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Hosted by John Schultz
9 episodes with John Schultz
14 episodes with John Schultz
2 episodes with John Schultz
2 episodes with John Schultz
2 episodes with John Schultz
2 episodes with John Schultz
2 episodes with John Schultz
2 episodes with John Schultz
Slavery is not a problem cast to the annals of history. Modern slavery and forced labour are hidden in plain sight, found everywhere from nail salons to pristine factories, impacting 50 million people worldwide. Hewlett Packard Enterprise's John Schultz explains more about this worsening problem and how it impacts economies and communities. He also explains how data and artificial intelligence are being leveraged in new ways to draw insights from sources such as from shipping reports, photos, supply chain data and victim impact statements to tackle this issue in a way that's never been possible before. He shares the collaborations in place that are broadening data pools and the simple question business leaders must ask to dig deeper into their own firms to make real change possible. This interview was recorded in at the Annual Meeting in Davos Switzerland, January 2025. About this episode: HPE: About the World Economic Forum's Global Data Partnership Against Forced Labour: Photographer Lisa Kristine: About this podcast:Transcript: Related Podcasts:What most people get wrong about progress: Harvard psychologist Steven Pinker: Understanding the housing affordability crisis - and what's needed to fix it: Habitat for Humanity CEO:
Jon Schultz is a tech expert who joins Kruser to talk about the increase of businesses utilizing AI in the day-to-day tasks and what that could mean for the human workforce. See omnystudio.com/listener for privacy information.
It's Monday, March 24th, A.D. 2025. This is The Worldview in 5 Minutes heard on 125 radio stations and at www.TheWorldview.com. I'm Adam McManus. (Adam@TheWorldview.com) By Adam McManus Four Eritrean Christian leaders languishing in prison For more than 20 years, four courageous Christian pastors have been unjustly detained in Eritrea, Africa without charges, reports International Christian Concern. Their crime? Practicing their faith and serving their communities. Pastor Haile Naizghe, a former senior accountant with World Vision, dedicated his life to spiritual care. Dr. Kiflu Gebremeskel, a mathematics lecturer with a Ph.D. from the United States, committed to education and faith. Pastor Meron Gebreselasie is an anesthetist who provided critical medical care to his neighbors. Pastor Kidane Weldou, a secondary school biology teacher, inspired many. These men were arrested in the early 2000s for their leadership in local churches. Instead of fostering their invaluable contributions to Eritrean society, they remain imprisoned under appalling conditions, without access to critical medical care. Hebrews 13:3 says, "Remember those who are in prison, as though you were in prison with them." Dr. Gebremeskel has high blood pressure, and is in poor health. And Pastor Nayzgi has severe skin problems and has been suffering for a long time. Sign a petition created by International Christian Concern to demand accountability from the Eritrean government. Click a special link in our transcript today at www.TheWorldview.com. According to Open Doors, Eritrea, Africa is the sixth worst country worldwide for the persecution of Christians. Trump revokes security clearances for Kamala Harris, Hillary Clinton, Joe Biden In a memo published late Friday night, President Donald Trump directed federal agencies to remove the security clearances for former Vice President Kamala Harris, former Secretary of State Hillary Clinton, former President Joe Biden, and other former high-ranking Democrats and their Republican allies who fought vigorously to prevent Trump from being re-elected in 2024, reports LifeSiteNews.com. Trump wrote, “I have determined that it is no longer in the national interest for the following individuals to access classified information.” Two others denied access are two former Republican U.S. House members, Liz Cheney of Wyoming and Adam Kinzinger of Illinois, who served on the disreputable January 6 Committee. Top Biden prosecutor found dead at 43 after indicting 4 Russians Former U.S. Attorney for the Eastern District of Virginia, Jessica Aber, who was found dead at the age of 43 by Virginia authorities on Saturday, was at the helm of high-profile investigations into intelligence leaks, allegations of war crimes against Russian-linked individuals, and people suspected of providing sensitive U.S. technology to Moscow before she stepped down at the start of the year, reports Newsweek. In late 2023, Aber was also involved in an indictment against four Russia-affiliated individuals charged with torture, inhuman treatment, and unlawful confinement of a U.S. national in Ukraine after Russia launched its full-scale invasion of Ukraine in February 2022. In a news release Saturday, the Alexandria Police Department confirmed Aber's death without noting the cause. Boxer George Foreman, a devout Christian, dead at 76 Former heavyweight boxing champion George Foreman, known as much for his gregarious personality as his vicious right hook, died Friday, reports ABC News. He was 76 years old. A two-time heavyweight champion, he also won gold at the 1968 Mexico City Olympics against Russian boxer Ionas Chepulis. ANNOUNCER: “The fight will continue at the count of nine. Chepulis looks in very bad shape. George is going after the Russian. The referee warns George for holding and hitting. “Foreman throwing bombs in there. Ripping punches by George Foreman. He's all over the Russian. Chepulis looks all through. George pouring it on, and the referee stops the fight in the second round. It's all over. George Foreman wins the gold medal. “There's George holding up the American flag in the center of the ring before thousands of impressed spectators and millions more of television viewers. An inspiring ending to Olympic boxing at the Mexico City 19th Olympiad.” Appearing on 100 Huntley Street in April 2013, Foreman shared his testimony, on how God got his attention in a near death experience which he chronicled in his spiritual autobiography entitled, God In My Corner. FOREMAN: “I never could lose that thought: ‘You're gonna die. You're gonna die.' And in a dirty old dressing room, when I had all these wonderful homes, I was about to die. “I heard a voice within me say, ‘You believe in God. Why are you scared to die?' And I was afraid. I was scared. And I realized it was God talking with me. I didn't believe in religion. I thought that was for -- you got to be a sissy. Everybody who had taken up religion in those days had lost a wife or a husband or a boxing match, and they were carrying their Bibles as a baby. “I tried to make a deal in that dressing room. I said, ‘I can still box and give money to charity and for cancer.' And I heard a voice say, ‘I don't want your money. I want you!' And I remember tears. The first time I heard anyone turn down money, number one. Jesus Christ is coming alive in me. That's what happened to me in that dressing room.” In his post-boxing career, Foreman later saw success pitching the now-omnipresent countertop grill that bears his name. FOREMAN: “The George Foreman Grilling Machine is very special. Everyone should have one. Number one because this grill has something no other grill has: slants. You put your food in and the grease rolls down.” Unbelievably, he sold 100 million Foreman Grills, earning $5 million a month at one point. Idaho enacts law protecting conscience rights for medical professionals Idaho has enacted a new law designed to protect healthcare providers from having to perform or participate in procedures, like abortions or transgender surgeries, that violate their deeply held beliefs, reports The Christian Post. Last Wednesday, Idaho's Republican Governor Brad Little signed House Bill 59, also known as the Medical Ethics Defense Act. Samaritan's Purse needs volunteers and money to help storm victims And finally, as The Worldview reported on March 18th, severe weather took the lives of 42 Americans and left 100,000 without power across seven states. Samaritan's Purse said it's sending volunteers to assist with recovery efforts in Missouri and Oklahoma after powerful storms, fueled by heavy winds, ripped through the two states, reports The Christian Post. John Schultz, a Samaritan's Purse staffer, asked for help in Southeastern Missouri. SCHULTZ: “The wind is still continuing to rage after these storms that caused nearly 100 tornadoes across this whole region over the past weekend. So many homeowners have lost a lot here. “We need additional help from volunteers to come out and serve the homeowners in Jesus' name right here in Poplar Bluff, and north of here in Piedmont, Missouri.” If you would like to volunteer your help or send money to help the victims of the storms in the name of Jesus, click a special link through our transcript today at www.TheWorldview.com. 1 John 3:17 asks, “If anyone has material possessions and sees a brother or sister in need, but has no pity on them, how can the love of God be in that person?” Close And that's The Worldview on this Monday, March 24th, in the year of our Lord 2025. Subscribe by Amazon Music or by iTunes or email to our unique Christian newscast at www.TheWorldview.com. Or get the Generations app through Google Play or The App Store. I'm Adam McManus (Adam@TheWorldview.com). Seize the day for Jesus Christ.
Its the first Saturday Extravaganza of February as Ken Broo talks about some of the recent aviation accidents in the U.S. with Mike Hatton, why employers could be looking to Ai to do jobs instead of Gen Z, details on the DeepSeek Ai app with John Schultz, how the media is portraying Trump's deportation initiatives with Todd Bensman, as well as more coverage of the D.C. crash with Ken Jenkins.
Its the first Saturday Extravaganza of February as Ken Broo talks about some of the recent aviation accidents in the U.S. with Mike Hatton, why employers could be looking to Ai to do jobs instead of Gen Z, details on the DeepSeek Ai app with John Schultz, how the media is portraying Trump's deportation initiatives with Todd Bensman, as well as more coverage of the D.C. crash with Ken Jenkins.
Its the first Saturday Extravaganza of February as Ken Broo talks about some of the recent aviation accidents in the U.S. with Mike Hatton, why employers could be looking to Ai to do jobs instead of Gen Z, details on the DeepSeek Ai app with John Schultz, how the media is portraying Trump's deportation initiatives with Todd Bensman, as well as more coverage of the D.C. crash with Ken Jenkins.
In Episode 8 and the final episode of My Epiphany, John Schultz, EVP, Chief Operating and Legal Officer at Hewlett Packard Enterprise (HPE), recalls the moment where he is sat in a meeting and is left shaken to find that modern slavery is actually on the rise.HOW CAN YOU GET INVOLVEDEducate: Modern slavery is happening to people in the UK, in your town, in cities, on farms, and to people your age. Visit our website, follow us on social media, educate yourself. Talk to your friends and family about it. Think before you buy a fake football shirt, or pay for a cut price manicure or a cheap car wash.Donate: Your money helps us to continue to develop awareness-raising campaigns and educational materials. It helps us to support grassroots organisations working directly with survivors and work with businesses to uncover and stamp out modern slavery in their supply chains.Learn more: https://theantislaverycollective.org/Follow us on instagram: https://www.instagram.com/the_anti_slavery_collective/?hl=enFollow us on x: https://x.com/TASC_orgFollow us on Facebook: / tasc.orgFollow us on linkedin: / theantislaverycollective#antislavery #modernslavery #slavery #humantraffickingawareness #epiphany Hosted on Acast. See acast.com/privacy for more information.
