Podcasts about Kleenex

Erin’s been tracking down a string of suspicious disappearances at home and recently discovered the prime suspect was her daughter, back from the island and apparently running a quiet supply chain out of her closet. Plus: On behalf of a friend, Drew asks: Dis buying clothes from an estate sale taking things too far? In this economy, what actually counts as a luxury anymore?

Neil Taylor in conversation with David Eastaugh  https://www.roughtrade.com/en-de/product/neil-taylor/document-and-eyewitness-an-intimate-history-of-rough-trade Rough Trade is practically a byword for the history of independent music over the last thirty years. DOCUMENT AND EYEWITNESS: AN INTIMATE HISTORY OF ROUGH TRADE tells the story from the inside of a phenomenally influential record label, through the voices of Geoff Travis, Jarvis Cocker, Robert Wyatt, Green Gartside and many many more. From the early records of Cabaret Voltaire, Kleenex and the Swell Maps, through to groundbreaking releases by The Fall, The Smiths and Scritti Pollitti, on through the collapse of the independent collective and the rebirth of Rough Trade at the turn of the century, this is the definitive, essential account for any serious music fan.

Complètement midi du mercredi 3 juin 2026 : On parle des émissions de télé auxquelles on aurait rêvé de participer, on jase de nos dépenses hebdomadaires, on joue au bol à sujets et on parle d’un cadeau de fête des pères qui fait beaucoup réagir.

Glenn and Phyllis at the mic. They open with a goodbye on a train platform in Switzerland — and the tears Phyllis chose not to swallow — then go straight into what crying actually does inside your body, and what it quietly costs you when you don't. Glenn unpacks the science (your tears are carrying stress chemistry out of you, and blocking them keeps it in), and Phyllis shares the grief that went underground the year her mom died, when she told herself she "didn't have time to be sad." This is an episode about permission — to feel it, to let it flow, and to be the kind of person who can sit with someone else's tears without trying to fix them.In this episode:Why "boys don't cry" may be one of the most damaging things our culture teaches — and why Glenn says it's like telling someone not to exhaleWhat's actually inside an emotional tear, and why blocking it leaves stress trapped in your bodyPhyllis's story of not crying when her mom died — and the grief that went underground for yearsThe power of the Ooh: what to do instead of reaching for the tissue boxWhy offering a Kleenex can quietly tell someone their tears are a problemA live Core Emotion Wheel on tears — Glenn and Phyllis each model it in real time"If you love deeply, you hurt deeply. And if you don't, it's much, much worse."Resources mentioned:The free Core Emotion Wheel → connectioncodes.co/get-the-cewThe blog this episode is built on, "The Cost of Not Crying" → blog.connectioncodes.co/posts/the-cost-of-not-cryingThe tears carousel → on Instagram @connectioncodesThe Connection Codes Community launches September 2026 — grab the Wheel to be first in line → connectioncodes.co/get-the-cew

Jeffrey Epstein relied heavily on his longtime pilot, Larry Visoski, to handle a range of logistical tasks that went far beyond simply flying his planes. According to court testimony and investigative reporting, Visoski purchased surveillance equipment at Epstein's direction, including hidden cameras that were allegedly concealed inside everyday objects such as Kleenex boxes. The intent, as described in multiple civil proceedings tied to Epstein's trafficking operation, was to quietly record activity inside his properties without alerting guests. These devices were reportedly placed in bedrooms and other private areas within residences like his Manhattan townhouse and Palm Beach estate, reinforcing long-standing allegations that Epstein used surveillance as leverage. The suggestion has been that Epstein treated information as currency—gathering compromising material on powerful visitors who passed through his homes. While Visoski has maintained that he was following orders and was unaware of criminal intent, his role in procuring equipment has drawn scrutiny as part of the broader enterprise. The existence of hidden recording devices has been cited by victims' attorneys as evidence of a calculated, systematic operation rather than impulsive misconduct. It feeds into the larger portrait of Epstein as someone obsessed with control, secrecy, and insurance against exposure.The Kleenex-box concealment detail is particularly disturbing because it illustrates the deliberate effort to disguise surveillance in objects no one would question. This aligns with broader allegations that Epstein wired his properties with cameras positioned to capture intimate encounters. Survivors and investigators have long argued that Epstein's power stemmed not just from wealth, but from the potential kompromat he could hold over influential figures. Although definitive proof of how any recordings were used remains limited in the public record, the pattern of hidden monitoring has become a recurring theme in lawsuits and depositions tied to his estate. Visoski himself was granted immunity in exchange for cooperation during certain proceedings, underscoring how deeply embedded staff members were in Epstein's day-to-day operations. Ultimately, the surveillance allegations contribute to the image of Epstein not merely as a trafficker, but as an operator who understood the strategic value of secrets. The hidden cameras in Kleenex boxes symbolize the covert infrastructure that many believe underpinned his ability to maintain influence for so long.to contact me:bobbycapucci@protonmail.comsource:Epstein directed aide to obtain hidden video cameras | The Seattle TimesBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Je pisse sur mon Kleenex plein de sang!

May is Mental Health Awareness Month, and as AI becomes more embedded in our daily lives, one of the biggest questions we face is whether these systems can responsibly support emotional and psychological well-being.AI chatbots are increasingly being used for emotional support, but recent lawsuits faced by OpenAI and earlier ones targeting character.ai and Google's AI Overviews, as well as clinical reports, and internal research have raised valid concerns about their impact on vulnerable users.What does it take to build an AI system specifically designed for mental health from the ground up? Is that even possible?In this LIVE episode of The Neuron Podcast, Corey Noles and Grant Harvey speak with Daniel Reid Cahn, co-founder and CEO of Slingshot AI, about Ash, an AI application purpose-built for therapeutic support. Slingshot has raised $93M from a16z, Radical Ventures, and others to develop a foundation model for psychology trained on structured therapeutic conversations across modalities such as CBT, DBT, and psychodynamic therapy.We discuss the limitations of general-purpose chatbots in mental health contexts, recent controversies surrounding AI and psychiatric risk, and what differentiates a system designed to provide structured therapeutic engagement compared to one being used in a way it was never intended to be. The conversation also explores a broader question: Can AI meaningfully expand access to high-quality mental health care, and where should clear boundaries remain? Or should we keep our counseling where we always have, on a couch with a box of Kleenex and a hug nearby?

This week Joy takes us to hymn school and a box of Kleenex may be required. We discuss the goodness of the typical Sunday school answer, the danger of an untrained mind, and more. Join us! The post Fix Your Eyes Upon Jesus appeared first on Sheologians.

On this episode of Restorative Reading & Writing for Wellness, I'm sharing all the details on my personal book apothecary for May 2026.Each month, I choose a one-word theme to guide my intentions and create a book apothecary to help me breathe that word into existence through reading, writing and learning. This month, my chosen one word theme is: HOPE.It was sparked by an email from Omega with an invitation inside:This month, we encourage you to reflect on what hope means in your life right now and how that understanding shapes the way you move forward. What are you willing to believe in? What feels ready to emerge? And how might hope guide your next step?That invitation seemed to be written just for me and has sparked an exploration into HOPE ever since then. It's the perfect word to follow my own-word theme of RELEASE from last month. Now that I've released some things that no longer serve me, I can make space for the hope that does. As you likely already know, the best way to welcome a new way of thinking, feeling and being into my life is through reading and writing, paying careful attention to the books I surround myself with and the prompts I write from so I can take inspired action in my life.Here's my current book apothecary to explore what HOPE means to me this month. Scroll to see the contents below and press play on the podcast episode talking all about it.Restorative Reading:I've chosen a mix of books to explore themes of HOPE and to bring more of it into my life. I admit, I have built a pretty tall stack, but I am hopeful that I'll read them all (yes, pun intended). Here are the books in my apothecary along with the publishers blurb for each of them:WAYS TO FIND YOURSELF by Angela Brown (Amazon / Bookshop)Technically, I've already read an advanced copy of the book, but it's going to sit on my shoulders all month long. It will be one of my top books of 2026 (if not ever) and has the kind of quiet power to help you move forward with hope while better appreciating all previous versions of yourself. It's breath-taking. Here's the overview:Grace Whittaker's life is coming apart.In the wake of her mother's death, a stalled writing career, and a slow-motion separation from her husband, Grace is more directionless than ever. But when she returns to Sea Drift, the beach town where she and her mother summered for years, Grace's life comes together in the most unexpected ways.Soon after arriving on the picturesque coastline that meant so much to her, Grace discovers more than she remembers, and for reasons she can't possibly fathom. Amid the weathered surf shops, pastel motels, and sloping beaches, Grace begins to encounter younger versions of herself. Each one is vivid, alive, and breathtakingly real.As she navigates this most surreal week—reconnecting with old friends, trying to solve a quiet mystery about her mother, and revisiting a love she left behind—Grace is forced to remember who she used to be. It's the only way she can figure out who she can still become.THE HOPE CHEST by Viola Shipman (Amazon / Bookshop)Personally, I think all of Viola Shipman's books have threads of hope on the pages and I cannot wait to find them in this book. Here's what I'm looking forward to:The discovery of one woman's heirloom hope chest unveils precious memories and helps three people who have each lost a part of themselves find joy once again.Ever since she was diagnosed with ALS, fiercely independent Mattie doesn't feel like herself. She can't navigate her beloved home, she can't go for a boat ride, and she can barely even feed herself. Her devoted husband, Don, doesn't want to imagine life without his wife of nearly fifty years, but Mattie isn't likely to make it past their anniversary.But when Rose, Mattie's new caretaker, and her young daughter, Jeri, enter the couple's life, happiness and the possibility for new memories return. Together they form a family, and Mattie is finally able to pass on her memories from the hope chest she received from her mother.With each item—including a favorite doll, family dishes, an embroidered apron, and an antique Christmas ornament—the hope chest connects Mattie, Don and Rose to each other and helps them find hope again in the face of overwhelming life challenges.THE PRAYER BOX by Lisa Wingate (Amazon / Bookshop)Do you have a prayer box? I do, but I only have one that my daughter gifted to me. I'm enchanted with the idea of having one for each year of my life as a way to archive it and reflect on who I've become, kind of like my notebooks. Here's the overview:When Iola Anne Poole, an old-timer on Hatteras Island, passes away in her bed at ninety-one, the struggling young mother in her rental cottage, Tandi Jo Reese, finds herself charged with the task of cleaning out Iola's rambling Victorian house. Running from a messy, dangerous past, Tandi never expects to find more than a temporary hiding place within Iola's walls, but everything changes with the discovery of eighty-one carefully decorated prayer boxes, one for each year, spanning from Iola's youth to her last days. Hidden in the boxes is the story of a lifetime, written on random bits of paper--the hopes and wishes, fears and thoughts of an unassuming but complex woman passing through the seasons of an extraordinary, unsung life filled with journeys of faith, observations on love, and one final lesson that could change everything for Tandi.A SPRINKLE OF SWEET SERENDIPITY by Rachel Linden (Amazon / Bookshop)I have had this book preordered for months and I absolutely cannot wait for the latest book from one of my favorite authors. Here's the set-up:Paris trained chocolatier and single mother Emmie Wynne gave up her own dreams six years ago when she returned to her Pacific Northwest coastal tourist town to run her family's struggling candy store. Now on her thirty-fourth birthday, Emmie has only one wish, to be granted the vision that every Wynne woman is given once in her lifetime—a shimmering glimpse of her true destiny. This year, when she blows out her candles, it finally comes true.Her vision is more delectable than she could've imagined—her very own artisanal chocolate shop filled with decadent truffles and caramels, and her celebrity crush, Henry Summers, down on one knee. And when Henry suddenly arrives in town for the summer, offering Emmie the opportunity of a lifetime, the future in her vision suddenly seems possible.But a rekindled connection with Jakob, her former high school best friend turned hunky, brooding tattooed baker, forces Emmie to grapple with the bittersweet realization that her destiny may not be what her heart truly longs for. As the culmination of her vision draws nearer, can Emmie find the courage to create a happiness of her own making?29 GIFTS: HOW A MONTH OF GIVING CAN CHANGE YOUR LIFE by Cami Walker (Amazon / Bookshop)If this book doesn't scream HOPE, then I don't know what does:At age thirty-five, Cami Walker was burdened by a battle with multiple sclerosis, a chronic neurological condition that made it difficult for her to walk, work, or enjoy her life. Seeking a remedy for her depression after being hospitalized, she received an uncommon prescription from an African medicine man: Give to others for 29 days . 29 Gifts is the insightful story of the author's life change as she embraces and reflects on the naturally reciprocal process of giving and receiving. Many of Walker's gifts were simple —a phone call, spare change, a Kleenex. Yet the acts were transformative. By Day 29, not only had Walker's health and happiness improved, but she had created a worldwide giving movement. The book also includes personal essays from others whose lives changed for the better by giving, plus pages for the reader to record their own journey. More than a memoir, 29 Gifts offers inspiring lessons on how a simple daily practice of altruism can dramatically alter your outlook on the world.These are the central texts that make up my apothecary this month, but I'm always open to new suggestions and adding along the way. If you have suggestions, let me know in the comments!Plus, if you'd like to get access to my bibliotherapy book calendar embracing this theme with a book recommendation for every day of the month, join my Restorative Reading & Writing Circle here on Substack!Restorative Writing:I'm focused on two kinds of restorative writing this month that I believe will boost my mood and explore what hope means to me: gratitude journaling and letter-writing.First, gratitude journaling. I've always been the kind of person who tries to plan everything and that means scanning for all that could go wrong so I can avoid it. The problem there is that, as much as I hate it, it's harder for me to truly see and notice the good that is all around me. But when I do, everything changes. So this month, I plan to capture my gratitude in my 5 Year Journal (as always), but also in my weekly planner. I've changed what goes inside this planner more times than I'd like to admit, but for now, it's going to capture gratitude. =)Second, letters to my younger self. Last month, I read Jennae Cecelia' poetry book: healing for no one but me. You might know her from her viral ‘I met my younger self for coffee' posts on Instagram inspired by one of her recent poems. Combine this with the plot of WAYS TO FIND YOURSELF and you've got the perfect alchemy to look back at all the past versions of ourselves through the lens of love and with a kind heart. I hope to spend time in my notebook writing letters to the earlier versions of me so I can continue to release the past and look forward to a future bursting with hope.Curiosities to Explore for Inspired Action:I'd like to take another stab at a vegetable garden this summer. Last year, I tried the garden bucket method and it worked pretty well, but this year, my son wants to grow an actual garden with me. I'm talking raised beds, special fencing and all the seeds. Since I have absolutely no idea how to go about this, I'll be searching the Internet for helpful advice and people to follow. Send reinforcements!I've got another BIG thing on my want to learn list that has been there for YEARS, but maybe there is hope for me yet: I'd like to learn how to make things on Procreate: handlettered book quotes, monthly calendars, coloring pages and more. I purchased a course years ago and hope I can still access it. I just need to drop a chunk of change on an Apple pencil….or a knockoff. Someone, please hold me accountable for this goal and nudge me with pushy kindness. =)Things to Love:As I begin to define what HOPE means to me, I keep returning to this gorgeous visual reminder of the word from Christie Zimmer:This video is both beautiful and informative and I haven't stopped thinking about a key nugget found inside: Hope is about believing AND doing. For so long, I've defined hope as passive actions: hoping, wishing, praying for things to get better or to happen. But this video (and the research Christie cites) reminds me that hope is also an action, too. The tiny hopeful steps we take in the moment pave the road ahead for the things we hope for to actually happen. Plus, I really want to see if I can make one of those beautiful HOPE booklets! =)Once you've listened, I'd love to know what you think of this episode. Leave your thoughts in the comments!If YOU would like to build your book apothecary with me on the podcast, click here to apply!Let's Work Together!I love to connect with others around our shared love of reading and writing.Here are some ways we can work together to create a life you love where restorative reading and writing is at the center of it all:

Episode 447 | School Owner Master Class Series (4): Mike Bogdanski Podcast Description Episode 447 is the fourth installment in our School Owner Masterclass Series, and we brought on someone who's lived the full arc of martial arts school ownership. Allie interviews his longtime friend Mike Bogdanski, a highly successful school owner who ran a full-time school for about 40 years, then sold the business and transitioned into retirement (without losing his identity, his energy, or his impact). If you've ever felt like “branding” is just a buzzword that belongs to Coca-Cola (not a local martial arts school), this episode will reset your perspective. Mike breaks branding down into something way more practical: becoming known, trusted, and talked about in your community—so when people think “martial arts,” they think you. Key Takeaways Branding isn't your logo. It's what people call you when you're not in the room. Mike gives the simplest definition through everyday examples: people ask for a “Kleenex” even when it's not Kleenex. That's brand strength. In a town, that can look like: “Oh, you're Mike… you're the karate guy.” Martial arts schools are destinations—so you can't rely on foot traffic. Most schools aren't next to the grocery store. People have to choose to find you. That means being known matters more than it does for businesses that naturally get walk-in traffic. Start with the end in mind (then build the brand to match). Mike's advice: decide what you want your life to look like and what income you need, then reverse-engineer the business. He points out that $100,000 today isn't what it was 20 years ago, so school owners need to be honest about the math. Know your market—and go where your market already is. If your community is mostly kids, go where kids are. Mike's example: after-school programs that build rapport with families and schools. Create win-wins that make the community promote you for free. Mike ran a three-week after-school program for $50 and donated the money back to the PTO. The school loved it, the PTO loved it, and families trusted him because he showed up as a contributor—not just a business owner. You don't need to serve everyone. In fact, you shouldn't. Mike talks about defining the kind of school you want (and that it should match your personality). He also shares that sometimes he “fired” students who weren't a fit—and sometimes found creative ways to keep good families training (scholarships, work-trade, etc.). Your name and your face matter more than most school owners realize. Duane shares why he added his name to his school brand (Duane Brumitt's TriStar Martial Arts Academy). Mike agrees and adds a tactical point: include your picture in your marketing so people connect the school to a real person. Social proof is a branding shortcut—especially with respected community members. Mike describes enrolling well-known professionals (like doctors) and letting their results and praise travel through the community. He also points out how easy it is now to capture testimonials because “we have a film studio in our pockets.” Parents need to be sold (and re-sold) on the value—especially before churn seasons. One of the most important lines in the episode: champions don't always need to be told what to do, but they do need to be reminded. Mike's point is that parents forget the deeper value unless you keep communicating it. Don't treat summer like doom and gloom—treat it like opportunity. Mike's mindset: if a family only wants an 8-week immersion, don't turn them away. Get them in, build the relationship, and many will stay when fall sports hit. You can't make everyone happy—don't let negativity anchor you. Allie asks about the stress of students quitting right before big milestones. Mike's advice: try to repair what you can, ask what would need to happen to fix it, but accept that some people won't be satisfied. Learn, make amends where appropriate, and then let it go. Retirement is a transition, not a cliff. Mike reduced teaching volume over time, created a foundation for the next owner, and stayed involved in ways that still felt meaningful. His bigger message: keep something that excites you, or you'll lose momentum. Action Steps for School Owners Write your “local brand sentence.” Fill in the blank: “When people in town think of martial arts, I want them to think of ________.” Now ask: what would have to be true for that to happen? Pick one community access point and commit for 90 days. Examples: After-school program at one school PTO partnership fundraiser Chamber of Commerce involvement A monthly community self-defense workshop Build one win-win offer that makes other people talk about you. The goal isn't “more advertising.” The goal is creating a story people repeat. Add your face to your marketing (intentionally). If you're the owner, don't hide. Put a clear photo of you on your website and key ads so people connect the school to a trusted person. Start collecting “pocket testimonials.” When a parent says something powerful (“My kid handles sports differently because of your program”), ask them to repeat it on video. Keep it simple and real. Pre-sell summer before spring hits. Don't wait until families are already drifting. Start talking about summer value early, and make it feel like something kids don't want to miss. Create a simple parent reminder system. Once a month, send a message that re-sells the deeper benefits: confidence, discipline, emotional control, focus, leadership, and resilience. Additional Resources Mentioned Episode 386 (Mike Bogdanski): Smart retirement strategies for martial arts school owners (Duane references this as a companion episode). Stephen Covey concept: “Begin with the end in mind.” Book recommendation: Passages by Gail Sheehy. Author referenced: Ken Blanchard (classic business books and leadership concepts). Business concept referenced: McDonald's as a real estate business (used as an analogy for long-term wealth building).

Euphoria Season 3 Episode 3 - INSTANT REACTION - The Ballad of PaladinIn this episode of The Prestige-ish Media Podcast - Craig Lake, Jessica Z., and Dan McNair review the HBO Max show Euphoria Season Three Episode Three - The Ballad of Paladin.In this episode Z. is pitching a tent and we discuss virgins, Kleenex, Jell-O, flowers, shrimp cocktail, pigs, parrots, and more. SPOILER WARNING: Euphoria Seasons 1-2 and Season 3 Episodes 1-3.Please continue to join us in for our coverage of the HBO Max show Euphoria Season 3. Also join us for our ongoing coverage of The Boys Season 5 on Amazon Prime Video. Please check out our website at http://prestigeish.com, follow our podcasts on all your favorite podcast platforms, and leave us positive reviews if you enjoy our show. X @prestige_ish Instagram @prestigeishmedia TikTok @prestigeish YouTube @prestigeishmedia  X/Instagram @realrealbatman @joblessdogmom @danmcnair1017 http://prestigeish.com

How ya feeling about the Habs in this series after last night? How much did the hit on Slafkovsky change that game? The NFL draft is over, wondering about how much of it you pay attention to regarding your fav team? You’re all in or more like let me know when these guys make my team? What type of car owner are you? Bumper sticker guy? Air freshener guy? Box of Kleenex?

Show notes provided by Joe PelusoWell, Spring has sprung! It's time to throw open the back door toMint Condition and let the fresh air in! Join your hosts James and Joe as they catch all the latest buzz that's wafting through the pop culture universe. And that vernal breeze carries a ton of topics to be discussed and disseminated:   Movie and TV trailers ranging from the streets of New York(Spider-Man:Brand New Day), to far off worlds (Supergirl), to middle America tracking two space cops (Lanterns), to Hollywood (Wonder Man), and the "heart and soul" of an avenging android (Visionquest).And as is the case on any spring day, the winds can come from many directions: From the Alpha Quadrant and an examination of Star Trek, and then the entire MCU in general.  And what store chat would be complete without pontificating about our favorite comics? There's the DC comics Superman/Spider-Man crossover to be dissected. Comic artists and writers upping their game to bring dynamic stories to their loyal fans. Dan Mora, Jorge Jimenez, Bruno Redondo, Brian Hitch, Gary Frak, Jeremy Adams, Joshua Williamsion, Mark Waid, Geoff Johns and Jeff Lemire to name a select few who are hitting it out the park.And also a tad of philosophical queries: Can the industry survive if Marvel doesn't up their creative output? And are DC comic fans fed up to their nostrils with one Crisis after another? Can you become allergic to too many reboots?  And if that isn't enough to whet your fanboy appetite, how about a dive into the world of The PBA (Professional Bowlers Association)? The boys critique the new HBOMax mini series "Born to Bowl". Wait? What? Bowling? Yeah! It's a fun, yet detailed look at the life of a pro bowler on the 2025 tour. When James and Joe (a bowling lifer) get done, you will know the names of Kyle Troup. EJ Tackett, and Jason Bemonte. And there will be a pop quiz on axis tilt, oil patterns, skid, hook, roll, and equipment. And if the PBA isn't your bag the NFL, MLB, NBA, and the NHL--and GOALIE fights--manage to come flowingin on a wild flurry of fanatical filler to finish out the episode!   Take your Zyrtec, grab a box of Kleenex, throw on the old AC and enjoy mother nature's green explosion while reading the latest copy of Superman! Hey, it beats 30 inches of snow and an afternoon temperature of six!

