18): And it's, and it's a complete comprehensive content journey too. So if you're serving up recommendations on one page or you serving up the same recommendation when they're doing a campaign, the answer should be no, they should be the next best or the most related to whatever that interest was or whether it was their history or their firmographic data. So this idea of, you know, serving up relevant content becomes much more pure in the way that you and I would think about serving it up as opposed to, you know, one-to-one in the 19, 1990s and two thousands with Don, Don peppers and Rogers, you know, peppers and Rogers. I worked with them, they were the, the grandfather and grandmother of one-to-one, but I think this vision is now really coming to life. Kathleen (38:56): That's really cool. The possibilities are kind of amazing when you think about it. I'm going to shift gears because we're gonna run out of time and I could talk about this forever. So I always ask my guests two questions, and I'm really curious to hear what you have to say first is that, of course we talk, this is the inbound success podcast. We talk all about inbound marketing, and I'm always interested to hear if there's a particular individual or a company that you think is really like setting the standard for what it means to be a great inbound marketer these days. Helen (39:27): Yeah. And I, I tried to look at it from two lenses. One was, what do I get? Right. But I've worked in MarTech. And so I'm a bit more cynical about what's coming into me. And then I, you know, the, the, I tried to look at it from a customer perspective, cause I'm always customer centric is the way that I look at the world. I don't look at inbound, you know, inside out I look outside in. And so I think, you know, a couple of our customers are doing some really great work and I'm going to shout them out. So Druva is a company that I really respect in terms of the work they're doing. They're doing some really nice things on their website. Druva.Com. Pragmatic and Pragmatic Institute. And a lot of people who are in product management probably know that company, they are the people that you can get your product management certification through. Helen (40:14): They've been doing some really cool things. They've obviously had to pivot from in-person training to online training and and change their business model. And I think that they've really adapted nicely to that and they still are growing which is a great sign on the, on the marketing technology side or as a, as a purchaser of software, I think there's a couple one would be gong. I think gong does a really nice job of, and, and Panda doc is another one for signatures and we don't use them. So I'll give them a shout out. They, they do a nice job of really making it human. And I think sometimes we get wrapped around the axles in our own terminologies and, you know, it's the, you know, you're creating a new category, you're creating a new topic or you're creating and we need to have the best terminology, but nobody knows what the hell you're talking about. Helen (41:07): Right? These two, these two companies do a really nice job of putting the human language, basic language that, you know, not Washington post or not the financial times, but it's kind of in between USA today and the Washington Post that the average reader can understand what they're trying to achieve. And I think this idea of, you know, really strong readability scores on content is where I'm laser focused is making sure people understand what we are talking about. I think people need to really sit back and say, is this language that, you know, my fifth grader or my, my five-year-old could understand if I explained it to them while we're pushing them on a swing or something like that, Kathleen (41:46): Examples, those are great. I'm definitely gonna check them out. And there's a few new ones in there that I was not aware of. So I'll put those links in the show notes. And then the second question is that so many marketers I talk to are insanely busy, overwhelmed, and they, a lot of them say that one of the hardest things is just honestly keeping pace with how quickly digital marketing changes, you know, just when you think you've figured out, for example, Facebook, you know, the algorithm changed, but what have you, so how do you personally keep yourself educated, stay up to date and stay current? Helen (42:19): Yeah, like I, I think I'm curious by nature. So I Google a lot. Probably the algorithm for Google is really messed up with me, but I think, you know, I have people who are on my board of directors, my personal board of directors, who I refer to who are not in the same industry at all. I think that that's important. So I have a friend, a very good friend who is the head of CRM and loyalty for Red Lobster. She's B2C. She's not in software. She buys from vendors. So I talked to her a lot. So she's doing some really fun things, obviously with Red Lobster going through the pandemic. And you know, I think there are different communities that I belong to as well. Obviously the CMO Coffee Talk and Last Sip Clubs are of interest to me. Helen (43:07): I belong to probably five other Slack groups that are not my core ballywick, so I belong to MOPS, right. I belong to Customer Success channel. Those are really insightful ways for me to crowdsource intel. But then obviously, you know, there are other books and blogs and things like that that you read. And, you know, you, you've probably heard the list, but I'm not going to spend a lot of time, but I, you know, at the end of the day core principles of operating are the things that keep it grounded for me. So we operate by two credos at Path Factory. Intelligent speed, which means you need to be 80% confident that the decisions that you're making are the right decisions for the company and for the customer and for you that there's no risk to any of those three parties. Helen (44:01): So 80% nobody's ever going to be perfect. So 80% competent that it's the right decision. So that means that gives us grace when there are changes to algos, to new new things, it allows us to test. Right. and the other one is level five leadership, which is Jim Collins' Good to Great philosophy, which is lead with humility. There are no egos at the door to check them. And I don't, and don't read my emails with Tom. I'm, you know, I'm, I'm straight to the point. It's about moving at intelligent speed. If I write. Yes, it means yes. If I write, no, it means no. But I think those two have served us well. They broken down the silos a lot. And, and the other one is not, everybody's invited to every meeting. Like those are the three big ones for us. In terms of you'll be invited when it's right for you to be invited, you'll be filled in and contextualized and, and we'll move from there. Kathleen (45:01): Love don't read my emails with tone. So much gets misread in written form. Helen (45:06): Yeah, I don't write them with tone. Sometimes I do, but then I don't send them. Helen (45:11): I let them sit for 24 hours and then I go back and clean up the tone. But don't read my emails with tone. Don't read my Slack messages with tone. Kathleen (45:19): So good. I'm going to use that. Well, I'm sure there are people listening who are really now want to learn more about Path Factory, or have a question and would love to connect with you. What is the best way for them to find you online? Helen (45:33): A couple of ways, Helen, Helen, at Path Factory. I'll put my email address out there, helen@pathfactory.com. I'm on LinkedIn, I'm on Twitter. I'm on Facebook. Facebook is personal, not professional. Twitter is opinions are my own, take them. Helen (45:52): I do post some business stuff on there, but I have an opinion or two about politics as a relatively new American. And yeah, I'm on LinkedIn. I'm happy to connect. We've got a great community of people who would love to talk to you about us. We've got advocates up the wazoo. NPS is through the roof. And so we're happy to talk to anybody who wants to learn more. Kathleen (46:16): I love it. Well, I'll all of those links to all of those profiles will go in the show notes. So if your listening, head there and you can connect with Helen, you can learn more about Path Factory, and you can check out some of the companies that she mentioned earlier that are good examples of inbound marketing. And if you are listening and you liked this episode as always, I would love it if you would head to Apple podcasts or the platform of your choice and leave the podcast a review. That is how other listeners find us. And finally, if you know somebody else who's doing kick ass inbound marketing work, tweet me at @workmommywork because I would love to make them my next guest. That is it for this week. Thank you so much, Helen. This was a ton of fun. Helen (46:55): Thanks Kathleen, for having me. I really appreciate your time and as always much respect for you and what you do. Kathleen (47:00): Oh, right back at ya. Helen (47:02): Cheers.