It says something about one company's dominance of AI chips when a presentation on power demand growth starts with Nvidia's revenue forecast. But that's how John Schultz of the Advanced Data Center Consulting Group opened a recent webinar. Unit volumes can be derived from sales, and the number of chips being bought determines the amount […]
John Schultz, CEO of Club Leadership Alliance, has been around the block - a bunch of times! Prior to his current role, he was the GM for over 20 years at Carmel Country Club in Charlotte, North Carolina. Taking over a club with financial challenges, he put his flywheel in motion and turned the club around with more than 60 million dollars in capital improvements in 2 decades. Balancing the shifting demographics of new, younger members with longstanding members, facilitating town hall discussions, managing the conflict and debate that goes with member assessments and day to day communication challenges that are hand-in-hand with running a club, Schultz has done it all. John Schultz built his career at Carmel Country Club with more than 20 years of service AFTER doing 9 years of military service as a United States Marine. There were probably some days as a Staff Sergeant in the Marines that were easier than his days as a General Manager, but that's another story! Needless to say, when you stay in one place for over 20 years, you did a lot of things right and you also dealt with a lot of change. Today, John Schultz is the CEO of the Club Leadership Alliance which is a collaborative effort between The McMahon Group, Club Benchmarking and Kopplin, Kuelber and Wallace. Their mission is to aggregate the best practices they've seen from the hundreds of clubs that they work with and then help clubs take advantage of the knowledge they have gleaned. What better guest could we have for an episode on change management and managing shifting club demographics and dynamics? Episode Notes 4:29 - John talks about taking over a club that was experiencing financial distress early in his career. 9:03 - John talks about how he approached relationships with the board. 11:18 - John talks about how the "Flywheel Approach" started to help grow the club with the right members. 13:00 - John shares his most challenging initiative and how he handled it. 15:47 - Building trust again is difficulty. John talks about how he approached it while at Carmel CC. 22:02 - Member unrest led to some tense times in his leadership and John talks about how he handled a group of members who opposed the club's direction. 26:29 - In 2016 the member demographics began to change at Carmel and he talks about how he handled the influx of younger members with the established legacy members. 30:31 - Words of wisdom from John on how to handle bridging the generation gap between members. Episode Transcript Ed Heil [00:00:01] You are listening to Crush and Club Marketing, a podcast for progressive club leaders ready to increase their club's revenue. Time for change begins right now. John Schultz, CEO of the Club Leadership Alliance, has been around the block. Prior to his current role, he was the GM for over 20 years at Carmel Country Club in Charlotte, North Carolina, taking over a club with financial challenges. He put his flywheel emotion and turned the club around with more than $60 million in capital improvements in two decades. In this episode, John Schultz shares his stories of change management, navigating, shifting club demographics, member assessments and of course, member conflict. Balancing the evolving needs and goals of private clubs, including the shifting demographics of new, younger members with long standing members, town halls, conflict and debate that goes with assessments and day to day communication challenges that frankly, just go hand in hand with running or leading any business, including clubs, are endless, all you club leaders know. Our guest in this episode, John Schultz, has been there and done that. He built his career at Carmel Country Club with more than 20 years of service, after doing nine years of military service, which I'm sure there were some days in the Marines that might have been easier than his days as a GM, but that's probably another story for another podcast. Needless to say, when you stay in one place for over two decades, you do a lot of things right, and you also had to deal with a lot of change. Today, Schultz is the CEO of the Club Leadership Alliance, and it is a collaborative effort between The McMahon Group, Club Benchmarking and Kaplan, Keebler, and Wallace. Their mission is to aggregate the best practices they've seen from the hundreds of clubs that they work with, and then help clubs take advantage of the knowledge they have gleaned. What better guest could we have for an episode on change management and managing shifting club demographics and dynamics? Thanks so much for joining me today. John Schultz [00:02:13] Glad to be here. Appreciate being invited. Ed Heil [00:02:15] Well, this is a I know this is an important topic for a lot of people. Leadership positions at clubs, and and man, with your your history at Carmel Country Club for almost 20 years. I guess the first question I have for you is, what is the key to making a long run like that at one place? John Schultz [00:02:37] Yeah, 20 years is quite a while. And. And it's not like I had one plan going in and trying to move through and only executed to this one set of objectives and priorities. It's constantly moving. It's constantly changing. It's listening and seeing what's going on. It's feeling where the industry's going, what what people and members are looking for and the experience that they that they want from their club. And and that changed in many times through the dynamic. When I, when I first got to Carmel, they were in financial distress and the membership was, sliding. There was some debt and we really had to analyze where the club needed to go and and take advantage of those things. But also it changes, and about every five years we would take a new look out to to the future and see what was what were the opportunities and how could we, take advantage of where we were in the Charlotte market and, and what would make people, the most satisfied and, and engage at their club. Ed Heil [00:03:48] This kind of reminds me of a conversation I had with John McFadden, last year from the Union League, Philadelphia, where he came into a club that was, you know, a little financially distressed, and, and hearing what you're saying, there's a the two words that came into my mind are brave leadership. And, you know, can you just talk about what that was like to walk into a situation where you're relatively new, unproven, and you're going to lead out of this, you know, kind of challenging times? Can you maybe just speak to what the mindset is and what it was within you that that gave you that ability to do that? John Schultz [00:04:29] Sure. And Jeff is an inspiration to all of us and a, you know, visionary that jumps out there. And, and I hope to just be a portion of that. So, you know, when you look at the opportunities and the areas and what you can get done in a reasonably, financial responsible way and, and see where the club's going, I tend to look not necessarily, at the clubs next door and what, what they're doing, in our backyard because you get too homogenous when, you're only staying within that, constraint. And what are what are the resorts doing? What are the hotels doing? What are people doing? And the better restaurants and, and that kind of thing. So looking for those opportunities outside just "clubdom". And I have to admit I stole many, many ideas from many clubs around and repurpose them. And, and put my name on it and took credit for it and and and enjoyed the success from some of those. But it was outside the industry that really brings more opportunity. And, you know, the hotels resorts tend to be further ahead of us, and many in the Florida market, of clubs have to be more progressive in, in what they're providing. The competition is, much more, tighter down that way. So, so if you look at those areas and seek out what, what is going to be the next, the next big thing and, and try to take advantage of those and be on the front end. Carmel, was more open to, being progressive in the space because we weren't as traditional and we weren't as classic as some of the other clubs around. So we had the opportunity to take advantage of that, be a little risky and not a lot of risk, but some that would allow us to build, the, the, resort style pool and have social, engagement that was not typical. And so that social thing is really the first initial, area that I started at Carmel was to take advantage of the events and club functions and expand those things so that the, the members that lived around the, the club felt like that was their outlet. And to build that up was really our first, issue. We couldn't build anything because we had debt. So, I was able to really get the momentum going and it became their home away from home, as everyone likes to say. And the membership growth started, when we announced the pool, the year we announced the pool, put out the pretty drawings with the, you know, the tiki bars and all the rest of it, we brought in 131 new members, and paid for the pool in. Just the one year, of initiation. Ed Heil [00:07:39] What year was that? John Schultz [00:07:40] That was 2008. Okay. And so, right. Ed Heil [00:07:43] Before the the downturn. Yeah. John Schultz [00:07:45] Well, this was seven eight. Yeah. And then that roll that that success then rolled into the next big thing. So we proved that we could pay for it. We got out of debt. We, paid off the pool. And then we started the next big thing, which was in 2009, which at Carmel, a 36 hole facility allowed us to renovate the South course. Rees Jones came in and we did a 10 million, a $10 million renovation right in the middle of that disaster recession that we went through, and in 2009 and ten and came right out of that, paid that off, the growth, came after it, and it allowed us to roll right into the next big thing. Ed Heil [00:08:33] So that really I want to come back to the next big thing, though. But just to frame this up a little bit, what I always think for, for GM's is how they relate with the board. Right? And having that sort of like a relationship that provides a GM to be visionary sometimes to execute on on big ideas, the next big thing. How would you describe your relationship over the 20 years with the board at Carmel? John Schultz [00:09:03] Well, it's got to be a partnership because, there's not many. There's a few GM's that are making these decisions on their own. I'm not sure they're any. And we have to legislate up to, board members and the membership as a total in in are these good ideas and are they going to be successful and what is what's the outcome going to be? There's a there's a, Jim Collins, chapter. In "Good to Great" that's that he's written recently on social, sectors and in this, chapter, he talks about ledgers that that nonprofit, GM CEOs, have to legislate these decisions. We can't just make the decision. We have to provide that information and persuade the decision makers. And it's really a great, book or chapter to about 60 pages. I'd recommend it highly. And the other one, I'm not to be a Jim Collins, just, fan here, but. Ed Heil [00:10:08] I'm a fan. John Schultz [00:10:08] It's called The Flywheel Approach, and in there it talks about how I'm saying this next big thing, you, as you go around in a circle and you have a vision and you, and you act on it, it allows that, flywheel to spin. And the faster you can get the flywheel to spin, you get more and more done. And in turn, the confidence, grows, the momentum grows, and the membership has trust and faith in where you're going. I can tell you there was not a lot of people were not necessarily, at Carmel or saying, oh, the thing we need next is a swimming pool, right. But a golf club, with 36 holes. And the board, unanimously jumped in on this idea because it it was the next big thing that really allowed us to be successful. Ed Heil [00:11:03] And that sounds like what you were describing earlier. I mean, before I interrupted you was just really that flywheel, like you got that thing going and people started. I'm assuming the membership trusted you more. They believed in you. They got it, you know, got behind what was happening. Is that kind of what happened? John Schultz [00:11:18] That's right. And and then they invite their friends out to the pool. They invite them to social events. And the the more the community started engaging and seeing the animation and the fun and the, lifestyle that was happening, that was that was part of, the community. It allowed them it would create that demand, and they would then, of course, join the club. And and now there's a waiting list of almost 200, people on the waiting list, which is partially, you know, yes, it's Carmel, but it's also just the life, style that's, that's out there right now from the, pandemic. Ed Heil [00:11:57] And you had mentioned in a previous conversation that in your time there, and correct me if I'm wrong, you did 60 million in capital projects. Is that right? John Schultz [00:12:05] We did. Yep. And no assessments. All of that was initiation fee growth. Combined with, you know, operations were always, in the, in the black. And so we would fund capital improvements, and maintenance capital and all of those things. And I would be, remiss in not mentioning, you know, our net worth over time increased at one of the highest levels across the country and recognized as one of the better growth patterns. It was consistently going up and adding net worth. Over that time. Wow. And just a little bit there. We never missed a budget. Inside of that, 20 years. Wow. Good. Ed Heil [00:12:50] That's awesome. What was your most challenging initiative that you that you put out there that, that required the most, maybe, arm wrestling? John Schultz [00:13:00] Yeah, it was probably that, it was it probably came into the the 2009, golf course renovation just because of the timing and the uncertainty with the recession and, that kind of thing. And, and it and it created some dissension that didn't really come out in, in holding up the project or delaying it or changing it at all. It just created, it was at the time when, corporate atmosphere out in the, in the world was question everything, and communication and transparency was not really one of our best, skills at that time. And we learned from that. And, and found that being more, transparent and, and the entire industry moved in that direction and corporate world had moved in that way to just being, more open about what things are going on behind the scenes. And, and I, we really focused on that following that, situation, we kind of had a, uprising within the membership, and a couple of board members got voted on by petition, and, and it and it created just, you know, there was a blip there and just, satisfaction level, but it was, mostly tied to a lack of communication and transparency at the time. Ed Heil [00:14:28] Interesting. I mean, that alone. So in the spirit of just, of, managing conflict, I mean, that is one of those moments. How did you handled that? Like with the membership, too? Because, I mean, you you know, that that can you know, what we says in the absence of information, people always go to the worst place. They make up their own mind and they go to the worst place. But and to recover from that can be hard. Like we we used to talk to our kids about the trust board, you know, say you put a little in, you earn this trust. And what just takes one second to lose it all. So how do you get back on track? John Schultz [00:15:00] Yeah. So, so this was one of those moments in time where you had to take that introspective look we had done right about the time we, we did a membership survey, and, and this is one of those member satisfaction surveys that gets down into the most granular level. And one of the questions, or five questions in there was what do you think of the game? And so coming out of that survey, I out of a ten point scale, my number was 6.9. Okay. For those of you out there that, apply that to a, you know, a, a grade scale, that would be a D plus. For somebody who's this. Ed Heil [00:15:46] Close to a C, though. Yeah. John Schultz [00:15:47] Well, you know, that was my average in most of my schooling, but. And what? It was just a negative group out there just, wanting to pillage and burn and that kind of thing at the time. But it did make us have to say. All right. I was on the cover of magazines at the time, and there were a lot of things going on, and I had to say introspectively. What's that about? But it's what the members thought. So I had it was that point of inflection to say, you know, I need to respond to this. And we did, and it really allowed the club and it's kind of what has made me what I'm doing today in the governance area is to find the, and set out the roles and responsibilities, set objectives, and create clear lines of responsibility within the leadership of the club management committees, board. And it allowed us to grow that process to where we're setting objectives. Were establishing, long range plans. So everybody knew what we were doing. And we were then communicating that and using that as the means to which to share with the membership why we're doing what we're doing. And and it allowed us to really build on, those, things that, advanced the club and the leadership to where the trust became even greater. And so that, that that lesson allowed the communication, transparency and advancing, governance to the point where, Carmel was recognized as having one of the best governance, board policy manuals and processes and systems that is around. Ed Heil [00:17:42] You're right. Got it. It's interesting. The, you can take that experience and sort of parlay that into turning it really into a positive, which is what you guys did. But, you know, I hate to I don't want to get overly granular here, but for some people who might sit there and go, well, but how did you do like when you would you tried to say, hey, we we made a mistake. We should have been more transparent about this. They how did you do that? Did you do it like in an email blast that went out to everyone? Because that's the first step. The rest is how you do everything after that. But what's that first step