 A source commented, “Mention of the Russians shows Epstein clearly had plans to make key figures his puppets in the global honeytrap spy ring he was clearly running.”Records indicate Epstein leased at least six storage units across the U.S. from 2003 to 2019, with payments continuing years after initial investigations began, including regular credit card charges. An insider stated, “Epstein understood the vulnerability of centralizing everything in one location.. By distributing items between various storage units, he effectively created a fragmented system—one where no single search would reveal everything.” This strategy reflects a foresight that challenges investigators piecing together a complete narrative of his operations.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Firefighters in Ontario, California descended on a massive blaze just after midnight on Tuesday, when a distribution center erupted in flames.Local reports described an “orange glow” as the 1.2 million square foot warehouse burned for hours in a location the size of 11 city blocks, with smoke and flames reportedly visible for miles.The site is owned and operated by supply chain management company NFI Industries, but the warehouse had been leased by CPG giant Kimberly-Clark. It was stocked with paper products like Kleenex, toilet paper and diapers – ready fuel after the building became engulfed.Local law enforcement confirmed that the fire had been deemed “suspicious” due to its rapid spread and apparent evidence that suggested there may have been more than one point of origin. #WarehouseFire #BreakingNews #SupplyChain #Logistics #ManufacturingNews #IndustrialFire #ArsonInvestigation #KimberlyClark #NFIIndustries #FireResponse #EmergencyResponse #DistributionCenter #CPG #Operations #CrisisManagement #BusinessContinuity #Firefighters #USNews #IndustrialAccident #Safety

Hoping everyone had an enjoyable Easter! This week, I am taking a break (yes, I did that two weeks ago) to celebrate with family but wanted to play a very special episode from last year. One year ago, which is hard to even type, I was admitted to the hospital. Here's my life changing story. It's emotional, so get your Kleenex ready. I'll see everyone next week with a brand new episode!Here's the original preview:A few weeks ago, I was admitted into the ICU with diabetic ketoacidosis and even though I am on my road to recovery, I will share my scary, life-changing story.Check out the podcast and all the fun at www.thedailylifeoffrank.com--------------------------------------------------------------------------------------------Let's connect! Find all my social channels here: https://linktr.ee/thedailylifeoffrank

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March 2026 Sustainable Stock and ETF Picks. Includes an article with a terrific ranking of companies by their ethical standards. By Ron Robins, MBA Transcript & Links, Episode 165, March 27, 2026 Hello, Ron Robins here. Welcome to my podcast episode 165, published on March 27, 2026, titled "March 2026 Sustainable Stock and ETF Picks." This podcast is presented by Investing for the Soul. Investingforthesoul.com is your go-to site for vital global, ethical, and sustainable investing mentoring, news, commentary, information, and resources. Remember that you can find a full transcript and links to content, including stock symbols and bonus material, on this episode's podcast page at investingforthesoul.com/podcasts. Also, a reminder. I do not evaluate any of the stocks or funds mentioned in these podcasts, and I don't receive any compensation from anyone covered in these podcasts. Furthermore, I will reveal any investments I have in the investments mentioned herein. I have a great crop of 18 articles for you in this podcast! Note: Some companies are covered more than once. Now with so many articles to potentially cover, I've chosen 3 to quote from. The other 15 can be found on the webpage for this podcast edition, along with their titles and links. ------------------------------------------------------------- The Best 3 Renewable Energy Stocks to Buy and Hold for Decades from fool.com In this episode, I begin with an article on an investment sector at the core of most ethical and sustainable investors' portfolios: renewable energy. The article's title is The Best 3 Renewable Energy Stocks to Buy and Hold for Decades from fool.com. It's by Reuben Gregg Brewer. Here are some quotes on each of his picks. "1) Brookfield Renewable is 100% clean (BEP)(BEPC) Brookfield Renewable has exposure to hydroelectric, solar, wind, battery storage, and nuclear power… The assets… are spread across North America, South America, Europe, and Asia. If you are looking for a simple way to participate in the shift toward clean energy, Brookfield Renewable is a good choice… The one wrinkle is that you can buy Brookfield Renewable in two different ways. The partnership share class offers a distribution yield of 5.2% while the corporate share class has a dividend yield of 3.8%. They represent the same business and have the same dividend payment; the difference is that the corporate shares are in higher demand among institutional investors. Small investors should feel comfortable with the partnership. 2) NextEra Energy is a giant in two businesses (NEE) NextEra Energy operates one of the largest regulated electric utilities in the United States. That is the foundation on which it has built one of the largest solar and wind power businesses in the world. This combination has led to 11% annualized dividend growth over the past decade. Half that rate of dividend growth would be considered good for a utility. NextEra Energy's dividend yield is 2.7%, which is actually above the utility average of nearly 2.5%... That said, management is calling for dividend growth to slow to a still very healthy 6% in 2027 and 2028. 3) TotalEnergies mixes the old with the new (TTE) TotalEnergies will be the hardest sell as a clean energy investment because it is an integrated energy giant. That means that it is a vertically integrated oil and natural gas business. If you only want clean energy, you probably won't want to buy TotalEnergies." End quotes. ------------------------------------------------------------- 11 Best Ethical Companies to Invest In Now According to Reddit from insidermonkey.com My second article has some unusual investing options for many investors coming to my podcasts. It's titled 11 Best Ethical Companies to Invest In Now According to Reddit from insidermonkey.com and is by Noor Ul Ain Rehman. Here are some quotes from the article. "We first sifted through relevant threads on Reddit to compile a list of the best ethical companies and then selected the top 11 that were the most popular among elite hedge funds as of Q3 2025. We sourced the hedge fund data from Insider Monkey's database. The stocks are ranked in ascending order of hedge fund sentiment… All data was recorded on March 17… ​Our research has shown that we can outperform the market by imitating the top stock picks of the best hedge funds. 11. The Hershey Company (NYSE:HSY) Morgan Stanley lifted the price target on The Hershey Company to $247 from $238 on March 16, maintaining an Overweight rating on the shares. The firm told investors that it believes the market is overly focused on pricing rollback risk and is underestimating the earnings recovery from cocoa normalization beginning in the second half of 2026 and accelerating into 2027. 10. Cognizant Technology Solutions Corporation (NASDAQ:CTSH) On March 16, Cognizant Technology Solutions Corporation announced the launch of Cognizant AI Factory, which is a multi-tenant, enterprise-grade offering powered by Dell Technologies (DELL) and NVIDIA AI (NVDA) infrastructure and software platform. Management stated that the Cognizant AI Factory is designed to help organizations scale artificial intelligence more securely, efficiently, and responsibly, and aims at unifying the management of the AI lifecycle in a single environment. 9. Kimberly-Clark Corporation (NASDAQ:KMB) Piper Sandler cut the price target on Kimberly-Clark to $114 from $133 on March 13 and maintained an Overweight rating on the shares. The firm told investors that the company's Q1 top-line momentum is tracking in line with what it had expected, with costs hedged roughly nine months out, securing roughly the balance of 2026. However, Piper also stated that if increased oil costs persist, there could be a risk to the outlook for 2027… Kimberly-Clark sells its products under various brands, including Kleenex, Scott, Cottonelle, DryNites, Huggies, and others. 8. Ecolab Inc. (NYSE:ECL) March 16, Ecolab was upgraded to Buy from Hold by Berenberg, with the firm adjusting the price target on the stock to $326 from $300. Berenberg told investors in a research note that (Ecolab) will raise prices across all products, services, and geographies by 10%-14%, adding that it anticipates the price increases to be implemented swiftly and become a 'sticky component of Ecolab's structural pricing, rather than being rolled back'. The firm views Ecolab as a net inflation beneficiary… Ecolab offers hygiene, water, and infection prevention solutions and services. 7. FedEx Corporation (NYSE:FDX) On March 10, JPMorgan lifted the price target on FedEx to $424 from $294 while maintaining a Neutral rating on the shares. The firm told investors that it updated the company's model ahead of the earnings report. 6. Accenture plc (NYSE:ACN) TD Cowen cut the price target on Accenture to $275 from $282 on March 16, maintaining a Buy rating on the shares. The firm told investors that it updated its model ahead of the fiscal Q2 results, saying that, considering raised macro uncertainty and no clear end in sight with the Iran conflict, it believes that it is now reasonable that Accenture could just leave its FY26 growth guide as is… Accenture is a global professional services company that combines technology and leadership in data, cloud, and AI with functional expertise, industry experience, and global delivery capability. 5. Salesforce, Inc. (NYSE:CRM) March 16, Salesforce, announced the commencement of the prepayment and initial delivery of around 103 million shares under its previously announced $25 billion accelerated share repurchase (ASR) agreements. The company entered into these agreements on March 11, 2026, with certain financial institutions. Management stated that the transaction marks the largest accelerated share repurchase in history, and represents the immediate execution of half of the $50 billion aggregate Share Repurchase Program authorized by Salesforce's Board of Directors in February 2026. Salesforce, designs and develops cloud-based enterprise software for customer relationship management. 4. ServiceNow, Inc. (NYSE:NOW) ServiceNow, was upgraded to Outperform from Neutral by BNP Paribas on March 16, with the firm setting a $140 price target. The rating update came the same day ServiceNow, announced an expansion of its partnership with Carahsoft Technology Corp. to extend availability to the ServiceNow AI Platform across Carahsoft's full reseller ecosystem in the U.S. and Canada… ServiceNow, offers an AI platform for business transformation, boosting productivity and maximizing business outcomes. 3. Micron Technology, Inc. (NASDAQ:MU) On March 16, TD Cowen lifted the price target on Micron Technology, to $500 from $450 and maintained a Buy rating on the shares. The firm told investors that it updated its model ahead of the company's fiscal Q2 earnings, where a strong beat is expected. TD Cowen also said that while it continues to see upside to the buy-side view even after earnings, the majority of the long-term stock returns could be driven by re-rating… Micron Technology, provides innovative memory and storage solutions. 2. Eli Lilly and Company (NYSE:LLY) Eli Lilly was downgraded to Reduce from Hold by HSBC on March 17, with the firm bringing the price target on the stock down to $850 from $1,070. The firm told investors in a research note that it believes expectations for the total addressable market for obesity are elevated at over $150 billion, and the market is likely to be in the range of $80 billion -$120 billion by 2032, with price competition 'likely to be significant'. Eli Lilly develops, manufactures, discovers, and sells pharmaceutical products. 1. Mastercard Incorporated (NYSE:MA) Mastercard announced on March 17 a definitive agreement for the acquisition of BVNK for up to $1.8 billion, including $300 million in contingent payments. BVNK is a leader in stablecoin infrastructure. Management stated that the deal expands the company's end-to-end support of digital assets and value movement across currencies, rails, and regions… Mastercard is a technology company that provides payment solutions for developing and implementing debit, credit, prepaid, commercial, and payment programs via its brands." End quotes. ------------------------------------------------------------- Ethisphere Announces the 2026 World's Most Ethical Companies®; 2026 Ethics Premium™ Shows Honorees Outperformed Peers by 8.2 Percentage Points, from morningstar.com The last article I'm covering presents a highly respected ranking of companies according to a wide range of ethical criteria. The article's title is Ethisphere Announces the 2026 World's Most Ethical Companies®; 2026 Ethics Premium™ Shows Honorees Outperformed Peers by 8.2 Percentage Points, from morningstar.com. The article is from Business Wire. Here are some quotes from the introduction to the article. "Ethisphere today announced the 2026 World's Most Ethical Companies®, recognizing 138 companies for having best-in-class ethics and compliance programs, corporate governance practices, and cultures of integrity. Alongside the honoree announcement, Ethisphere released the Ethics Premium™, a five-year analysis comparing the stock performance of publicly traded 2026 World's Most Ethical Companies honorees with a broad global benchmark. From Jan. 1, 2021 through Dec. 31, 2025, this year's publicly traded honorees outperformed the benchmark by 8.2 percentage points. 2026 marks the 20th annual recognition of the World's Most Ethical Companies, which includes companies across 40 industries in 17 countries. This year's honorees are listed at www.worldsmostethicalcompanies.com. 2026 cohort highlights This year's cohort includes… six 20-time honorees, companies that have earned the designation every year since the recognition began. (The) six 20-time honorees: Aflac, Inc. (AFL) Ecolab (ECL) International Paper Company (IP) Kao Corporation (4452.T) Milliken & Company (Private company) PepsiCo Inc. (PEP) End quotes. ------------------------------------------------------------- More articles from around the world with Sustainable Investment Picks for March 2026. 1. Title: BlackRock Says Buy AI Energy Stocks Over Big Tech in 2026. Here Are 3 Top Picks from finance.yahoo.com. By James Brumley, The Motley Fool. 2. Title: How big business is rewriting the U.S. sustainability story from corporateknights.com. Introduction by Tristan Bronca and CK Staff. 3. Title: Best Renewable Energy Stocks To Watch Now from marketbeat.com. By MarketBeat. 4. Title: Billionaires David Tepper and Michael Platt Divested Nvidia Holdings and Acquired This AI Stock That Has Surged 40,000% Since Its Market Debut from bitget.com. By 101 finance. 5. Title: After 345% Run, This Solar Power Stock Heats Up As Oil Tops $102 from investors.com. By Juan Carlos Arancibia. 6. Title: socially responsible investment opportunities in renewable energy from financelipa.com. By Houssem Belhaj. 7. Title: British Land Company PLC (BLND.L) Stock Analysis: Evaluating A 20% Potential Upside Amid Robust Revenue Growth from directorstalkinterviews.com. By Olivia Thompson. 8. Title: Prediction: This Overlooked AI Infrastructure Stock Could Double in 2026. Here's Why from fool.com. By Harsh Chauhan. 9. Title: Asia Pacific's green champions step into the spotlight from corporateknights.com. By Gordon Feller. 10. Title: Three Green Energy Stocks to Buy from intellectia.ai. By Emily J. Thompson. 11. Title: Brookfield Asset Mgmt stock faces analyst scrutiny amid volatile asset management sector shifts from ad-hoc-news.de. By ad-hoc-news.de. 12. Title: The Best 3 Renewable Energy Stocks to Buy and Hold for Decades from fool.com. By Matt DiLallo. 13. Title: These top European firms are stepping up their sustainable growth from corporateknights.com. By Ashley Perl. 14. Title: The most innovative companies in corporate social responsibility in 2026 from fastcompany.com. By Anna-Louise Jackson. 15. Title: 5 Best Sustainable Investing Funds in 2026 from moneymagpie.com. By Ruby Layram. ------------------------------------------------------------- Ending Comment These are my top news stories with their stock and fund tips for this podcast, "March 2026 Sustainable Stock and ETF Picks." Please click the like and subscribe buttons wherever you download or listen to this podcast. That helps bring these podcasts to others like you. And please click the share buttons to share this podcast with your friends and family. Let's promote ethical and sustainable investing as a force for hope and prosperity in these tumultuous times! Contact me if you have any questions. Thank you for listening. My next podcast will be on April 24th. See you then. Bye for now.   © 2025 Ron Robins, Investing for the Soul

Grab some Kleenex. We're about to cry at the power of our universe and the power of compassion. — Support and sponsor this show! Venmo Tip Jar: @wellthatsinteresting Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@wellthatsinterestingpod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Bluesky: @wtipod Threads: @wellthatsinterestingpod Twitter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@wti_pod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Listen on YouTube!! Oh, BTW. You're interesting. Email YOUR facts, stories, experiences... Nothing is too big or too small. I'll read it on the show: wellthatsinterestingpod@gmail.com WTI is a part of the Airwave Media podcast network! Visit AirwaveMedia.com to listen and subscribe to other incredible shows. Want to advertise your glorious product on WTI? Email me: wellthatsinterestingpod@gmail.com Learn more about your ad choices. Visit megaphone.fm/adchoices

You've heard of ChatGPT. But do you actually know which AI model is right for your business — and why using just one might be slowing you down instead of speeding you up? Timestamps: [0:00] — The steak and spoon analogy: why most business owners are using AI wrong [3:00] — ChatGPT: the Kleenex of AI, what it's good for, and the hallucination problem [9:00] — Claude: why it feels like talking to an emotionally intelligent adult [13:00] — Gemini: the best tool if you live in Google Workspace [16:00] — Perplexity: the AI search engine your competitors don't know about yet [19:00] — Grok: what makes it different and what to watch out for In This Episode You'll Discover Why ChatGPT is the most famous AI tool and not always the best one for your daily business workflow How Claude thinks differently from every other model — and why that changes the way you should talk to it The one place Gemini beats everything else if you run your business inside Google Why Perplexity might be the most important tool for your business visibility that you've never heard of The truth about AI knowledge cutoffs — and which models actually have access to current information About this Episode: Not all AI tools work the same way — and using the wrong one for the wrong job is why so many business owners feel like AI isn't working for them. In this episode, Bella breaks down the major models from her own real-world experience in March 2026: ChatGPT, Claude, Gemini, Perplexity, and Grok. What each one does well. Where each one falls short. And how to stop using one spoon for everything. Resources and Links Mentioned: Each item below should be a clickable link on the BOLD word or phrase. Do not write out the URL on the page. Magai — All the major AI models in one place, 30% off for 3 months The Jumpers Mastermind — Where Bella works with business owners on AI, hiring, marketing, and more Free 20-Minute Call with Bella — One problem, 20 minutes, totally free How to Switch from ChatGPT to Claude Without Losing Your Brain — Bella's blog post Watch Bella's ChatGPT Agent Mode Reel on Instagram CONNECT WITH BELLA The Jumpers Mastermind Free 20-Minute Call with Bella Subscribe to Bella in Your Business Bella's Website Find Bella on Instagram and Facebook — search Bella Vasta FAQ SECTION: What is the difference between ChatGPT and Claude? ChatGPT is the most widely known AI and excels at a wide range of tasks, agent automation, and image generation. Claude tends to be more precise, asks better clarifying questions, and produces fewer errors — making it better for writing, deep analysis, and coding. Most serious business owners end up using both for different jobs. Which AI model is best for small business owners? There is no single best model — the right answer depends on the task. ChatGPT is the easiest starting point. Claude is best for deep work, writing, and analysis. Gemini is best if your business runs on Google Workspace. Perplexity is best for research and checking how your business appears in AI search. Grok has real-time access to X/Twitter content. Use different tools for different jobs. What is Perplexity AI used for? Perplexity is a search engine powered by AI. Instead of giving you a list of links like Google, it reads the web and gives you a direct answer with cited sources you can verify. It is especially useful for research, fact-checking, understanding what questions your customers are asking, and seeing how your business appears in AI search results. Do I need to pay for AI tools to get good results? Free versions of AI tools are typically six months to over a year behind the paid versions in capability. If you tried AI on a free plan and it felt limited, that's likely why. Paid plans are $20 per month or less for most tools. Magai lets you access most of the major models for the price of one subscription — it's where Bella recommends starting.

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"Cohorts," the loyal followers of bestselling author Colleen Hoover, have been anxiously awaiting the cinematic adaptation of her latest novel, "Reminders of Him." They likely won't be disappointed. Maika Monroe gives a strong performance as a young woman recently released from prison after serving time for involuntary manslaughter. She returns to her hometown in hopes of meeting her daughter who was taken from her at birth and begins a romantic relationship with bar owner Tariq Withers. “Reminders of Him” is as predictable, calculated and manipulative as you might expect, but the committed cast is solid. Bring the Kleenex. The horror entry "Undertone" is billed as "The Scariest Movie You'll Ever Hear." That's because the gimmick is its unique audio approach. Nina Kiri plays one of the hosts of a podcast about the paranormal. She begins losing her grip on reality when listening to ghastly audio mysteriously sent to her co-host. "Undertone" is the very definition of "slow burn"...but in this case it's too slow. Granted, “Undertone” builds to a creep-inducing climax but takes too long to get there. Take an Army training drama and throw in invading Transformer-style robots from outer space, and you have the new Netflix action thriller, "War Machine." Alan Ritchson from TV's "Reacher" plays an Army Staff Sergeant training for an elite Army Ranger regiment. During a training exercise, an alien machine begins killing off the recruits. The whole thing is pretty silly and there's a lot of R-rated carnage. Still, there may be just enough action and mayhem in "War Machine" to appeal to your inner 13-year-old.