Black holes, the Arecibo Observatory, artificial intelligence, and more – Neil deGrasse Tyson and comic co-host Chuck Nice answer a special batch of Cosmic Queries from some of our most supportive fans.  NOTE: StarTalk+ Patrons can watch or listen to this entire episode commercial-free here: https://www.startalkradio.net/show/cosmic-queries-fan-grab-bag/ Thanks to our Patrons Joel Cherrico, Cory Farnum, Patti Weber, Vegard Gjertsen, Christopher Ludwig, Maria Atienza, Darshan Parmar, Larry Streeter, Kaleb Saleeby, Gregory Newman, and Jeffrey Moore for supporting us this week. Photo Credit: NASA/CXC/SAO; Optical: Detlef Hartmann; Infrared: NASA/JPL-Caltech. See omnystudio.com/listener for privacy information.

Presentation: The global pandemic has taken its toll on our community in countless ways, especially in terms of our mental health. Dr. Brian Harte, President, Cleveland Clinic Akron General will moderate a conversation with Drs. Menefee and Moore, discussing the stressing effects of COVID-19 and what we can do to cope. We are excited to test the Zoom Breakout Room feature with a limited number of participants, randomly selected for a post-event 20-minute discussion session. Simply stay on the line after the presentation if you'd like to share ideas, ask questions, discuss, listen and learn in a moderated small group setting. If our test goes well, we hope to offer this discussion group option to more of our Virtual Forum attendees at future events. Post-event note from Dr. Menefee: In her comments, Dr. Menefee shared a resource for how to manage child and family screen time. She says, "Below is the link for the American Academy of Pediatrics Family Media Plan. There are two parts to the plan- I typically direct people to 'Create Your Family Media Plan.”' https://www.healthychildren.org/English/media/Pages/default.aspx Dr. Elizabeth Menefee is the Chief Medical Officer at Child Guidance and Family Solutions in Akron, Ohio. She is also appointed as an Assistant Professor of Psychiatry at NEOMED working in clinical teaching roles and also teaching in the medical humanities curriculum. Dr. Jeffrey Moore serves as Vice President/Medical Director for Portage Path Behavioral Health, one of two large community mental health centers in Summit County. Find full speaker bio and event video here: https://bit.ly/2LoqjRS

Andy's brother Kevin Moore joins us on this episode. Also joining us are Mike Pero, Allison Nickles, Jeffrey Moore and Ryan Moore. Some of the topics we discuss are:-The time a bunch of clowns from C3 did a conga line through Malice in Wonderland-The Coffee Disaster of '06-The time we drank piss and everybody but Mike thought it was disgusting-Time time Ryan wasn't allowed to get up until he farted like a man-The time Andy almost got jumped by some gangbangers at Haunt-The time Kevy's costume was basically just a bunch of pubes-The time Kevy slid without kneepads...and many more ridiculous things...

Author of "My Cash Value is King: Building Tax-Free Income Now for a Financial Legacy Later" Jeffrey Moore joins Eli and Mike to discuss his book and the benefits of financial literacy and freedom in communities of color, the current state of America right now, and myths about financial tools that the media teaches us about. Jeff also gives his take on the Sixers, with the NBA returning to play. https://www.amazon.com/gp/product/0578677652/ref=ppx_yo_dt_b_asin_title_o00_s00?ie=UTF8&psc=1 moorestrategy.com

Barry O’Reilly is excited to welcome Amy Jo Kim to this week’s Unlearn Podcast. Amy is a game designer, startup coach, and author of Game Thinking. She has worked on the early design teams of games such as Rock Band and The Sims, and has helped many companies, including Netflix and eBay, find their customers to help them scale. A Cooperative Designer Amy describes herself as a social game designer. She is enthusiastic about teamwork, having learned many lessons about creating a collaborative environment from working in music bands and modeling great bandleaders. One of those lessons that she now teaches in her Team Accelerator program is how to “make everything gel so we don't even remember whose idea it was… just getting the work done in a really focused yet creative way.” Many opportunities opened up for her Amy when she found a tribe of like-minded people. She tells Barry that she found mentors that she could click with and saw a way that she could contribute immediately to a much larger team. Go After The Early Beachhead “...If you're innovating you can't just go after your average customer in that market,” Amy posits. “You have to capture this narrow early beachhead market first.” As early as 1961, Everett Rogers of Bell Labs found that innovations always start by capturing the early market before going into the early and later mainstream. Amy has taken these insights from innovators like Rogers, Jeffrey Moore, and Will Wright, and made them accessible through a step-by-step program. She shares how these principles were lived out in building out The Sims, and in companies such as eBay and Netflix. “...There's so much you can learn and get out of iterating ideas with [your early beachhead] that it gets you to a point where you can get a vector in the direction and build out for the next layer of people around them,”Amy adds. Early adopters or beachheads have these three characteristics: They actually have the problem that your product solves; They know they have the problem and are willing to try anything that might help; They're taking actions that demonstrate they're trying to solve the problem. Game Design Is About Customer Journey The best game designers create a customer journey and then use mechanics such as gamification to deliver that journey. While shaping behavior with rewards - the basis of gamification - may deliver short-term lift, it does not provide long-term engagement. Barry comments that tapping into intrinsic motivation is a delineation towards game thinking. Step one in designing for intrinsic motivation, Amy says, “is understanding that the best use of any game mechanics or progression mechanics is to support a journey.” The framework Amy details in her book gives a synthesized approach to building an engaging customer journey. The core, she says, is how your product transforms the user into the person they want to be. “If you think about creating a product that gets better as the customer becomes more skilled, you'll be really getting to the heart of it.” Barry comments that Amy’s work is about helping the person to be the best they can be, realizing that struggle is part of the journey. “All the best things we do in life,” Barry says, “requires to test our character, to cultivate skills and behaviors in ourselves that we don't have, to grow as individuals.” The mental model - the story that’s unfolding in the customer’s head -  is at the heart of intrinsic motivation, Amy points out. She advises mapping out the story building up in the customer’s mind to understand their point of view. This will drive retention, she says. Looking Ahead Amy is excited about the explosion of creativity that’s being unleashed because of the pandemic. She says that it’s “so much good that’s happening for the planet.” Resources GameThinking.io  https://amyjokim.com/  https://twitter.com/amyjokim  https://www.linkedin.com/in/amyjokim/ https://www.youtube.com/channel/UC9jS5pCo5v8MoF6GjpGiXBw

Many of us thought that Obama would be the hard left ride we all desperately needed following the Bush years. However, that didn’t happen in the way we thought on many levels.Now, as we watch a Democratic Party primary unlike one we’ve never seen, how does race fit into our anger at  particular candidates? Do we have a reason to be upset by the way women and people of color were and are still being represented?Or has the whole thing become such a sporting event that we can’t see past the ends of our noses at the dirty tricks being played on us?