look like? John Schultz [00:18:16] Yeah, it and this tends to be, how most of us operate with doing the newsletter. You know, the newsletter is due on the 10th. And by the and that's the day everybody starts doing the newsletter and then, you know, all the different communication pieces, whether it's the website, social media or wherever it is, we're always in our reach. I say we, are always but it tends to be reactive. We need to respond to this instead. Let's get proactive and. Yeah, and at the time, my communications director, came up with the idea that let's get ahead of it, and, let's put together a calendar of 12 months and let's go ahead and figure out what the topics are that we're going to share with the membership. Every year we get the same comment from, the members that there's no grass on the fairways. You just cut it down and burned it to the ground every spring. Well, it's because the leaf blade drops all of it, the grass drops all of its leaves, and there's nothing but a stock left. It happens every year. It's the same grass. That's how Bermuda grass acts. And so we would get these complaints. Let's go ahead and answer the question in advance. So we took the opportunity. And it's 12 months based on each department. And every department has a different set of things that they're going to then talk about, and share with the membership. And it's generally the same story rewritten every single year or message because it tends to be, you know, what's cyclical. And then we just, add to it and it's now a big spreadsheet that's, you know, many pages, many depth, of topics. And, and we just, we just keep adding to it. And it was really a successful piece to keep us ahead of the message. Ed Heil [00:20:12] Interesting. So by doing that, you're you're sort of removing the possibility of someone questioning and being very upfront about the, the various issues that are that are going to happen. Like, you know, it like you said, like every year it's sort of the same thing. John Schultz [00:20:26] Yeah. Try to get ahead of the ones that you can, because, you know, there's going to be something that that surprises you, right? Try to be prepared for the, events that are in front of you. And then, when you're surprised on something, hopefully there's some trust built in. Or the best answer is when we the staff don't have to give it. It's when a member read it somewhere or knows it from another source, and they answer the question to say, hey, you know, that was listed over here on the website, or this is over here, and I heard it over, you know, through the committee system, using the board and the committees to be, talking heads for what we're doing and how it's getting out. There is another means to get the information to the membership. That way they feel engaged with what is happening. Ed Heil [00:21:14] Let's talk to let's talk about you touch earlier about, you know, on that the time where there was, perceived lack of transparency and clarity around vision or whether that was I, it sounds like that was something that was happening, but, and you said something about a fact is like different factions, which which happens. I mean, I don't I don't know if there's a club in America that hasn't experienced that in a group of people that rally around in a, a contrarian view, potentially. In the time that you managed those situations, did you have sort of a go to way of handling those or what was, you know, and I guess, you know, at the time it can really feel like crisis for, for a general manager or for club leadership. What did you learn in those situations? John Schultz [00:22:02] Yeah, some of those are the school of hard knocks. And, having spent nine years in the Marines, I tend to, meet things head on, and, weren't necessarily, thinking about how to persuade somebody. I would just try to knock them over, but that doesn't work anymore certainly and the, idea of moving forward. Yeah, it's, we had quite a few, at Carmel. When I first got there, there was a situation where the seniors and honorary members had put in a situation where they wouldn't pay any dues after the fact after they were 65 years old. So changing that system, was was difficult and trying to, you know, get them to understand why you couldn't just use the club for the rest of your life for free. And put that burden on the rest of the membership. And we would use what would be common, tools out there today, whether it's, fireside chats or, you know, newsletters or just going out and talking to, smaller groups, getting getting the board members to maybe go out and talk to smaller groups, one on one and share with them and, and allowing members to be heard. Probably 90% of it is just that they've been heard and that we're going to consider their side of things because they they think some think that the board is so close minded, they're only doing these things for their own best interest. And I've yet to see any club that behaves in that manner. And isn't, thinking what's the best for the entire club? And, and it isn't their personal agenda. It tends to be how does this impact the club in the best way. And that isn't necessarily understood outside the boardroom. Ed Heil [00:23:57] You know, it's so interesting you just said that because that is sort of the perception, I think, of a lot of members of clubs, which is that, oh, people just want to get on the board, or they want to lead committees because they want to push their own initiative forward. But you're saying you really haven't seen a lot of evidence of that? Yeah. John Schultz [00:24:16] That's true. It happens. There are some. But they've got to persuade a a larger group that their agenda item is something they need to do. And then after they get into the board, I mentioned these, two gentlemen who got on the board by petition, after they got in and sat and listened and actually heard the information firsthand and were part of of those decisions, not a single thing changed of what they wanted to do, because then they had the information. And this again, is that "a-ha" moment when we shared it with people, they went, oh, well, that makes sense. Why wouldn't you do that? Well, without sharing it, without, making it, known. The question is there, and they think something frivolous is go or, you know, something else is going on behind the door, right? Ed Heil [00:25:10] Something nefarious. Yeah. John Schultz [00:25:12] No, there you go. Ed Heil [00:25:13] And I'm not a great you know, I'm not. I'm not like, I'm a C student, too. So someone taught me that word. So I just want to sort of maybe sort of, pivot a little bit to this where, and just with some of the conversations that I've had recently with different people and, we just did an episode with Frank Vain, from the McMann Group, as you're, well, familiar and, and he's referring to this time, it's like the next golden age of clubs and coming out of the pandemic. And, one of the things he said in a talk that I saw him at was, the pandemic is the single best thing to happen in private clubs. And with that, now you've got, waitlists and you've got a lot of younger members, you know, that for that prime 42 year old young family that's looking to join a club, that, you know, they're excited. They want this experience. It's just maybe a little bit different than, the other things they've done in their lives. And so how do you, how much of this at Carmel would you have with as far as like balancing the enthusiasm and the things that young members want versus the old guard and what they're really, you know, what they think is right. What they think is the, you know, is best for the club. And you have much of that in the time you were there? John Schultz [00:26:29] Oh, sure. So and we had this situation starting in about 2016. I remember because we, we were starting to get, negative feedback that we couldn't no, the members couldn't sign up for events and we couldn't, there were waiting lists for everything, and we couldn't, they couldn't utilize the club, which is a threat to the club, because if that gets around, well, you can join and you might be able to get on the golf course. At the time, the golf course was not playing as many rounds as they are today. But why would you want to? Because you can't get into any of the events. So we had to actively try to manage out of that situation. So some of it was how we were taking reservations. Some of it's, expanding the number of events, creating more. And so it, it led us to just taking an introspective look and saying, how can we solve for this challenge and this problem with, expanding, creating more and, and or utilizing the, the facility in a, in a more proactive way. And so back to your question. My answer would be not very popular with the older, members that are out there, and I wouldn't necessarily share this in my marketing, pieces, but the members that are joining are 42.5 years old with 2.5 kids, and that's our market. And if you just take the business sense here and apply, who's our market and where are we going to get members from and who are going to replace them? It's the 42.5 year olds that we need to be focusing on. It isn't that we're not trying to be multi-generational and create, programs and events and things that that all ages can take advantage of, but our primary market, we're we're the younger members. And so that was our focus in swimming pools and, events and creating, you know, engagement, for that group that would expand who we are. So that was that was our primary motivation. Ed Heil [00:28:40] In the in the spirit of our earlier conversation around transparency and things like that, how how open were you with some of the older members that this is where we need to go and this is what we need to do. And and how was that received? John Schultz [00:28:53] Well, if and I don't remember all those conversations, but when you do $60 million of, improvements, and these are aspirational improvements. This isn't just maintenance capital or replacing the roof and that kind of thing. These are these are "Golden Easter eggs" that we're putting out, without assessment. And when you share with them that this is how we're generating the money to, to and the new members to fund those improvements. And it's not on the back of the current members. They kind of get the message pretty quickly that that's the, the tool to to create the, the demand and, and the energy around people wanting to join. So, so they're, you know, if, if they're not having to come off the hip and pay for some of these improvements and things, they're, they're like, great, do it all. We're we're all we're ahead. Why not? Ed Heil [00:29:49] Yeah. Interesting. So, as we kind of turn towards bringing this home, in your experience, I mean, for club managers that might be listening to this GM's, I should probably say, or even, you know, board leaders, that are trying to navigate some of these things and they're trying to make everyone happy where they're trying to make sure, like, we want to do some things that maybe some capital improvements that some members or the young members are on board, but the orders are not. And there might be assessments. What is your message to them? How do they, you know, from what you've seen, what's worked, what hasn't worked? How what would you say to them? John Schultz [00:30:31] So Carmel started off on this and unknowingly, had this, net worth and this growth over time, just by the demand, the activity and the success that we had, we we didn't look out 20 years and go, oh, we want to have an 8%, net, you know, growth over time. And that's our goal. We took care of it on the, operating side with, with the budget, and we took care of it, with the demand. I would say, for those clubs that are out there, that are that might want to look at it, you've got to figure out how to maintain the club as at the status quo with basic dues and the capital fees, and to take care of the the everyday and what you what you have today. And then the growth and the aspirational things come through assessments and, and through the opportunities that that come out there with, the new member growth, especially since there's a cap on generally there's a cap on membership in many clubs and that growth isn't unlimited. So, you know, it's capital planning. It's it's looking out, in the future and being able to project, what's the membership, numbers, what are the initiation fees? What are the replacement costs of of all of the, assets that are already there? And the current members need to understand that the, the replacement cost of those items are their responsibility. It's it's not it shouldn't be on the new members to have to replace the old equipment and the worn out, irrigation system or the roof or the whatever. It's it's on the current members that need to be taking care of the club financially. Ed Heil [00:32:22] Yeah, that is the old, this assessment is actually not for what's coming is for what you've actually enjoyed for the last 20 years or whatever. Yeah. Interesting. How important, how how important is strategic planning in this process to, you know, not only just from a. Health of the club. But even for just bringing members together and rallying around a vision in a in a goal. John Schultz [00:32:50] Well, this is one of the tougher questions that are out there because there are so many facets to strategic planning. Whether we're talking about governance and, leadership and the board. What what where is the club going? What's it founded on? What are its core values? What are the principles that are going out there? And I would say the area here, that's most important is setting those annual goals and objectives in search of what that five, ten year strategic plan is going to be. So it builds on it and it keeps you in a forward, forward momentum and not just a one time, event where we're going to write the strategic plan, put it on the shelf, and, and it just sits there. One of my major goals in the Club Leadership Alliance is to get rid of three ring binders. Those three ring binders that go up on the shelf are just become useless. Instead, this just needs to become an annual update. And and it's a continuous process to ensure that the club's moving in the right direction. And then the bigger every five year kind of thing is to take that introspective look and say, all right, are we still on track? Does something major need to be changed in where we're going? Because the the core values and the vision and mission shouldn't change every year, but, we should set it up so that it's ongoing. And every year the objectives are set to solve a little bit of where we're going. Ed Heil [00:34:33] Awesome. John, thanks so much for, for joining me and for sharing all of your insights. I'm sure it's helping a lot of people and, helped me a little bit as well. So thanks so much. And thank you for listening. If you find this podcast helpful. Be sure to subscribe on iTunes, Google Play, Spotify, or wherever you get your podcasts. Until next time, keep crushing your club marketing.
In this episode we are joined by Bronwyn Lepper and John Schultz, consultants in the global healthcare practice at leadership advisory firm Spencer Stuart, to discuss private equity's growing investment in healthcare. Tune in to hear about the skills, capabilities and experiences PE companies look for in their leaders, and how PE's presence in healthcare is shaping leadership roles.This episode is sponsored by Spencer Stuart.
Before signing off at the Royal Adelaide Show, outgoing Director of the Department of Environment, John Schultz said, "We need more Jon Lamb's to put out more Good Gardening newsletters".
Welcome to the John Schultz podcast! In today's episode, we kick off season two with our special guest, Mr. Eric Gertler, the current Chairman, Executive Chairman, and CEO of US News and World Report. Eric passionately discusses the company's dedication to objective journalism and the significance of rankings in empowering consumers' informed decisions while upholding trust and ethical principles in journalism. Eric's illustrious career includes impactful public service work in New York City and New York State, emphasizing the role of government and leadership during crises like COVID-19. Raised in Montreal, Canada, Eric's diverse upbringing influenced his worldview, shaped by a blend of sports and literature and a multicultural environment during political uncertainty. Deeply influenced by his upbringing in Montreal, Canada, Eric attributes his unique worldview to his formative years. Growing up in a middle-class family with parents of diverse interests, he was exposed to a vibrant blend of sports and literature, igniting his early passions. Quebec's multicultural and multilingual environment during a time of political uncertainty further shaped his perspective on society and evoked a sense of awareness and concern. At the core of Eric's character lies an unwavering belief in the significance of continuous learning, and he fondly credits his parents for being pivotal figures in his life. His father instilled in him a relentless work ethic and encouraged him to envision his future. At the same time, his mother, a librarian, sparked his curiosity and exposed him to the riches of literature, culture, and exploration. These profound experiences have undoubtedly contributed to shaping Eric into the well-rounded individual he is today. Passionately delving into US News and World Report, Eric stresses the crucial significance of upholding trust and objectivity in journalism amidst AI advancements. The company aims to empower consumers further and enhance the user journey in critical areas like education, finance, and health. Eric's journey from his childhood in Montreal to his current leadership role at US News and World Report is a testament to hard work, learning, and adaptability. As we navigate the ever-changing landscape of media and technology, Eric's commitment to trust and objectivity serves as a guiding principle for the future.
Contact Center Management in patient access is a foundational issue for health systems throughout the country. Elizabeth sits down with Michael Hesseltine, Director of Ancillary Services, University of Iowa Patient Access Center and John Schultz, Director, Contact Center Operations, Ambulatory Services, Children's National Hospital to discuss their primary challenges including staffing & retention, managing provider templates and increased appointment channels.