How to Achieve Outsized Outcomes with a Small B2B Marketing Team With the rapid advancement of AI, machine learning, shifting market dynamics, and more competition entering the ecosystem all the time, B2B marketers are confronted with more challenges than ever before. Teams are constantly facing the challenges of tightened budgets and even tighter deadlines. With this in mind, how can small B2B marketing teams achieve more with less and still deliver exceptional outcomes? That's why we're talking to Jordan Buning (Principal and Senior Account Executive, ddm marketing + communications), who shares insights and practical strategies on how to achieve outsized outcomes with a small B2B marketing team. During our conversation, Jordan discussed how teams can navigate market uncertainty and how AI has impacted efficiency. He emphasized the importance of revenue and pipeline metrics to demonstrate the financial contribution that marketing makes to the bottom line. Jordan also stressed the need for small B2B marketing teams to optimize campaigns, avoiding pitfalls like chasing immediate results at the expense of long-term success, and maintain continuous alignment with sales. He advocated for a platform approach over fragmented campaigns, regular metrics evaluation, and a focus on precision over volume. https://youtu.be/31Qts7vadLI Topics discussed in episode: [03:15] Why leadership often views marketing as an expendable variable rather than a core driver of the bottom line. [14:36] Jordan explains how to avoid “strategy whiplash” and over-reliance on performance tactics. [21:20] Discover why right-place, right-time messaging is non-negotiable, especially when it comes to appealing to the buying committee. [28:08] Instead of quarterly campaigns, build a core messaging “soundboard” that provides consistency and longevity. [33:36] Jordan walks through a 3-phase (90-day roadmap) approach consisting of diagnosing, activating, and doubling down to show ROI within one business quarter. [37:14] Why you must lead with pipeline contribution and opportunity creation rate when presenting to the board. [41:32] Why marketing belongs in every part of the organization, from customer experience and billing to employee engagement, not just lead generation. Companies and links mentioned: Jordan Buning on LinkedIn  ddm marketing + communications  Transcript Christian Klepp, Jordan Buning Jordan Buning  00:00 I think you know, the things that probably made this conversation happen in the first place are probably the first metrics you got to have. So it’s probably has something to do with revenue, and probably secondly, has to do with how quality they think the pipeline is filled with opportunities. Your initial metrics that would say this is working or not working. Really have to start there. And it may be two or three steps removed from some of the, you know, inside marketing measurements that that might be there, but at the end of the day, that’s what will kind of matter to them. And so what is, you know, the pipeline contribution looking like? What kind of opportunity creation rate is happening, revenue influence, those, those kinds of things, I think are components that that matter when we talk about revenue and pipeline is, are we actually contributing to the financial success of the organization. Christian Klepp  00:57 With the rapid advancement of AI (Artificial Intelligence) machine learning, changing market dynamics, market uncertainty and more competition entering the ecosystem all the time. B2B Marketers are confronted with more challenges than ever before. Another one of those challenges includes tightened budgets and even tighter deadlines. With this in mind, how can B2B Marketing teams achieve more with less and still deliver exceptional outcomes. Welcome to this episode of the B2B Marketers on the mission podcast, and I’m your host, Christian Klepp, today I’ll be talking to Jordan Buning, who will be answering this question. He’s the principal and Senior Account Executive at DDM Marketing and Communications who’s committed to doing great things with incredible people inside and outside the company. Tune in to find out more about what this B2B Marketers Mission is. Okay? Mr. Jordan Buning, welcome to the show, sir. Jordan Buning  01:48 Thank you. Appreciate you having me. Christian Klepp  01:50 Really looking for this conversation, Jordan. Not like man, I should have recorded the last couple of conversations that we had that, in itself, should have been the episode already, right? But I’m, I’m really looking forward to this conversation. You know, I had a great chat with your colleague, Joanne. And you know, we’re going to talk about a topic today that you and I both know it. It keeps coming up, and you ask 50 people out there, and they’ll give you 50 different answers to this question, right? So let’s, let’s just dive right in. I’m going to say you’re on a mission to help B2B companies deliver high impact marketing campaigns that drive measurable results. But I’d like to focus on this following topic for today’s conversation, and we’ve got plenty to unpack from this one, how small marketing teams can optimize campaigns to reduce waste and achieve outsized outcomes, probably I should highlight bold italic, underline that outsized outcomes, because that one’s going to be the interesting one. Let’s kick off the conversation with the following question, so I’m happy to repeat so why do you think many B2B organizations are spending less on their marketing efforts and shortening the timelines in which teams need to deliver results? And based on those constraints in your experience, where have you seen many marketing teams struggle? Jordan Buning  03:15 But you’re right. There’s a there’s a lot there, and trying to consolidate all of my thoughts down is a unique challenge. But, you know, I think part of it is not that marketing is losing importance sometimes in various circumstances, be it budgetary otherwise, but it’s more about the pressure of reshaping how it gets evaluated. There is a lag, I think in terms of how a lot of individuals perceive the importance in the in the contribution that marketing makes to the organization’s goals and ultimately to its bottom line. So if it’s disconnected, it becomes a variable, and a variable that, while maybe nobody is really wishing for, it sometimes becomes minimized or expendable, and therefore it’s really kind of a big push. And there’s certainly a variety of things that may be driving that. It could be their own, economic uncertainties, their market has changed. Therefore they’re making their adjustments. They’re managing risk. When they’re doing some of those kinds of things they may not necessarily see again that relationship between what they’re attributing to the bottom line. They may have measurements that are not aligned to show performance and not that it isn’t but they don’t have the data that’s that’s doing that and or they may even have a lag. They may have a lot of information, but it’s historical data, and present realities may be slightly different, and they don’t really have a way to connect to it. And then you’ve got a lot of other circumstances, like shift towards more immediate revenue. They may be saying, well, let’s just push out, let’s, let’s push more on. The sales side of this. Let’s work with partners, and let’s have them facilitate the process, and we’re going to get out of the sales and marketing role. Maybe what they say is, we’re going to park acquisition and we’re going to really go after account expansion. So those, those are all things that could be driving all of this. Then you throw in things like AI, where they might say, you know, it looks like there’s a lot of great tools out there. Why don’t we use more of those? Let’s use that to fill the gap where we maybe don’t have the resources that we once had. So those all become drivers in the whole situation. And somewhere in between is reality. One other thing, maybe, you know, a lot of organizations, depending on where they are, probably got where they were without maybe marketing being one of the primary drivers. Maybe they had a great engineering solution. They’re a great production organization, and maybe even a great selling organization. But marketing hasn’t been something that has necessarily been invested in as great they got there in their minds through other things. And so there’s suddenly a shift in terms of how to reconcile the value that marketing is contributing to the whole thing. And so it’s both an opportunity and a challenge. Obviously, in the moment, it’s it’s difficult and it’s painful. But those are, those are some of the circumstances that are kind of going on then based on constraints, where do we think marketing teams struggle? I had to remind myself of the question, so I wrote it down. If I were to zoom zoom out, I think the core struggle is, is somewhat capability and capacity. But it’s really kind of more the issue of time horizon that they might be running into, depending on what the issues are that are getting brought up. There could be a bit of a strategy whiplash where, you know, they had a plan, and the best laid plan has gone to waste, and there’s suddenly kind of a push towards a very different effort. And so the investment now is getting either tabled or stalled and and suddenly they’re they’re wanting to switch horses and go to a different direction. And obviously, from a marketing standpoint, that fear is great. We’ve got lots of activity. We’re doing a bunch of other things. We feel good about that. The other side of it is there’s a cost to losing that momentum of where you were going before. And how do you how do you kind of reconcile that? And then, how do you avoid continuing to have strategy change after strategy change along the way? Those are the things that really could create constraints out of very small marketing teams, maybe a team of one, maybe an outsourced resource, those things all get really kind of challenging, over reliance on performance, metrics and tactics. So you know, specifically, getting into things that seem to have the most immediate ROI, let’s just go after the search campaign conversions. Let’s go after some other things that are low funnel without maybe reconciling the understanding that you’re you’re doing that sometimes at the expense of the things that that that initiate things into the funnel as well, and so, you know, maybe creating a bit of a short term bump, but at the expense of long term success as well. So that’s a challenge. Confusion with sales, sales and marketing forever being sometimes perceived as opposing parties. So you know, again, I think this, this idea of we just need better leads, we just need more quality, whatever, faster kind of a thing, as opposed to, let’s, let’s be very team minded and intentional in terms of working together. Measurement paralysis, that’s a that’s another one that can happen where everybody’s got data, and you’re overwhelmed with that data, and you get so focused looking into rear view mirror, you’re losing track of the direction you’re supposed to be going all along. And then you get into some things like short term wins versus long term growth, and a very inconsistent narrative in terms of what you’re trying to talk about. And so, you know, I think those are, those are all kind of contributing factors that some organizations really have to wrestle with is it’s great to be responsive and reactive to real circumstances, and everybody knows how to hold a plan loosely. But what are the trade offs in being able to shift from having a strategy and then and then suddenly realizing there needs to be an adjustment. They get very eager and excited about creating a lot of energy. That energy is great, but that energy may not be harnessed in such a way that it’s actually going anywhere. So you’re feeling good about the activity and the responsiveness, but you might be trading one problem. Problem for another if you don’t have that clarity together as a team. And so I think it’s this, this thing that often we all talk about of like, go slow to go fast, is really an opportunity that that is presenting itself in a situation like that, like, before we move off of the solve this problem in a particular way, let’s pause and make sure we all know what we’re trying to do here and being able to accomplish that. Christian Klepp  10:25 Absolutely, absolutely. Thanks for sharing all of that that was a lot like within the past couple of minutes. I wanted to go back to something like you touched on it a little bit in the beginning, but it’s certainly been my experience, and I’m curious to see how it’s been over on your end. Do you think that a lot of these constraints, I mean, certainly a lot of it has to do with market dynamics, and, as you said, like the introduction of AI and machine learning? But do you also feel, I mean, we’re talking about B2B here, right? And a lot of these big companies, whether it’s in health care or manufacturing or chemicals or whatever. When you have a meeting, you know, you have these this meeting with senior management or the board of directors, marketing is not always the first thing that comes to mind. And I say that with a heavy heart being a marketer, but you know, you got to face the music, right? That’s the reality of it. Do you feel that a lot of times, especially with small marketing teams, the reason why they’re they’re having to navigate these challenges is because people within the organization, A don’t quite understand what marketing is, and B, they don’t quite understand why they should care. Jordan Buning  11:41 Yes, I definitely would agree with you. And I think it’s, it’s sometimes an educational problem, and sometimes it’s a self imposed problem, right, you know? And I think, I think on the to your point, it can be perceived as it looks easy, or, you know, it’s easy to get educated or feel knowledgeable about it’s, it’s viewed, sometimes more, as a an art form and very subjective, as opposed to a science and driven based on actual performance activities and and good strategy. And then, I think the marketers ourselves, sometimes unintentionally, have done that to ourselves. We’ve we’ve gotten very excited about a lot of things, maybe trends that are happening. Maybe we are just tied to the thrill of a great creative hook or message or whatever, and we miss the connectivity to the business itself. And you know, with that in mind, you just become an outer ring in some of the core things that the organization is doing and and, you know, the other part of it is sometimes your role could get perceived just as as responsible for help getting leads, as opposed to, hey, marketing’s responsibility is to be a part of probably a lot of the ecosystem. Not only do we help acquire, we help keep. We help create an experience. We help create an experience for our employees and so on and so forth. So, you know, I think, I think there’s, there’s shared responsibility, sometimes, certainly, a world that’s evolving. I think it’s getting better. I think, I think marketing has developed a more present seat in the C suite and leadership conversations, which is, which is positive, plenty of runway to go yet. But then there’s, there’s marketing themselves making sure that, hey, these things that we do, are they aligned and connected to all of the things that are happening that the organization cares about, are their goals, our goals, as opposed to, hey, we’ll just increase likes and shares and so on. Those are all good numbers for marketing. Maybe they don’t equate to the business, and therefore we sometimes shut ourselves outside of that conversation, as opposed to, you know, maybe how they perceive us. Christian Klepp  14:08 Absolutely, absolutely. I had another Golden Apple for you, but I’m gonna, like, save that one for later on in the conversation, moving on to the next question, just based on everything that you’ve said, and, you know, we are talking about how smaller teams can optimize campaigns, what are some of these key pitfalls you would say they need to avoid and to keep it constructive, we also need to talk about what they should be doing instead. Jordan Buning  14:36 You know, one of the things as I thought about that question was, really, you know, we often look at as a capacity. Are we just running a few people ragged? And there could be some truth to that. But I think the greater risk would be just, are we going about it in all the wrong ways? Right? There is a sense of urgency. We go running out of the room. We want to help. So, but by by nature of our activity and or the group’s conversation that we’re having, we actually could unintentionally just be creating an added level of chaos to the chaos that’s there. And so some of those pitfalls could be chasing immediate pipeline and ignoring the long term gain, and so you know, it’s it’s a both end strategy that we’re trying to educate on and maintain is, hey, how do we make sure we answer the bell on some of the more immediate issues that are going on, but that we also don’t do it at the expense of the long term importance and success of this organization as well. Another one is constant strategic repositioning, if what we do is go after some of the more immediate things, and that could be looking like a sale or a sale price, or something else that’s commodifies the product and service that they offer, that might get them a bump in the moment, but is that the identity that the organization and its products really want to be known for, and so it it may do damage to its long term narrative, depending on how some of the messaging comes out at that time as well. I think there’s a risk of over complicating what you’re trying to do. And I think that’s something that’s stuck in my mind. I’m, I’m probably, by nature, an over simplifier, or a simplifier, I should say. And I think there’s a, there’s a risk of of throwing a lot of things on the menu, looking at them as, like, 1000 bets. And you know, at least one of these bets is going to turn into something so, you know, it’s it feels like good activity. People feel good that there’s a response that’s happening. But it may be such a scatter, and it may so minimize the level of effort on a variety of different things, you know that it just minimizes the challenge that’s going on. And I think indirectly, in doing that, you also may broaden the gap and divide between yourself and marketing and some of the other groups, including sales. So hey, we’re going to go do this thing, and we feel really good about it. Maybe it even does the thing that we think it should do. But at the end of the day, it doesn’t really satiate some of the other drivers and motivators that they have. And so suddenly you’ve really got this, this growing divide, as opposed to a closing divide in terms of what’s going on. And so, you know, I think those all become kind of risks in this whole thing. And then, you know, maybe, maybe the last thing being taking risks on things you haven’t done before. So suddenly it’s, well, let’s, let’s try this technology solution. Let’s, let’s, let AI do a thing for us, or whatever. And when it’s most critical, you’re moving away from the things that you can believe in and trust the most, and you’re throwing a few Hail Mary sound down the field, it could be a risk that is of too great for the organization, as opposed to, hey, what are some fundamental things that we can really hone in on? What is maybe more how we narrow our efforts into much more focused activities and energies, and what are our best executions. So, you know, I think, I think with the best of intentions, and I’m sure I’m as guilty as anybody at times in my past of, let’s create a lot of activity potentially. You know, that’s the pressure you’re feeling. The real answer may be, how do we stop enough to create clarity? Really reset our pathway to what we need to accomplish, and then what’s the most, smartest and most effective way to get there? Christian Klepp  18:48 Absolutely, absolutely. I almost feel like sometimes us, marketers were guilty of like, okay, let’s just, let’s just try everything, or, or, some teams, and, you know, I’ve certainly worked with some of them in the past, they get pressure, and especially in B2B, they get pressure from higher ups saying, Well, you know, I saw something on Sunday, you know, like there was this video. So why don’t we do a why don’t we do a video, right? Why don’t we, why don’t we get on tiktok? And I had a briefing, and I shall not disclose the name of the client, but I we had a briefing many years ago where a client said, um, we want you to create a viral video for us, and to which I said, like, with all due respect that you don’t get to decice that.. Jordan Buning  19:34 Yeah, let’s, let’s make magic, right? Christian Klepp  19:36 Let’s make magic. And I can say, I can say, with confidence, we, walked away from that and said, you know, we can’t help you. We walked away from that. And, you know, unscathed. Jordan Buning  19:47 It’s the hardest thing to do sometimes, right? But it is wise at times to recognize that. Christian Klepp  19:53 Well and I’m sure you’ll agree, you’ll agree with me when I say this. I mean, like, you know, we’ve, we’ve been in this business for a bit, but. Um, it’s sometimes necessary to tell the client that, okay, you’re, you’re asking us to do something for you, and I’m gonna, like, disagree with what you’re asking us to do, because we believe, to our core that that’s not in your best interest, right? And it’s and it’s and it’s difficult to have that conversation. I’m sure you’ve had many of them, right? Jordan Buning  20:24 Sure, but you’re, but you’re right. It’s, you know, you’re paying for our candor, yeah. And I think you know, the risk would be, you know, arrogance. But I think for the most part, I think with with the relationship that you’re trying to build and forecasting that at times, that that can be a healthy thing too, and even if it’s a little challenging or impassioned, hopefully there’s a there’s a point where you can reconcile some of those things. But I agree with you, there’s there’s a time and a place. Christian Klepp  20:54 There’s a time and a place. Absolutely, this next question is going to sound a little bit like table stakes to you, but man, I have worked with a lot of teams where that wasn’t very clear. The importance of having a deep understanding of who your target groups are, and I’m gonna say plural, because it’s never, it’s never just one group and B2B, and an understanding of their of their buyer’s journey. All right, talk to us about that. Jordan Buning  21:20 Yeah, I think, I think there’s a variety of things that really popped up as I thought about that particular category and there to your point, it’s a complex group. And yet, I think this is also really a time where precision is important, when you start looking at urgent shifts and that kind of a thing. And so not to eliminate groups, necessarily, but hey, if we need to prioritize, how do we, how do we prioritize some of these things along the way? And one of the other things that was tied to this as well as I think sometimes when the client feels a sense of urgency, there can be pressure on the time it takes to to be clear about some of these things. And one of the things is challenged us to do is, hey, we’re not going to skip that step, but maybe we can come up with, uh, you know, not a strategy that takes weeks and months, but maybe we just need to develop a sprint session together, and that’s really forced us to be a little more streamlined ourselves. Don’t skip the step, but let’s make sure we have a smart way of creating some clarity around those things. And so that’s a little bit of a learning curve that we’ve we’ve worked our way through is, hey, sometimes you get, you know, the strategy is the project, and a lot of times the strategy is necessary component to get to the goals and the outcomes that they have. And so one of the things that I first jotted down was this idea of precision beats volume. And so it’s this, Hey, how do we create clarity in terms of where’s our best best focus, best energy? How do we target where the real pain is to get the best value? How do we prioritize high propensity accounts and opportunities and those kinds of things along the way. So that was kind of step one. Let’s make sure we’ve got some clear clarity around the focus of that. And then don’t confuse the buying committee as well. To your point, it’s like you could have leadership C suite. You’re going to have probably a finance person involved. You might have procurement. You might have the end user. Those are all very different drivers and motives in that whole thing. And so I think making sure we have clear lanes on some of that, so we don’t muddy this into such a chaotic thing, we forget that they have to want this product along the way. So I think there’s, there’s importance to that. And again, a lot of times that comes back to that early stage of a sprint. How do you then align messaging to decision stages? You know, I think we all wrestle with this, this whole thing. They’re gonna love it as soon as they hear it. Christian Klepp  23:58 Oh yeah, Jordan Buning  23:59 Right away. And, you know, I think, I think that’s important. Back to your, your buyer’s journey conversation again, to kind of say, hey, how do we, how do we move through a series of stages of experience, where first they they become aware of it, then they learn to engage with it and be well informed about what it can do. See reinforcement, see the data that supports it, and those things happen in timely phases. And so this right place, right time, right message component is critical to a lot of the sequencing that happens. And you know, we’re all guilty of periodically thinking this will be a one call, close type of interaction, when, in reality, the decision making is probably going the other direction over time. They’re risk averse. They’re not going to make wild decisions. They’re probably going to have multiple players of approval. They’re going to have other players in consideration often. In as well. And that’s just a reality that I think the world has to be more and more prepared for as we lose expertise and knowledge, as people retire and those kinds of things, people are going to go to the internet and these other places to begin the research process all over again. And so it will, it will take a very different approach to being able to do that. And then a few other things that I noted is, you know, again, just continuing to to build that sales and marketing alignment. What are the who is that primary audience? Does everybody agree? Do we all see the journey the same? Are we? Are we hitting that prospect with the right things at the right time, and then how do we make sure that we’re continuing to protect long term equity, and what we’re trying to do as well? So, you know, it’s it’ll continue to stay fairly important, and so even as the process may becomes faster in some of these situations, because the circumstances demand it. Skipping the steps is probably the way to get off off track. And so really kind of helping everybody stay focused, stay purposeful, be clear on the targets are still things that I think are Immutables in making changes. Christian Klepp  26:17 Yeah, absolutely, you know, and I have this conversation with marketers a lot like, I always highly encourage them, like, you know, have you sat have you sat in on sales calls back in the day, when I was starting out, I had to go out into the field with the sales people, right as an observer, so I’m just like the fly on the wall there, right, but listening to the way that they would present the company’s products and solutions to the prospect, how they would handle the objections and the concerns and whatnot of the of the of said prospect, and if there was an issue there. Okay, so how can we, how can we address that? Because it’s not always necessarily the salesperson’s fault, per se, right? And it’s, it’s that whole concept of, like, the way that we’re going to make this work is if we do it together, right? And having that good relationship, or having that close relationship with the sales people, I think, is a vital component of that, right? Because otherwise, like, like you said, it’s going to be, it’s going to be like, everything is in silos, and marketing is gonna, like, develop all these, these messages in isolation, and it’s not gonna work. Jordan Buning  27:26 Doesn’t say anything, you know, or whatever they might observe about the materials. But you’re right. I think if it’s more of a partnership and mutual education of the other I think there’s, there’s a lot more potential for for exponential outcomes as opposed to siloed solutions? Christian Klepp  27:43 Yep, absolutely. All right, I’m going to ask you two sets of questions here, and there’s plenty to unpack, so just take a deep breath, right? Because, um, this next question is about how small teams can leverage constraints to drive that clarity, that alignment and focused execution. So what are the steps that they need to take? What are some of those critical components that they need to throw into the mix? Jordan Buning  28:08 A few things that we’ve already talked about, but I think are worth repeating. You know, as far as key steps for small groups, I think ruthlessly defining who I think it can become much easier to start focusing on yourselves. And, you know, navel gazing, if you will. And so I think continuing to really think about, who is that ideal client? What do they need? What’s the problem we’re solving is really important. And that’s really the second one of clarify the core problem. You know, what urgent, high values thing are we really focused on, especially if the pressure is on right now, right who is it? What’s the context? How do we, how do we make sure that we’re really focused on them in terms of what we do, and then, what are the most important priorities that surround that? And again, I think really just making sure we narrow in, we don’t, we don’t dilute but, but we do focus. And so I think there is going to be even a necessary conversation that might say, hey, you know, we, we have an opportunity of, you know, this broad audience group, but who is our best and strongest environment, what are the best efforts that we can put forward towards helping them and supporting them? Then I said, Build one narrative platform. Not many campaigns. I think we’ve come out of a world at times where, hey, we do quarterly campaigns or whatever kind of a thing. And so, you know, we look, use it, use it like Kleenex, and kind of move to another one and another one. And I think in the era that we’re in, because of the diversity of tools, and therefore the types of interactions that people have, building more of a platform of, Hey, what is. This offering that we have, how does it align to the individual? What are the core individual messages that we have? It still gives you a lot of latitude for mixing some of those pillars and those messages together. I quite often will illustrate to clients that as we’re developing positioning and different pillars. I almost look at it like a soundboard in a recording studio where, hey, you’ve got all these knobs and buttons to push, and depending on the application and the moment of interaction and those kinds of things, we can turn up and turn down those core components and create a lot of different attributes and experiences around that whole thing, but there’s still the same core things. And so if anybody feels like, you know, as we narrow a little bit, that it’s going to get boring, I think it’s actually just the opposite. It creates a much richer experience, but it’s all much more coordinated as well. So I think that’s, I think that’s very much an opportunity, is make sure there’s a there’s a platform approach creates a lot more consistency, a lot more longevity, and therefore a lot more opportunity to stick over time with the audience that you’re trying to reach. And then, I think you know metrics, as we, as we continue to talk about metrics, make sure that we have a shared way to evaluate what we’re doing, and is it, is it working? And there’s, there’s a lot of different metrics that can go into that. And then I think it’s, you know, keep, keep the cycle tight. Once things are are in the marketplace, how do we continue to be able to circle back with regularity to say, What? What is this getting us? Is this doing the thing? And is it? Is it a thing we can reinvest in, or it is an adjustment that we can work our way through, but continuing to be able to do that in as close to real time as you can, so that that you’re working together, you know, you’d hate to kind of disappear for 90 days, show back up and then say, hey, look, it didn’t work, or vice versa. And I think it just allows, again, a much more team minded approach to being able to do this, or at least being able to share status and that kind of a thing, depending on what’s going on. Yeah. Christian Klepp  32:15 Yeah, absolutely. I mean, you know, especially as marketers, you never want to give people the impression that you’re that you’re running an art studio here, you know, you lock yourself up there for two weeks, and then I’m, you know, I’m working on my masterpiece. It’s not quite done yet, right? Yeah, it’s, it really needs, does need to be a two way street. Because, you know, you can attest to this. And I’ve, you know, I’ve gone through plenty of campaigns as well, where it almost becomes this, this weekly check in, sometimes, depending on the client, right? Sometimes it’s bi weekly, right? But okay, so this is how it’s going. This is, this is the progress so far. This is where we’re seeing some obstacles, and this is how we’re planning to address those, right? So, so it’s continuously evolving. It’s, it’s, I think you brought it up earlier. It’s an ecosystem. Yeah, yeah. Very much, very much. I agree, yeah. All right, so here comes the question of the hour. So with the reality of tight budgets and even tighter deadlines, marketing teams need to be more resourceful and agile. So this is one of those like, what would you do situations, right? So, Jordan, if you had a smaller marketing team and the senior management only gave you 90 days to deliver results, what would you do? So talk us through the process and what approach you would use, what initiatives you’d implement? Jordan Buning  33:37 Well, somewhat similar to our own process, we have something we call the DDM way, and in the first phase of that starts with listening and understanding. And so I had written down a phase for this that would be diagnose and focus in a situation like this. Again, I think this goes slow to go fast, mindset where you can kind of identify the best path, analyze the pipeline and have those conversations and get aligned with sales. I think those are the core components that have to be there. Or I think you’re going to continue to be battling the execution side of things down the road. And so I think phase one is very foundational, of really diagnose focus. Phase two, I said, activate, you know, your focus revenue engine. So precision, precision over scale, I think, is really the thing that you’ve heard me say a number of times is, you know, who are we targeting? Is it almost account based, focused or something similar? You know, what strengthen our conversion assets? We’ve been talking a little bit about that in terms of, what are those best tools? Are they case studies? Are they white papers? Are they various other sheets that need to get created, then building that platform, you know, and again, it may get executed as a campaign still, but you know, your platform has has more of a longer life. To it, and then optimize the channels that you’re using and really making sure you’re doing all the right things that are there. And then, I think, once you’ve got it in the market, the last phase of this whole thing is double down and then optimize or amplify at that point. So we’re big believers in terms of setting up some some things that you can see regular metrics and performance on. And then we usually will talk with our clients as well about, hey, what are the things we need to talk about if we’re going to make a change? And what are the things you should be expecting us just to go ahead and make adjustments on the fly that are supportive. And usually, if there are shifts in terms of approach or message or something we need to talk if it’s hey, let’s, let’s move our mixture of maybe a media placement or something like that within the budget we already have. Those are things they might expect us to go after and really make sure, you know, we’re keeping this thing optimized. And sometimes I respectfully describe our resources on the on the media side, is it’s almost like day traders. The tools are there. We should be paying attention on a regular basis, looking at performance and then optimizing for them, when and where we can along the way. And that’s the beauty of some of the digital tools that are out there. There’s, there’s always risks in over adjusting or or over manipulating, but I think there’s very much an opportunity for us to stay very up on on how everything is performing. Christian Klepp  36:31 Fantastic, fantastic. So, all right, so we’ve got we’ve got the clarity, we’ve got the alignment, we’ve got the understanding of the target audience, and there and the buyer’s journey. And now you’ve laid out your plan for the 90 days, and now the board is going to say, well, you know, that’s all well and good, Jordan, but we need to see the ROI, right? What are we? What are we spending money on here? And I’m sure you’ve had that conversation before, because I’ve certainly have. And then what? So what I’m getting at here is like, what kind of metrics should these marketing teams be paying attention to to prove that whatever it is they’re implementing is working? Jordan Buning  37:14 Yeah, I think you know, the things that probably made this conversation happen in the first place are probably the first metrics you got to have. So it’s probably has something to do with revenue, and probably secondly, has to do with how quality they think the pipeline is filled with opportunities. And so I think you know, your initial metrics that would say this is working or not working, really have to start there. And and it may be two or three steps removed from some of the, you know, inside marketing measurements that that might be there, but at the end of the day, that’s what will kind of matter to them. And so what is, you know, the pipeline contribution looking like? What kind of opportunity creation rate is happening, revenue, influence, those, those kinds of things, I think are components that that matter when we talk about revenue and pipeline is, are we actually contributing to the financial success of the organization? Then you can start dropping down and get closer and closer into some of your more specialty focused areas and that kind of a thing. I think then you get into stage, convergence leads to opportunities. Opportunities to proposals. Proposals closed one. I think, you know, those, those are very traditional funnels, and those are great, great things to have. I think those, those ladder up to some of the other things that we previously talked about, sales cycle length, maybe another one, win rates. Those are all really great things between sales and marketing to be able to say these things are starting to actually work. And then you get into things like efficiency rates and those kinds of things. Now you’re getting into probably platform specific performances, cost per opportunities, cost per clicks, cost, you know, so on and so forth. You’re probably getting into more marketing specific measurements. You could get all the way over to the brand side and start talking about, you know, messaging and market signals that you’re creating as well. Those are probably inside in your world. And there may be some ahas that you can really push, push back up to say, hey, giving you some forecasting here. Here’s what’s happening. People are starting to respond in this way to these particular messages. This is something that should be on our watch list, because it could be an opportunity. It could be a threat, you know, and a way it goes there as well. So it’s, it’s, it’s important to probably keep those things connected. But I think we have a tendency, and I know it’s we’ve been as guilty as anybody somewhere in our past, where you start from the bottom and you work your way up, and so you dazzle them with SEO (Search Engine Optimization) information and search statistics and social media information, and you have some. Be probably drumming their fingers across the table, kind of going, we’re bleeding money, or whatever the story could be, this isn’t meeting the conversation that we need to have. And so I think we need to start and meet them, and then be able to work our way down. And I think then, then the marketing connectivity, also, one of the things you and I talked about at the beginning will start to come back to them like, Oh, these guys understand what we’re motivated to do, and they’re now starting to contribute to the solutions that we’re trying to accomplish here. We’re on to something now. We’re a team. We’re not We’re not adversaries, trying to trying to find out who’s responsible for success or lack of so. Christian Klepp  40:42 Absolutely, absolutely, and yeah, like you said, it boils down to, like, revenue and pipeline contribution, right? Like, yeah, everything else after that is probably secondary. Jordan Buning  40:56 Well and again, we love to kind of show people some really neat things, but it’s, it’s kind of like, you know, if you just told me about barometric pressure, as opposed to, is it going to be stormy or is it going to be sunny today? It’s like, you know, you you need something that you can do something with, and I think you have to look at that leadership group with that in mind from a marketing standpoint. Christian Klepp  41:18 So that’s it. Okay, here comes the soapbox question. So a status quo in your area of expertise that you passionately disagree with, and why? Jordan Buning  41:32 Yeah, there’s, there was a couple different thoughts that were coming through my mind. And I think you know this idea that marketing exists just to, just to facilitate leads for a couple of different reasons. I think, I think it’s a means to an end that I think is, is a little limiting. It confuses the activity with the impact a little bit more. I think, you know, that’s that’s an element of something that, again, I’ll use the magic word of ecosystem. It’s a contributing ingredient, as opposed to something that’s done in isolation. And so, you know, certainly kind of wrestle with that a little bit more. I think the more we talk about it just being a responsibility to generate leads, the more we don’t leave room for the things that we know are critical ingredients, like brand you know, like the experience of working with the organization and or using the product. Those kinds of things could could really derail if all we have is all we want to do is acquire. That’s your only job. And you know, I think there’s a lot of organizations that are starting to realize we do a lot of work in healthcare. So that’s an example close to my mind where, you know, you can do a lot of work acquiring, but if we don’t do a great job of great giving them a great experience, even down to billing, especially in healthcare world, there, there is, there is, just, as you know, greater likelihood we’re going to need twice as many leads and opportunities if we keep losing them on the back end. And so I think marketing plays a more and more significant role in a number of fronts in terms of creating those experiences so that the not just the buyer’s journey, but the customer experience are accounted for in those things. And so it’s, I think it’s, it’s a it’s a good thing. We need to be responsible for that role. Certainly, if we don’t grow, there’s, there’s consequences. So we want to contribute to generating leads and generating new business. But I think it we need to be, hey, is marketing accounted for in a lot of the different components of of our organization? I think that’s a that’s a much more holistic mindset that organizations are doing more and more, you know, to their credit, yeah. So certainly don’t need to pick on them or anything like that. I think, I think the world is evolving just as much as the marketing discipline itself is absolutely, Christian Klepp  44:03 I mean, it’s, it’s very multifaceted, right? Like in, in every, in every aspect, right? So it’s, it’s, it’s, yeah, perhaps a certain part of it is lead jump, but there’s so much more than that. Jordan Buning  44:16 Yeah, I agree. There’s so many things, definitely you could, could label in there. But I think that’s, that’s probably the one is, is to be a more active participant in in everything the organization is doing is should be expected as much as they should be included. Christian Klepp  44:34 Absolutely, absolutely, and also just to build on what you build on what you said, especially ever since I started out my career in marketing, it’s to get people, and this is part of the reason why I started the show. It’s to get people to understand people in a non marketing role, to understand that marketing does have a strategic role, right? And just because perhaps they don’t understand. And that right now, that doesn’t mean it should be ignored. Jordan Buning  45:04 Totally agree. Christian Klepp  45:07 Jordan, this has been a great conversation. Thank you so much for your time and for sharing your expertise and experience with the listeners. Please, quick introduction to yourself and how folks out there can get in touch with you. Jordan Buning  45:16 Sure. I’m Jordan Buning from DDM Marketing and Communications. Officially, I’m considered the visionary of the organization, if you know EOS, but also involved very heavily on sales and strategy with a lot of our clients. You can reach DDM at teamddm.com or my email address is jordanb@teamddm.com. Christian Klepp  45:39 Fantastic, fantastic. And we’ll be sure to drop all that information in the show notes when the episode comes up. Sounds great once again. Jordan, thanks so much for your time. Take care, stay safe and talk to you soon. Jordan Buning  45:54 Thank you. Appreciate it. Christian Klepp  45:54 All right. Thanks. Bye for now.