Ever wanted to have a framework for your product that covers ALL of it?  Ever wondered how some product leaders seem to have their entire product just “work”.  It helps to have the best framework to help you do that.  In this episode of the podcast Roger Snyder, VP Marketing for the 280 Group joins us to discuss Whole Product Thinking. While this has been around for a while (going back to Jeffrey Moore's Crossing the Chasm in the 90's) it's such a fundamental framework for Product Management that it's worth considering in detail.  Roger gives us loads of great examples of Whole Product Thinking and we have a brilliant discussion about how this can help you in your role as a Product Leader.  The 280 Group produce some amazing content so have a look at the show notes below and check them out for yourself.  Roger was a great guest and I'm really looking forward to talking to him again in the future.  Links to the resources mentioned in the podcast: Blog Post w/webinar slide deck included – Whole Product Concept – A Quick Guide for the Expert PM Blog Post – Product Owner vs. Product Manager Exploration 280 Group Free Resources

On this Turkey Two-Fer we start off with L. Jeffrey Moore and Alrik talking with LA Based Actor/Writer/Producer Bruce Nachsin about his path as a filmmaker, making action shorts and his Super Hero shorts Dark Specter and Dark Specter 2!

Don't miss this week's Real Victory Radio with special guest, Jeffrey Moore! His book, "We Believed," explores God's radical calling to the Moore family of adopting four siblings from Peru. Be amazed at the exhilarating twists and turns along the journey. We talk about how to: · Hear God's voice confidently · Decipher His messages quickly · Grow your faith as you pursue God's promises in your own life We'd love to hear about the new things he's up to in your life and how the show impacts you! —> NEW LISTENER EMAIL: gocourageously@realvictoryradio.org You can listen to Real Victory Radio each week by streaming live from your computer or phone from anywhere on 947FMTHEWORD.com or there's an app for Apple! If you're local in Denver just tune in to 94.7 FM The Word every Saturday, at 6 am or 4 pm to Real Victory Radio! Real Victory Radio is a listener-supported ministry program of Amy Elaine Ministries, please check out our website to learn more about becoming a partner. Join The Victory Movement and help us inspire others to live a victorious life! You can give a one-time gift or a monthly gift to help keep Real Victory Radio on the air. Honestly, we can't do this without support from our listeners and friends. For more details visit amyelaine.com/real-victory-radio-movement/ We'd love to hear your feedback on this episode. Please comment to share your thoughts and give a “thumbs-up” if you liked today's conversation!

Don't miss this week's Real Victory Radio with special guest, Jeffrey Moore! His book, "We Believed," explores God's radical calling to the Moore family of adopting four siblings from Peru. Be amazed at the exhilarating twists and turns along the journey. We talk about how to: · Hear God's voice confidently · Decipher His messages quickly · Grow your faith as you pursue God's promises in your own life We'd love to hear about the new things he's up to in your life and how the show impacts you! —> NEW LISTENER EMAIL: gocourageously@realvictoryradio.org You can listen to Real Victory Radio each week by streaming live from your computer or phone from anywhere on 947FMTHEWORD.com or there's an app for Apple! If you're local in Denver just tune in to 94.7 FM The Word every Saturday, at 6 am or 4 pm to Real Victory Radio! Real Victory Radio is a listener-supported ministry program of Amy Elaine Ministries, please check out our website to learn more about becoming a partner. Join The Victory Movement and help us inspire others to live a victorious life! You can give a one-time gift or a monthly gift to help keep Real Victory Radio on the air. Honestly, we can't do this without support from our listeners and friends. For more details visit amyelaine.com/real-victory-radio-movement/ We'd love to hear your feedback on this episode. Please comment to share your thoughts and give a “thumbs-up” if you liked today's conversation!

 Don’t miss this week’s Real Victory Radio with special guest, Jeffrey Moore! His book, “We Believed,” explores God’s radical… The post An Adoption Story with Guest Jeffrey Moore appeared first on Amy Elaine.

DISCLAIMER: Don't listen to this episode. I literally considered never publishing this because it's so stupid. It's full of nonsense, inside jokes, drunkenness and all kinds of other stupidity that nobody should listen to. If you do decide to listen, prepare to lose brain cells. You've been warned...On this episode, my guests are my two brothers Kevin and Jeffrey Moore, my cousin Ryan Moore and my friend Paul Bilson. This was recorded late at night after the final night of Midsummer Scream 2019. Some of us were drunk, most of us were stupid, and all of us were tired. Some of the topics we discuss are:-Midsummer Scream-Knott's Scary Farm-Universal Studios Halloween Horror Nights-Roca Scary Farm-The time Jeffrey scooped our dad on Christmas morning-The scary cyclops lady that lived behind our childhood house-The time Andy grew a mullet so he could take glamour shots at Walmart-The time Ryan left his dad a voicemail saying he got into a car accident and died-The time Paul and Andy almost got Ryan arrested-Why the midwest states suck-We time travel, but Paul gets left behind-The best maze in Knott's history-We drink some whiskey from Costco-Andy takes off his shirt-Why Ryan stopped driving around with a machete in his car-The time Ryan and Andy dressed up in full pirate costumes and went to a BBQ restaurant-A little bit of scaring discussion...and so many other stupid topics

Professional voice actor Kevin Horton joins us on this episode along with Jeffrey Moore. Kevin has done voice work for many haunted attractions as well as Midsummer Scream, Darkest Radio and Eddsworld The Movie. Some of the topics we discuss on this episode are:-Some of the voice work Kevin has done at Knott's Scary Farm and Roca Scary Farm-Midsummer Scream VS Transworld's Halloween & Attractions Show-Kevin's gig as the main announcer in the Grand Ballroom at Midsummer Scream-Horror movies that we're afraid of-The humane side of us "scary haunted attraction weirdos"-The time Kevin said the F Word and kind of liked it-Kevin explains what a payphone was-The time Andy scared Kevin at Knott's Scary Farm 15 years ago-Kevin's Voice Arts Awards nomination-The time Kevin got over his fear of Linda Blair-The time Kevin asked a monster to scare his friend-The time Kevin talked to Jack Wagner at Disneyland-The time Andy probably pissed off a lot of Haunt monsters at Knott'sAnd many more...