they're playing basketball, we love that basketball. Follow us on Twitter @zillennialcanon and Instagram @thezillennialcanon for memes and updates. Adam: @adam_notsandler Kyra: @garlicemoji Leave us a movie memory at (631) 319-0112 or at zillennialcanon@gmail.com. ---Check out some more friends of the canon at https://linktr.ee/zillennialcanon--- Thinking Music by Kevin MacLeod Link: https://incompetech.filmmusic.io/song/4522-thinking-music License: http://creativecommons.org/licenses/by/4.0/
Are you a big fan of "Blades of Glory"? If so, don't miss out on this podcast episode featuring Dave Krinsky, "Blades of Glory" writer.Show Notes:Dave on Emmys: https://taylorwilliamson.comDave's Wikipedia: https://www.instagram.com/taylorcomedy/Dave on IMDB: https://www.imdb.com/name/nm2743976/Michael's Online Screenwriting Course - https://michaeljamin.com/courseFree Screenwriting Lesson - https://michaeljamin.com/freeJoin My Watchlist - https://michaeljamin.com/watchlistAutomated Transcript:Dave Krinsky (00:00):It's so funny in animation because we would do like a big, you know, Hank football. We'd do a big football episode with a lot of people in the crowd, and James would be like, okay, this is really streaming the animators. We can't do another big one next week. So next week we'd go, look, this is a very simple episode. It mostly takes place in the house. It's a very personal story between Hank and Bobby. He's like, Ooh, that's gonna strain the animators. It's gonna require a lot of acting . Yeah. I'm like, ok. So wait, we can't do anything.Michael Jamin (00:25):You're listening to Screenwriters Need to Hear This with Michael, Janet.Michael Jamin (00:33):Hey everyone. Welcome back to Screenwriters. Need to hear this, the podcast. I got another amazing guest today. I'm here with my many, he's been my next guest, has been my boss on many occasions. He's been my friend on one occasion, . And he's . Here he is. Boy, this guy's got good credits. So this is Dave Krinsky and he's a feature writer, show creator. He ran King of the Hill for, what was it, eight years? Eight seasons weDave Krinsky (00:59):Ran. Yeah, I think maybe seven. I can never quite keep track.Michael Jamin (01:02):Felt like eight. Right? He was a show runner, king of Hill for, for many seasons, but a writer on, I think you wrote on every single season, didn't you?Dave Krinsky (01:08):Yeah, we came in right after the first season had just aired. Right. So they were still rewriting and posting season one and starting writing season two,Michael Jamin (01:18):Jump and right in. And then also, we're gonna talk about everything, but I wanna give you a proper introduction. We wrote, co-wrote with his partner, blades of Glory. They ran a, a show called Lopez, which i, I worked on for a little bit. CRO created Silicon Valley. I've heard of that show. Also the Good Family that was a b c animated show ran Bebes and Butthead for a while executive produced movie called Extract. What, what else, what else did you, you did a lot of stuff, man,Dave Krinsky (01:46):Lady Glory. Did you mention that? Wait,Michael Jamin (01:48):I thought I said that. Didn't I not sayDave Krinsky (01:49):That? Yeah, you did. I tuned you out, Don Point. I've learned to tune you out early, soMichael Jamin (01:53):, but man, oh man, I wa how, but you also said, when we were chatting before we started recording, that you did a lot of movie rewr. I didn't even know you guys did other movie rewrites.Dave Krinsky (02:03):Yeah. So when we first came out, this was back, you know, like nineties. You really had to decide where you were. A movie writer, a TV writer. The agents didn't even talk to each other. So we had come out with some movie scripts. We just thought that was sort of the easiest way to break in. Right. And we had ended up selling a couple, we sold one to Warner Brothers. It was they bought it for Chevy Chase. And yeah. Then we got firedMichael Jamin (02:26):And they didn't make up obviously causeDave Krinsky (02:28):They, they didn't make it. We got fired and they hired someone else to rewrite. And our agent goes, that's great news. And I'm like, how's that? Great news? They go, it's not dead. If they're hiring someone else to rewrite it. And it was kind of an a-list writer, then that means it's still alive. But it ended up not getting made, although it's sort of, Ben made a few times because it was a very broad idea about a guy who, you know how we only use 10% of our brain's potential, right. While these scientists developed this serum that unlocked the other 90% instead of being injected in a, you know, good upstanding citizen like Michael Jamin. And it gets in, injected in this doofus Chevy Chase who basically becomes this like throbbing organi organism. He's got 10 times the site and after the hearing 10 times the athletic ability. So he is trying to like, make money and become famous with it.Michael Jamin (03:09):But So he was attached before there was a director or No.Dave Krinsky (03:12):So there was never even a director manager. He was attached, like Chevy Chase had a deal at Warner Brothers and Warner was looking for movies for him. So this, and then those days they were buying spec scripts left and right. Right. So they bought that from us and we spent like a long time rewriting it.Michael Jamin (03:26):So he was giving you the notes on what he wanted?Dave Krinsky (03:29):No, we never even met with him. I think, you know, I don't even know if you ever heard of it, to be honest, it really wasn't those days, Uhhuh , if you wanted a Chevy reputation movie, you bought 10 or 12 scripts and you developed until you found one that you wanted to do and brought to him.Michael Jamin (03:41):So you were dealing with his development people.Dave Krinsky (03:43):We were just dealing with Warner Brothers, Warner Brothers, and the producer. So the way it worked back then, and maybe they still did now, but the spec script market isn't really strong anymore. You would go to your agent with a spec and they'd go, okay, we're gonna send it to X producer who has a deal at Paramount and y producer who has a good relationship with Warner Brothers. And we're gonna, they're gonna go to the studios all on the same weekend and let 'em know. They have to decide. And then hopefully you get at least two offers so that you're playing 'em against each other. And that particular, we only got one from Warner Brothers, so the producer on the project we never even met until Warner Brothers had bought it. So then the producer, and it's a weird deal because we actually had a better relationship with the execs at Warner Brothers than we did with the producer. Like, we like their nodes better. So it's a weird political dynamic that you had to deal with. But we ended up selling a couple of projects that way that didn't get made. But ultimately when Blades of Gloria got made, then it was a ton of rewrite work. Michael Jamin (04:42):And then, but this was, this was during King of the Hill.Dave Krinsky (04:45):Bla Glory was during King of the Hill. I mean, we were doing our movie stuff before King of the Hill started. And, and we started looking around, you know, we sold stuff, but we weren't, we were, John and I were still sharing an apartment in Burbank and I was driving a car with no air conditioning. And I looked over at some of my buddies like Bill Martin, who was like buying a house and buying a nice car. And those guys were all on tv. And John and I were like, well, maybe we should, I mean, we always wanted to do tv but our agents just you, no, you're movie writers. So we ended up writing some TV specs scripts and then ended up getting a job in tv. But, so we were writing specs scripts, we were get assignments occasionally, or we would pitch on something, but it wasn't until Bla Glory that really was like, oh, okay, now we're getting a ton of movie rewrite.Michael Jamin (05:29):And then how did you know Bill Martin? Would you go to, did you go to college with him?Dave Krinsky (05:31):Yeah, we went to college together. So it was weird. It was like, it was me, John Bill, Peyton Reid, who directed all the Aunt Man movies. This guy John Schultz, who directed like Mike. And it was like we all kind of moved out here at the same time to try to pursue the business.Michael Jamin (05:46):Wow. I didn't even know that. And then, well, so was your, when did you decide that you wanted to be a writer? Like in high school or something?Dave Krinsky (05:53):Pretty much, I mean, I, I, this is make me sound really cool but I loved reading as a kid. I loved, you know, books. And I just loved when a story really impacted me and made me think. I was like, wow, that's a cool sort of power to have over people, to influence 'em that way. So since the time I was like 12, 13, I thought about it. And then in high school we had to write a short story for an English class. And I wrote this kind of science fiction funny story, and the teacher, you know, wrote a plus, what are you gonna do with this gift? And I was like, oh, I guess it actually could be a job. Right. So,Michael Jamin (06:24):But you think that it could be a job? Like I didn't, that didn't occur to me until I was older that you could make money in tv.Dave Krinsky (06:29):. Well, you know what I was thinking I'd be a book writer and so I went to Carolina cause I knew they had a strong English department. I took all the creative writing classes there. And since I didn't wanna really do anything else, I took whatever course I find. So screenwriting was one. Playwriting was one. And after I met John Alsk and my partner and, and David Palmer, who I worked with out here a bit.Michael Jamin (06:50):Wow. You were serious about it. Did you have to apply to those programs?Dave Krinsky (06:53):You know? Yeah, no, I mean, I, I was in the, I got accepted to the honors program, which was what I had applied for. And because of that I got to get into some of the writing classes I wouldn't have had access to anyway.Michael Jamin (07:05):So this is all or nothing for you? I mean, you, I mean, there was no plan BDave Krinsky (07:09):Well I, you know, my mom was always like, Ryan, you go to law school, you have something to fall back on. But I knew if I something to fall back and I'd probably fall back on it, you know? And, and it took us a while to get su you know, really established with Point. I could get rid of that crappy car with the o ac ac in the apartment with the oac. But if I had had the ability or the degree to do anything else, I probably would've bailed on the writing dream earlier.Michael Jamin (07:32):Right. Wow. And then, and then, so eventually you just had to move into tv and then how, I know, how did you get your first gig?Dave Krinsky (07:40):So we decided to move tv. We wrote a couple of spec scripts and I think it was Bill Martin who said, oh, you should meet Carolyn Strauss over at hbo o And Carolyn of course was, you know, at the vanguard of starting H B O when it was, yeah.Michael Jamin (07:54):Wait, he's setting up meetings for you? Like, he's like your agent now, bill? No,Dave Krinsky (07:57):It really was one of those things where it was like, we're like, Hey, we wanna get into TV doing, he goes, oh, well you should meet Ke Strauss. We like Hershey's really cool. And I think he might have told her, oh, you should meet these guys. Okay. And so we had a general with her and which was a good lesson. It was like, you know, I think we always had something to pitch. We always knew a general, everybody, you know, wants something. I can't remember if we pitched anything too specifically or not. Cuz in movies you always want to pitch an idea. Sometimes in TV it really is just a general Yeah. To see what you know. But, you know, it was a great meeting and nothing came of it. And then like nine months later we got a call from her and she goes, look, we're doing a show.(08:32): The showrunner really wants movie guys doesn't want like, just TV sitcom guys. Wow. And I thought of you guys, you, you look, look at the pilot, they shot a pilot and they sent the pilot over. It was a black and white period single camera show. David Ledon was the executive producer. Adam Resnick was the showrunner, the creator. And it was awesome. It was like the Cohen Brothers really dark funny. And we were like, yeah. So she set up a call with us. We talked to Adam for like an hour and a half, mostly about Goodfellas and the Godfather and just movies. And then they called us up, goes, look, will you the show's in New York, will you move there? And we're like, yeah, we'll move there. She goes, okay, three or four days, can you move? And we're like, yeah, what do we don't have? I don't even think we had a plant in our place, you know, our fresh food. So we moved toMichael Jamin (09:18):New York. And you got outta your rent You? Or do youDave Krinsky (09:20):Remember? We sublet Cause it was a, I think it was a 10 episode order that became an eight episode order, which is now, you know, the norm. But then was like, okay, so we're only gonna be there probably nine months of production. So we figured why give up our place.Michael Jamin (09:34):Do you think if it wasn't a good show, you would've taken, if it was a bad show, you would've taken the author?Dave Krinsky (09:40):Oh, that's a good question. You know, probably not, you know, before this happened, we were in the movie biz. We, we had a meeting with Polly Shore, right. And Polly was manager was in the meeting and his manager was a gentleman named Michael Rotenberg, who is now my manager. And, and Michael and and Sea have, you know, allMichael Jamin (09:59):Times he's our dealt withDave Krinsky (10:00):Them. He was an executor on King of the Hill. So this was before King of the Hill even. And we pitched Polly the new line, wanted to do a movie where Pauly basically, they sound of mu they wanted him to be a nanny. And we pitched like Sound of Music with Polly going around Europe and Polly was as insulting and, and, and just not a good collaborate. He was just say, Hey, who are these greasy weasels? And you know, he just goes, no, just turn the camera on and I'll be funny. And we're like, okay. But John I think had like $93 in this bank account and I might have had a little bit more. And they offered it to us and we were like, this could be our career right. Path that we don't want to be on. And we turned it down. So I think if it was a crappy show, we probably would've turned it down too.Michael Jamin (10:45):Right. Wow. You turned it down. Cuz I, you know, now you, I think now you take anything you forgetDave Krinsky (10:50):. Yeah, well certainlyMichael Jamin (10:51):It's not you, but one, one does. Right.Dave Krinsky (10:53):And it's not a bad, it's not bad advice. You gotta get in the game, you know? So we had already been in the game just enough that it wasn't like we were completely unknown. We had anything produced, so we certainly weren't a hot commodity. Right. But we really felt like, oh, this could just pigeonhole us. And it was interesting because our agent was like, okay, if you don't wanna do it, fine, but we don't really want to be rude and turn it down, so we're gonna ask for way more money than they'll ever pay you. Right. So they went and asked for like $400,000 and they were furious anyway. They're like, who the hell do you think you are asking anymore? It's just like, sorry, we just don't wanna do it. So. Right.Michael Jamin (11:31):How funny, did you, were you, when you first got on King of the, or I guess not, well I guess, you know, on Resnick's show, were you, did you, did you find it over? You were in over your head? I mean, that's how I felt when we started.Dave Krinsky (11:42):Oh yeah. Because I was always that one of those writers, and I'm sure there's plenty like that. I'm like, I don't even in college where you had to like, give your scr your scripts or your stories to people to read. I'm like, I don't wanna do this. You know? Cause I just didn't have the confidence or faith in myself. So we got to New York and we were working at a Letterman's theater. And Adam's great. I mean, he is the nicest guy. He's a super small staff. There's this John and I, this other team and this guy Vince Calandra. Right. And I just remember like sitting in the writer's room, not saying a word because I was like, I don't wanna say the wrong thing and look like an idiot. And, and in all honesty, when I got to King of the Hill, I looked around, I was like, I recognize names from seeing him on The Simpsons and you know, my judge of course. And I was inhibited there too. And I barely pitched, I think for the first couple of months I was there.Michael Jamin (12:30):Really. And then what was the moment when you felt like you could, you could test the waters?Dave Krinsky (12:36):Well, what happened was, I was just hanging out enough, like, so in the lunchroom, you know, I got to be friendly with people and people go out for a drink and then it suddenly was a social thing. And I was comfortable in that and I could start being funny that way. So by the time I got back to the room after a couple of months, it was kind of like, oh, I was just bull bullshitting with my friends, you know? And it was much easier to pitch because Right. It felt safer,Michael Jamin (13:00):Felt sa because I even remember on Kingley we had some interns, people would sit in pitching and I'm like, how did they get over their fear of pitching when they haven't been hired as a writer? .Dave Krinsky (13:10):Yeah. I mean, and it, it's a good question for young writers and, and I'm teaching a class down at Chapman now and, and I'm like, it's a tricky situation when you're a new writer, you want to talk cuz you want to prove you're mm-hmm. worthy. But if you talk too much or talk poorly Yeah. It doesn't do you any good. And it really, in my opinion, when as a showrunner, I would rather you be quiet and sort of take it all in and pitch very