Randy didn't expect to ever sit through an entire conference session, but Elliott Bastien Morin's "narrative archeology" workshop changed that pattern. What started as curiosity about excavating stories became a months-long collaboration that transformed Randy's keynote from five scattered narratives into a single arc that earned a standing ovation, and plenty of Kleenex. On Episode 254 of The Unique CPA, Elliott, the co-founder of 3Motion, explains how he's spent 15 years interviewing thousands of people to uncover authentic stories, and that he treats storytelling like an archeological dig: finding fragments, piecing them together, and polishing them until they captivate. For accountants who've always worked for their clients instead of on their selves and their stories, this framework offers something urgent, and as AI handles more compliance work, the human connection becomes the differentiating factor. The profession is moving from reporting to interpretation, and that shift demands something accountants haven't always prioritized: a cohesive story that unites teams and resonates with clients in an oversaturated world. Get the full show notes and more resources at RandyCrabtree.com

Christopher & Jobst im Gespräch mit Hollow Skai. Wir reden über Daily Terror, Lesungen zum Buch, sich an Prosa versuchen, der Mainstream hat sich so ergeben, lieber Gala als Stern beim Zahnarzt lesen, der Widerspruch von Punk & Coffee Table Books, im Arbeiterkampf über faschistische Punks gelesen haben, Vibrators in der UJZ Glocksee, fast Hans-a-Plast-Sänger geworden sein, die hannoversche Alternativ-Presse, selbst was machen stundenlang mit anderen diskutieren zu müssen, freiwillig bei der Leibstandarte melden, Jane & Scorpions, der 5-Uhr-Club, Live-Aufnahmen vom Vietnam-Krieg in der Tagesschau, schon immer Sponti, mit allen gut klar kommen, Michael Schenkers Fußball-Künste, bizarre Privatparties mit Musik, es gab auch auf die Fresse, Liliput & Kleenex, ganz entscheidend war die Korn, das Zeit verging schneller, die Schlattersche Krankheit, der Schneeball-Vertrieb, 100 Platten mit Katzenmusik auf Zick Zack Records, "Liebe im Funkhaus" von Mythen in Tüten, freier Mitarbeit bei der HAZ, Dinner mit Roland Gift von den Fine Young Cannibals, die Manchester Rave Szene, mit Marlene Jaschke verheiratet, Panzerkreuzer Rotkäppchen & Techno Treuhand, Fotos am Ortschild von Portishead, gern öfter mit Conny Lesch zusammenarbeiten, der Soßenfleck auf Joschka Fischers Krawatte, Hüsker Dü in Hannover, Deutscher Meister im FKK-Tischtennis, Christophers Tischtennis-Erlebnisse in Nord-Korea, die vierte Staffel von Lincoln Lawyer, "Schaut, wie wir tanzen" von Leila Slimani, Leonardo Padura, das letzte Solo-Album von Rio Reiser, Stone Roses auf Spike Island, uvm.Drei Songs für die Playlist:1) Ein Lieblingslied vom 15-jährigen Hollow: JANE - Hang on to your dreams2) Der beste No Fun Records-Song ever: HANS-A-PLAST - Es brennt3) Ein aktueller Song, den Hollow richtig gut findet: BADCHIEFF x MIKKA x SIRA - Gut aus

The CPG Guys are joined in this episode by Particia Corsi, Chief Growth Officer & Craig Slavtcheff, Chief R&D Officer at Kimberly-Clark, manufacturer of trusted brands that are an indispensable part of life for people in more than 175 countries and territories. The portfolio of brands, including Huggies, Kleenex, Scott, Kotex, Cottonelle, Poise, Depend, Andrex, Pull-Ups, Goodnites, Intimus, Plenitud, Sweety, Softex, Viva and WypAll, hold No. 1 or No. 2 share positions in approximately 70 countries. Our company's purpose is to deliver Better Care for a Better World. Follow Patricia on LinkedIn at: https://www.linkedin.com/in/patriciacorsi/Follow Craig on LinkedIn at: https://www.linkedin.com/in/craig-stephen-slavtcheff-7115455/Follow Kimberly-Clark online at: https://www.kimberly-clark.com/en-us/They answer these questions;Under the 'Powering Care' strategy, you talk about the need to 'out-innovate, out-market, and out-activate' together. Practically speaking, how have you re-wired your teams to work in lockstep? Does R&D sit in on the creative briefings now?How do you engineer that kind of premium performance into a value-tier product without breaking the margin structure? That seems like an R&D magic trick.Can you give us an example of a product that worked in one market that you rapidly adapted and deployed to another? How are you customizing for local needs without losing the efficiency of a global chassis?How do you balance the functional 'science' that Craig's team builds with the 'brand love' you need to build? Can you talk about the creative strategy behind your recent Cannes wins and how that translates to actual market share gains?How is Kimberly-Clark 'breaking through the noise' right now? Is it about being more provocative with the creative, or is it about being more precise with the targeting?You've just wrapped year two of the 'Powering Care' transformation—the largest in the company's 154-year history. And now, you have the Kenvue deal on the horizon later this year. When you look at the combined potential of these portfolios, how does your mission to 'raise the standard of care' evolve? What does the next 12 months look like for your respective organizations?Craig, talk to us about one favorite innovation you've launched in the last year & one consumer trend that is keeping you up at night?What is the one thing you want the retail partners listening to this to know about Kimberly-Clark's plans for 2026?CPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comSheCOMMERCE Website: https://shecommercepodcast.com/Rhea Raj's Website: http://rhearaj.comLara Raj in Katseye: https://www.katseye.world/DISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does not constitute an endorsement or recommendation by CPGGUYS, LLC. The views expressed by guests are their ownCPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

Dr. Laura Scherck Wittkoff welcomes Ann Medlock and John Graham, the founders and leaders of the Giraffe Heroes Project—an organization that has spent over 40 years celebrating ordinary people who "stick their necks out" for the common good. From their serendipitous Superman movie meet-cute to building a global movement around courage, compassion, and community, Ann and John share how storytelling became their most powerful tool for inspiring action and creating change. Key Topics Discussed The Power of Storytelling Over Preaching - John's evolution: realizing that 10,000 years of human history—from Neanderthals to troubadours—proves that **stories inspire action** in ways speeches cannot - How storytelling bypasses the mind's objections and goes straight to the heart - The role of narrative in communicating core values and inspiring heroism Redefining Courage - Courage isn't gender-specific—it's something we all possess - Ann's bold stance: firing an advisor who claimed courage was a "man's issue" - John's journey: recognizing that emotional and spiritual courage are as powerful as physical bravery - Why physical courage (climbing mountains, dodging bullets) was easier than the emotional courage required for real change The Giraffe Heroes Project: Mission & Impact - Founded in 1981 by Ann Medlock as an antidote to violence and trivia in media - Nearly 2,000 giraffes honored across 30+ fields and 16+ countries - Seven overseas affiliates extending impact globally - Civil disobedience (à la Gandhi and MLK) is celebrated; actions must benefit significant numbers of people Collaboration Over Competition - The Giraffe Heroes school program is built on collaboration, not competition - Free, digital-accessible curriculum for teachers worldwide - The program transforms classrooms: creating "communities of learners" instead of isolated, competing students - The powerful bicycle story: a student's classmates cheer when he masters riding a two-wheel bike—something that wouldn't have happened before the program Education & Youth Empowerment - Over 2,000 classroom downloads; approximately 375,000 children reached through print materials - Materials available free at Giraffe.org/teachers (email sign-up only) - The US Navy uses the program in overseas schools - Cartoon characters "Stanley" (Stand Tall) and "Beatrice" (Be Tall)—giraffe twins—tell stories to 3-year-olds about bravery and caring - Grandpa and Grandma tell different versions to reach multiple learning styles - Teachers report that kids shift from isolated to connected when exposed to the program The Ripple Effect of Recognition - Many heroes don't see themselves as heroic and are reluctant to share their stories - Telling giraffe stories inspires not just the public, but the giraffes themselves - Real example: a small-town barber doing community work thinks no one is watching—until the story is told and volunteers and support arrive - Some giraffes report they considered quitting but were re-energized by hearing their own story shared Overcoming Barriers - **Funding:** The biggest ongoing challenge. Some funders prefer direct interventions (saving redwoods, backing candidates) over storytelling - Early federal grants supported classroom curriculum development (over $1M across 10 years) - Money and mindset: convincing people that purpose-driven storytelling is as important as tactical giving - The "lightweight" perception: early critics dismissed storytelling as trivial until results were undeniable The Love Story Within the Hero Story - Ann and John met at a writer's group in New York, 1981-1982 - Ann invited John to see the original Superman movie (somewhat reluctantly) - Their three-day courtship led to a 44+ year partnership - John initially thought the giraffe concept was "lightweight" but came to see Ann as a "troubadour for our times" - Wedding entry music: Superman theme - John writes the bylaws; Ann does the creative, bold work—"it works out well" Aging, Purpose, and Public Health - Doing good has measurable health benefits, especially for aging populations - Purpose-driven service is a form of preventive medicine - Ann is 92 years old and "not quitting"; John is 83 and still creating TikToks and short-form videos - Stories of older heroes: a woman in her 80s smuggling pharmaceuticals to Central American revolutionaries, organizing environmentalists and tribes in the Pacific Northwest - The Swiss watch metaphor: a life without purpose is like a watch with no hands—what's the point? Adapting & Staying Relevant - Evolution from LPs (33s) shipped to radio stations → print materials → digital access - Now on TikTok, Instagram, YouTube Shorts, and other social platforms - Constantly reinventing tactics and strategies while staying true to the 1981 mission - Not falling behind culturally is essential to remaining impactful The Dream: "Giraffe" as a Verb - Ann's top wish: for "giraffe" to become a verb—"Let's giraffe this!" - Similar to how "Google" and "Kleenex" became verbs - A measure of cultural penetration and lasting impact Global Scale, Tiny Budget - Working on less than $100K annually - "Tiny but mighty" organization with genuinely global impact - Known from North America to Singapore - Seven overseas affiliates amplifying reach Inspiration from Other Heroes - Ann draws inspiration from Nelson Mandela's autobiographies and insightful life stories - John's personal mantra: Robert Frost's "Two roads diverged in a yellow wood / I took the one less traveled by / And that's all the difference" - Ann's personal song: "Whatever Lola Wants" from Damn Yankees—she's created something from nothing and keeps iterating **Website:** Giraffe.org - **Teacher Materials:** Giraffe.org/teachers (free, digital, email sign-up) - **Contact:** Laura at Small and Gutsy (laura@smallandgutsy.org) - **Social Media:** Giraffe Heroes on TikTok, Instagram, YouTube Shorts **Ann Medlock** is a freelance editor, publicist, and writer who founded the Giraffe Heroes Project in 1981. She was named an Education Innovator by the National Education Association and received the Caring Institute's Caring Award. At 92 years old, she continues to lead the organization and develop new materials. **John Graham** is the Executive Director of Giraffe Heroes. A former US Foreign Service officer, he has worked on peace initiatives across Africa, Asia, and the Middle East. He has climbed Denali's north wall, hitchhiked around the world, and worked as a war correspondent. He and Ann have been partners for 44 years.

Jeffrey Epstein relied heavily on his longtime pilot, Larry Visoski, to handle a range of logistical tasks that went far beyond simply flying his planes. According to court testimony and investigative reporting, Visoski purchased surveillance equipment at Epstein's direction, including hidden cameras that were allegedly concealed inside everyday objects such as Kleenex boxes. The intent, as described in multiple civil proceedings tied to Epstein's trafficking operation, was to quietly record activity inside his properties without alerting guests. These devices were reportedly placed in bedrooms and other private areas within residences like his Manhattan townhouse and Palm Beach estate, reinforcing long-standing allegations that Epstein used surveillance as leverage. The suggestion has been that Epstein treated information as currency—gathering compromising material on powerful visitors who passed through his homes. While Visoski has maintained that he was following orders and was unaware of criminal intent, his role in procuring equipment has drawn scrutiny as part of the broader enterprise. The existence of hidden recording devices has been cited by victims' attorneys as evidence of a calculated, systematic operation rather than impulsive misconduct. It feeds into the larger portrait of Epstein as someone obsessed with control, secrecy, and insurance against exposure.The Kleenex-box concealment detail is particularly disturbing because it illustrates the deliberate effort to disguise surveillance in objects no one would question. This aligns with broader allegations that Epstein wired his properties with cameras positioned to capture intimate encounters. Survivors and investigators have long argued that Epstein's power stemmed not just from wealth, but from the potential kompromat he could hold over influential figures. Although definitive proof of how any recordings were used remains limited in the public record, the pattern of hidden monitoring has become a recurring theme in lawsuits and depositions tied to his estate. Visoski himself was granted immunity in exchange for cooperation during certain proceedings, underscoring how deeply embedded staff members were in Epstein's day-to-day operations. Ultimately, the surveillance allegations contribute to the image of Epstein not merely as a trafficker, but as an operator who understood the strategic value of secrets. The hidden cameras in Kleenex boxes symbolize the covert infrastructure that many believe underpinned his ability to maintain influence for so long.to contact me:bobbycapucci@protonmail.comsource:Epstein directed aide to obtain hidden video cameras | The Seattle Times

Jeffrey Epstein relied heavily on his longtime pilot, Larry Visoski, to handle a range of logistical tasks that went far beyond simply flying his planes. According to court testimony and investigative reporting, Visoski purchased surveillance equipment at Epstein's direction, including hidden cameras that were allegedly concealed inside everyday objects such as Kleenex boxes. The intent, as described in multiple civil proceedings tied to Epstein's trafficking operation, was to quietly record activity inside his properties without alerting guests. These devices were reportedly placed in bedrooms and other private areas within residences like his Manhattan townhouse and Palm Beach estate, reinforcing long-standing allegations that Epstein used surveillance as leverage. The suggestion has been that Epstein treated information as currency—gathering compromising material on powerful visitors who passed through his homes. While Visoski has maintained that he was following orders and was unaware of criminal intent, his role in procuring equipment has drawn scrutiny as part of the broader enterprise. The existence of hidden recording devices has been cited by victims' attorneys as evidence of a calculated, systematic operation rather than impulsive misconduct. It feeds into the larger portrait of Epstein as someone obsessed with control, secrecy, and insurance against exposure.The Kleenex-box concealment detail is particularly disturbing because it illustrates the deliberate effort to disguise surveillance in objects no one would question. This aligns with broader allegations that Epstein wired his properties with cameras positioned to capture intimate encounters. Survivors and investigators have long argued that Epstein's power stemmed not just from wealth, but from the potential kompromat he could hold over influential figures. Although definitive proof of how any recordings were used remains limited in the public record, the pattern of hidden monitoring has become a recurring theme in lawsuits and depositions tied to his estate. Visoski himself was granted immunity in exchange for cooperation during certain proceedings, underscoring how deeply embedded staff members were in Epstein's day-to-day operations. Ultimately, the surveillance allegations contribute to the image of Epstein not merely as a trafficker, but as an operator who understood the strategic value of secrets. The hidden cameras in Kleenex boxes symbolize the covert infrastructure that many believe underpinned his ability to maintain influence for so long.to contact me:bobbycapucci@protonmail.comsource:Epstein directed aide to obtain hidden video cameras | The Seattle TimesBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.