Founder of several golf-tech websites, and dipping his toe into crypto, Cleveland businessman Jeffrey Moore joins us to show us some of the projects he's been working on! You can find Jeff's projects at www.toeintocrypto.com and crypto.golfshortcuts.com --------------------------------------------------------------------------- For more on FYD: ► Website: www.FortifyYourData.com ► Itunes: https://podcasts.apple.com/us/podcast... --------------------------------------------------------------------------- Also look out for us on Social Media! https://www.facebook.com/Fortifyyourdata https://twitter.com/fortifyyourdata https://www.instagram.com/fortifyyourdata----------------------------------------------------------------------------

"Milk" spent 10 seasons as a monster at Knott's Scary Farm and worked in a variety of mazes as well as spent a few years on the streets of Boardwalk and Ghost Town. He also currently works for Knott's Scary Farm in their Haunt video department. Listen to us discuss many topics such as:-The best scare experience he's ever had-The many times he almost got fired at Knott's Scary Farm-That other time...-His obsession with wheelchairs-How he got nicknamed "Milk"-The feeling of being a monster at Haunt during "Rope Drop"-The worst scare experience he's ever had-His time working for Disney-And many othersAlso joined by Jeffrey Moore and hosted by Andy Moore

We'll be back next week with a fresh episode of Lj Presents.  In the meantime head over to the Making Movies is Hard podcast where I guest co-host from time to time.  Take a listen to episodes 218 and 219 of the show where I talk to the Director of This is Your Song, Hassan Said.  We also talk to the two leads of the film, Ms. Brianna Walsh and Mr. Jordon Potch.  Then check out the Making Movies is Hard iPhone filmmaking challenge where I finally get the Host of MMIH to make a short film with his smartphone.  You can check out both of our films below. L. Jeffrey Moore's film "PWND!" Alrik Bursell's film "Conflict" Making Movies is Hard Ep 218 Hassan Said – Briana Walsh – Jordan Potch – Making a One Take Feature! Making Movies is Hard Ep 219  MMIH Iphone Challenge w/L. Jeffery Moore You can check me out on my website at ljeffreymoore.com Music Featured on the Show: Intro  I dunno by grapes (c) copyright 2008 Licensed under a Creative Commons Attribution (3.0) license.  http://dig.ccmixter.org/files/grapes/16626 Ft: J Lang, Morusque  Outro  The Vendetta by Stefan Kartenberg (c) copyright 2018 Licensed under a Creative Commons Attribution (3.0) license.  http://dig.ccmixter.org/files/JeffSpeed68/58628 Ft: Apoxode --- Support this podcast: https://anchor.fm/l-jeffrey-moore/support

This week Alrik and co-host L. Jeffrey Moore have a very special episode that started way back in November 2018. Jeff challenged Alrik to make a movie with just an iphone with zero budget.

This week Alrik and co-host L. Jeffrey Moore talk to Write/Director Hassan Said and stars Briana Walsh and Jordan Potch about the making of their one take feature, This Is Your Song!

This week Alrik and co-host L. Jeffrey Moore welcome writer/director Benjamin Mullholland to the show! Ben is a resident at the San Francisco's Film Society Film House and the writer/director of the Lake Merritt Monster!

A role reversal on today’s show! Ayesha shares their story about internet anxieties and guest host Jeffrey Moore, an internet security and digital forensics student at Fleming College, walks us through how to start thinking …

She wanted to adopt. He did not. But God gave Jeffrey Moore a supernatural dream that changed everything. Listen as host Jessilyn Lancaster interviews Jeffrey and Kristine to hear how God guided every step of their emotional adoption journey.

Hosted by Cassandra Dallet, The BaBw with L. Jeffrey Moore, actor podcast host on podding, politics, AI, & not being disposable.

This is Part 3 of 3 of Episode 4 with Mike Pero. We are also joined by Jeffrey Moore and Paul Bilson. We continue talking about Mike's time working at Knott's Scary Farm and also many other topics such as:-The cutting of butts-Making fun of people while scaring-The time Mike complimented Alex's butt-Andy's love for insulting people by calling them "Bieber"-The time Mike stole someone's weave-The Luke Skywalker Twins-The time a guest tried to kidnap a little person-Sliding-A terrible pervy video game from the 90's-The time Mike's dad was thinkin' about getting passes-The time Mike's uncle jumped out of the Skyway at Disneyland-Michael Jackson and the Elephant Man's bones-The bus accident story...and many more!

Mark Hardy and I talk about Crossing the Chasm by Jeffrey Moore, drinking tea and eating dates in Abu Dhabi, focusing on niche markets, and I think I finally understand what a database is.★ Support this podcast on Patreon ★

This is Part 2 of 3 of Episode 4 with Mike Pero. We are also joined by Jeffrey Moore, Paul Bilson and Shaun Brookhyser. We continue talking about Mike's time working at Knott's Scary Farm and also many other topics such as:-Mike's love of ruining other people's on-ride photos on Splash Mountain-How we wish Disneyland Texas was a thing-The time Mike threw a live roach in a girl's hair-Poop shenanigans-The time Paul grabbed a meat girl-The time when CS Streets monsters hated Andy-Scion Night at Knott's Scary Farm-How people get their Haunt Names-A Peacock Bitch-How crappy the Dark Realm at Knott's Scary Farm was-The time nobody would lick Paul's poo-The time Mike and his running partner made friends with a gang-Why Paul is Gentle-We give Jeff a Haunt name he doesn't want-Paul tells us what kind of tastes like roast beef...and many more!

On this episode, my guest is Mike Pero, who I've been friends with for close to 20 years. Mike has scared at Knott's Scary Farm for 14 years and we talk about many of his outrageous stories from there. We are also joined by my brother Jeffrey Moore, and my other two longtime friends Paul Bilson and Shaun Brookhyser. Other topics we discuss are:-Why Mike didn't go to Nipsey Hustle's funeral-Weird people who work at haunted attractions-The time Mike scared Collin-The time Mike got turned into a clown-The time Paul got called a hoe-The time Mike and Shaun literally almost died on a ride at Six Flags Magic Mountain-The time Shaun almost killed a small child on a kids teacup ride-Andy tries to talk with a Cheeto in his mouth-Biscuit races on the Log Ride-We eat disgusting Mexican candy-The time Shaun flipped off the Luke Skywalker Twins-When Mike was a hoarder in Necropolis-The time Mike told an old man to die ...and many more!

On this episode, my guest is my younger brother Jeffrey Moore. Jeff has previously worked at Knott's Scary Farm and has designed home haunts every year for the past 10+ years. He's also an entertainment producer and we'll be discussing his feature film that will be premiering soon. Also on this episode, my co-host is Paul Bilson who was my guest on the last episode. This episode features a call to a very pissed-off Tony Clifton, some mishaps that Jeff has faced while producing movies, and of course stories about scaring people.

This week Alrik welcomes filmmakers and co-hosts Liz Manashil, L. Jeffrey Moore, Isaac Pingree, Samiat Salami, Andrew Schrader and Colin Levy to this very special 200th episode of Making Movies is Hard!