occasionally, then feel like you've gotta pitch stuff that ends up derailing the room.Michael Jamin (13:40):You know, I, I totally agree with you. The one thing I've said, cause I think a new, let's say there's 10 writers in a room, and a staff writer often thinks, well I better speak a 10th of the time because I'm, there's 10 people here, but they're not getting paid a 10th. They're not getting paid as much as the co-executive producer. They don't have to contribute as much. You know?Dave Krinsky (13:56):Yeah. And it's not expected. Like, I've seen plenty of horrible showrunners who are punitive and, you know, they don't make it easy for a staff writer and they're happy to fire a staff writer every season and try someone else. But John, I have always been like, look, we're gonna bring you on board. We're gonna be patient with you. You know, it's like, it's not an easy position to be in. And, and when you're a showrunner, all you want is someone to make your life easier. And if a staff writer makes your life easier one time in a season, it's almost like, okay, you know what? I got something outta you. Great. WhatMichael Jamin (14:27):About that leap from, cuz I was there for that. You were, I guess it was season 60 started running it, is that right?Dave Krinsky (14:35):Yeah, six seven was our first official year running here. Billy,Michael Jamin (14:38):What was it like for you making the le because you know, everyone, you always think, I could do this job, I could do the job better than my boss. And then you become the boss and you're like, wait a minute, this is hard.Dave Krinsky (14:47):Yeah. Well I remember when on that Resnik show, there was a consultant there, and he told us, he goes, the punishment for writing well is producing. And it's like, you know, you work your way up and you become a producer and suddenly Yeah. You're managing people, you're dealing with all the politics, the budget. And I think the, the biggest thing that happened to me was we were working, and I can't remember if you were in the room or not. Do you remember Collier's episode about that Michael Keaton did? What The Pig the Pigs are? Yeah.Michael Jamin (15:15):I was there for probably, we probably got there for the animatic part of it. So we were didn't great itDave Krinsky (15:20):Okay. So it was a really weird story and Collier's a great writer, but this was one that was trouble from the get go just because it was so bizarre. Yes. And and I remember we were working super late trying to get to it and, and I think Richard Chappelle was running the, the show at that point. And he and Greg were developing a show and they left the room and everybody left the room. There was like four of us in there, and I think Greg or Rich Dave, you get on the computer and I and King of the Hill, the room, it wasn't like a conference room, it was like a big, almost like living room with a Yeah. Scattered room. One person sat there, it kind of ran the room. We didn't have the screen showing the script, which I never liked anyway. And I was like, I don't think I can run a room. Mm-Hmm. . And I got up there and I was just like, you know, I just did what I had to do. And I remember we, you know, spent a few hours, it was late night and we kind of like gave the script rich and Greg, and they came and got, this is great, this is working. And it was like, oh gee, so I guess I can do it. Right.Dave Krinsky (16:15):So when we took over the show, yeah. I mean it definitely was like, you, so many things were harder than you would think, but some were easier too. I remember the other showrunners before we run the show would come back from pitching the story. So the network, and they go, well, we sold six outta seven of 'em. So, you know, it wasn't easy. And then when we started pitching to the network, you know, the show had been on for six, seven years. They were like, okay, good. It was like, oh, this isn't that hard. Right. The hard parts were, you know, managing the budget, managing people, managing writers, dealing with the network.Michael Jamin (16:47):How much budget were you dealing with? Like, what were you, how big was it? Like, were you what? No, I mean, like what, what exactly were you doing? You know? Oh, yeah, because I, I don't really touch the, when we were running stuff, we don't really touch the budgets, butDave Krinsky (16:58):What do you, oh, so I mean, first it was the writer's budget, which every year was like, yeah, okay. Like, who can we afford to pay? But I mean, a lot of it, you'll remember our, our line producer McKinsey would walk in and be like, you know what? Last episode had a football crowd and this episode you want to do, you know, whatever a a crowd scene at the school, we can't afford that. The budget won't. Right. You know, so a lot of it was making creative decisions based on the limitations. Although it's so funny in animation because we would do like a big, you know, Hank football, we do a big football episode with a lot of people in the crowd and Jims like, okay, this is really streaming the animators. We can't do another big one next week. So next week we'd go, look, this is a very simple episode. It mostly takes place in the house. It's a very personal story between Hank and Bobby. And he's like, Ooh, that's gonna strain the animators. It's gonna require a lot of acting . Yeah. Like, ok, so wait, we can't do anythingMichael Jamin (17:52):. There's always a reason. That's right. There's always a reason why you're gonna ruin the show,Dave Krinsky (17:57):The bank.Michael Jamin (17:58):Wow. That's so, and now and then so what ha, so then after King of the Hill, which you guys did for many years, then it went down and they then went down for, I was probably a couple years it went down. Right.Dave Krinsky (18:10):I don't remember if it was a couple years because Yeah. So the show did not get picked up. Right. And then they moved John and I and Clarissa assistant onto the lot, into this crummy little office to finish posting the shows. Right. And so we were there posting the shows and we never left. I mean, by the time we, we, it's not like we were like home and done before we left there. They, they picked the show up again for another run.Michael Jamin (18:38):What was the thinking behind canceling and then picking it up again? Like why?Dave Krinsky (18:42):From what I hear Uhhuh, it's so, you know, Fox Network ran the show. Mm-Hmm. , 20th Century Fox was the studio who owned the show. Right. And apparently the, the heads of the studio got big bonuses when they got new shows on the air that were successful. So they weren't making a ton of money.Michael Jamin (19:05):Personally.Dave Krinsky (19:06):Personally. And the other thing, apparently they owned and operated cuz everything was syndicated. You know, in those days the package was so high for them to pay. As the show got on that they were like, wow, we gotta renegotiate this deal. So when everybody started renegotiating, it seemed like, okay, let's not do it. And then ultimately, I bet it was Aria Emmanuel fought for, cuz he was always fighting for it. But, or maybe it was Rotenberg, but yes, that's whatever they just decided. Okay. They made a deal and picked us back up again.Michael Jamin (19:34):And at that point it was, it was a lot of new writers, well most of the writers had moved on, but you were still on the show. So the cause you kind of restarted the staff was almost, as I remember it was almost almost brand new. There was only a couple pre previous writers, like Christie Stratton was there,Dave Krinsky (19:51):I think Christie was there, kit was there, kit Balls, GarlandMichael Jamin (19:54):Garland was there. Sure. Okay.Dave Krinsky (19:56):Yeah. So there was definitely a core group. I remember like, I can't remember Tony and Becky came on. Right. I don't remember if that was before that or not. So I think enough people, it might have been like, nowadays there's not really a staffing season, but I think it might have been during a non-st staffing season that enough people hadn't landed somewhere that we could get, get him back.Michael Jamin (20:15):Right, right. And then after that, you guys did The Good Family?Dave Krinsky (20:20):Yeah. So that was another, you know, people wanted an animated show from us. We had, you know, we'd gotten very close to Mike on King of the Hill. So started working together a lot with him. And we had this, this show The Good Family about a very you know, PC family, sort of the opposite of Hank Hill. And I just remember, you know, everybody was like, okay, take it to Fox and it'll run for forever. And it was just like, we just wanted to do things differently. And m r c and Independent, you know, studio had came out, came after us pretty hard and said, no, we want to do this deal. We can finance it and, and you can have a better upside and more freedom and Okay. So we decided to do it and we pitched it around and a B C just made such a hard press for it.Michael Jamin (21:03):OhDave Krinsky (21:03):Wow. And yeah. And it turns out they weren't the best partners simply because they didn't have any animation on. Right. They put us on with a really bad animated show, like after Wipe Out or something. It was just like not a good fit. Right. So, but it ends up, you know, the bottom fell outta the industry right after that cuz Rotenberg would call us up and goes, you know, your numbers would be a top 10 show like within two years. Right. We would've been like, fine. But at that moment just wasn't good enough numbers.Michael Jamin (21:30):And then, and then came, then they brought back Beavis and Butthead, which you guys ran, which was so interesting cuz that was a whole different experience that, that was all freelance. That's why you guys called us, Hey, you wanna write a briefs and Butthead? We're like, yeah, we'll do that.Dave Krinsky (21:43):Yeah. I mean, who wouldn't wanna have an opportunity do that? Right. Yeah. So Mike, they've always begging Mike to bring it back and he was always like, yeah, the situation has to be right. And he just felt like the timing was right. And he had some stories he wanted to tell and he loves doing them. I mean Yeah. You know, as he always said, king of the Hill requires a ton of effort for a little bit of output. Bvis requires a little bit of input for a ton of output. You know, people just love it and it's funny. Yeah. so yeah, so I mean, the budgets weren't super high and we couldn't license music anymore. I mean, and when Mike originally did it, it was all music videos because M T V owned all those videos. Right. But the world had changed so suddenly we were doing Jersey Shore and, and a lot of other like, reality shows. Cause that was the only sort of material we could get mm-hmm. . Michael Jamin (22:29):Yeah. But we, that's, we did like, because I remember we brought, you guys brought us in, there's a, there was a woman, a couple women in Detroit, it was so cold in the deed, had a song so cold in the deed. ColdDave Krinsky (22:40):In the de Yeah.Michael Jamin (22:41):And I don't remember how it happened, but I, I think I commented on on her, maybe on her YouTube channel or something. I go, this is a great song. And she went with nuts. She's like, oh, thank you so much, . She's, so, yeah,Dave Krinsky (22:53):It was a weird sort of viral head, I think almost before things really went viral. And it was just like a homemade video about, you know, living in Detroit and Michael Jamin (23:01):And how did you find all that stuff?Dave Krinsky (23:03):Mike had found it and just thought it was really funny and really interesting. And soMichael Jamin (23:06):He was just surfing the internet looking for like, real cheap stuff that he could get.Dave Krinsky (23:11):I don't even think it was like with an eye toward Bes, but he also was in this little network of like, Knoxville and Spike Jones. They all like send each other stuff. So I don't know where he got it from, but I think he just saw it. And, and, and you know what, I, I don't know, he's never said, but that might have been. But just to bring Bes back where he is just like, oh my God, they'd have so much fun with this.Michael Jamin (23:30):Hey, it's Michael Jamin. If you like my videos and you want me to email them to you for free, join my watch list. Every Friday I send out my top three videos. These are for writers, actors, creative types. You can unsubscribe whenever you want. I'm not gonna spam you and it's absolutely free. Just go to michaeljamin.com/watchlistMichael Jamin (23:54):And then okay. So then what, what came after that?Dave Krinsky (23:58):So yeah, blades of Glory was in the middle of the King of the Hill era. Right. and then I guess Silicon Valley really would be the, the next big thing that,Michael Jamin (24:10):And Okay. How did you guys come up with that idea? Which is a pretty big hit.Dave Krinsky (24:15):Yeah. So that was an interesting confluence of events where Mike had been in talks with H B O, they really wanted to do something with him. And Scott Rudin wanted to do something in sort of the gaming space. Mm-Hmm. . So they were sort of circling around this tech world. And Mike's like, I'm not a gamer. I don't know that well, but Mike was an engineer, you know, electrical engineer, so he knew, you know that world well. Yeah. but John was reading the, the Steve Jobs book by Walter Isaacson and saw this quote in the book where it's like Bill Gates was making fun of Steve Jobs goes, he can't even code.Michael Jamin (24:48):Yeah.Dave Krinsky (24:49):So John had this idea. He goes, well that's a really funny world. And his, his brother was an electric engineer, so he knew that world as well. And you know, so we pitched an idea to Mike doing something that Mike goes, well, I would love to do that. So then when we pitched it to H B O, they were like, yeah, this sounds great.Michael Jamin (25:04):Sorry. Right. So you wrote the pilot shot it and you were, and then like what people don't understand is like the process for shooting a pilot or, you know, like it's a big deal. It's like a lot of work. It's like even casting is a lot of work.Dave Krinsky (25:18):Yeah. And it, it was a lot of work and, and you know, there's a lot of round, I mean, after to, you know, really it was pretty high on it even after our first draft. It felt like it was gonna move in the right direction. And I do remember them calling him saying, okay, we wanna shoot a pilot mm-hmm. . and we had just done a show for Nat Geo before this where the budgets, the budgets were, you know, very low. I can't remember what they were, but, so HBO calls saying, you know, look, the pilot's gotta, the budget's gotta have like a four or five in front of it and we're like 400, 500 grands ton, but we can probably do it. It was like, no, no, no. Four or 5 million, million(25:52):. And they, they actually forced us to go up to Silicon Valley to shoot for a few days, bring the whole company up and we're like, there's nothing up there. We can shoot this in la. You know, and we ended up shooting like on the side of a freeway and we had a couple establishing shots of Google and Facebook and Right. And stuff. But, you know, HBO does things and they want it to be authentic so you know, all the credit in the world to them. Right. and then, yeah. Then when we did an edit, it was interesting cuz the pilot to Silicon Valley has a very big subplot of these two women in LA who are tired of the LA scene and they go up to Silicon Valley cuz the guys are rich and nice and and nerdy. And they meet our heroes in the first episode. And h HP was like, yeah, you know, we don't want this storyline. We don't think we need it. So those poor actresses got cut outMichael Jamin (26:37):Mm-Hmm.Dave Krinsky (26:37): and yeah. Crushing. Crushing. Yeah. It's gotta be, gotta be tough to see a show be that and you're,Michael Jamin (26:44):And you were cut out of it. Yeah. Yeah. What now when you, I know you, you teach at Chapman, it's so interesting cuz some people are like, is film school worth it? It's like, it depends on who you get as your teacher. Like, honestly, it's like it, you know and I'm sure they're very lucky to have you. What do you, you know, what is it, what's it like with these kids? You know, what are you teaching them? What are, where are they coming from, I guess?Dave Krinsky (27:06):Yeah, so the class is writing for adult animation. So, you know, half hour animation was like King of the Hill and, and, and things like that. But you know, as you well know, writing for animation is very similar to writing for anything. You know, it, it really is. You still need your three x structure and everything you can just go a little crazier with with things. And yeah, I asked them all, you know, beginning, because it, a lot of people still ask me, is it worth going to film school? Look, film school's expensive if you can afford it. Mm-Hmm. , it's not a bad thing. And I think what these kids are getting, and I said kids, but a lot of 'em are in their twenties. I think one's in his thirties, Uhhuh, . They're writing constantly. Someone's making to, that's good.