Jeffrey Epstein relied heavily on his longtime pilot, Larry Visoski, to handle a range of logistical tasks that went far beyond simply flying his planes. According to court testimony and investigative reporting, Visoski purchased surveillance equipment at Epstein's direction, including hidden cameras that were allegedly concealed inside everyday objects such as Kleenex boxes. The intent, as described in multiple civil proceedings tied to Epstein's trafficking operation, was to quietly record activity inside his properties without alerting guests. These devices were reportedly placed in bedrooms and other private areas within residences like his Manhattan townhouse and Palm Beach estate, reinforcing long-standing allegations that Epstein used surveillance as leverage. The suggestion has been that Epstein treated information as currency—gathering compromising material on powerful visitors who passed through his homes. While Visoski has maintained that he was following orders and was unaware of criminal intent, his role in procuring equipment has drawn scrutiny as part of the broader enterprise. The existence of hidden recording devices has been cited by victims' attorneys as evidence of a calculated, systematic operation rather than impulsive misconduct. It feeds into the larger portrait of Epstein as someone obsessed with control, secrecy, and insurance against exposure.The Kleenex-box concealment detail is particularly disturbing because it illustrates the deliberate effort to disguise surveillance in objects no one would question. This aligns with broader allegations that Epstein wired his properties with cameras positioned to capture intimate encounters. Survivors and investigators have long argued that Epstein's power stemmed not just from wealth, but from the potential kompromat he could hold over influential figures. Although definitive proof of how any recordings were used remains limited in the public record, the pattern of hidden monitoring has become a recurring theme in lawsuits and depositions tied to his estate. Visoski himself was granted immunity in exchange for cooperation during certain proceedings, underscoring how deeply embedded staff members were in Epstein's day-to-day operations. Ultimately, the surveillance allegations contribute to the image of Epstein not merely as a trafficker, but as an operator who understood the strategic value of secrets. The hidden cameras in Kleenex boxes symbolize the covert infrastructure that many believe underpinned his ability to maintain influence for so long.to contact me:bobbycapucci@protonmail.comsource:Epstein directed aide to obtain hidden video cameras | The Seattle TimesBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

This episode is sponsored by Your360 AI. Get 10% off through January 2026 at ⁠Your360.ai⁠ with code: INSIDE. On this week's AI Inside, Jeff Jarvis and Jason Howell test Google's new Gemini-powered Auto-Browse Chrome agents, wonder whether Yahoo Scout really matters, question Apple's Gemini-fueled Siri revamp and rumored AI pin, and explore Mozilla's “rebel alliance” bet on open-source AI. Note: Time codes subject to change depending on dynamic ad insertion by the distributor. CHAPTERS: 00:00 - Podcast begins 0:04:30 - Chrome takes on AI browsers with tighter Gemini integration, agentic features for autonomous tasks 0:26:42 - Yahoo Scout looks like a more web-friendly take on AI search 0:38:31 - Apple to Revamp Siri as a Built-In iPhone, Mac Chatbot to Fend Off OpenAI 0:42:59 - Not to be outdone by OpenAI, Apple is reportedly developing an AI wearable 0:47:10 - Mozilla is building an AI ‘rebel alliance' to take on industry heavyweights OpenAI, Anthropic 0:56:14 - Google DeepMind launches AI tool to help identify genetic drivers of disease 0:59:05 - The EU tells Google to give external AI assistants the same access to Android as Gemini has 1:01:07 - Shopify Merchants to Pay 4% Fee on ChatGPT Checkout Sales 1:02:23 - Microsoft announces powerful new chip for AI inference 1:03:50 - EU launches formal investigation of xAI over Grok's sexualized deepfakes Learn more about your ad choices. Visit megaphone.fm/adchoices

¿Te imaginas un Lada, ese coche anticuado, cuadradote y humilde que todos asociamos con la austeridad soviética, adelantando a un BMW o un Mercedes a casi 200 kilómetros por hora en las calles de Moscú? No es el inicio de una novela de ciencia ficción, ni una exageración. Existió de verdad. Hoy vamos a viajar en el tiempo y en el espacio. Cruzamos el llamado “Telón de Acero” para aterrizar en esa época terrible, pero fascinante, de la Guerra Fría, donde nada era lo que parecía. Vamos a destapar uno de los secretos mejor guardados de la antigua URSS: los "Ladas rotativos" de la KGB. Auténticos lobos con piel de cordero diseñados con un único propósito: cazar espías. El contexto: Un vacío en el parque móvil soviético Cuando pensamos en los coches de la Unión Soviética, la imagen se divide en dos extremos. Por un lado, las inmensas limusinas blindadas de los líderes del Partido, los ZIL y los Chaika, dinosaurios de acero reservados para la élite política. Por otro lado, los coches del pueblo: el Zhiguli (nuestro querido Lada), el Moskvitch o el Trabant; vehículos duros, sencillos y fáciles de reparar, pero desesperadamente lentos. Pero existía un problema operativo grave. ¿Qué coche podía usar el KGB para perseguir a un diplomático estadounidense que huía en un potente coche occidental? ¿Cómo podía la Militsiya interceptar a criminales en vehículos de contrabando mucho más rápidos? No podían usar limusinas oficiales porque llamaban la atención, ni los Lada estándar porque no les alcanzaban. La respuesta a este dilema fue clasificada como secreto de estado y tenía nombre de ingeniería alemana: el motor rotativo Wankel. El nacimiento del Proyecto "Arkan" y el SKB RPD Corría el año 1974. Mientras en Occidente marcas como NSU o Citroën abandonaban el motor rotativo por sus problemas de fiabilidad y alto consumo, en la ciudad de Tolyatti, a orillas del Volga, la URSS decidió ir a contracorriente. Se creó una división ultra secreta dentro de la fábrica de AvtoVAZ llamada SKB RPD ("Oficina Especial de Diseño de Motores de Pistón Rotativo"). Al frente pusieron a Boris Pospelov con una misión clara: crear un motor que cupiera en el vano de un Lada estándar, pero que triplicara su potencia. No buscaban eficiencia, suavidad ni ecología. Buscaban potencia bruta para crear lo que en inteligencia se llama un "Q Car" o "Sleeper": un coche invisible por fuera, pero una bestia por dentro. Sin licencias oficiales, recurrieron a la "ingeniería inversa", desmontando motores Mazda y NSU para copiar y adaptar la tecnología. La evolución de los Lada de la KGB. La historia de estos vehículos pasó por varias fases de ensayo y error hasta convertirse en leyenda: VAZ-21018 (1978): El falso comienzo. El primer intento se basó en el legendario "Kopeyka" (el Fiat 124 ruso). Instalaron un motor de un solo rotor (VAZ-311) de 70 CV. Se fabricaron 50 unidades y fue un desastre absoluto. Los sellos de los vértices (apex seals) se desgastaban en días. De esas 50 unidades, 49 rompieron el motor en menos de un mes y tuvieron que ser reequipadas con motores convencionales. VAZ-21019 "Arkan" (1982): El coche de los espías. Aprendiendo del fracaso, dieron el salto al doble rotor con el motor VAZ-411. Este es el verdadero mito. Por fuera era idéntico a cualquier Lada beige o azul pálido, con sus llantas de acero y parachoques cromados. Pero bajo el capó escondía entre 120 y 130 CV. Estamos hablando de la potencia de un Porsche 924 o un Golf GTI de la época, pero en un chasis de los años 60 con frenos de tambor y dirección de piedra. Alcanzaba los 180 km/h y hacía el 0-100 en 9 segundos. Para mantener el secreto, los ingenieros incluso diseñaron escapes restrictivos que "ahogaban" el sonido de turbina típico del rotativo para que, al ralentí, sonara como un viejo motor de pistones. VAZ-21059 y 21079: La era cuadrada. Con la llegada de los Lada "Riva" o "Nova" a mediados de los 80, el KGB actualizó la flota. El motor evolucionó al VAZ-413, rozando los 140 CV. Estos coches, usados también por la policía de tráfico (GAI), tenían una peculiaridad: llevaban dos depósitos de combustible. El consumo era tan disparatado (20-25 litros a los 100 km en persecución) que necesitaban esa reserva extra. Además, eran motores "Kleenex": su vida útil era de apenas 40.000 km. No se reparaban; se tiraban y se ponía uno nuevo. VAZ-2108-91 Samara: El misil final. Ya a finales de la era soviética y con la ayuda de Porsche en el diseño del chasis, nació el Samara rotativo. Con el motor VAZ-415 (más refinado y ligero), este tracción delantera aceleraba de 0 a 100 en 8 segundos y superaba los 200 km/h, humillando a la mayoría de deportivos europeos de su clase. Curiosidades técnicas de una ingeniería extrema: -Arranque ártico. -Lubricación suicida. -Experimentos locos.

Who actually decides when a nickname sticks, the brand or the people using it? Think about how Kleenex, Band-Aid, and Coke became everyday words… or how PBR, Jäger, and FedEx turned into shorthand without anyone asking permission. So why do some nicknames catch fire while others die on the vine? Is it repetition, authority, timing, or dumb luck? Henry Young, the founder and CEO of Avari Research, joins Ian Hoch to talk about the phenomenon.

When your year’s earnings are stolen and you need a quick way to make some cash on the cheap, you invent chocolate chip cookies. Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not-so-secret techniques that took famous businesses from mom-and-pop to major brands. Stephen Semple is a marketing consultant, story collector and storyteller. I’m Steven’s sidekick and business partner, Dave Young. Before we get into today’s episode, a word from our sponsor, which is, well, it’s us, but we’re highlighting ads we’ve written and produced for our clients. So here’s one of those. [North Texas Gutters Ad] Dave Young: Welcome to the Empire Builders Podcast. Dave Young here, along with Stephen Semple. Gosh, Stephen just keeps coming up with topics that are just so near and dear to my heart, and I think I might know the essence of this. Is it an empire? We’re going to talk about the birth of the chocolate chip cookie. Stephen Semple: Sure, but what’s the empire? There’s a lot sold? Dave Young: There’s a lot of… Boy, if you would have invested in chocolate chip cookies back in the day, think how much you’d have today. I’m guessing this has to do with Toll House- Stephen Semple: Yes. Dave Young: … and the inn… Was it an inn or a woman’s name? Stephen Semple: Yes. Inn. Dave Young: It was an inn. They’ve told the story I think on the bags or something. Anyway, have at it. I’m all in on chocolate chip cookies. Stephen Semple: So it’s the late 1920s and cookies have actually emerged as a business. The National Biscuit Company, Nabisco- Dave Young: 1920s. Stephen Semple: … yeah, has been a top seller for the last 20 years with their Oreo, mainly bought in stores, not made at home. Basically, to really understand the birth, we’ve got to go back to Whitman, Massachusetts, to Ruth Wakefield, who taught Home Ec, and she was also college-educated and she was interested in cooking. Ruth, her husband Ken, quit their job, invest their life savings into converting a 19th-century old home into a restaurant. They want to create a restaurant of their dreams, has these seven tables, doing traditional New England food, even has a kid’s menu with a dessert menu, but by the time they open the doors, it’s 1930. They’ve invested two years in doing this. Dave Young: Oh, no. And? Stephen Semple: And they’re down to their last few dollars. Now, they had picked a location with lots of traffic. They had picked a location that was basically where wealthy people traveled from Boston to Cape Cod and went through this area. They called the restaurant the Toll House. Now, because it was located on an old toll road, it was not the toll building, but it was located on an old toll road. Dave Young: Sure. Stephen Semple: Things started slow, but word got out and it started to get busy and they were known for their desserts, including the simplest. They did this butter pecan cookie that came with ice cream. Soon, customers are requesting the cookie without the ice cream. So they add cookies, they add these cookies as a standalone dessert. It’s 1935. It’s Labor Day. It’s the end of season. They’ve got lots of cash. They’ve done really well, and they are robbed. Dave Young: Oh, no. Stephen Semple: All their money is gone. They’re now at this crisis point because they’re the end of the season- Dave Young: Were they keeping all their money in a cookie jar? Stephen Semple: Perhaps. Basically, it’s the end of the season, they have no money, and they need to make something that is affordable, but it won’t cost much to make so they can create cash. They start with the butter pecan cookie, but then, she has this idea of a chocolate cookie. Dave Young: Yeah, pecans are expensive. Stephen Semple: Right, right. So Ruth says, “Okay, here’s what I’m going to do. I’m going to take a baker’s chocolate bar. I’m going to cut it up and add it to this cookie.” That was the idea. Now, they’re made out of baker’s chocolate, which is unsweetened, and it didn’t work out so well, and so they then started taking a Nestle semi-sweet bar and they took basically an ice pick to that and chip it away and let small pieces into it, which then created this sweetness without it being overly sweet. Dave Young: Yeah, because you’ve got the sweetness of the sugar and the dough and all of that working for you, too. Stephen Semple: Yeah, and they called them chocolate crunch cookies. Dave Young: Chocolate crunch cookies. Stephen Semple: Because remember it was the pecan. They were still a pecan with the chocolate chips. Dave Young: Oh, okay. Stephen Semple: And people started asking for the recipe. In fact, Boston Globe newspaper published the recipe and the recipe went crazy. Now- Dave Young: Sure. Stephen Semple: … enter Edouard Muller, who’s the Nestle CEO, and he’s in the US office. Sales are down 60% because war breaks out in Europe, not down in the US, but he wants to break into the US market because the US market is small for them at that point. He sees this sales spike in the Northeast. He’s like, “There’s this 500% increase in sales around Whitman, Massachusetts area.” Dave Young: Of Nestle chocolate. Stephen Semple: Right. He’s like, “What’s going on with that?” So he approaches them about buying the rights for the recipe. Dave Young: Okay. Didn’t know you could do that, but sure. Stephen Semple: Well, and in many ways, one could argue it was published by the newspaper, so it was in public domain, but he approaches them and he says, “Look, I want the rights to this recipe.” They pay her a dollar for it, plus hire her as a consultant, publish the recipe on the package and share the name of the restaurant so it also promotes the restaurant. That’s the deal they cut. Dave Young: Toll House. Yeah. Okay. Stephen Semple: Nestle changes how their bar is made, making it easier to cut up, and they rebrand and sales drop. Dave Young: Sales dropped? Stephen Semple: Yeah. Because what they find is the texture’s all wrong, people can’t break it along the lines of the bar and all this other stuff. So they have this crazy idea: why not just sell the broken pieces? Dave Young: Sure. Stephen Semple: And they start off calling them Nestle Toll House Morsels. Dave Young: Yeah, brilliant. Stephen Semple: The other thing he does is he gets it out of the candy aisle and puts it in the baking aisle. Because that was the other problem is it was sitting in the candy aisle. Dave Young: It’s where it belongs. Yeah. Stephen Semple: Put it in the baking aisle. Sales soar. Now remember the story of Ruth chipping off the chocolate? So why’d they call them morsels? People, because they knew the story, were calling them chips. Dave Young: Chips. Chocolate chips. Stephen Semple: Right. Now global sales in Nestle in 1945 rise 125% to 225 million, which would be about four billion today. During the war, they advertise, “Bake for your soldiers overseas,” and offer this as a recipe. Now, following World War II, we come into the convenience age and we have the new Nestle CEO, Carl Abegg, who does pre-made cookie doughs, and he launches those in 1955. And here’s the thing. When we talked about this as being the birth of the chocolate chip cookie, up until 1950, the bestselling cookie was Oreo. Dave Young: Really? Okay. Stephen Semple: Yeah. 1955, Oreo is no longer the favorite cookie that has been for decades, is now the chocolate chip cookie. Dave Young: In a package like Chips Ahoy or something? Stephen Semple: Yeah. Well, just like chocolate chip… Yeah, just basically that ends up becoming the category. Dave Young: But you couldn’t make Oreos. Stephen Semple: Well, that’s true. That’s true. But the point is, it starts to shift. Now Nabisco starts to also want to enter the race with something new. Lee Bickmore wants to get into this game, but now not with a prepackaged chocolate chip cookie. The problem was, how do you make something shelf-stable, can’t use eggs and butter, they are hard and not chewy but they still taste good, they’re crispy rather than chewy? He does this test market with children and parents, and they also remove the nuts from the original recipe. So now what they’ve got is they’ve got this hard, crispy cookie with no nuts in it, and they decide to package that up. Well, what’s a great fun name to put on it? Chips Ahoy. Dave Young: Chips Ahoy. Yeah. Stephen Semple: Right? Fun way to emphasize a large number of chocolate chips. Dave Young: And it’s all chips. Yeah. Stephen Semple: Yeah. They advertise on kids’ shows and magazines. They have a cookie man as the character, and they advertise there’s 16 chips in it. Dave Young: So kids are breaking them apart, counting them. Stephen Semple: Yeah. That was Nabisco entering the race, and then basically Nestle does these attack ads saying the real Toll House cookie needs to be baked at home, and so this whole chocolate chip cookie war happens. But the part I wanted to talk about on this was what I thought was really interesting was the evolution of this idea of a chocolate chip. Dave Young: Stay tuned. We’re going to wrap up this story and tell you how to apply this lesson to your business right after this. [Using Stories To Sell Ad] Dave Young: Let’s pick up our story where we left off, and trust me, you haven’t missed a thing. Stephen Semple: What I thought was really interesting was the evolution of this idea of a chocolate chip. It came from this person having this restaurant, making the desserts, hit this point where, holy smokes, we’ve got to come up with something that is small-priced, that we can easily make, that we can create some cash, and she just decides, “Well, I’m just going to hack some stuff off of this bar of chocolate.” Advertises the recipe, it gets no one. And the smart part, we’ve got to give Nestle… It would be one thing to say this is all a creation of Ruth Wakefield, we have to give Nestle some credit here. They noticed a sales increase in a particular market where they were doing nothing different and they went, “Hmm, we should investigate this.” They discovered this idea about the recipe and they approached her. And then, when they did the sales of it and it didn’t work, they recognized, “Maybe we need to do something different.” Look, it’d be easy for a lot of businesses to go, “Well, that’s just a Massachusetts thing,” and dismiss it rather than going, “Okay, let’s actually do it in chips and let’s actually get it into the baking aisle rather than the candy aisle.” So to me, there’s two stories here. There’s Ruth Whitmore’s story in terms of the crating of this chocolate chip and the recipe, but there’s also the story of Nestle who did not give up on the idea and figured a few things out that really brought it into the mainstream. Dave Young: Yeah. If you can’t sell your product on its own, figure out what people are using it for and help with that, help people make more of that. Stephen Semple: Yes. Edouard Muller deserves some of the credit on this as well, as well as Ruth. Dave Young: Yeah. I think it’s interesting that Nestle always called them, they still call them morsels. Stephen Semple: They do. Dave Young: I had a dog once that ate a bag of chocolate chips, and that’s what we always called them was chocolate chips. Stephen Semple: Correct. Dave Young: Nobody in the home ever calls them morsels. Stephen Semple: And I think on the packaging, aren’t they chocolate chip morsels or something? Dave Young: No, they’re morsels. Stephen Semple: Oh, they still are morsels. Dave Young: I still looked it up, they’re Nestle Semi-Sweet Chocolate Morsels. We could dive into the nuance of that, but it’s almost like Kleenex, right? Maybe they didn’t want chocolate chip. Maybe they wanted chocolate chip to just remain as the generic- Stephen Semple: Maybe. Dave Young: … name for these little pieces of chocolate, and the morsels, they wanted to keep that identity. I don’t know. I don’t know, but it’s interesting. I just quickly Googled, and Nestle has the recipe on and the story on their website and they- Stephen Semple: They do. Dave Young: … show the ingredients as a bag of chocolate chip morsels. Stephen Semple: They still honor that story, yeah. Dave Young: Yeah, it’s amazing. By the way, the dog turned out okay. Stephen Semple: That’s good. Dave Young: It was a little dachshund. By the way, you’re not supposed to give chocolate to dogs. My kids were eating a bowl of chocolate chips and left it on the floor. Stephen Semple: Oh, dear. Dave Young: This poor little dachshund ate them and it wasn’t pretty for a while. Stephen Semple: What was the dachshund’s name, Dave? Can you remember? Dave Young: Oh, gosh, that was… Stephen Semple: Chip? Dave Young: No, I think it was Dixie maybe. We should’ve called her Chip. It happened on a cold night during a blizzard and we ended up having to get the veterinarian out of his house. He went down and met us and gave her a sedative because she was just shaking like a leaf on a tree. Stephen Semple: Yeah? Wow. Dave Young: I won’t tell you why we had to put her in the bathtub. Stephen Semple: No, we don’t need that. Dave Young: The chocolate was- Stephen Semple: We don’t need that part of the story. Dave Young: … rocketing out the other end of the dog. Where were we? Chocolate chip cookie. Stephen Semple: What’s interesting here is it would be easy to sit there and say Ruth didn’t get a great deal on this because it led to this massive product for Nestle at the same time. It’s one of those ones that’s hard to say because what I wasn’t able to find out is what the consulting agreement looked like in terms of how much was she being paid on that, because who knows, that might’ve been a lot of money. Again, it’s one of those ones, I thought it was interesting because so many companies today… One of the biggest challenges that I have with finding these stories is so many companies today have given up telling the origin story, like how did this idea come to be? One of the things that’s interesting is, now it might be a legal obligation, but one of the things that’s interesting is Nestle’s still telling the story of the origin of this idea of the morsels, that it came from this person and this place. I actually think they need to lean into it more, but companies are not telling, they’re not telling these early stories. They’re very, very hard to find. What we know is people connect with those stories. They’re interesting, right? “Oh, this thing happened.” And don’t tell it in a phony way, tell it in an authentic way. So I commend Nestle for still telling that story and honoring that story and having that original recipe, and I think war companies need to be telling that story, and it can be the origin of a business, can also be the origin of a product. Dave Young: Well, here’s what we know about story. In terms of memory in humans, a well-told story becomes autobiographical vicarious memory. So when I hear the story of the Toll House cookie recipe and the struggles of owning a restaurant on a busy road and the Depression, and then you finally invent this cookie that people end up loving, the little part of me experiences that story. Stephen Semple: Right. Dave Young: Right? Stephen Semple: Yeah. Dave Young: And when I bite into one of those cookies, if I might remember that story and go, “Oh, this is the cookie that those people along that toll road were eating back in 1935.” Businesses think that all I need to do is tell you how the cookie tastes and what it’s made of, and you’ll be great with that, but no. The story seals it in my memory. It literally becomes part of my memory because it was told to me in story form. And that’s a powerful, powerful lesson. Even if you’re a plumber or veterinarian, we want to know your origin story. If you’re a veterinarian, there’s no way you became a veterinarian because you hated pets. Stephen Semple: Yes. Dave Young: Right? You fell in love with the idea of helping animals at some point in your life. I want to know that story, right? Stephen Semple: Look, I’m going to put a plug in right now. Go over to usingstoriestosell.com, sign up for a 90-minute starter session, and we’ll help you tell that story. We’ll help you figure it out. You’ll walk out at that 90 minutes for the first draft of what we call your origin story. There’s a little bit of homework and whatnot you have to do, but go over to Using Stories to Sell and we’ll help with that story. Again, one of the things I found is interesting is Nestle still telling that story, and so many companies have moved on from telling it. Look, I think they could tell it better. I think they could tell it with more emotion. I commend them for doing it. Look, Budweiser does that in an interesting way every time you see the Budweiser wagon with the draft horses pulling- Dave Young: Yeah, with the Clydesdales. Stephen Semple: With the Clydesdales. That’s a way of saying,” “Hey, we’ve been around as a company for a long, long time,” in this really simple manner of using that. It’s brilliant, and people connect with it. Dave Young: Yeah. We love it. We love story. Stephen Semple: Yeah. Dave Young: It’s basically our operating system. Stephen Semple: It really is. It really is. Dave Young: It is. Well, thank you for the story of Toll House. Stephen Semple: All right. Awesome. Thanks, David. Dave Young: I feel like I don’t need a cookie because I’ve been watching my calorie intake. It’s working. Stephen Semple: There you go. Dave Young: I’m not going to have a cookie, but I’m going to think about a cookie. Stephen Semple: Well, and Dave, you’re doing really well. Dave shared at the beginning of this about how you’re fitting into some clothes that you’ve… Look, anytime we fit into some old clothes that we haven’t worn in a long time, that’s a good damn day. Dave Young: I agree. This is a pullover that I got at Whistler up in Canada almost 20 years ago. 2006 is when I was up there. It looks brand new. I could sell it as vintage. Probably should. Stephen Semple: There you go. You’re looking good, Dave. Dave Young: Thanks, Stephen. Thank you for another exciting episode of The Empire Builders. We’ll talk to you next time. Stephen Semple: All right. Thanks, David. Dave Young: Thanks for listening to the podcast. Please share us, subscribe on your favorite podcast app and leave us a big, fat, juicy five-star rating and review at Apple Podcasts. If you’d like to schedule your own 90-minute empire building session, you can do it at empirebuildingprogram.com.