Life can often feel like a puzzle. We have so many different pieces that don't seem (at first) to fit together. Our experiences can leave us questioning why, if we don't have the assurance of what the puzzle is meant to look like. Even though the journey we are on can be very hard, knowing that God is the ultimate orchestrator of all the pieces can give us piece of mind. Jeffrey Moore shares how God is more interested in developing our character along the journey, than the eventual outcome. Listen in as Jeffrey offers words of advice for navigating the seas of life. Watch the full interview >>> http://bit.ly/MimikaTV24

L. Jeffrey Moore and Alrik welcome storyteller, audio wizard and podcaster extraordinaire, Mischa Stanton to the show! Mischa is the mind behind the award-winning serial audio drama ars PARADOXICA, a love letter to physics, fiction, and the future.

Jeffrey Moore, being sent into a new season of life for him and his family, shares on their journey of adopting 4 siblings from Peru and the lessons learned about God's love and His heart for the orphan.

This week Alrik welcomes our newest guest co-host L. Jeffrey Moore to the show! We talk about how Jeff got started in filmmaking, his time in LA and how he has been making it as an actor in SF and much more!

This week Alrik and future co-host L. Jeffrey Moore talk about Aquaman, give their mostly spoiler free review and discuss it's place in the landscape of super hero movies!

If you are a business owner, you know about the labour shortage that is plaguing this province. One of the industries that is impacted the most by the labour shortage is the restaurant industry. According to statistics provided to by the BC Restaurant and Food Services Association, the restaurant industry is short 15-20,000 workers. A few months ago, BCRFA CEO and President Ian Tostenson headed to El Salvador to discuss the possibility of having temporary foreign workers come to B.C. to help fill the vacant positions in the food service industry. Joining us today to discuss more about this is Ian Tostenson and Jeffrey Moore, Honorary consul to El Salvador. Guest: Ian Tostenson President and CEO of the BC Restaurant and Food Services Association Guest: Jeff Moore Honorary consul of El Salvador

Chapter 1

A hustler must know themselves in order to pursue their calling. Jeffrey Moore shares his story of the importance of self discovery, and the value of knowing yourself and the value you bring in order to forge ahead on the journey of hustle.

Looking for a some mellow sun and surf, Feston instead joins a fishing trip on the trail of a massive, puzzling sea creature. StarTripper!! was created by Julian Mundy, and produced by Julian Mundy, Mischa Stanton & Ian McQuown. "The Free-Swimmer of Vadal" was written & directed by Julian Mundy, sound designed by Mischa Stanton. With performances by: Ian McQuown as Feston Giselle De Silva as PROXY Helen Highfield as Ripple Julia Schifini as Ni'azo L. Jeffrey Moore as XL Music by Ketsa ketsamusic.com Tracks: "Wild Plain" (title theme) "Diversity" (ad music) "Mr. Trumpet" "breached" "twotwos" Additional music by Jahzzar via the Free Music Archive Tracks: "Cold Like This" Twitter: @StarTripperHQ Patreon: patreon.com/startripper A product of the Whisperforge whisperforge.org

VIP badge in hand, Feston attends a garden expo to participate in a display of ballistics and botany. StarTripper!! was created by Julian Mundy, and produced by Julian Mundy, Mischa Stanton & Ian McQuown. "Ready To Lawnch" was written & directed by Julian Mundy, sound designed by Mischa Stanton. With performances by: Ian McQuown as Feston Giselle De Silva as PROXY Julian Mundy as Capt. Kaasil Saar James Bachelor as Vulkor Scotty Shoemaker as Museum Director L. Jeffrey Moore as Aygo Exacta Music by Ketsa ketsamusic.com Tracks: "Diversity" (ad music) "Wild Plain" (title theme) "Fun First" "Start of something beautiful" "Devotion" "Tronic" Additional music by Jahzzar via the Free Music Archive Tracks: "Ads" "Wild Ones" Twitter: @StarTripperHQ Patreon: patreon.com/startripper Brought to you this week by Sunday Scaries. For 10% off your first order, visit ForSundayScaries.com and use promo code "PROXY." A product of the Whisperforge whisperforge.org

  Feston joins the crew of the Hundredfold as they race toward Captain Vulkor’s legendary tomb. Part 2 of 2. StarTripper!! was created by Julian Mundy, and produced by Julian Mundy, Mischa Stanton & Ian McQuown. "The Spot" was written & directed by Julian Mundy, sound designed by Mischa Stanton With performances by: Ian McQuown as Feston Giselle De Silva as PROXY Julian Mundy as Capt. Kaasil Saar James Bachelor as Vulkor Scotty Shoemaker as Museum Director L. Jeffrey Moore as Aygo Exacta Music by Ketsa ketsamusic.com Tracks: "Diversity" (ad music) "Wild Plain" (title theme) "Within the Earth" "Burning Light" "Get Ready" "no fix" Additional music by US Army Blues via the Free Music Archive Tracks: "BugaBlue" Twitter: @StarTripperHQ Patreon: patreon.com/startripper Brought to you this week by Sunday Scaries. For 10% off your first order, visit ForSundayScaries.com and use promo code "PROXY." A product of the Whisperforge whisperforge.org  

After leaving Point-of-Exile, Sally runs into friends old and new. Petra plans a party. Created by Daniel Manning & Mischa Stanton. Written by Daniel Manning, Mischa Stanton, Eli Barraza & Tau Zaman (with story support from Danielle Shemaiah & Julian Mundy). Directed & produced by Mischa Stanton. Featuring Kristen DiMercurio as Sally Grissom, Katie Speed as Esther Roberts, Lia Peros as Petra Marquez, L. Jeffrey Moore as Lou Gaines, Zach Ehrlich as Jack Wyatt, Lauren Shippen as Maggie Elbourne, Arjun Gupta as Nikhil Sharma, and Bernardo Cubrìa as Mateo Morales, as well as Eric Silver, Michael Fisché, and Brandon Grugle, with special thanks to Isabel Atkinson. Original music by Mischa Stanton and by Eno Freedman-Brodmann. Please support us on Patreon http://patreon.com/arsparadoxica RED | 16 15 15 22 11 07 04 20 18 26 03 12 21 15 04 16 12 13 04 21 14 09 06 06 09 25 11 03 14 15 11 06 | WEATHER IN MEMPHIS: banjoes A product of the Whisperforge http://whisperforge.org