(27:45):They're in LA so they're exposed to people, you know, not Pam or something, but like me who have done it in the business. We're not just academics who have published books about things. You know, and, and you know, you know, Brian Behar is down there, there's a bunch of Jill Con, there's a bunch of people down there who are like, done stuff. And last week or the other day, Damon, the guy who did La La Land, I can never say his last name in Whiplash. Yeah. He was speaking tonight. Austin Butler's speaking. Like, they just have a ton of people coming through. So you have exposure to all these people who have done things. Yeah. You also have connections that, you know, if you don't go to film till you just have to move to LA and try to, you know, try to build yourself. So yeah. So I think it's a, it's a good thing if you can afford it. If you can't afford it, it is not, it is not worth stretching to do it because, you know, we moved to LA and we started networking and meeting people and kept writing and, you know, that's really how most people do it. DoMichael Jamin (28:40):You feel you have to beat misconceptions out of them? You know,Dave Krinsky (28:45):I think this is my first class and I'm teaching second year grad students. Mm-Hmm. , so they're fairly savvy.Michael Jamin (28:53):Okay.Dave Krinsky (28:54):I think they've been exposed to it enough that there's not a ton of misconceptions, but there are big gaps in their knowledge. Just, you know, as it would be with anybody who, who hasn't been in the business. So, look, I teach them things about structure. Things like things they've probably heard before, but in ways that, you know, I, here's mistakes I've made before. You know, having a scene have to carry double duty and a half hour show is really difficult cause you have to change gears within the middle of a scene. You know, keep it simple. So things like that, I should, but they definitely light up more to my more anecdotal stories. Like, what's it like to be in the room? What's it like to work for a showrunner who's, you know, marginalizing you. What I remember I talked to the other day, I go, yeah, so we have this if come deal. And I could say, I go, wait, do you guys know what NIF come deal is? And they're like, no. I was like, oh, okay. Well let me explain that. So Right.Michael Jamin (29:45):What do you tell 'em about the showrunners? Who, who, who marginalized you? What's your, what's your advice on that? I wanna hear it.Dave Krinsky (29:51):Yeah, you know, it's just tough. I mean, I just keep stressing to them that most showrunners are under so much pressure and stress. All they want is someone to make their life easier. Mm-Hmm. . So, you know, the better you can do that, you know, the better off you'll be. And sometimes it's uncomfortable, but you need, like you, well I guess you weren't there at the beginning, but the king of the hill, you know, Greg was running the show and he had so many things you were on, so he was barely in the room. Right. So you didn't really know what he wanted. You didn't know if your story was gonna work. So if you saw em in the break room or saw em in the hallway, you would be like, Hey Greg, this is what we're doing. You know, you try to get feedback from em.(30:31):So that's what I tell them. I go do get as much from the showrunner as you can. And some of them won't give you anything as they're not rooting for you to succeed, but get as much as you can from them when you can, because it doesn't do you any good to try to figure out what they're doing. I mean, you have to do that to some level. The more you know what they want. And that's why I tell these, you know, these kids are doing beat sheets and outlines. I'm like, be as specific as you can. Don't cheat yourself because I'm gonna read stuff you gloss over and go, oh, I guess they know what they're doing. Right. And then when you gimme a script and I'm like, wait, what if you had done that in your outline? I could have pointed it out at that stage.Michael Jamin (31:06):Right, exactly. And when you say, cause when you say you know, you just helped the showrunner out, like, to me, what I want as a showrunner, what I, I just want a draft that doesn't need a page one rewrite. That's how I feel. I mean, is that what you're talking about?Dave Krinsky (31:20):Pretty much, yeah. I mean, or look, if you're someone who can, who can, you know, have the joke or the story fix in the room that gets you all home sooner, then that's fine too. I mean, you know, I mean, at King of the Hill we had such a big staff, it's an animated show. There were people who turned in great drafts. There were people who weren't great draft fighters, where were great in the room. You know, so in those days you could build a big enough team that, you know, you could have a pinch hitter and a utility field or designated here. Now the staff are so small, you really do want someone, but you're right. I mean, to get that draft mm-hmm. that needs a ton of work, you're like, okay, this sets us back so much on everything else now we can't, now I can't be in the editing room now. We can't push that next week's story forward. It's like, now we gotta dig in on this one.Michael Jamin (32:03):And, and what, what is, I mean that's exactly, yeah, that's exactly the panic that I, I I used to feel. But what did you, what is the advice, like, cause the industry's really changing so fast now. Like what is the advice you give these kids get out of film school in order to get into the business?Dave Krinsky (32:20):Yeah. I te look, it's tough. You know, I always try not to be too negative about it because it's always been tough. It's just tough in a different way. Right. you know what I tell them is like, look, the movie business is extraordinarily difficult. Mm-Hmm. . So if you want to be a movie writer, that's fine. But, you know, I urge them like, TV seems to be a cleaner path. Yeah. It used to be with movies, at least you could write a spec at some control where TV had to hope somebody hired you. So now, you know, I say, look, if you have a good movie idea, think about it as a series because, you know, a-list actors are all doing tv. You know, there's a, there's, and obviously TV is in a, isn't a great state right now with just the quality of it. Yeah. but yeah, I mean, you really do just have to, the basics are right, right, right. Mm-Hmm. and network, you gotta be in LA you gotta be hitting all the places because you never know. Look, that meeting with Carolyn Strauss, we had like, it was a good meeting. It wasn't like, ah, we've made it, we've met Carolyn Strauss and it wasn't until nine months later that something on the game of it. Right.Michael Jamin (33:19):Right. So it's really about getting in those circles.Dave Krinsky (33:21):Yeah.Michael Jamin (33:22):Yeah. I mean I, yeah, I remember people say that all times. Do I have to be in la? I'm like, you don't have to do anything you don't want, but you know, this is where the fish swim. You know?Dave Krinsky (33:32):Yeah. I mean the, the thing is, and I think you've probably said for, it's like the material doesn't really speak for itself. Mm-Hmm. , like in movies, it used to like a good specs script would find, you know, a, a buyer mm-hmm. , you know, now there's very few ideas that someone's gonna go, well, I don't care who this comes from, I want to do it. You know, and there's, there's very few scripts that are good enough that any anybody's gonna be like, I'm gonna put this on the air. It happens. They are out there. But the vast majority of the time it's, I've been hanging out, I've been going to, you know, upright citizens for grade. I've been going, oh, I've been helping out on a student film. Right. Hey, that kid I helped out is now on the desk at uta. Does UTA even exists anymore? I don't know. You know, myMichael Jamin (34:15):Agent? Yeah. I'm not sure.Dave Krinsky (34:15):Yeah. It's c aa and it's like, you know what, he wants to be an agent, so he's trying to hustle. So he's gonna hand the script over to, and suddenly you have a meeting, you know, with an agent, a real agent. So that's how it mo mostly happens. And you gotta be in LA for that.Michael Jamin (34:30):Yeah, exactly. That's how I feel.Dave Krinsky (34:33):Yeah.Michael Jamin (34:34):So what now I know you also, oh, I wanna mention your, your book. Is it you, you and John, your partner are of the, like, of all the writing teams I've known, even writers I've known, like you guys are the most entrepreneurial, it seems like you, like, you know, there nothing, there's a, there's a path to do it and then there's always like, well let's figure out how else we can do them. You know, you're always like the hustle doesn't end and it's create, it's always like creating opportunities for yourself.Dave Krinsky (34:59):Yeah, I mean certainly. And John's much, much better at that than, I mean he has a very entrepreneurial spirit and I enjoy it though. I like doing things differently. But he's very innovative in the way he thinks he's been in Europe for since, for Covid and for a lot of that. Mm-Hmm. just, you know, kicking the tires in the international market and making some headway there. But like, I remember like a couple of years ago we hooked up and were producing this writer who had done a academy award, docu a nominated documentary, and he had a half hour sitcom and he was he was crypt camp, so he was in a wheelchair and it was a character was about his story. And it was a really cool story. And Obama's company was attached to it. And it was like, this is a great, I mean it's a great script, great project, you know, and we go to Netflix a Zoom pitch and they literally were like this.(35:47):But as soon as the camera came on, you're like, okay, this isn't gonna be a sale. Mm-Hmm. , I mean, we knew it from the get go. Good lesson is you still pitch your heart out cuz you don't wanna ever have to blame yourself. If they don't buy it, they don't buy it. But so was like, what, you know, it's a great pro. Everything was great about it, but you don't know what they want and you just have so little control. So as we say, like shopping around town with our briefcase full of wears like Willie Loman is just not an appealing thing. So, you know, John had met this, this Irish actor, a guy named Richie Stevens, and he was pitching a friend's story and you know, that story wasn't quite hooking John. And then Richie started telling him about his own life and he was a recovered alcoholic drug addict gangster.(36:29):Right. And he is like, oh, that's interesting me, I want you to meet Dave. So we all sat down together, I'm like, I just had a fascinating life, a fascinating story. Like that's a great story to tell. Right. And and it was John's idea too. He was like, rich, you did the 12 steps of, you know, recovery. And he goes, yeah. He goes, let's tell your story in 12 steps. And that lends itself to a very nice TV show. Mm-Hmm. . But we were like, do we really want to go pitch a TV show? And so we said, you know what if we could write this as a book, cuz it lends itself to a book really. Well, 12 chapters. The 12 steps. Right. And I always wanted to write a book from the time I was 12, you know but then we'd have an IP and Hollywood loves an ip, you know, they love it If it's a,Michael Jamin (37:12):You still had to pitch it as a book. I mean you still have to pitch cuz you had to pitch it as aDave Krinsky (37:15):Book. Yeah. It's not like that's an easy path either. Yeah. But look, we had been out here long enough, we knew, you know, Jake Steinfeld Body by Jake who had published several successful books. He goes, well let me introduce you to my book agent. She publishes a lot of nonfiction authors. We'd pitched to her, she said, okay, this is a good hook. I think I can sell it. She turned around and sold it to a publisher. So then, you know, then we wrote the book, which took a while, but it's like now we have a book, which is an ip, which we can set up and we have much more control over it. Yeah. And we're making very good headway and setting it up as a TV show now.Michael Jamin (37:48):Right. Cuz you're bringing, you're bringing more to the table, which is why I always say, what else can you bring to the table? Yeah, yeah, yeah. And I, yeah, and it's an interesting read. I Yeah. Read it. Wonderful. So yeah, I give give you guys a lot of credit, a lot of credit, a lot of hustle.Dave Krinsky (38:03):Well look, a lot of it comes from boredom. And, and in all honesty, there's certain things we can do because of our track record. So when I'm advising like younger writers, I'm like, well, this won't necessarily work for you. Right. But you really do. I mean, the business has become so consolidated. It's a, it's a weird, it's also a weird business where like almost the quality or success of the entertainment doesn't matter. I mean, Apple's trying to sell mm-hmm. , you know, iPhones, Amazon's trying to sell everything else in the world so it doesn't have the same sort of metric as it used to when you were pitching a show. So it, it, it's difficult. But you know, like I met this young writer and she wrote a script that I really liked a lot mm-hmm. and, you know, we tried to set it up around town and have a ton of luck.(38:44):And then we learned she has dual citizenship, I guess triple citizen from Belgium and from France mm-hmm. . And it's like, oh, an American writer who's got, you know, some talent who can go over to the EU and tap into the money over there with their subsidies because she has a, is a huge thing. So now we're making headway on that. Right. So there's a lot of different angles that anybody's starting out might have access to that they can do instead of really just waiting for an agent or a writer or a studio to notice them.Michael Jamin (39:14):Right, right. Stop begging, stop begging, start making, making things happen yourself. Yeah. Yeah. I think so. Well tell, well tell us tell me what the name of that, that book so they can find it on Amazon.Dave Krinsky (39:25):It's called The Gangster's Guide to Sobriety.Michael Jamin (39:27):Yeah. He's a charming fella.Dave Krinsky (39:29):That guy. Yeah. You know, he's a real Irishman with the Irish accent and like, if you read the book, I mean, he did some horrible things and he's always like shocked that people are nice to him cuz of the horrible things he's done. But he's also a very gentle, sweet guy. He was just an, he was an addict and, and he made a lot of bad decisions from there, butMichael Jamin (39:45):Right. Dave Krinsky (39:46):But yeah, he is a good guy. He'sMichael Jamin (39:47):A good story. Yeah. A lot of good stories. Dave Krinsky, I'd give you a hug ifDave Krinsky (39:52):You I wantMichael Jamin (39:53):One , if you weren't on Zoom. Thank you so much. Thank you. Is there anything, any other parting words that we can get from you or anything, any other wisdom? Is that, or we tap, tap you out?Dave Krinsky (40:03):I don't know about wisdom, but I know that you know, a lot of people are, are tuning into you and checking your stuff out. And I just remember at King of the Hill and we've worked together on a bunch of shows, like you were always the fastest guy in the room. I was always just so amazed and, and jokes never translate. And it was your joke, so you'll sound like an idiot. But I just still remember we're all sitting in the writer's room and someone comes in and says, oh, I was down in Century City and I saw that Bewitched movie with will Ferrell and a Nicole Kidman. Yeah. And they go, how was he goes, well, I didn't really get to see it all because there was a fire alarm in the fire department came, came in and you yell everybody out, there's a bomb on the screen.Michael Jamin (40:38):, I don't remember that at, I have no memory of that at all. . My other, myDave Krinsky (40:44):Other favorite memory of King of the Hill was, you remember sitting in that back chair mm-hmm. taking a hole.Michael Jamin (40:50):Yes. And I have, I found a picture of it that was, I'll explain for the, for the, for our viewers we had, right. So there was a while on King of the Hill when we were working like 20 hours a day , and I felt like a hostage. And I had this one big chair that had big wooden legs on it. And I took like a thumb tack and I started digging a hole like the Shawshank Redemption. Redemption. Like I was digging a hole out of the . And then, and it took, it took months to finally when I finally broke through, I put a picture of Rita Hayworth on it so you couldn't see him as digging . And this is ballsy for a new guy. Cause I was like, you know, I was destroying furniture and I was telling everyone that I was not happy to be there 20 hours a day.Dave Krinsky (41:33):. Well, the thing we all, we all kind of bought into this fantasy that when you broke through we'd be free. Right. And it was so depressing when you broke through and we were like,Michael Jamin (41:43):We're allDave Krinsky (41:43):Back to work.Michael Jamin (41:45):I, I remember Garland was particularly interested in it. She's like, well, you know, because she was like, what are you gonna get through? Oh, funny. That's so funny. I'm, I'm glad you reminded that cuz I forget everything. That's the va the advantage of working with people if they can remind me of these stories. I don't remember any of that. I don't remember that that be whichDave Krinsky (42:04): Yeah. No, it was very funny. But no, I this was a pleasure and I I love what you're doing and I think, you know, you're giving information to people that's kind of hard to get anywhere else. You can learn craft, you can learn certain things, but you have so much input that's useful on a day-to-day level for aspiring writers. So good on you.Michael Jamin (42:20):Thank you so much Dave Krinsky, thank you again. AndDave Krinsky (42:24):Pleasure to see youMichael Jamin (42:25):Everyone. So yeah stay tuned. We had more episodes coming up next week. Thanks. And yeah, we have what else we got? We got a free webinar once a month. Sign up for that on my website, michaeljamin.com and my free newsletter. All good stuff. Go to michaeljamin.com and you can find it. Alright everyone, thank you so much.Phil Hudson (42:44):This has been an episode of Screenwriters. Need to Hear This with Michael Jamin and Phil Hudson. If you'd like to support this podcast, please consider subscribing, leaving your review and sharing this podcast with someone who needs to hear today's cycle. For free daily screenwriting tips, follow Michael on Instagram, Facebook and TikTok @MichaelJaminWriter. You can follow me on Instagram, Facebook, and TikTok at @PhilAHudson This episode was produced by Phil Hudson and edited by Dallas Crane. Until max time, keep writing.