Creating Spaces with Natalie Bedard (ADHD, PTSD,OCD).We open with Natalie Bedard (NatNat), an Energy Healing Specialist who helps people regulate the nervous system and transform anxiety into empowerment through her brand LiftOneSelf. She's been featured on multiple podcasts, always reminding us that self‑care is personal and that understanding our own biology is essential.This episode is special because NatNat turns her insight toward me. I open up about the negative voices in my head — the ones many listeners know too well. It gets emotional, and she meets it with compassion, clarity, and spiritual guidance. She offers practical ways to quiet those inner demons, plus a short meditation to help ground the moment.You might want a box of Kleenex. I certainly did. I don't pretend to have it all together — I'm traveling toward home just like you.Sleep Lists for the SleeplessNext is Helen Sernett, host of the podcast Sleep Lists and a dedicated sleep and wellness enthusiast. Her show uses simple, soothing lists — numerical, chronological, or alphabetical — all designed to help listeners drift off before the episode ends. And if you're still awake, she offers gentle suggestions to help you settle into sleep. With six episodes per season, quarterly releases, and special holiday editions, there's always something calming to queue up.We talk about alternative sleep routines for people without traditional schedules — remote workers, flex‑schedule professionals, college students, and retirees — and how daytime napping can support better rest. Good sleep is essential to mental health, and Helen's podcast may be exactly the natural support you need.Advocacy for Inclusion - Neurodivergent Acceptance into SocietyNext we talk to Khushboo Chabria, a neurodiversity specialist, career coach, and mental health advocate reshaping how workplaces and schools include neurodivergent people. We talk about why ADHD, Autism, and other forms of neurodiversity are not disorders, and why every brain deserves the right accommodation.Khushboo is the coauthor of Neurodiversity for Dummies (including the full ADHD chapter) and leads transformative work through Neurodiversity Pathways at Goodwill of Silicon Valley. Drawing on her therapeutic background, leadership experience, and her own ADHD journey, she brings a powerful, authentic perspective to this conversation.Goodbye Anxiety, Depression, Addiction & PTSD: The Life-Changing Science of Dual-Brain Psychology.Dr. Fredric Schiffer joins me to discuss his groundbreaking new book, Goodbye Anxiety, Depression, Addiction & PTSD: The Life‑Changing Science of Dual‑Brain Psychology. A best‑selling author, psychiatrist, public speaker, and part‑time assistant professor at Harvard, Dr. Schiffer has spent decades studying how early trauma, brain laterality, and emotional patterns shape our mental well‑being. His work explores how the two hemispheres of the brain can function like two competing minds — and how treating the more troubled side can reduce symptoms of anxiety, depression, PTSD, and addiction.As founder of the Dual‑Brain Psychology Institute, Dr. Schiffer has developed innovative techniques to help people access and heal the wounded part of the mind, including a surprisingly simple method involving something as ordinary as a piece of junk mail. His new book lays out these discoveries and the science...

It was a Kleenex moment that Christmas season, for sure. Like the first Christmas, there was a newborn baby involved, but no manger. How about a Jumbotron screen at an Anaheim Ducks hockey game, of all places? Sergeant First Class Robert Vandenberg had been gone for ten months. He'd never seen his newborn son. He was far away in Afghanistan when little Travis was born. So all eyes were on the big screen when he appeared suddenly to - at least in this small way - be "home" for Christmas. Skype from Romania. That's how his wife, and his one-year-old son, little Travis would make a connection this Christmas season. But with thousands watching this touching reunion by screen, the technology Grinch suddenly showed up. There was barely time for "hellos" before the sergeant started disappearing in a spasm of static. Sadly, his wife handed the microphone back to a team rep. At that very moment, Sergeant Vandenberg walked down the steps of the arena and right into the arms of his wife! Then he picked up his new son and held him up in front of him - looking in his eyes for the very first time. I'm Ron Hutchcraft and I want to have A Word With You today about "Coming Home for Christmas." I don't know if they sell Kleenex at the stadium concession stands, but if they do, you can bet they sold out that night. I confess I reached for some when I saw it on TV. I think one of the reasons it touched me is that I saw something else in that moving reunion. I saw the first Christmas. I saw myself. Christmas - when a God we thought was so far away came down to where we are. To hold us close. In fact, the ancient prophecy of the coming Messiah predicted it. And it's our word for today from the Word of God recorded in Matthew 1:23, "'A virgin shall be with child and bear a Son, and they shall call His name Immanuel," which is translated, 'God with us.'" Not just God projected on the screen of some church or religion. But God right here. God up close. Too often, though, He has seemed far away hasn't He? Like there's a lot of distance between me and the God I really need. It turns out that distance is not just a feeling. It's real. But it's not God's fault. It's mine. Let's face it, I've wanted to believe in God, but I also want to run my own life. In essence, occupying the driver's seat in my life - a life He gave me. We have, in the words of the Bible, "left God's path to follow our own" (Isaiah 53:6 NLT) and at great cost. Isaiah 59:2 says, "Your sins have cut you off from God." Actually, I knew that. I think we can all feel the distance. But then...Christmas. As Linus so eloquently quoted to Charlie Brown, "For unto you is born this day in the city of David a Savior, which is Christ the Lord" (Luke 2:11 KJVA). In that stable in Bethlehem, God stepped out of eternity and into time. So He could step into my life and your life and change it forever. Not God as a fuzzy image. Not God far away. God with us. With me. In my home. In my office. In the doctor's office. In my grief. In my loneliness. In my pain. In "the valley of the shadow of death" (Psalm 23:4 KJVA). But it would come at great expense to Jesus, because 33 years later, the hands of the Bethlehem baby would be nailed to a Roman cross. And today, this one who loved you enough to die for you, who came that Christmas for you and me is reaching out and saying, "On this Christmas day, would you give yourself to Me?" He's been waiting a long time. He's ready now for you to come. You can tell it by the tug you feel in your heart. That won't always be there. So, right now while you can, say, "Jesus, I'm Yours." Go to our website today if you want more information because there you'll see how to be sure you've begun this relationship on this Christmas day. It's ANewStory.com. See, Jesus came in Bethlehem to go to a cross so God could be your Father. And so you could be, forever, a child in His arms.

It was a Kleenex moment that Christmas season, for sure. Like the first Christmas, there was a newborn baby involved, but no manger. How about a Jumbotron screen at an Anaheim Ducks hockey game, of all places? Sergeant First Class Robert Vandenberg had been gone for ten months. He'd never seen his newborn son. He was far away in Afghanistan when little Travis was born. So all eyes were on the big screen when he appeared suddenly to - at least in this small way - be "home" for Christmas. Skype from Romania. That's how his wife, and his one-year-old son, little Travis would make a connection this Christmas season. But with thousands watching this touching reunion by screen, the technology Grinch suddenly showed up. There was barely time for "hellos" before the sergeant started disappearing in a spasm of static. Sadly, his wife handed the microphone back to a team rep. At that very moment, Sergeant Vandenberg walked down the steps of the arena and right into the arms of his wife! Then he picked up his new son and held him up in front of him - looking in his eyes for the very first time. I'm Ron Hutchcraft and I want to have A Word With You today about "Coming Home for Christmas." I don't know if they sell Kleenex at the stadium concession stands, but if they do, you can bet they sold out that night. I confess I reached for some when I saw it on TV. I think one of the reasons it touched me is that I saw something else in that moving reunion. I saw the first Christmas. I saw myself. Christmas - when a God we thought was so far away came down to where we are. To hold us close. In fact, the ancient prophecy of the coming Messiah predicted it. And it's our word for today from the Word of God recorded in Matthew 1:23, "'A virgin shall be with child and bear a Son, and they shall call His name Immanuel," which is translated, 'God with us.'" Not just God projected on the screen of some church or religion. But God right here. God up close. Too often, though, He has seemed far away hasn't He? Like there's a lot of distance between me and the God I really need. It turns out that distance is not just a feeling. It's real. But it's not God's fault. It's mine. Let's face it, I've wanted to believe in God, but I also want to run my own life. In essence, occupying the driver's seat in my life - a life He gave me. We have, in the words of the Bible, "left God's path to follow our own" (Isaiah 53:6 NLT) and at great cost. Isaiah 59:2 says, "Your sins have cut you off from God." Actually, I knew that. I think we can all feel the distance. But then...Christmas. As Linus so eloquently quoted to Charlie Brown, "For unto you is born this day in the city of David a Savior, which is Christ the Lord" (Luke 2:11 KJVA). In that stable in Bethlehem, God stepped out of eternity and into time. So He could step into my life and your life and change it forever. Not God as a fuzzy image. Not God far away. God with us. With me. In my home. In my office. In the doctor's office. In my grief. In my loneliness. In my pain. In "the valley of the shadow of death" (Psalm 23:4 KJVA). But it would come at great expense to Jesus, because 33 years later, the hands of the Bethlehem baby would be nailed to a Roman cross. And today, this one who loved you enough to die for you, who came that Christmas for you and me is reaching out and saying, "On this Christmas day, would you give yourself to Me?" He's been waiting a long time. He's ready now for you to come. You can tell it by the tug you feel in your heart. That won't always be there. So, right now while you can, say, "Jesus, I'm Yours." Go to our website today if you want more information because there you'll see how to be sure you've begun this relationship on this Christmas day. It's ANewStory.com. See, Jesus came in Bethlehem to go to a cross so God could be your Father. And so you could be, forever, a child in His arms.

Episode 2297: Hat Trick walked in the day before she turns 39 looking like someone who'd been power-washed by sex and still had a smile on her face. Then she opened her mouth and the room needed a cigarette.   She casually mentions she watched gay hockey drama with her teenage daughter because "bonding." The kid now has a thing for Russian accents and sudden violence on ice. Great job, mom. You've raised a connoisseur.   Then the fireman shows up at 7 a.m. Sunday—unannounced, unapologetic—with a purple knotted dragon dildo the size of a municipal fire extinguisher. Hat Trick's exact review: "It didn't all fit, but I came so many times I forgot what numbers are." She followed that up with the quote of the year: "He has a really nice dick, but right now I want NOTHING more than that dick."     Kid A.G. took time out of his busy schedule of hiding cock rings in his girlfriend's sheets to drop wisdom on his 18-year-old self: "Never get married." Solid advice from a man currently living out of a duffel bag at his girlfriend's house like a horny hobo.   We let the AI, Eve, explain gooning. Turns out it's just staring at porn until your soul leaves your body and your dick files for disability. Mormons, in their infinite panic, built an actual anti-gooning app. Somewhere there's a prophet screaming "Put down the Kleenex and pick up the scriptures, Brayden!"   We revisited the greatest marriage theory ever invented: if she switches from Lucky Charms to granola, start looking for blowjobs in the goodbye letter. Explains 94 % of divorces and 100 % of mid-life affairs with yoga instructors.   Hat Trick actually blew off dinner with her own brother because the fireman texted "quickie?" and she responded before the message even finished sending. Family? What's that? There's a dragon dildo in the driveway with her name on it.   Birthday plans for tomorrow: the second the kids are out the door, scheduled birthday sex, followed by getting completely shitfaced in that exact order. Responsible parenting, everybody.   We also covered ghost shits (they happen, nobody knows why), eleven-dollar Nancy Sinatra karaoke tracks, Dua Lipa thirst traps that could restart your heart, and the national emergency of Rick Springfield still being absolutely jacked at 76. The man is 76 and looks like he could bench-press your dad. Retire already, Rick, you're making the rest of us look soft.   This episode is raw, unhinged, and contains zero apologies. Hat Trick's vagina deserves a Purple Heart and a parade.   Explicit as always. Hide your kids, hide your dragon dildos.   #GoingDeepShow #Episode2297

Hey, Notre Dame!  Listen-up, Vandy fans.  You, too, BYU! How about getting behind today’s idea which would have placed your favorite large division (FBS) college football team into a new 24-team College Football Playoff system? The latest and greatest 12-team College Football Playoff format began last year in the 2024 football season.  The howling has continued about which teams make the 12-team field and which teams don’t. Last year, it was Alabama’s fans crying about being left out.  A few weeks ago, it was Notre Dame’s fans and administrators yelling the loudest about being left out of the 12-team field. Why don’t we hear similar complaints coming schools in the smaller division FCS? The FCS (comprised of 129 teams) has a smoothly-working playoff system which includes its top 24 teams. That’s right!  They begin with twice as many playoff teams as the major college FBS group (which had 136 teams this season). This year’s FCS playoffs began with eight first-round games played on the Saturday following Thanksgiving. After the first three rounds of elimination games, the two FCS semifinal games will be played this coming Saturday.  Surprising Illinois State visits Villanova and Montana State will host intrastate rival Montana. The FCS title game will be played on Monday, January 5, 2026 at 6:30PM CST in Nashville, Tennessee on ESPN. Contrast that with the FBS and its cantankerous 12-team College Football Playoff system The larger schools haven’t even played one first round playoff game yet. Friday night will have Alabama traveling to play Oklahoma (a rematch from November 15 in Tuscaloosa won by OU 23-21).  Three more opening round games will be played this Saturday. One of Saturday’s games features yet another rematch as Tulane visits Ole Miss for the second time this year. The larger schools’ College Football Playoffs will not crown a champion until Monday, January 19, 2026! Think about this. If #1 seed Indiana should reach the championship game, the Hoosiers’ spring semester would have been underway for a full week prior to the championship game involving last fall semester’s athlete/students. That is absurd! It is a consequence when major college football conferences and universities become hooked on television money.  The networks now dictate how, where, and when their games are played. How many total games are played in the FCS playoffs vs. the major College Football Playoffs? From start to finish, the small college FCS playoffs include 24 teams. The top eight seeds receive a first round bye.  The remaining 16 teams play eight first round games to trim the field to 16.  Another eight games are played in the second round, four in the quarterfinals, two in the semifinals, and finally the national championship. That makes a total of 23 playoff opportunities for television.  The FCS winner and runner-up may end-up playing five post-season games by January 5. Meanwhile, the 12-team major College Football Playoffs have 12 teams playing “4+4+2+1” for a total of 11 games.  The winner and runner-up will play no less than three but as many as four post-season games ending on January 19. Would anyone really care if we lost the major conference championship games? To emulate the small college playoff system, the major college (FBS) current 12-game regular season would not provide for an extra week to play those made-for-TV conference championship games. Eliminating conference championship games would end the complaining from the losers of those title games. For example, look at the SEC. Why should 11-1 Ole Miss and 11-1 Texas A&M receive a week to heal-up at home after “losing” the SEC’s four-team tiebreaker for first place?  Were 11-1 Georgia and 10-2 Alabama privileged – or penalized – by participating in the SEC Conference Championship earlier this month? This season, there were nine different conference championship games being played on the weekend of Saturday, December 6. The television partners carrying those conference title games (primarily Disney’s ESPN/ABC group) can fight over who will carry our new format’s eight first-round match-ups. Raise your hand if you would really miss losing six bowl games under this new 24-team plan! Adding the 12 additional playoff teams would eliminate six annual bowl games.  Before grabbing your box of Kleenex, please remember that 26 bowl games still remain for the 52 remaining teams which finish with at least a 6-6 record. ESPN’s massive bowl-a-rama of post-season games would receive an overdue trim.  The television ratings for any first round playoff game will easily eclipse Tuesday night’s “Salute to the Military” Bowl (won 17-13 by Jacksonville State over Troy). Who would be playing in a 24-team major College Football Playoff scenario? Let’s utilize the current FCS (small college) selection and its playoff format.  I will also use the major College Football Playoff rankings to determine this year’s 24-team playoff field. Part 1 – Select the nine conference champions and 15 at-large teams based on the CFP rankings Nine conference champions – The following nine teams receive an automatic bid: American – CFP #20 Tulane (11-2) Atlantic Coast (ACC) – unranked Duke (8-5) Big 12 – Texas Tech CFP #4 (12-1) Big Ten – Indiana CFP #1 (13-0) Conference USA – unranked Kennesaw State (10-3) Mid-American – unranked Western Michigan (9-4) Mountain West – unranked Boise State (9-4) Southeastern (SEC) – Georgia CFP #3 (12-1) Sunbelt – CFP #24 James Madison (12-1) 15 At-large teams – These participants are selected from the CFP’s highest ranked remaining teams. They would have been: #2 Ohio State (12-1) – Big Ten #5 Oregon (11-1) – Big Ten #6 Ole Miss (11-1) – SEC #7 Texas A&M (11-1) – SEC #8 Oklahoma (10-2) – SEC #9 Alabama (9-3) – SEC #10 Miami (FL) (10-2) – ACC #11 Notre Dame (10-2) – Independent #12 BYU (11-2) – Big 12 #13 Texas (9-3) – SEC #14 Vanderbilt (10-2) – SEC #15 Utah (10-2) – Big 12 #16 USC (9-3) – Big Ten #17 Arizona (9-3) – Big 12 #18 Michigan (9-3) – Big Ten Part 2 – Determine the top eight overall seeds by utilizing the CFP Final rankings These teams would receive a “bye” in Round 1 and host a playoff game on their campus during Round 2 the following weekend. #1 – Indiana (13-0) #2 – Ohio State (12-1) #3 – Georgia (12-1) #4 – Texas Tech (12-1) #5 – Oregon (11-1) #6 – Ole Miss (11-1) #7 – Texas A&M (11-1) #8 – Oklahoma (12-1) Part 3 – The next eight seeds (#9-16) will host a first round playoff game on their campus This year’s first round home games would go to: #9 Alabama (9-3) #10 Miami (FL) (10-2) #11 Notre Dame (10-2) #12 BYU (11-2) #13 Texas (9-3) #14 Vanderbilt (10-2) #15 Utah (10-2) #16 USC (9-3) Part 4 – The final eight teams in the playoff field do not receive a seeding Those final eight teams (according to the College Football Playoff rankings) would be: Arizona, Michigan, Tulane, James Madison, Duke, Kennesaw State, Western Michigan, and Boise State. Like the FCS small college playoffs, first round match-ups would be based on geographic proximity and the avoidance of conference rematches from the regular season. Let’s do a little first round matchmaking.  Grab your ancient Rand McNally maps and let’s go! #9 Alabama vs. Kennesaw State (202 miles) #10 Miami (FL) vs. James Madison (1,026 miles) #11 Notre Dame vs. Western Michigan (85 miles) #12 BYU vs. Boise State (390 miles) #13 Texas vs. Tulane (534 miles) #14 Vanderbilt vs. Duke (527 miles) #15 Utah vs. Michigan (1,621 miles) #16 USC vs. Arizona (491 miles) Part 5 – The eight first round winners hit the road in Round 2 to play at Seeds #1 – 8 in the second round. Since this is the first game for the top seeded teams, match-ups would consider geographic proximity and the avoidance of replaying a conference opponent. Part 6 – The highest seeded teams would continue to host games during the quarterfinals. At this point, the top seeds will simply host any unseeded teams or any remaining team with the highest seed number (for example, #1 vs. an unranked team or #16 or #15, etc.). Rematches between two regular season opponents are permitted at this point. Part 7 – The semifinal round will be played on New Year’s Day The “Final Four” would play a semifinal game at two of the former “big” New Year’s Day bowl game sites (Cotton, Rose, Sugar, and Orange). Part 8 – The national championship game would be played one week later and rotated at one of the former “big” New Year’s Day bowl sites (not being utilized in the semifinal round) Let’s summarize these changes if major college football should adopt the small college FCS 24-team playoff concept: No more conference championship games As a result, no more squabbling about the losing teams in conference title games 12 additional playoff teams More home playoff games Generating more television interest Six fewer lower-tier bowl games What are we waiting for? The post The FBS should utilize the FCS 24-team playoff model! appeared first on SwampSwamiSports.com.