Though they are glad to return to Point-of-Exile once more after a long mission, our heroes may not be the same people they were when they left. Some for the better, others… less. Created by Daniel Manning & Mischa Stanton. Written by Mischa Stanton & Danielle Shemaiah (with Daniel Manning, Eli Barraza, Julian Mundy & Tau Zaman). Directed & produced by Mischa Stanton. Featuring Kristen DiMercurio as Sally Grissom, Katie Speed as Esther Roberts, Lia Peros as Petra Marquez, L. Jeffrey Moore as Lou Gaines, Preston Allen as Bridget Chambers, Reyn Beeler as Chet Whickman, Arjun Gupta as Nikhil Sharma, and Tina Huang as Tonya LeMartine, as well as Rob Slotnick as Bill Donovan, Susanna Kavee as Helen Partridge, Bernardo Cubria as Mateo Morales, Sammi Lappin as Miriam Roberts, and Rina Cerame, with special thanks to Isabel Atkinson. Production help this week from Brandon Grugle. Original music by Mischa Stanton and by Eno Freedman-Brodmann. “When I’m Not Here,” written by Tau Zaman, arranged by Evan Cunningham, performed by Evan, Chris Tedesco on trumpet, and vocals by Susanna Kavee. Please support us on Patreon http://patreon.com/arsparadoxica BLUE | 20 09 05 16 03 05 26 24 12 22 09 25 12 05 13 21 14 19 06 22 09 09 17 09 03 05 24 22 05 04 17 14 13 07 | WEATHER IN TULSA: queer A product of the Whisperforge http://whisperforge.org

Petra, Lou and the 77s infiltrate the KTNK stronghold to rescue Sally. But while inside, they might find more than they bargained for. They may have to pay a dear price to retrieve her. Created by Daniel Manning & Mischa Stanton. Written by Eli Barraza & Danielle Shemaiah (with Daniel Manning, Mischa Stanton, Julian Mundy & Tau Zaman). Directed & produced by Mischa Stanton. Featuring Kristen DiMercurio as Sally Grissom, Katie Speed as Esther Roberts, Lia Peros as Petra, L. Jeffrey Moore as Lou Gaines, and Arjun Gupta as Nikhil Sharma, as well as Ego Mikitas as Adler, Emma Sherr-Ziarko as Karla, Sheldon Brown as David Marian, Zach Libresco as 77 Agent Gordon, Danielle Shemaiah as 77 Agent Alec, Mischa Stanton, Pasha Sol, Karim Kronfli, Erin Bark, and Kessi Riliniki, with special thanks to Isabel Atkinson. Translation by Pasha Sol. Fight choreography by Danielle Shemaiah. Production help from Jeffrey Gardner. Original music by Mischa Stanton and by Eno Freedman-Brodmann. Please support us on Patreon http://patreon.com/arsparadoxica GREEN | 05 13 22 12 09 03 25 26 08 06 16 11 20 24 17 16 12 13 12 11 15 25 15 23 16 17 09 11 26 03 | WEATHER IN TULSA: frogs | LUCKY NUMBER: eight hundred sixty two A product of the Whisperforge http://whisperforge.org  

It's all hands on deck in Colorado. Sally Grissom's been kidnapped. An ocean away, she matches wits with somebody new. Created by Daniel Manning & Mischa Stanton. Written by Julian Mundy (with Daniel Manning, Mischa Stanton, Eli Barraza, Danielle Shemaiah, & Tau Zaman). Directed & produced by Mischa Stanton. Featuring Kristen DiMercurio as Sally Grissom, Katie Speed as Esther Roberts, Lia Peros as Petra, L. Jeffrey Moore as Lou Gaines, Preston Allen as Bridget Chambers, and Tina Huang as Tonya LeMartine, as well as Ego Mikitias as Adler, Richard Malmos as Ray Vico, Erin Bark as Archie, Zach Libresco as 77 Agent Gordon, Danielle Shemaiah as 77 Agent Alec, and Daniel Manning as Andy Thurston, with special thanks to Isabel Atkinson. Original music by Mischa Stanton and Eno Freedman-Brodmann. Additional music courtesy of the Free Music Archive. Please support us on Patreon http://patreon.com/arsparadoxica RED | 09 20 07 06 13 01 06 07 18 01 13 25 20 18 25 15 12 06 25 24 02 05 26 07 26 24 | WEATHER IN MEMPHIS: skeletons | LUCKY NUMBER: four hundred ninety one A product of the Whisperforge http://whisperforge.org

Is polarizing an audience a good thing or a bad thing? To help navigate Alrik and Timothy's disagreement on the subject we have Producer, Writer and Actor L. Jeffrey Moore to talk about why he wrote The Rage

On the brink of disaster, our heroes are stretched to their limits. Created by Daniel Manning & Mischa Stanton. Written by Daniel Manning (with Mischa Stanton, Eli Barraza, Julian Mundy & Danielle Shemaiah & Tau Zaman). Directed & produced by Mischa Stanton. Featuring Kristen DiMercurio as Sally Grissom, Katie Speed as Esther Roberts, Lia Peros as Petra, L. Jeffrey Moore as Lou Gaines, Preston Allen as Bridget Chambers, Reyn Beeler as Chet Whickman, Dan Anderson as Hank Cornish, and Robin Gabrielli as Anthony Partridge, as well as Maxximillian Dafoe as Ida and Isabel Atkinson as Amelia. Production help from Dennis Connors and Brandon Grugle. Original music by Mischa Stanton and by Eno Freedman-Brodmann. Please support us on Patreon http://patreon.com/arsparadoxica RED | 07 17 05 05 19 12 09 12 23 23 01 19 24 14 26 16 13 11 15 13 14 04 15 14 04 09 11 14 26 15 23 07 15 04 07 21 | WEATHER IN MEMPHIS: sweltering | TIME: 6600 ars Paradoxica returns in February A product of the Whisperforge http://whisperforge.org

Trapped in an ODAR lockdown with boiling tempers and a deadly enemy, Sally and crew struggle to find a way out. Meanwhile, Chet finds some downtime. **WARNING: This episode contains graphic content and depictions of gun violence. Listener discretion advised. Created by Daniel Manning & Mischa Stanton. Written by Tau Zaman (with Daniel Manning, Mischa Stanton, Eli Barraza, Julian Mundy & Danielle Shemaiah). Directed & produced by Mischa Stanton. Featuring Kristen DiMercurio as Sally Grissom, Lia Peros as Petra, L. Jeffrey Moore as Lou Gaines, Preston Allen as Bridget Chambers, Reyn Beeler as Chet Whickman, and Dan Anderson as Hank Cornish, as well as Maxximillian Dafoe as Ida, with special thanks to Isabel Atkinson. Production help from Dennis Connors. Original music by Mischa Stanton and by Eno Freedman-Brodmann. Please support us on Patreon http://patreon.com/arsparadoxica CYAN | 03 17 17 | ██ | 15 22 █ 13 24 | 04 17 01 07 ██ 07 | 13 09 26 12 | 20 █ 15 13 █ 19 09 ██ WEATHER IN TULSA: ████████