At the Annual Meeting in Davos this year, we asked CEOs, activists and civil society leaders how leaders can prioritize what really matters despite a swirl of challenges: an energy crisis, a food crisis, geopolitical conflict, a potential economic downturn, and more. They shared their strategies and secrets -- from how they make time in their calendars and unlock 'people power', to how they tap 'unhealthy impatience'. Learn the 'tells' that reveal you're building momentum and the tough questions you must ask yourself to ensure your actions are really laddering up to your values. In this episode: Roy Jacobs, CEO, Royal Philips; Harmony Jade Wayner, vice-chair, Arctic Youth Network; Deborah Braide, sustainable energy leader and researcher, E-Guide; John Schultz, Chief Operating Officer, Hewlett Packard Enterprise; Blake Scholl, founder and CEO, Boom Supersonic; Alyssa Auberger, Chief Sustainability Officer, Baker Mackenzie; Delia Ferreira Rubio, Chair of Transparency International; Lynn Martin, president of NYSE Group; Geraldine Matchett, co-CEO and CFO, Royal DSM; Alex Liu, managing partner and chairman, Kearney; Becky Frankiewicz, Chief Commercial Officer, Manpower Group, Inc.; Dr. Andrew Steer, president and CEO, Bezos Earth Fund.
At the Annual Meeting in Davos this year, we asked CEOs, activists and civil society leaders how leaders can prioritize what really matters despite a swirl of challenges: an energy crisis, a food crisis, geopolitical conflict, a potential economic downturn, and more. They shared their strategies and secrets -- from how they make time in their calendars and unlock 'people power', to how they tap 'unhealthy impatience'. Learn the 'tells' that reveal you're building momentum and the tough questions you must ask yourself to ensure your actions are really laddering up to your values. In this episode: Roy Jacobs, CEO, Royal Philips; Harmony Jade Wayner, vice-chair, Arctic Youth Network; Deborah Braide, sustainable energy leader and researcher, E-Guide; John Schultz, Chief Operating Officer, Hewlett Packard Enterprise; Blake Scholl, founder and CEO, Boom Supersonic; Alyssa Auberger, Chief Sustainability Officer, Baker Mackenzie; Delia Ferreira Rubio, Chair of Transparency International; Lynn Martin, president of NYSE Group; Geraldine Matchett, co-CEO and CFO, Royal DSM; Alex Liu, managing partner and chairman, Kearney; Becky Frankiewicz, Chief Commercial Officer, Manpower Group, Inc.; Dr. Andrew Steer, president and CEO, Bezos Earth Fund. Hosted on Acast. See acast.com/privacy for more information.
At the Annual Meeting in Davos this year, we asked CEOs, activists and civil society leaders how leaders can prioritize what really matters despite a swirl of challenges: an energy crisis, a food crisis, geopolitical conflict, a potential economic downturn, and more. They shared their strategies and secrets -- from how they make time in their calendars and unlock 'people power', to how they tap 'unhealthy impatience'. Learn the 'tells' that reveal you're building momentum and the tough questions you must ask yourself to ensure your actions are really laddering up to your values. In this episode: Roy Jacobs, CEO, Royal Philips; Harmony Jade Wayner, vice-chair, Arctic Youth Network; Deborah Braide, sustainable energy leader and researcher, E-Guide; John Schultz, Chief Operating Officer, Hewlett Packard Enterprise; Blake Scholl, founder and CEO, Boom Supersonic; Alyssa Auberger, Chief Sustainability Officer, Baker Mackenzie; Delia Ferreira Rubio, Chair of Transparency International; Lynn Martin, president of NYSE Group; Geraldine Matchett, co-CEO and CFO, Royal DSM; Alex Liu, managing partner and chairman, Kearney; Becky Frankiewicz, Chief Commercial Officer, Manpower Group, Inc.; Dr. Andrew Steer, president and CEO, Bezos Earth Fund. Hosted on Acast. See acast.com/privacy for more information.
Listen along as we discuss Netflix's one hundred and ninety-eighth film, the 2019 Christmas romantic comedy ‘A Christmas Prince: The Royal Baby' directed by John Schultz starring Rose McIver, Ben Lamb and Sarah Douglas. Please follow us at Flix Forum on Facebook or @flixforum on Twitter and Instagram and answer our question of the week, 'What could a fourth film be about?' You can listen to us on Apple Podcasts, Spotify and Podbean so please subscribe and drop us a review or 5 star rating. If you're interested in what else we are watching, head on over to our Letterboxd profiles; Jesse MJ We also have our own Flix Forum Letterboxd page! Links to all our past episodes and episode ratings can be found there by clicking here. Next week we have 'Marriage Story', so check out the film before then. You can see the trailer here. Flix Forum acknowledges the Traditional Owners of the Land we have recorded this podcast on, the Wurundjeri and Bunurong people of the Kulin Nation. We pay our respects to their Elders past, present, emerging and extend that respect to all Aboriginal and Torres Strait Islander cultures.
I interview YouTube personality John Schultz Barnes on his hot takes on MBTI / Jungian theory.
Legendary sound designer and re-recording mixer Gary Rydstrom joins us once again, this time to discuss his groundbreaking work on Steven Spielberg's classic film, "Jurassic Park" (1993), ahead of the upcoming premiere of the final film in the franchise — "Jurassic World: Dominion." Amazingly, even nearly 30 years later, Rydstrom's work on the original film still holds up incredibly well. "I have a theory that — especially in the early days of computer graphics — sound needed to be real. Even more so, like real sounds. Synthesized sounds are hard to do [and] not so interesting, usually. So I knew we needed to be real. But in this case, it has to ground visuals that you can't believe, right? So the sound had to be organic and real. So the first thing I did is record as many animals as I could." — Gary Rydstrom, Sound Designer and Re-recording Mixer, "Jurassic Park" (1993) Rydstrom and his team recorded dozens of animals and layered those tracks together to create the unforgettable sounds of the dinosaurs, as showcased in the behind-the-scenes documentary: "The Making of 'Jurassic Park,'" directed by John Schultz, which we feature in today's episode: https://www.imdb.com/title/tt0256908/ (https://www.imdb.com/title/tt0256908/) "Jurassic World: Dominion" will be available in theaters on June 10th in Dolby Vision® and Dolby Atmos®, where available. https://www.jurassicworld.com/ (https://www.jurassicworld.com/) Please subscribe to Sound + Vision Lab: The Dolby Institute Podcast https://linktr.ee/dolbyinstitute (wherever you get your podcasts). You can also check out the https://youtube.com/dolby (video) for this episode. Learn more about the https://www.dolby.com/institute/ (Dolby Institute) and check out https://www.dolby.com/ (Dolby.com). Connect with Dolby on https://www.instagram.com/dolbylabs/ (Instagram), https://twitter.com/Dolby (Twitter), https://www.facebook.com/Dolby/ (Facebook), or https://www.linkedin.com/company/6229/ (LinkedIn).
A 13-year-old orphan becomes an NBA superstar after trying on a pair of sneakers with the faded initials "M.J." inside. --- Support this podcast: https://anchor.fm/censoredmenotpodcast/support
Legacy matters. Godly legacy matters more. I had a wonderful opportunity recently to sit down and have a great conversation with my nearly 92 year old father, John Schultz. I mainly wanted to leave something for our family. My mom and dad currently have sixteen grandchildren and thirty great-grandchildren. I hope one day they will […] The post Podcast Ep.91: Conversation With My Dad (John Schultz) appeared first on Before You Quit.
You're in for a unique episode today! Tune in as John invites on John Schultz and Billie Jo Schultz. These two are a force to be reckoned with in the auction marketing industry - and they also happen to be married! John is part owner and Chief Marketing & Technology Officer at Grafe Auction. Grafe was founded in 1959 with a focus on food service auctions, business liquidation, industrial commercial assets, and real estate. John is a 25 year auction veteran and conducted 350 auctions just last year! Billie Jo Schultz owns and operates Auction Marketing Partners - she is all things marketing, advertising, and promotion for the auction professionals. She is an expert on leading marketing campaigns and cutting edge experiences. Tune in to hear: John and Billie Jo's journey into the auction business The percentage of live vs online auctions being conducted Learn all things Marketing, Advertising, Promotion - Where we are now and where the industry is going What's the current environment with Virtual Reality? The most common marketing mistakes that the couple experiences! Check out both companies here! https://www.grafeauction.com/ https://auction-marketing-partners.business.site/ Group: For the simple and stress free way to buy and sell real estate visit: https://www.nichollsauction.com/
Welcome to another episode of The Speechly Podcast and the next episode in the "Designing and Developing Voice UIs" series, where we discuss existing best practices for the Design & Development of Voice UIs as well as emerging topics relevant to the progression of Voice UI technology. In todays discussion, we dig into the history of Voice Technology at Dominos. I was joined by our Head of Marketing at Speechly, Mandi Galluch, who before joining Speechly spent a part of her career at Dominos working on the Dom Voice Assistant. We were also joined by 3 other members of the Domino's team - Adrian Peña, John Schultz, and Tom Stack. We dug into topics such as: - Why did Domino's start paying attention to Conversational Experiences? - What has gone well when building the Dom experience and what challenges have they faced? - How does the design of a Voice-enabled experience change when users have access to a screen? - Where do they expect voice experiences in the Quick Service Restaurant (QSR) space to go in 2022? I hope you enjoy this interview with Mandi, Adrian, John, and Tom on The Speechly Podcast! Follow Speechly: Speechly.com Twitter - @SpeechlyAPI GitHub.com/Speechly LinkedIn
In this week's show we're welcoming Dr. John Schultz. He is one of the founders of the Centeno Schultz Clinic in Colorado which specializes in orthobiologics. John believes in addressing his patients' pain-management with integrity. He loves seeing his patients win and shares some of their stories on the podcast today, as well as the […]
In this week's show we're welcoming Dr. John Schultz. He is one of the founders of the Centeno Schultz Clinic in Colorado which specializes in orthobiologics. John believes in addressing his patients' pain-management with integrity. He loves seeing his patients win and shares some of their stories on the podcast today, as well as the many ways in which his clinic approaches pain differently. “In the last three months we have personally helped three people obtain a goal. Like, a life-changing goal. There was a 75-year-old who had… he called it a trophy elk hunt. That's all he's been talking about for the last three years, but he had this sciatica. But he kept saying ‘I'm gonna do it, I'm gonna do it.' And he did it.” – Dr. John Schultz Topics Covered Include Where John's career began and what inspired how he has approached pain at his clinic. Why it's important to seek alternatives to orthopedic surgery. Recent wins that clients have had inside the clinic. The role orthobiologics play for patients who have chronic pain. The specific conditions that are best served with the kind of treatment John offers. What John is introducing into the lumbar and cervical discs with great success. What can happen if you go to surgery before trying other options. How the Centeno Schultz Clinic has adopted the chiropractic model. Why John emphasizes making a difference in the community. The best time to catch a problem with a patient and why. How far before a marathon clients should avoid a procedure. The epidemic impacting young women right now. How changing his approach to pain has positively influenced his patients. Centeno-Schultz Clinic – https://centenoschultz.com/ Clinic Gym Connect – www.clinicgymconnect.com
NAA Director of Marketing and Communications Erin Shipps chats with NAA Directors Peter Gehres, CAI, CAS, CES, (Jeff Martin Auctioneers) and John Schultz, AMM, (Grafe Auction) about the responsibility in collecting personally identifiable information. Why do auction companies collect it? What types of data are there? What is an auction company liable for? What do you need to look for in a third-party vendor?Links:Auction Marketplaces, Auction Data, and the Impact (white paper)Is My Personally Identifiable Information Safe with an Auction Company? (blog post)
As the summer comes to a close this episode could be the hottest one yet! Watch your ears because a sunburn could be coming to them after you listen to our exclusive interview with ElementRC‘s John Schultz as well as an epic episode of Worth Every Penny and a whole bunch of other goodies in this episode of OhCanadaRC! --- Send in a voice message: https://anchor.fm/ohcanadarc/message
Episode Description: In this episode of the Fly Fishing Insider Podcast, Christian speaks with John Schultz, one of my mentors. John is well accomplished in the fishing community: Vice-Chair of Utah Angler's Coalition, Chairmen of Friends of the Strawberry Valley, advisor on the Blue Ribbon Fisheries Counsel for the state of Utah, Former President of the Prak City Trout Unlimited chapter, and was inducted into the 2018 Utah Fly Fisher's Hall of Fame. John speaks to his personal path toward becoming a stillwater junky. We dive into several great stories along his journey where he describes details around his experiences with several mentors. We break down his boat and gear setup, and he speaks about his deadly techniques for catching trout. Don't miss out on the chance to learn the "Crazy Ivan Technique" that produces remarkable results in stillwater. We know you will love this Podcast and the guest; please share, like, and support this episode. Other Mentions in this Podcast: This area contains links to company's, products, people, organizations, and other note-worthy mentions that were talked about during this episode interview on the Fly-Fishing Insider Podcast. These mentions are from both the guest or host of the show. Please enjoy the referenced links. Listener Feedback Survey - https://docs.google.com/forms/d/e/1FAIpQLSe6VmW7cuuAijlr57BSceYxykm1cCqDVxIWXtNmSec2wYSgVA/viewform?usp=sf_link Semperfli - https://www.semperfli.net/ Norvise - https://www.nor-vise.com/ Scientific Anglers - https://www.scientificanglers.com/ Rio Products - https://www.rioproducts.com/ Trout Unlimited - https://www.tu.org/ Contact Guest: You can connect with John through the Park City Chapter of Trout Unlimited, High Country Fly Fishers - https://www.highcountryflyfishers.com/ This Episode's Sponsors: This episode is proudly sponsored in part with the following: Angler's Coffee - www.anglerscoffee.com - Business owners and anglers, Angler's Coffee has been on the leading edge of coffee for over 40 years. Dupe a Fish - Register Now; we aim to have a comprehensive list of service providers that can guide you in selecting the perfect trip for you and your party. Book a trip now and have your own adventure of a lifetime! www.dupeafish.com Togen's Fly Shop - Learn more from this show's sponsor at www.Togensflyshop.com for all your fly tying needs. Like the Podcast, Show Us: If you liked this episode or our guest, then please tell us and leave a review for this episode on iTunes or where you listen to podcasts. Reviews greatly help us out and thank you. Do you have an excellent idea for a guest or an Episode? Please let us know. You can reach the team at www.flyfishinginsiderpodcast.com. We are also very social where you can find a tone of great fly-fishing content, giveaways, tips, and more follow us on Instagram @flyfishinginsiderpodcast or see our Facebook page Fly fishing Insider Podcast. Remember that the Fy Fishing Insider Podcast is the #1 fly fishing podcast to expand your brand or services awareness and impressions. Consider using this Podcast and its platform for your company's marketing needs. Contact us to learn more. Thank you for your support! Let us know how to improve and take a survey - https://forms.gle/cC1jjzFp3mArpFcg6