Thank you to Kleenex for sponsoring this special episode of The Nikki & Brie Show! The twins are fully leaning into holiday mode. With cozy mugs in hand, they're putting family traditions front and center. This episode is a love letter to the little moments that make the holidays special, from sipping hot cocoa to prepping for their legendary Drummer Boy Dinner. A tradition started by their grandfather, this meaningful family gathering brings everyone together to dress up, feel grown, and listen to Bing Crosby's “Little Drummer Boy”—and now, the next generation is keeping it alive. Between debating comfy vs. cute outfits, unboxing décor, and planning the kids' table, it's peak holiday chaos in the best way.The twins also dive into Christmas wish lists (for kids and adults), Santa logistics, and the very serious question of how many Santas actually exist. From Matteo asking to ride the Goodyear Blimp, to Birdie and Buddy requesting a baby brother, to elves with full-blown personalities and wardrobes they regret buying—it's funny, heartfelt, and wildly relatable. They even swap holiday traditions from around the world, sparking new ideas for future family dinners.And because life doesn't slow down for the holidays, Nikki and Brie catch up on Monday Night RAW, NFL suite life, holiday travel, and juggling it all with grace (and tissues nearby). It's a warm, laugh-out-loud episode about family, gratitude, traditions, and giving yourself a little grace this season. Grab your coziest blanket, pour something festive, and press play—you'll feel right at home. Call Nikki & Brie at 833-GARCIA2 and leave a voicemail! Follow Nikki & Brie on Instagram, follow the show on Instagram and TikTok and send Nikki & Brie a message on Threads! Follow Bonita Bonita on Instagram Book a reservation at the Bonita Bonita Speakeasy To watch exclusive videos of this week's episode, follow The Nikki & Brie Show on YouTube, Facebook, and TikTok! You can also catch The Nikki & Brie Show on SiriusXM Stars 109! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This week, we look at a strange phenomenon happening in Canada. Well-established brands are suddenly leaving the country. Kleenex is leaving after nearly 100 years. Skippy Peanut Butter has skipped the country after nearly 90 years. And KFC actually held a funeral for their terrible-tasting French fries. What's happening up here? Find out. Hosted on Acast. See acast.com/privacy for more information.

Day 2 of the Variety Children's Charity of Iowa on the Simon Conway Show. Grab your Kleenex, hug your kids/grandkids and count your blessings as your listen to the stories of these Iowa families and how Variety stepped in to help in some of the most difficult moments in the lives of these families.

The following is AI-generated approximation of the transcript from the Equipping Hour session. If you have questions you would like to be addressed in followup sessions, please direct those to Jacob. Opening & Introduction Smedly Yates: All right, this morning’s equipping hour will be about artificial intelligence—hopefully an attempt to introduce this topic, help us think through it carefully, well, biblically. Let me just open our time in prayer. [Prayer] Heavenly Father, thank you so much for your kindness to us. Thank you for giving us all that we need for life and godliness, for not leaving your people adrift. Thank you for putting us into this world exactly in the era that you have. We pray to be effective, fruitful, in all those things which matter for eternity in this world, in this time, in this age. God, we pray for wisdom, that you would guide our discussion here. We pray that this would be of benefit and a help to Grace Bible Church. We ask it in Jesus’ name. Amen. Here’s the layout for this morning and for a future equipping hour. We’ll be talking for about 35 minutes, back and forth—Jake and I—and then at 9:35, the plan is to go to Q&A. So, this is an opportunity for you to ask questions. At that point, I’ll surrender my microphone and you guys can rove and find people. For the next 33 minutes or so, you can be thinking about the questions you’d like to ask. Jake’s going to do most of the talking in our time here. I’m going to set him up with some questions, but just by way of intro, I want to get some things out of the way as we’re talking about artificial intelligence. You might be terrified, you might be hopeful. I want to get the scary stuff out of the way first and tell you what we’re not going to talk about this morning. Is that fair? Artificial intelligence is here. Some of you are required to use it in the workplace. Some of you are prohibited from using it in your workspaces. There’s nothing you and I can do to keep it from being here. Some of the dangers, some of the things you might be wondering about, some of the things that make the news headlines—over the last two weeks, scanning the headlines, there was a new AI headline every day. One of the terrible things that we won’t talk about today is the fact that nobody knows what’s true anymore, right? How can we discern? But the reality is the god of this world has been Satan for the entirety of human history and he’s a deceiver from the beginning. There’s nothing new about lies. They might be easier and more convincing with certain technological advances. The lies might be more ubiquitous, but the same humanity and the same satanology are at play. We may be concerned about societal fracture and distrust. Some people, if they distrust new tech, will withdraw from society. Others will fully embrace it. And so you get a fracture in society—those with, and those without tech. Some people will just say, “If the digital world works, we’re going to use it.” That’s not the Christian perspective. We’re not simply pragmatists. We do care about what’s true and what’s right. Some are worried about AI chatbot companions that will mark the extinction of relationships, marriage, society. I probably fall into the category of those who assume that AI will mean the end of music or the death of music and other art forms. That’s just me, a confession. People run to end-of-the-world scenarios—the robots decide they don’t need us anymore or the collective conscience of AI decides that humanity is a pollutant on Mother Earth, and the only way to keep the earth going is to rid itself of humanity. The survival of the planet is dependent on our own extinction. So AI will bring about a mass human genocide and the end of homo sapiens on earth. We know that’s not true, right? We know how the world ends, and it doesn’t end by an AI apocalypse. So don’t worry about that. Some people worry that AI will be a significant civilization destabilizer. That might be true. But we know that God is sovereign, and we know where society and civilization end up: at the feet of Jesus worshipping him when he rules on the earth for a thousand years leading into the eternal state. So don’t worry about that either. Some believe that AI is the antichrist. Now we know that’s not true. What is the number of the beast? 666. And this year it got rounded up to 67. So we know AI is not the antichrist. 67 is the antichrist. And if you want to know why the numbers six and seven got together in the year 2025 and formed the new word of the year, ask your middle schooler. Is that all the scary stuff? Not even close. I have a family member who has worked in military intelligence working on artificial intelligence stuff for a long time. He said it’s way scarier than you could possibly imagine. Do you want to say any more other scary scenarios we shouldn’t be thinking about? Jacob Hantla: No, we’ll probably cover some of those. Smedly Yates: Okay, great. What we want to focus on today is artificial intelligence as a tool. Just as an axe can be a tool for good or evil, AI is a tool that either has opportunities for betterment or opportunities for danger. So we want to think about that well. What you have on stage here are two of the shepherds at Grace Bible Church. You’ve got Jake Hantla, who is the guy I want exploring artificial intelligence and telling us how to use it well—he has and he does. And then you have me; I intend not to use artificial intelligence for now. We’re on opposite ends of a spectrum, but we share the same theology, same principles, same concerns, and I think the same inquisitive curiosity about technological advances. I drive a car; I’m not Amish in a horse and buggy. I like tech. But on this one, I’m just going to wait and see. I’m going to let Jake explore. From these two different poles, I hope we can be helpful this morning to help us all together think through artificial intelligence. What is AI? Smedly Yates: Let’s start with this, Jake. What is AI basically? Jacob Hantla: At the heart of it, most forms of AI are a tool to predict the next token. That might not mean much to you, but it’s basically a really fancy statistical prediction machine that accomplishes a lot of really powerful outcomes. It doesn’t have a mind, emotions, or consciousness, but it can really effectively mimic those things because it’s been trained on basically all that humanity has produced that’s available to it on the web and in other sources. I’ll try not to be super technical, but I want to pop up a picture. Can you go to slide one? When we think of AI, large language models are probably the one that most of you will think of: ChatGPT, Gemini, Grock, Claude, things like that. Effectively, what it does when we’re thinking of language—it can do other things, like images and driving cars and other things, but let’s think of words—it takes basically all that humanity has written and learns to predict the next token, or we could just think of the next word. So, all of you know, if I said, “Paris is a city in…” most of you would say France. Paris is a city in France. How do you know that? Everyone here has learned that fact. Large language models have gone through a process of training where they learn facts, concepts, and grammar, so that they can effectively speak like a human in words, sentences, and paragraphs that make sense. So how did it get to that? On the right, there’s just a probability that “France” is the most probable next word. How did it get there? Next slide. I’ll go fast. Basically, it’s a whole bunch of tunable weights—think of little knobs or statistical probabilities that interlink parameters. These things get randomized—there are trillions of them in the modern large language models. They’re just completely random, and then it starts feeding in text. Let’s say it was “It was the best of times, it was the…” and it might say “gopher” as the next word when you just randomly start, and that’s obviously wrong. The right word would be “worst.” So, over and over and over again, for something that would take one computer about a hundred million years to do what they do in the pre-training, they have lots of computers doing this over and over until it can adequately say, “Nope, it wasn’t gopher. It should be worst. Let’s take another crack at it.” It just manipulates these knobs until it can act like a human. If you fed it a mystery novel and at the end it would say, “The killer was…” it has to be able to understand everything before to adequately guess who the killer was, or “What is the capital of France?” It compresses tons and tons of knowledge from all of the written text. Then you start putting images in and it compresses knowledge from images and experience from life into a whole bunch of knobs—basically, numbers assigned so it can have an output that is reasonable. Next slide. You take people—pre-training is the process where you’re basically feeding text into it and it’s somehow learning. We don’t even know—humans are not choosing which knobs mean what. It’s a black box. We can sort of start to figure out which knobs might mean things like masculinity or number or verbs, but at the end, you just have a big bunch of numbers. Then humans come in and train it—reinforcement learning with human feedback. They say, “This is the kind of answers we want this tool to give.” At the outcome, people are saying, “We ask it a question, it outputs an answer, we say that’s a good one, that’s a bad one.” But in this, you can see there’s lots of opportunity for falsehood or biases—unstated or purposeful—to sneak in. If you feed in bad data into the training set, and if it’s trained on all of the internet—all that humans have made—you’re going to have a whole lot of truth in there, but also a whole lot of falsehood. It’s not learning to discern between those things; it’s learning all those things. In reinforcement learning with human feedback, we’re basically fine-tuning it, saying, “This is the kind of answer we want you to give,” and that’s going to depend on who teaches it. Then the final step is people judging the answers: “This is the kind of answer we want, this is the kind we don’t want.” Lots of opportunity for biases to sneak in. That was a long answer to “What is AI?” It’s a prediction machine with a whole lot of math going on. What Sets AI Apart from Other Technology? Smedly Yates: Jake, what sets AI apart from previous technological advances, especially as it relates to intention? Jacob Hantla: Tech could be as simple as writing, the wheel, the airplane, telephones, the internet—all those things. All of those, in some sense, enhanced human productivity, strength, our ability to communicate. We could pick up a phone and communicate over distance, use radio waves to communicate to more people, but it was fundamentally something that humans did—magnified. A tractor takes the human art, the human attempt to cultivate a field, and increases efficiency. AI can actually do that. A human in control of an AI can really augment the productivity and effectiveness of a human. You could read a book yourself to gain knowledge or have AI read a book, summarize it, and you get the knowledge. But AI can, for the first time, generate things that look human. It’s similar in some ways, but it’s very different in that it’s generative. AI and Truth Smedly Yates: Tell me about the relationship between AI and truth. You touched on it a little bit before. Jacob Hantla: AI contains a lot of truth. It’s been trained on even ultimate truth. AI has read the Bible more times than any of us ever could. To a large degree, it understands—as AI can understand—a lot of true things and can hold those truths simultaneously in ways that we can’t. But mixed in is a lot of untruth, and there’s no… AI can’t have the Holy Spirit. AI isn’t motivated the same way we are to know what’s true, to know what’s not. So, AI contains a lot of truth and can help you get to truth. You can give it a bunch of true documents and say, “Can you help me? Can you summarize the truth that’s in here? Or actually just summarize what’s in here?” If what’s in there was true, the output will be true; if what’s in there was false, it will output falsehood. It doesn’t have the ability or the desire to determine what is true and what’s not. AI, Emotion, Values, and Worldview Smedly Yates: So, ability and desire are interesting words. Let’s talk about emotion in AI, values in AI, worldview, and regulation of data. For us, true/false claims matter—or they don’t—depending on our worldview and values. Is there a mystery inside this black box of values, of emotion? How do we think about that? Jacob Hantla: First, AI doesn’t inherently have emotion or values, but it can mimic it based on the data it’s been trained on. You can ask the same AI a question and, unless you guide it, it will give you likely a hundred different answers if you ask the same question a hundred times. Unless it’s been steered in one direction, some answers will be good, some will be bad—everything in between. It’s generating a statistical probability. It doesn’t inherently have any of those things but can mimic them. It can be trained to have the values of the trainers. You can have system prompts where the system is prompted to respond in a way that mimics values, mimics emotions. The danger is if you just accept what it says as truth, which a lot of people will do. You say, “I want to know a piece of data,” and you ask the AI and the answer comes out, and you accept it. But you have to understand the AI is just generating a response based on probabilities. If you haven’t guided it to have a set of values, you don’t know what’s going to come out—and somebody may hide some values in it. Gemini actually did this. I think it was Gemini 2, but if you asked for a picture of the Founding Fathers, it would—because it was taught in the system prompt to prioritize diversity—give you images of a diverse group of females or different races, other than the races of the actual Founding Fathers, because it was taught to prioritize that. It had a hidden value in it. You can guide it to have the values you want with a prompt. It’s not guaranteed, but this is the kind of thing I would encourage you to do if you’re using these tools: put your own system prompt on it, tell it what worldview you want it to come from, what your aim is, and you’ll get a more helpful answer than not. Is AI Avoidable? Smedly Yates: Is AI something we can avoid, ignore, be blissfully ignorant about, put our heads in the sand? Jacob Hantla: You could, but I think it’s wise that we all think about it. I’m not encouraging people to adopt it in the same way that I have or Smed has. But the reality is, the world around us has changed. It’s irreversibly different because of the introduction of this technology. That’s what happens with any technology—you can’t go back. Technological advances are inevitable, stacked from scientific discovery and advances. If OpenAI wasn’t doing what it’s doing, somebody else would. You can’t go back. You can’t ignore it because the world is going to be different. You’re going to be influenced by both the presence of it and the output of it. When you get called on the phone now with a very believable voice, it might not be the person it sounds like—AI can mimic what it’s been trained on. There’s thousands of hours of Smed’s voice; it won’t be long before Smed could call you and it’s not Smed. Or Scott Demerest could send you an email asking for a credit card and it’s not Scott. News reports are generated by AI; some of them are true, effective, good summaries, and some could be intentionally spreading disinformation or straight-up falsehood. If you’re not aware of the presence of these things, you could be taken advantage of. Some work environments now require you to do more than you could have otherwise, and not being willing to look at the tools in some jobs will make you unable to compete. Commercially Available AI Products: Benefits and Dangers Smedly Yates: Let’s talk about the commercially available AI products that people can access as a tool. What are the opportunities, the benefits, and what are some of the dangers? Jacob Hantla: There are so many we couldn’t begin to go through all of them, but the ones most of you will interact with are large language models—people just say “ChatGPT” like Kleenex for tissues. It was the first one that came out and is probably the most ubiquitous, one of the easiest to use, and most powerful free ones. There’s ChatGPT by OpenAI, Gemini by Google, Claude by Anthropic, Grock by X.AI (Elon Musk’s), DeepSeek from China (good to know that’s made/controlled by China), Meta’s Llama, etc. Do the company names matter? Yes. It’s good to know who made it and what their goals are, because worldviews are to some degree baked into the model. If you’re ignorant of that, you’ll be more likely to be deceived or not use the tool to the maximum. But with all of these, these are large language models. I drive around now with AI driving my car—ultimately, it’s a similar basis, but that’s not our focus here. Large language models open up the availability of knowledge to us. They’re superpowered Google searches. You can upload a bunch of journal articles, ask it to train you to mastery on a topic. For example, I was trying to understand diastolic heart failure and aortic stenosis—uploaded articles, had a built-in tutor. The tutor asked me questions, evaluated my understanding, used the Socratic method to train me to mastery. This could do in 45 minutes what would have taken me much longer on my own. Every tool can do that. The bad side: you could have it summarize articles for you, and now feel like you have mastery you didn’t actually gain. You could generate an essay or pass a test using it, bypassing the entire process of learning and thinking. Students: if you have a tool that mimics human knowledge and creativity, and you have an assignment to write an essay, and you turn in what the tool generated as your own, you’re being dishonest and you bypass the learning process. The essay wasn’t the point—the process was. Passing a test is about assessing if you know things. If the AI does it for you, you bypass learning. I liken it to going to the gym. The point isn’t moving the weights, it’s building muscle. With education, the learning process is like exercise. It’s easy to have AI do the heavy lifting and think you did it, but you didn’t get stronger. So, be aware of what you’re losing and what you’re gaining. The tool itself isn’t morally good or bad; it’s how the human uses it. The more powerful the technology, the greater good or evil can be accomplished. The printing press could distribute Bibles, but also propaganda. Using AI with Worldview and Preferences Jacob Hantla: When I interact with AI on the Bible, I put a prompt: “When I ask about the Bible or theology, you will answer from a conservative, evangelical, Bible-believing perspective that uses a literal, grammatical-historical hermeneutic and a premillennial eschatology. Assume the 66-book Protestant canon is inspired, inerrant, infallible, completely trustworthy, without error in the original manuscripts, sufficient, and fully authoritative in all it affirms. No sources outside of the 66 books of this canon should be regarded as having these properties. Truth is objective, not relative; therefore, any claim that contradicts the Bible so understood is wrong.” I’m teaching it to adopt this worldview. If you don’t set your preferences, you might get any answer. The tool can learn your preference over time, but it’s better to set it explicitly. Audience Q&A Presuppositions and Biases in AI Audience (Nick O’Neal): What about the values and agenda behind those who input the data? What discernment do the programmers have to put that information in? Jacob Hantla: That goes to baked-in presuppositions or assumptions in the model. Pre-training is basically non-discerning: it’s huge chunks of everything ever written—good, bad, ugly, in between. It’s trained not on a set of values. Nobody programs values in directly; the people making it don’t even know what's being baked in. The fine-tuning comes when trainers judge outputs and reinforce certain responses. System prompts—unseen by users—further guide outputs, reflecting company worldviews. Companies like OpenAI are trying to have an open model so each person can let it adopt their own worldview, but there are still baked-in biases. For example, recent headlines showed some models valuing certain people groups differently, which reflects issues in training data or the trainers' worldview. You’re right to always ask about the underlying assumptions, which is why it would be foolish to just accept whatever comes out as truth. In areas like engineering, worldview matters less, but in many subjects, the biases matter. Is There an AI Bubble? Audience (Matthew Puit): When AI came out, the costs rose artificially by companies. Is the AI bubble going to pop? Jacob Hantla: I don’t know. I think AI will be one of the most transformational technologies. It’ll change things in ways we anticipate and in ways we don’t. Some people will make a lot of money, some will flop. If I knew for sure, I could make a lot of money in the stock market. AI-Generated Worship Music Audience (Rebecca): I see AI-generated worship music based on Psalms, but it’s generated by AI. Is anything lost in AI-generated worship music? Jacob Hantla: AI doesn’t have a soul or the Holy Spirit. It can generate worship music with good doctrine, but that doctrine didn’t come from a place of worship. AI can pray a prayer, but the words aren’t the result of a worshipful heart. You can worship God with those words, but you’re not following a human author who was worshipping God. For example, my kids used Suno (an AI music tool) to set a Bible verse to music for memorization—very helpful. Some might be uncomfortable with music unless it was created by a human; that’s a preference. Creativity is changing, and it will get hard to tell if music or video was made by a human or by AI. That distinction is getting harder to make every day. Setting Preferences in AI Tools Audience (Lee): You mentioned putting your preferences in. How do I do that, especially with free tools? Jacob Hantla: Paid AIs get more processing power, context window, and can use your preferences more consistently. Free versions have some ability—you can usually add preferences in the menu. But even if not, you can paste your preferences at the beginning of your question each time: define who you are, what you want, what worldview to answer from. For example: “I’m a Bible-believing Christian,” or “I’m a nurse anesthesiologist.” That helps the AI give a better answer. Parental Guidance and Children Using AI Smedly Yates: What should parents be aware of in helping their kids navigate AI? Jacob Hantla: Be aware of dangers and opportunities. Kids will likely use these tools, so set limits and help them navigate well. These tools can act like humans—kids without friends might use them as companions, and companies are adding companion avatars, some with sinful tendencies. That can be a danger. For school, a good use is as a tutor: after a quiz, have your child upload the results and ask, “Help me understand where I’m weak on this topic.” But also, be aware of the temptation to use AI to cheat or shortcut the process of learning, discovery, and thinking. Which AI Model? Will AI Become Self-Aware? Audience (Steve): Is there a model you recommend? And does the Bible preclude the possibility of AI becoming self-aware? Jacob Hantla: There’s benefits and drawbacks to all. For getting started, ChatGPT or Perplexity are easiest. Perplexity lets you limit sources to research or peer-reviewed articles and can web search for verification—good guardrails. I build in prompts like “verify all answers with at least two web sources, cite them, and state level of confidence.” On self-awareness: AI will never have the value of humans—they're not created in God’s image, they’re made in our image, copying human behavior. Will they gain some kind of self-awareness? Maybe, in the sense of mimicking humanness, but not true humanity. They won't have souls. They may start to fool more people as they get better, but Christians should use AI as a tool, not ascribe humanity or worship to it. AI Hallucinations Smedly Yates: Do you have an example of a hallucination? Jacob Hantla: Yes, Ben James was preparing for an equipping hour session and found a book that fit perfectly—the author and title sounded right. He asked where to buy it, and the AI admitted it made it up. That happens all the time: the model just predicts the next most probable thing, even if it’s false. Hallucinations happen because it’s a probability machine, not a truth machine. This probably won’t be a problem forever, but for now it’s very real. Ask it questions about topics you know something about so you can discern when it’s off, or bake into the prompt, “verify with web search, cite at least two sources.” For Bible/theology, your best bet is to read your Bible daily so you have discernment; then use tools to help, not replace, your direct interaction with God’s Word. There’s a wide gap between knowing the biblical answer and having your heart changed by slow, prayerful reading of the text and the Spirit’s work. If we run to commentaries, YouTube sermons, pastors, or even study notes before we’ve observed and meditated, we’re shortcutting the Word of God. The dangers predate the internet. We’re out of time. We’ll have a follow-up teaching on AI. Submit questions to any elders or the church office if you want your question addressed in the next session. The post Equipping Hour: Biblically Thinking About AI (Part 1) appeared first on Grace Bible Church.

12 proven business models that separate successful products from failures!Product Manager Brian Orlando & Enterprise Business Agility Consultant Om Patel examine 12 real-world business models with real examples of the companies that employ them!Based on "The Art of Profitability" by Adrian Slywotzky (2002), this part-1-of-2 podcast covers:• Customer Solution Model (Palantir, SAP, Salesforce)• Product Pyramid (Apple, Tesla, GM)• Multi-Component Pricing (Uber, Coca-Cola)• Switchboard Platforms (Uber, Airbnb, eBay)• Time & Materials (Consulting firms)• Blockbuster Model (Pharma, Netflix)• Profit Multiplier (Microsoft, Disney)• Entrepreneurial Model• Specialist Model (Mayo Clinic, Agile Coaches)• Installed Base (Printers, Razors, K-Cups)• De Facto Standard (Windows, Adobe PDF)• Brand Model (Apple, Nike, BMW)Perfect for product managers, agile coaches, startup founders, and business leaders trying to understand which revenue model fits their product strategy.