Tensions mount as the crew turns in on itself. Sally and Petra fly east to examine something broken. Petra finds a new confidant. Created by Daniel Manning & Mischa Stanton. Written by Eli Barraza (with Daniel Manning, Mischa Stanton, Julian Mundy, Danielle Shemaiah & Tau Zaman). Directed & produced by Mischa Stanton. Featuring Kristen DiMercurio as Sally Grissom, Lia Peros as Petra, L. Jeffrey Moore as Lou Gaines, Preston Allen as Bridget Chambers, and Reyn Beeler as Chet Whickman, as well as Maxximillian Dafoe as Ida, with special thanks to Isabel Atkinson. Production help from Alexander Danner. Original music by Mischa Stanton and by Eno Freedman-Brodmann. Additional music used courtesy of the Free Music Archive. Please support us on Patreon http://patreon.com/arsparadoxica MAGENTA | 16 01 09 22 | 23 10 25 23 | 14 24 09 20 24 23 13 | 05 01 25 16 | 09 24 04 21 | 11 05 07 09 22 01 15 | WEATHER IN TULSA: tropical --.- .-- . .-. - -.-- A product of the Whisperforge http://whisperforge.org

The aftermath of the Roberts trial spurs ODAR’s inner circle to action. A hidden threat must be exposed, before all is lost. Created by Daniel Manning & Mischa Stanton. Written by Julian Mundy (with Daniel Manning, Mischa Stanton, Eli Barraza, Danielle Shemaiah & Tau Zaman). Directed & produced by Mischa Stanton. Featuring Kristen DiMercurio as Sally Grissom, Lia Peros as Petra, L. Jeffrey Moore as Lou Gaines, Preston Allen as Bridget Chambers, and Reyn Beeler as Chet Whickman, as well as Maxximillian Dafoe, with special thanks to Isabel Atkinson. Original music by Mischa Stanton and by Eno Freedman-Brodmann. Additional music used courtesy of the Free Music Archive. Please support us on Patreon http://patreon.com/arsparadoxica BLELLEW | 08 12 06 26 08 12 26 06 13 10 14 06 19 02 12 12 20 16 11 12 21 26 26 17 26 01 | WEATHER IN TULSA: humid A product of the Whisperforge http://whisperforge.org

The trial of Esther Roberts. **WARNING: This episode contains stressful interrogation and hateful speech. Listener discretion advised. Created by Daniel Manning & Mischa Stanton. Written by Danielle Shemaiah (with Daniel Manning, Mischa Stanton, Eli Barraza, Julian Mundy & Tau Zaman). Directed & produced by Mischa Stanton. Featuring Kristen DiMercurio as Sally Grissom, Katie Speed as Esther Roberts, Lia Peros as Petra, L. Jeffrey Moore as Lou Gaines, Preston Allen as Bridget Chambers, Reyn Beeler as Chet Whickman, and Dan Anderson as Hank Cornish, as well as Alexander Danner, Donna Semel*, Dennis Connors, and Todd Faulkner as Allen Dulles, with special thanks to Isabel Atkinson. Original music by Mischa Stanton and by Eno Freedman-Brodmann. Please support us on Patreon GREEN | 08 02 28 19 22 28 09 12 11 18 19 16 31 20 40 25 30 41 25 30 38 38 33 28 38 47 | WEATHER IN TULSA: arid | MARKETS: rising A product of the Whisperforge http://whisperforge.org

Someone(s) or something(s) lurk in the depths of an aquarium. Created by Eli Barraza. Produced by Eli Barraza & Mischa Stanton. "Luthier" was written by Eli Barraza, directed & sound design by Mischa Stanton. Violin composition by Juliana Parker. Music by The Album Leaf. Performed by: Eli Barraza as Peri, Noah Gildermaster as Ace, Danielle Shemaiah as Ruth, and L. Jeffrey Moore as Luther. Please support us on Patreon A Product of The Whisperforge: Sound & Story, Brought to Life

Chet draws a line in the sand; the Anchorites are trapped. But sand is easily washed away by a rising tide. ars PARADOXICA is created by Daniel Manning & Mischa Stanton. Written by Tau Zaman, directed & produced by Mischa Stanton. Featuring Kristen DiMercurio as Sally Grissom, Reyn Beeler as Chet Whickman, Katie Speed as Esther Roberts, Robin Gabrielli as Anthony Partridge, L. Jeffrey Moore as Lou Gaines, Preston Max Allen as Bridget Chambers, Lia Peros as Petra, Gabriela Milo  as Carmen, Arjun Gupta as Nikhil Sharma, Bernardo Cubría as Mateo Morales, Hannah Trobaugh as June Barlowe, Lee Satterwhite as Ben Quigley, Lauren Shippen as Maggie Elbourne, Eric Rafael Ibarra as Victor Lambert, and Susanna Kavee as Helen Partridge, as well as Kathy Dorn, Mark Soloff, Todd Faulkner, and Tauheed Zaman*, with special thanks to Isabel Atkinson. Featuring the song "When I'm Not Here," written by Tau Zaman, arranged by Evan Cunningham, featuring Susanna Kavee as Helen Partridge. Additional original music by Mischa Stanton and Eno Freedman-Brodmann. A product of the Whisperforge http://whisperforge.org 

The team has assembled, and it's time to take the fight to ODAR. Step 1: get Victor Lambert out of an ODAR prison facility, with a passcode from the desk of Director Chet Whickman himself. To pull this stunt off, they'll need help from an unlikely source. Created by Daniel Manning & Mischa Stanton. Written by Daniel Manning, directed & produced by Mischa Stanton. Featuring Kristen DiMercurio as Sally Grissom, Reyn Beeler as Chet Whickman, Katie Speed as Esther Roberts, Lia Peros as Petra, L. Jeffrey Moore as Lou Gaines, Lauren Shippen as Maggie Elbourne, Preston Max Allen as Bridget Chambers, Hannah Trobaugh as June Barlowe, Lee Satterwhite as Ben Quigley, and Eric Rafael Ibarra as Victor Lambert, as well as Billy Finn, Julian Mundy, and Mischa Stanton, with special thanks to Isabel Atkinson. Fight choreography by Danielle Shemaiah. Production help from Dan Powell. “Clair de Lune” composed by Claude Debussy. Original music by Mischa Stanton and by Eno Freedman-Brodmann. A product of the Whisperforge http://whisperforge.org 

June Barlowe's done biding her time. She's out for vengeance for her late husband Quentin, and heaven help ODAR and anyone else who stands in her way–except for a face she never thought she'd see again... Created by Daniel Manning & Mischa Stanton. Written by Eli Barraza, directed & produced by Mischa Stanton. Featuring Hannah Trobaugh as June Barlowe, Lee Satterwhite as Quentin Barlowe/Ben Quigley, Susanna Kavee as Helen Partridge, L. Jeffrey Moore as Lou Gaines, Lia Peros as Petra, and Kristen DiMercurio as Sally Grissom, as well as Lily Richards, Eli Barraza, Erin Bark, and Aze Gates*, with special thanks to Isabel Atkinson. Original music by Mischa Stanton and by Eno Freedman-Brodmann. A product of the Whisperforge http://whisperforge.org

Lou Gaines is on a mission to find his friend David Marian, and in the course of his search ropes in others who have fallen beside ODAR's wake. Created by Daniel Manning & Mischa Stanton. Written by Julian Mundy, directed & produced by Mischa Stanton. Featuring L. Jeffrey Moore as Lou Gaines, Hannah Trobaugh as June Barlowe, Preston Max Allen as Bridget Chambers, Lauren Shippen as Maggie Elbourne, Lia Peros as Petra, and Kristen DiMercurio as Sally Grissom, as well as James Oliva, Brock Bivens, and Erin Bark, with special thanks to Isabel Atkinson. Original music by Mischa Stanton and by Eno Freedman-Brodmann. This episode also featured music by Jazz Street Trio. A product of the Whisperforge http://whisperforge.org 

My dear friend Jeffrey produced this guest episode reflecting on his life in a small Northern Manitoba community. A time when he struggled with depression, loneliness, and a vast expanse of time to fill.