Episode Description: In this episode of the Fly Fishing Insider Podcast, Christian speaks with John Schultz, one of my mentors. John is well accomplished in the fishing community: Vice-Chair of Utah Angler's Coalition, Chairmen of Friends of the Strawberry Valley, advisor on the Blue Ribbon Fisheries Counsel for the state of Utah, Former President of the Prak City Trout Unlimited chapter, and was inducted into the 2018 Utah Fly Fisher's Hall of Fame. John speaks to his personal path toward becoming a stillwater junky. We dive into several great stories along his journey where he describes details around his experiences with several mentors. We break down his boat and gear setup, and he speaks about his deadly techniques for catching trout. Don't miss out on the chance to learn the "Crazy Ivan Technique" that produces remarkable results in stillwater. We know you will love this Podcast and the guest; please share, like, and support this episode. Other Mentions in this Podcast: This area contains links to company's, products, people, organizations, and other note-worthy mentions that were talked about during this episode interview on the Fly-Fishing Insider Podcast. These mentions are from both the guest or host of the show. Please enjoy the referenced links. Listener Feedback Survey - https://docs.google.com/forms/d/e/1FAIpQLSe6VmW7cuuAijlr57BSceYxykm1cCqDVxIWXtNmSec2wYSgVA/viewform?usp=sf_link Semperfli - https://www.semperfli.net/ Norvise - https://www.nor-vise.com/ Scientific Anglers - https://www.scientificanglers.com/ Rio Products - https://www.rioproducts.com/ Trout Unlimited - https://www.tu.org/ Contact Guest: You can connect with John through the Park City Chapter of Trout Unlimited, High Country Fly Fishers - https://www.highcountryflyfishers.com/ This Episode's Sponsors: This episode is proudly sponsored in part with the following: Angler's Coffee - www.anglerscoffee.com - Business owners and anglers, Angler's Coffee has been on the leading edge of coffee for over 40 years. Dupe a Fish - Register Now; we aim to have a comprehensive list of service providers that can guide you in selecting the perfect trip for you and your party. Book a trip now and have your own adventure of a lifetime! www.dupeafish.com Togen's Fly Shop - Learn more from this show's sponsor at www.Togensflyshop.com for all your fly tying needs. Like the Podcast, Show Us: If you liked this episode or our guest, then please tell us and leave a review for this episode on iTunes or where you listen to podcasts. Reviews greatly help us out and thank you. Do you have an excellent idea for a guest or an Episode? Please let us know. You can reach the team at www.flyfishinginsiderpodcast.com. We are also very social where you can find a tone of great fly-fishing content, giveaways, tips, and more follow us on Instagram @flyfishinginsiderpodcast or see our Facebook page Fly fishing Insider Podcast. Remember that the Fy Fishing Insider Podcast is the #1 fly fishing podcast to expand your brand or services awareness and impressions. Consider using this Podcast and its platform for your company's marketing needs. Contact us to learn more. Thank you for your support! Let us know how to improve and take a survey - https://forms.gle/cC1jjzFp3mArpFcg6
The Seventh Sunday after Pentecost. Throughout time, people like John the Baptist have spoken out when they saw something wrong in the world. How are we being called to do the same today?Guest Preacher: John Schultz
Guests: John Schultz, Jon Banco, Scott Connors Ohio County Chief Deputy John Schultz is set to return to the show to discuss various topics including changes to traffic patterns along Interstate 70, criminal activity in the county, and the upcoming Sheriff's Leadership Camp at West Liberty University. We'll also talk about concealed carry training and when Sheriff Howard plans to hold the first class since the beginning of the coronavirus pandemic. Jon Banco will return for our weekly “Liner Notes” segment so we can discuss his schedules for live entertainment in the Wheeling area for the rest of the week and for this weekend. Scott Connors from Tongue N' Cheek will be our special guest during the final segment of the show to promote the band's upcoming performances. “Steve Novotney Lives!” – 3-5 p.m. M-W-F on Facebook Live (go to LEDE News Facebook page) and posted on Pandora, Spotify, PodBean, YouTube, Amazon Music/Audible, iHeartRadio, PlayerFM, Apple Podcast (iTunes), and ListenNotes.
We are blessed by your presence with us! We do not believe your visit to our church was by chance, so we pray that you would experience God's blessing as we worship, learn, grow, and encourage one another.
Welcome Back to The Missing Link RC Podcast With John Schultz with Team Associated and Element RC. John has been doing lots of traveling racing NoPrep. We get to here a little about his RC adventures. This episode we cover drag and a little U4. Thanks for the follow and shoot us a like. Find us on Instagram and FaceBook FaceBook The Missing Link RC Podcast Tyler Zavadil RCDragTalk Shawn Rusin SoCalU4RC U4RC.com Instagram @RCDrgtalk Podcast Sponsors brought to you by CowRC J&T Bearing Compny
Guests: Ohio County Sheriff Tom Howard and Chief Deputy John Schultz, Jon Banco, Salsa Joe's owner Tom Strussion Ohio County Sheriff Tom Howard and Chief Deputy John Schultz are scheduled to return to the show to discuss the latest in Ohio County, and this week we also will discuss their memories of the old mob days in Wheeling, and the existing cold cases and how those unsolved mysteries are handled these days. One case, the murder of Sister Robin, is one that most folks recall so we'll get into specifics this afternoon. Jon Banco returns for our weekly “Liner Notes” segments and he'll discuss his schedule of live entertainment, what the guidelines will be at the venues, and what to expect in the future at Centre Market, and at Oglebay's Anne Kuchinka Amphitheater each Sunday during the summer. Salsa Joe's owner Tom Strussion will join us for the final segment of the show to discuss the eatery's new Wheeling location, the menu, and his plans for live entertainment. “Steve Novotney Lives!” – 3-5 p.m. M-W-F on Facebook Live (go to LEDE News Facebook page) and posted on Pandora, Spotify, PodBean, YouTube, Amazon Music/Audible, iHeartRadio, PlayerFM, Apple Podcast (iTunes), and ListenNotes.
Guests: Sheriff Tom Howard, Chief Deputy John Schultz, Jon Banco, Andy Brown Not only does he have to protect the people of Ohio County – including the patrons visiting The Highlands - with a total of 35 deputies, but Sheriff Tom Howard now is trying to figure out how he can keep prevention resource officers in local public schools. Sheriff Howard and Chief Deputy John Schultz will join me for the first hour of today's show to discuss that issue as well as several more. “Liner Notes” with promoter/musician Jon Banco returns this afternoon so we can discuss the live entertainment that's scheduled for the upcoming weekend. Andy Brown is the director of special events and programming for Oglebay, and he is set to be this week's special guest to discuss the park's Sunday Concert Series, and other entertainment functions that are scheduled for the spring, summer, and fall. “Steve Novotney Lives!” – 3-5 p.m. M-W-F on Facebook Live (go to LEDE News Facebook page) and posted on Pandora, Spotify, PodBean, YouTube, Amazon Music/Audible, iHeartRadio, PlayerFM, Apple Podcast (iTunes), and ListenNotes.
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The Auction Advocate host Erin Shipps, director of marketing and communications for the National Auctioneers Association sits down with two of the auction industry's finest: Billie Jo Schultz, CAI, AMM, and John Schultz, AMM. Both are instructors for NAA's Auction Marketing Management (AMM) Next course and experts at marketing auctions through Facebook and Google. Which method is right for you? It depends. Tune in to learn more!
The boys are all together for Crawl out of Covid event to bring you a live coverage of the event. Live interviews with folks including Josh Thiede aka Harley Designs and John Schultz from Element RC who we try to get some info for our listeners that may or may not be exclusive... although probably not! We hope you enjoy this as it is a first for us but definitely not the last! --- Support this podcast: https://anchor.fm/therchangout/support
In this episode we explore Why Digital Transformations Fail with the author of that very book and former P&G executive Tony Saldanha, Change Management Sherpa Mike Aroney and serial successful Digital Entrepreneur and CEO of AUgmentir - Russ Fadel. In this episode we will discuss: - The difference between digital transformation and digital disruption - The 5 Stages of Digital Transformation - The roll of DISCIPLINE in Digital Transformation - The importance of Governance, Leadership and Change Management - How to combat organizational brain drain and build the workforce of the future ....and more
In Episode 8 of Bootlegged Innovations I will be joined by my guests the COO and CISO of TAURUSEER -Alex Borhani and Co-Author of the book Standing On Shoulders: A Leader's Guide to Digital Transformation - Jack Maher MSIS, PMP, DOL, CAL, SRE as we tackle how many DevOps and SecDevOps organizations are running the risk of becoming Extinct. Digital Transformation is upon us and you can either Stand on the Shoulders and LEAD or face EXTINCTION!
The Smart City Movement has become a passion of mine. This passion started when I read the book Smart Cities - Smart Future by Mike Barlow and Cornelia Levy-Bencheton. This passion was FUELED the day I met Jeff Sheffield. Jeff is the Director of the North Florida Transportation Planning Organization, but he is also the BEST convener and facilitator that I have ever had the pleasure of working with. Jeff and I became convinced that through the Smart North Florida initiative - all boats could rise and Ladders of Opportunities could be created. This journey has caused us to find the right partners. Two of those partners are the United Way of Northeast Florida and Pelocity. Learn how Jeff Winkler is helping to transform the Basic Needs (211) program of Northeast Florida and how Stephen Pollan's platform is helping the underserved communities discover what Ladders of Opportunities are available to them.
It was originally my FULL intention to make Bootlegged Innovations on VoiceAmerica a COVID-19 free zone. To have one hour a week that I could escape with amazing guests and talk about INNOVATION. Then we began to see solutions for Reopening America where organizations are primarily responding in one of 4 ways: 1 - Completely leaving it up to their workforce as to how they feel they should protect themselves 2 - Going with solutions that create a false sense of security as largely either an uneducated or PR move. 3 - Going with a PPE only approach, but with varying degrees of enforcement 4 - A comprehensive approach that enforces the rules of engagement and monitors compliance in the workplace - less than 1%. In this episode we will explore what needs to be in a comprehensive response and the real life examples of the challenges that many are face with reopening. Join my my guest John Tsang of HPE and Matias Klein of Kognition for Episode 6 - Reopening America - Buyer Beware
According to the National Association of Manufacturers (NAM) - US Manufacturers is already in the midst of a Skills Crisis that will just continue to grow over the next decade. Vacant positions that cost real GDP growth, longer time to fill, ever increasing mismatch of worker skills versus business need are the new normal. The Brookings Institution published a findings in December 2019 that laid out the 6 Step End to End RESKILLING Journey. Join me and my 3 guests tackle this Journey from 3 very unique perspectives - social responsibility, employer responsibility and personal responsibility.
How do I maximize the value across my entire supply chain and my Return On Assets? This episode will bring 3 very distinct points of view to this question. Our guests are renown Demand Driven expert Carol Ptak, Serial Manufacturing Technology Entrepreneur John Oskin, and Data Analytics expert Alla Anashenkova. For far too long a singular metric Overall Equipment Effectiveness has been overused, overblown, improperly applied to determine Hidden capacity - often leaving millions of dollars on the table and no clear insight or call to action. Our guests put in systems and governance that provide unparalleled visibility, transparency, and actionable AI insights.
In this episode we explore Why Digital Transformations Fail with the author of that very book and former P&G executive Tony Saldanha, Change Management Sherpa Mike Aroney and serial successful Digital Entrepreneur and CEO of AUgmentir - Russ Fadel. In this episode we will discuss: - The difference between digital transformation and digital disruption - The 5 Stages of Digital Transformation - The roll of DISCIPLINE in Digital Transformation - The importance of Governance, Leadership and Change Management - How to combat organizational brain drain and build the workforce of the future ....and more
In this episode we will explore the industries that are most likely to be disrupted due to this pending storm of business, regulatory and technologies that has been brewing for years. We will discuss the role of ETHICAL Artificial Intelligence in that disruption. We will then do a deep dive into both the Banking and Life Science markets with our guests.
As the inaugural show, this episode will define what it means to be a Bootlegged Innovation and introduce you to how the host became a Solution Bootlegger for Industrial Centers of Intelligence. We will launch then into a conversation with best selling author of The Platform Revolution - Marshall Van Alstyne and Digital Orchestrator Andy Timm to explore how Platform Economics create a network effect, disruption and changes the face of your competition. As will become apparent in future episodes, we will end the show by giving the listeners an action item to put on their Ta Done List and challenge them to join the movement and by all means keep on Bootleggin!
This show is packed full of information as we host professional auction marketing guru (John Schultz) at the 2019 United Country Real Estate National Convention in Hilton Head, South Carolina. John takes us through statistical data regarding consumer shopping trends (onsite vs. online) and how the internet can drive the marketplace to your front door. We also discuss Facebook marketing, Google marketing and how social media has transformed the real estate and auction industry. This episode was recorded in front of a live audience and produced a huge amount of relevant real estate and auction marketing information. As usual with John Schultz, it was fun and fast, so check it out.
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