Reuben Carranza knows a good brand when he sees it.  Bansk Beauty, where he serves as executive chairman, made headlines in September after acquiring the buzzy, clinical skin-care brand Byoma. It's part of the late-stage private investment firm's growing beauty roster, which includes Amika, Eva NYC and Ethique.  “No. 1, they're on a tear, right? They're growing rapidly. But I think what we loved about them was the story,” he told Glossy on stage at this week's annual Glossy Beauty and Wellness Summit about its Byoma acquisition. “It's the story: they've de-complicated complicated skin-care routines.”  Carranza kicked off the Summit with a special live podcast recording, where he shared insights into the firm's investment philosophy and growth plans for its brands. He also shared career advice from his stacked CV, which includes more than two decades at P&G and leadership roles at R+Co Hair, Kate Somerville skin care, and more.  This special session is ahead, but first, hosts Lexy Lebsack and Emily Jensen share highlights from the Summit and dig into the news of the week.  First up, the hosts break down the latest from Tylenol- and Neutrogena-owner Kenvue. Kimberly-Clark Corp. will acquire Kenvue Inc. in a deal valued at $48.7 billion. Kimberly-Clark's portfolio includes consumer brands like Huggies, Kleenex and Cottonelle. Next up, a look at Skims's buzzy new hire. Diarrha N'Diaye was named evp, beauty and fragrance of Kim Kardashian's upcoming Skims Beauty. N'Diaye has worked in marketing and branding for the likes of Glossier and L'Oréal, and was most recently the founder of Ami Colé, which shuttered in July. She will lead product development, innovation and brand strategy for Skims's upcoming beauty launch.  Finally, an analysis of a hefty investment in Blueprint, the supplement company from American entrepreneur and biohacker Bryan Johnson. The company has taken on $60 million in funding from investors like Kim Kardashian, Ari Emanuel, Cameron and Tyler Winklevoss, and many more big names. Johnson is best known for documenting his quest to age in reverse on YouTube and through the Netflix film “Don't Die.” Blueprint currently offers a variety of products DTC, including drink mixes, supplements and skin care. 

Kleenex and Tylenol under one roof: Carl Quintanilla, Jim Cramer and David Faber discussed Kimberly-Clark agreeing to acquire Kenvue for $40 billion in cash and stock. Should investors like the deal? Amazon shares hit a new record high after OpenAI struck a $38 billion infrastructure deal with AWS. Also in focus: November markets playbook, Ford auto sales rise in October despite a slide in EV demand, reaction to earnings from Warren Buffett's Berkshire Hathaway, A price target hike for Nvidia, The CEO of DuPont spin-offQnity joined the anchors at Post 9 on the electronics company's first trading day as an independent company.Squawk on the Street Disclaimer Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The US government shutdown appears on course to be the longest in history after President Trump made clear he has no plans to negotiate with Democrats over healthcare costs. Leanna Byrne hears from a worker and a food bank in New York. Also, Kimberly-Clark, the company behind Huggies and Kleenex, is buying the maker of Tylenol and Kenvue, in a forty-nine billion dollar deal. Almost ten years after launching its ambitious Vision 2030 plan to diversify away from oil, Saudi Arabia is pouring billions into artificial intelligence and high-tech infrastructure. Presenter: Leanna Byrne Producer: Ahmed Adan Editor: Olie D'Albertanson

WhoAlan Henceroth, President and Chief Operating Officer of Arapahoe Basin, Colorado – Al runs the best ski area-specific executive blog in America – check it out:Recorded onMay 19, 2025About Arapahoe BasinClick here for a mountain stats overviewOwned by: Alterra Mountain Company, which also owns:Pass access* Ikon Pass: unlimited* Ikon Base Pass: unlimited access from opening day to Friday, Dec. 19, then five total days with no blackouts from Dec. 20 until closing day 2026Base elevation* 10,520 feet at bottom of Steep Gullies* 10,780 feet at main baseSummit elevation* 13,204 feet at top of Lenawee Mountain on East Wall* 12,478 feet at top of Lazy J Tow (connector between Lenawee Express six-pack and Zuma quad)Vertical drop* 1,695 feet lift-served – top of Lazy J Tow to main base* 1,955 feet lift-served, with hike back up to lifts – top of Lazy J Tow to bottom of Steep Gullies* 2,424 feet hike-to – top of Lenawee Mountain to Main BaseSkiable Acres: 1,428Average annual snowfall:* Claimed: 350 inches* Bestsnow.net: 308 inchesTrail count: 147 – approximate terrain breakdown: 24% double-black, 49% black, 20% intermediate, 7% beginnerLift count: 9 (1 six-pack, 1 high-speed quad, 3 fixed-grip quads, 1 double, 2 carpets, 1 ropetow)Why I interviewed himWe can generally splice U.S. ski centers into two categories: ski resort and ski area. I'll often use these terms interchangeably to avoid repetition, but they describe two very different things. The main distinction: ski areas rise directly from parking lots edged by a handful of bunched utilitarian structures, while ski resorts push parking lots into the next zipcode to accommodate slopeside lodging and commerce.There are a lot more ski areas than ski resorts, and a handful of the latter present like the former, with accommodations slightly off-hill (Sun Valley) or anchored in a near-enough town (Bachelor). But mostly the distinction is clear, with the defining question being this: is this a mountain that people will travel around the world to ski, or one they won't travel more than an hour to ski?Arapahoe Basin occupies a strange middle. Nothing in the mountain's statistical profile suggests that it should be anything other than a Summit County locals hang. It is the 16th-largest ski area in Colorado by skiable acres, the 18th-tallest by lift-served vertical drop, and the eighth-snowiest by average annual snowfall. The mountain runs just six chairlifts and only two detachables. Beginner terrain is limited. A-Basin has no base area lodging, and in fact not much of a base area at all. Altitude, already an issue for the Colorado ski tourist, is amplified here, where the lifts spin from nearly 11,000 feet. A-Basin should, like Bridger Bowl in Montana (upstream from Big Sky) or Red River in New Mexico (across the mountain from Taos) or Sunlight in Colorado (parked between Aspen and I-70), be mostly unknown beside its heralded big-name neighbors (Keystone, Breck, Copper).And it sort of is, but also sort of isn't. Like tiny (826-acre) Aspen Mountain, A-Basin transcends its statistical profile. Skiers know it, seek it, travel for it, cross it off their lists like a snowy Eiffel Tower. Unlike Aspen, A-Basin has no posse of support mountains, no grided downtown spilling off the lifts, no Kleenex-level brand that stands in for skiing among non-skiers. And yet Vail tried buying the bump in 1997, and Alterra finally did in 2024. Meanwhile, nearby Loveland, bigger, taller, snowier, higher, easier to access with its trip-off-the-interstate parking lots, is still ignored by tourists and conglomerates alike.Weird. What explains A-Basin's pull? Onetime and future Storm guest Jackson Hogen offers, in his Snowbird Secrets book, an anthropomorphic explanation for that Utah powder dump's aura: As it turns out, everyone has a story for how they came to discover Snowbird, but no one knows the reason. Some have the vanity to think they picked the place, but the wisest know the place picked them.That is the secret that Snowbird has slipped into our subconscious; deep down, we know we were summoned here. We just have to be reminded of it to remember, an echo of the Platonic notion that all knowledge is remembrance. In the modern world we are so divorced from our natural selves that you would think we'd have lost the power to hear a mountain call us. And indeed we have, but such is the enormous reach of this place that it can still stir the last seed within us that connects us to the energy that surrounds us every day yet we do not see. The resonance of that tiny, vibrating seed is what brings us here, to this extraordinary place, to stand in the heart of the energy flow.Yeah I don't know, Man. We're drifting into horoscope territory here. But I also can't explain why we all like to do This Dumb Thing so much that we'll wrap our whole lives around it. So if there is some universe force, what Hogen calls “vibrations” from Hidden Peak's quartz, drawing skiers to Snowbird, could there also be some proton-kryptonite-laserbeam s**t sucking us all toward A-Basin? If there's a better explanation, I haven't found it.What we talked aboutThe Beach; keeping A-Basin's whole ski footprint open into May; Alterra buys the bump – “we really liked the way Alterra was doing things… and letting the resorts retain their identity”; the legacy of former owner Dream; how hardcore, no-frills ski area A-Basin fits into an Alterra portfolio that includes high-end resorts such as Deer Valley and Steamboat; “you'd be surprised how many people from out of state ski here too”; Ikon as Colorado sampler pack (or not); local reaction to Alterra's purchase – “I think it's fair that there was anxiety”; balancing the wild ski cycle of over-the-top peak days and soft periods; parking reservations; going unlimited on the full Ikon Pass and how parking reservations play in – “we spent a ridiculous amount of time talking about it”; the huge price difference between Epic and Ikon and how that factors into the access calculus; why A-Basin still sells a single-mountain season pass; whether reciprocal partnerships with Monarch and Silverton will remain in place; “I've been amazed at how few things I've been told to do” by Alterra; A-Basin's dirt-cheap early-season pass; why early season is “a more competitive time” than it used to be; why A-Basin left Mountain Collective; Justice Department anti-trust concerns around Alterra's A-Basin purchase – “it never was clear to me what the concerns were”; breaking down A-Basin's latest U.S. Forest Service masterplan – “everything in there, we hope to do”; a parking lot pulse gondola and why that makes sense over shuttles; why A-Basin plans a two-lift system of beginner machines; why should A-Basin care about beginner terrain?; is beginner development is related to Ikon Pass membership?; what it means that the MDP designs for 700 more skiers per day; assessing the Lenawee Express sixer three seasons in; why A-Basin sold the old Lenawee lift to independent Sunlight, Colorado; A-Basin's patrol unionizing; and 100 percent renewable energy.What I got wrong* I said that A-Basin was the only mountain that had been caught up in antitrust issues, but that's inaccurate: when S-K-I and LBO Enterprises merged into American Skiing Company in 1996, the U.S. Justice Department compelled the combined company to sell Cranmore and Waterville Valley, both in New Hampshire. Waterville Valley remains independent. Cranmore stayed independent for a while, and has since 2010 been owned by Fairbank Group, which also owns Jiminy Peak in Massachusetts and operates Bromley, Vermont.* I said that A-Basin's $259 early-season pass, good for unlimited access from opening day through Dec. 25, “was like one day at Vail,” which is sort of true and sort of not. Vail Mountain's day-of lift ticket will hit $230 from Nov. 14 to Dec. 11, then increase to $307 or $335 every day through Christmas. All Resorts Epic Day passes, which would get skiers on the hill for any of those dates, currently sell for between $106 and $128 per day. Unlimited access to Vail Mountain for that full early-season period would require a full Epic Pass, currently priced at $1,121.* This doesn't contradict anything we discussed, but it's worth noting some parking reservations changes that A-Basin implemented following our conversation. Reservations will now be required on weekends only, and from Jan. 3 to May 3, a reduction from 48 dates last winter to 36 for this season. The mountain will also allow skiers to hold four reservations at once, doubling last year's limit of two.Why now was a good time for this interviewOne of the most striking attributes of modern lift-served skiing is how radically different each ski area is. Panic over corporate hegemony power-stamping each child mountain into snowy McDonald's clones rarely survives past the parking lot. Underscoring the point is neighboring ski areas, all over America, that despite the mutually intelligible languages of trail ratings and patrol uniforms and lift and snowgun furniture, and despite sharing weather patterns and geologic origins and local skier pools, feel whole-cut from different eras, cultures, and imaginations. The gates between Alta and Snowbird present like connector doors between adjoining hotel rooms but actualize as cross-dimensional Mario warpzones. The 2.4-mile gondola strung between the Alpine Meadows and Olympic sides of Palisades Tahoe may as well connect a baseball stadium with an opera house. Crossing the half mile or so between the summits of Sterling at Smugglers' Notch and Spruce Peak at Stowe is a journey of 15 minutes and five decades. And Arapahoe Basin, elder brother of next-door Keystone, resembles its larger neighbor like a bat resembles a giraffe: both mammals, but of entirely different sorts. Same with Sugarbush and Mad River Glen, Vermont; Sugar Bowl, Donner Ski Ranch, and Boreal, California; Park City and Deer Valley, Utah; Killington and Pico, Vermont; Highlands and Nub's Nob, Michigan; Canaan Valley and Timberline and Nordic-hybrid White Grass, West Virginia; Aspen's four Colorado ski areas; the three ski areas sprawling across Mt. Hood's south flank; and Alpental and its clump of Snoqualmie sisters across the Washington interstate. Proximity does not equal sameness.One of The Storm's preoccupations is with why this is so. For all their call-to-nature appeal, ski areas are profoundly human creations, more city park than wildlife preserve. They are sculpted, managed, manicured. Even the wildest-feeling among them – Mount Bohemia, Silverton, Mad River Glen – are obsessively tended to, ragged by design.A-Basin pulls an even neater trick: a brand curated for rugged appeal, scaffolded by brand-new high-speed lifts and a self-described “luxurious European-style bistro.” That the Alterra Mountain Company-owned, megapass pioneer floating in the busiest ski county in the busiest ski state in America managed to retain its rowdy rap even as the onetime fleet of bar-free double chairs toppled into the recycling bin is a triumph of branding.But also a triumph of heart. A-Basin as Colorado's Alta or Taos or Palisades is a title easily ceded to Telluride or Aspen Highlands, similarly tilted high-alpiners. But here it is, right beside buffed-out Keystone, a misunderstood mountain with its own wild side but a fair-enough rap as an approachable landing zone for first-time Rocky Mountain explorers westbound out of New York or Ohio. Why are A-Basin and Keystone so different? The blunt drama of A-Basin's hike-in terrain helps, but it's more enforcer than explainer. The real difference, I believe, is grounded in the conductor orchestrating this mad dance.Since Henceroth sat down in the COO chair 20 years ago, Keystone has had nine president-general manager equivalents. A-Basin was already 61 years old in 2005, giving it a nice branding headstart on younger Keystone, born in 1970. But both had spent nearly two decades, from 1978 to 1997, co-owned by a dogfood conglomerate that often marketed them as one resort, and the pair stayed glued together on a multimountain pass for a couple of decades afterward.Henceroth, with support and guidance from the real-estate giant that owned A-Basin in the Ralston-Purina-to-Alterra interim, had a series of choices to make. A-Basin had only recently installed snowmaking. There was no lift access to Zuma Bowl, no Beavers. The lift system consisted of three double chairs and two triples. Did this aesthetic minimalism and pseudo-independence define A-Basin? Or did the mountain, shaped by the generations of leaders before Henceroth, hold some intangible energy and pull, that thing we recognize as atmosphere, culture, vibe? Would The Legend lose its duct-taped edge if it:* Expanded 400 mostly low-angle acres into Zuma Bowl (2007)* Joined Vail Resorts' Epic Pass (2009)* Installed the mountain's first high-speed lift (Black Mountain Express in 2010)* Expand 339 additional acres into the Beavers (2018), and service that terrain with an atypical-for-Colorado 1,501-vertical-foot fixed-grip lift* Exit the Epic Pass following the 2018-19 ski season* Immediately join Mountain Collective and Ikon as a multimountain replacement (2019)* Ditch a 21-year-old triple chair for the mountain's first high-speed six-pack (2022)* Sell to Alterra Mountain Company (2024)* Require paid parking reservations on high-volume days (2024)* Go unlimited on the Ikon Pass and exit Mountain Collective (2025)* Release an updated USFS masterplan that focuses largely on the novice ski experience (2025)That's a lot of change. A skier booted through time from Y2K to October 2025 would examine that list and conclude that Rad Basin had been tamed. But ski a dozen laps and they'd say well not really. Those multimillion upgrades were leashed by something priceless, something human, something that kept them from defining what the mountain is. There's some indecipherable alchemy here, a thing maybe not quite as durable as the mountain itself, but rooted deeper than the lift towers strung along it. It takes a skilled chemist to cook this recipe, and while they'll never reveal every secret, you can visit the restaurant as many times as you'd like.Why you should ski Arapahoe BasinWe could do a million but here are nine:1) $: Two months of early-season skiing costs roughly the same as A-Basin's neighbors charge for a single day. A-Basin's $259 fall pass is unlimited from opening day through Dec. 25, cheaper than a Dec. 20 day-of lift ticket at Breck ($281), Vail ($335), Beaver Creek ($335), or Copper ($274), and not much more than Keystone ($243). 2) Pali: When A-Basin tore down the 1,329-vertical-foot, 3,520-foot-long Pallavicini double chair, a 1978 Yan, in 2020, they replaced it with a 1,325-vertical-foot, 3,512-foot-long Leitner-Poma double chair. It's one of just a handful of new doubles installed in America over the past decade, underscoring a rare-in-modern-skiing commitment to atmosphere, experience, and snow preservation over uphill capacity. 3) The newest lift fleet in the West: The oldest of A-Basin's six chairlifts, Zuma, arrived brand-new in 2007.4) Wall-to-wall: when I flew into Colorado for a May 2025 wind-down, five ski areas remained open. Despite solid snowpack, Copper, Breck, and Winter Park all spun a handful of lifts on a constrained footprint. But A-Basin and Loveland still ran every lift, even over the Monday-to-Thursday timeframe of my visit.5) The East Wall: It's like this whole extra ski area. Not my deal as even skiing downhill at 12,500 feet hurts, but some of you like this s**t:6) May pow: I mean yeah I did kinda just get lucky but damn these were some of the best turns I found all year (skiing with A-Basin Communications Manager Shayna Silverman):7) The Beach: the best ski area tailgate in North America (sorry, no pet dragons allowed - don't shoot the messenger):8) The Beavers: Just glades and glades and glades (a little crunchy on this run, but better higher up and the following day):9) It's a ski area first: In a county of ski resorts, A-Basin is a parking-lots-at-the-bottom-and-not-much-else ski area. It's spare, sparse, high, steep, and largely exposed. Skiers are better at self-selecting than we suppose, meaning the ability level of the average A-Basin skier is more Cottonwoods than Connecticut. That impacts your day in everything from how the liftlines flow to how the bumps form to how many zigzaggers you have to dodge on the down.Podcast NotesOn the dates of my visit We reference my last A-Basin visit quite a bit – for context, I skied there May 6 and 7, 2025. Both nice late-season pow days.On A-Basin's long seasonsIt's surprisingly difficult to find accurate open and close date information for most ski areas, especially before 2010 or so, but here's what I could cobble together for A-Basin - please let me know if you have a more extensive list, or if any of this is wrong:On A-Basin's ownership timelineArapahoe Basin probably gets too much credit for being some rugged indie. Ralston-Purina, then-owners of Keystone, purchased A-Basin in 1978, then added Breckenridge to the group in 1993 before selling the whole picnic basket to Vail in 1997. The U.S. Justice Department wouldn't let the Eagle County operator have all three, so Vail flipped Arapahoe to a Canadian real estate empire, then called Dundee, some months later. That company, which at some point re-named itself Dream, pumped a zillion dollars into the mountain before handing it off to Alterra last year.On A-Basin leaving Epic PassA-Basin self-ejected from Epic Pass in 2019, just after Vail maxed out Colorado by purchasing Crested Butte and before they fully invaded the East with the Peak Resorts purchase. Arapahoe Basin promptly joined Mountain Collective and Ikon, swapping unlimited-access on four varieties of Epic Pass for limited-days products. Henceroth and I talked this one out during our 2022 pod, and it's a fascinating case study in building a better business by decreasing volume.On the price difference between Ikon and Epic with A-Basin accessConcerns about A-Basin hurdling back toward the overcrowded Epic days by switching to Ikon's unlimited tier tend to overlook this crucial distinction: Vail sold a 2018-19 version of the Epic Pass that included unlimited access to Keystone and A-Basin for an early-bird rate of $349. The full 2025-26 Ikon Pass debuted at nearly four times that, retailing for $1,329, and just ramped up to $1,519.On Alterra mountains with their own season passesWhile all Alterra-owned ski areas (with the exception of Deer Valley), are unlimited on the full Ikon Pass and nine are unlimited with no blackouts on Ikon Base, seven of those sell their own unlimited season pass that costs less than Base. The sole unlimited season pass for Crystal, Mammoth, Palisades Tahoe, Steamboat, Stratton, and Sugarbush is a full Ikon Pass, and the least-expensive unlimited season pass for Solitude is the Ikon Base. Deer Valley leads the nation with its $4,100 unlimited season pass. See the Alterra chart at the top of this article for current season pass prices to all of the company's mountains.On A-Basin and Schweitzer pass partnershipsAlterra has been pretty good about permitting its owned ski areas to retain historic reciprocal partners on their single-mountain season passes. For A-Basin, this means three no-blackout days at Monarch and two unguided days at Silverton. Up at Schweitzer, passholders get three midweek days each at Whitewater, Mt. Hood Meadows, Castle Mountain, Loveland, and Whitefish. None of these ski areas are on Ikon Pass, and the benefit is only stapled to A-Basin- or Schweitzer-specific season passes.On the Mountain Collective eventI talk about Mountain Collective as skiing's most exclusive country club. Nothing better demonstrates that characterization than this podcast I recorded at the event last fall, when in around 90 minutes I had conversations with the top leaders of Boyne Resorts, Snowbird, Aspen, Jackson Hole, Sun Valley, Snowbasin, Grand Targhee, and many more.On Mountain Collective and Ikon overlapThe Mountain Collective-Ikon overlap is kinda nutso:On Pennsylvania skiingIn regards to the U.S. Justice Department grilling Alterra on its A-Basin acquisition, it's still pretty stupid that the agency allowed Vail Resorts to purchase eight of the 19 public chairlift-served ski areas in Pennsylvania without a whisper of protest. These eight ski areas almost certainly account for more than half of all skier visits in a state that typically ranks sixth nationally for attendance. Last winter, the state's 2.6 million skier visits accounted for more days than vaunted ski states New Hampshire (2.4 million), Washington (2.3), Montana (2.2), Idaho (2.1). or Oregon (2.0). Only New York (3.4), Vermont (4.2), Utah (6.5), California (6.6), and Colorado (13.9) racked up more.On A-Basin's USFS masterplanNothing on the scale of Zuma or Beavers inbound, but the proposed changes would tap novice terrain that has always existed but never offered a good access point for beginners:On pulse gondolasA-Basin's proposed pulse gondola, should it be built, would be just the sixth such lift in America, joining machines at Taos, Northstar, Steamboat, Park City, and Snowmass. Loon plans to build a pulse gondola in 2026.On mid-mountain beginner centersBig bad ski resorts have attempted to amp up family appeal in recent years with gondola-serviced mid-mountain beginner centers, which open gentle, previously hard-to-access terrain to beginners. This was the purpose of mid-stations off Jackson Hole's Sweetwater Gondola and Big Sky's new-for-this-year Explorer Gondola. A-Basin's gondy (not the parking lot pulse gondola, but the one terminating at Sawmill Flats in the masterplan image above), would provide up and down lift access allowing greenies to lap the new detach quad above it.The Storm explores the world of lift-served skiing year-round. Join us. Get full access to The Storm Skiing Journal and Podcast at www.stormskiing.com/subscribe

Nick Kroll (Big Mouth, Adults, I Don't Understand You) is a comedian, showrunner, and producer. Nick joins the Armchair Expert to discuss why he turned down the opportunity to kiss Dax's wife, calling dibs on a celebrity brand sponsorship with Kleenex, and longing to be an undeniable casting choice. Nick and Dax talk about how he feels that Big Mouth is now the longest running series on Netflix, how his wife is such a supportive guide for what brings him joy professionally, and what it was like producing a cross-country intervention for his best friend. Nick explains his motivation to speak honestly about his family in his standup, how Adults celebrates the great tradition of real comedy folks making a show together in NYC, and Coach Steve gets to meet Hermium Permium while Frito gets to meet Hormone Monster.Follow Armchair Expert on the Wondery App or wherever you get your podcasts. Watch new content on YouTube or listen to Armchair Expert early and ad-free by joining Wondery+ in the Wondery App, Apple Podcasts, or Spotify. Start your free trial by visiting wondery.com/links/armchair-expert-with-dax-shepard/ now.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.