Welcome to the Motivate Social Podcast with Dr. Aikyna Finch and Vanessa Canteberry. In this podcast, you will learn about Jeffrey Moore, Owner of Praise Orlando Radio, and how he is changing the world through social media. His purpose is to reach those who have experienced life challenges. Tune in to hear his story. http://www.blogtalkradio.com/changingmindsonline/2016/10/03/motivate-social-podcast--episode-14-jeffrey-moore

Louis Gaines is a journalism professor in trouble for introducing taboo concepts to his students. David Marian is a chess prodigy with an anger streak. The two war buddies are recruited by a mysterious government agency. Is it ODAR? Of course it is. But will their new employer mean the end of their friendship? Created by Daniel Manning & Mischa Stanton. Written by Julian Mundy, directed & produced by Mischa Stanton. Featuring L. Jeffrey Moore as Lou Gaines, Alexander Cole as David Marian, Dan Anderson as Hank Cornish, and Rabin Gabrielli as Anthony Partridge, as well as Richard Malmos and AC Slamet, with special thanks to Isabel Atkinson. Production help from Julian Mundy. This episode features the song "Man at the Clock" by Paolo Pavan Pasqualino Ubaldini via the Free Music Archive, as well as original music by Mischa Stanton and Eno Freedman-Brodmann. A product of the Whisperforge http://whisperforge.org 

Host Kevin Willett is joined by Jeffrey Moore of Makersfile. Makersfile is an online community of crowdfunders & creatives who share their projects and ideas.  Find out more about Makersfile from their website at https://www.makersfile.com/ To learn more about the Friends of Kevin Networking Group go to http://friendsofkevin.com/ Audio file:  Jeffrey Moore.mp3

A copywriter whose focus is in the food business. He is the owner and president of international pacific seafoods and wild things seafood and steaks.

Join host Valencia Griffin-Wallace, lifestyle designer, mentor and the Southern Belle of BOLD (Brave Optimistic Life by Design) as she welcomes Jeffrey Moore, PK Kersey, and Marvin Anderson. Real men talking about the things men don't discuss out loud.  What is it like to be a father away from your child?  How do men stay motivated?  They answer these questions and more! Support the show (http://patreon.com/defineuradio)

At the May 2015 Chief Medical Officer's Summit in Boston, we featured a session on: How Investors Assess R&D Biotech Management Take a look at the details below: In this session, we begin with a presentation on a perspective on the method of evaluating a disease space, which includes a comprehensive understanding of 1) the science, 2) the competitive landscape and 3) the management teams for each company. How does this get mapped out? Following will be more discussion on: Understanding the context of value proposition Strategic fit Processes used to evaluate management and an understanding of competitive strategy How best to convey your plans How best to communicate with investors (before investment) and boards (afterwards) – via the CEO or directly? Importance of clinical development plan expectations Moderated by: Peter Kolchinsky, PhD Managing Director, RA Capital Management, LLC Panelists: Jonathan Behr, PhD EIR and Market Sector Leader, Innovation, Partners Healthcare, David Berry, MD, PhD Partner, Flagship Ventures, Vikas Goyal, MBA Principal, SR One, and Jeffrey Moore, DPhil, MBA President, MPH Venture Management The next CMO Summit is November 9-10 in Burlingame, California. It is one of the best face-to-face opportunities for R&D leaders in emerging biotechs to: 1. Address the unique challenges associated with directing and managing all R&D functions with limited resources, while raising capital, working and meeting with investors, and strategizing for appropriate exits. 2. To create a network of CMOs & other R&D leaders from small to midsize life science companies to share ideas, solutions and support. For information, visit www.theconferenceforum.org Partial and full scholarships available for start-ups.

Rock Arch Stability (Starts 5:24) How on Earth's Daniel Strain  talks to Jeffrey Moore, a geologist who studies the West’s iconic rock arches — and watches them for signs that they’re about to collapse.   Neonicotinoids and Silent Spring - (Starts 15:33) We share a story from H2O radio warning about a pesticide that’s linked to the collapse of honeybee colonies, and growing concerns that it’s dangerous for other forms of life, it's persistent in the environment and might bring about a new Silent Spring.  This information will be part of this week's Western Apicultural Society conference in Boulder.   Hosts: Shelley Schlender and Daniel Strain Producer: Shelley Schlender Engineer: Shelley Schlender Executive Producer: Susan Moran Listen to the show:

THANKSGIVING WEEKEND / CLASSIC EPISODE FROM SEPTEMBER 29, 2022-- On the Show:-- Michael Cohen, Donald Trump's former personal attorney, joins David to discuss his newest book, "Revenge: How Donald Trump Weaponized the US Department of Justice Against His Critics," out on October 11th. Get the book: https://amzn.to/3Riiw4d-- The US embassy in Russia warns Americans to leave Russia amid the expectation of increasing hostilities from Vladimir Putin-- Two more raped pregnant minors reportedly were denied abortions in Ohio-- Republican Florida Governor Ron DeSantis is suddenly praising Joe Biden as Florida now needs federal hurricane relief funds, despite DeSantis' previously voting against funds for Hurricane Sandy-- Ron DeSantis appointee Jeffrey Moore resigns after a picture of him in a KKK uniform goes public-- Republican Pennsylvania Gubernatorial candidate Doug Mastriano calls for 40 days of prayer and fasting to try to save his failing campaign against Democrat Josh Shapiro-- Donald Trump begs for money in a humiliating new fundraising video-- Voicemail caller says that until David has a PhD, he should not speak on financial matters-- On the Bonus Show: Biden warns oil industry about price gouging over Hurricane Ian, Biden seeks additional funding for Ukraine, Trump seeks to end rape accuser's lawsuit, much more...❄️ ChiliSleep by SleepMe: Get 25% OFF your bed-cooling system at https://chilisleep.com/pakman