Podcasts about kpi

In this episode of Business Lunch, Roland Frasier and Ryan Deiss explain how the classic four-stage buying journey has collapsed into one moment—and why trust is the lid that keeps prospects “popping” in your pot. They unpack three forms of trust—Identity, Competence, and Proximity—with sharp wins and public flops (Nike, Sephora, Peloton, DSW, Starbucks, Apple, United). You'll get simple creative frameworks to turn short-form content into instant, in-channel conversions and a 14-day sprint to prove it on a small budget.Highlights“It's not a funnel anymore—it's a popcorn popper. Your audience are kernels heating at different speeds. Trust is the lid that keeps them popping for you.”“Competence trust means the brand ‘gets me'—often better than I can describe myself.”“Employees outperform celebrities for reach and credibility—because most buyers are employees.”“Frictionless is forgettable. Add desirable friction that helps buyers name their pain and act.”“If you can't pivot your model, bolt trust into your media: mirror-micro-media, why-what-where, people-place-proof.”Mentioned in This EpisodeThree Trust Types (MAP mnemonic):M – Identity trust: Mirror → Micro → MediaA – Competence trust: “Answer” with Why → What → WhereP – Proximity trust: People → Place → ProofCompetence wins & misses: Nike's “Why do it?” repositioning; Sephora tutorials lifting AOV; Peloton's 2019 holiday ad backlash.Proximity plays: DSW AR try-ons; Starbucks barista TikToks; Apple retail specialists; cautionary tale—United Airlines viral incidents.Localization tactics: regional currency/sites, geo-specific visuals (city skylines), and micro-influencers by market.KPI effects: higher AOV/retention/loyalty from competence; higher LTV from proximity; employee posts driving outsized reach.Timestamps00:00 – The collapsed customer journey: from funnel to popcorn popper (trust as the lid)04:00 – Recap: Identity trust (mirror, micro, media)—and why episodes stand alone but compound07:30 – Competence trust: the brand that “gets me” (Nike shift, Sephora demos) + Peloton misread14:20 – Framework for competence: Why → What → Where (myth-bust, demo, direct CTA)17:30 – Example: 30-sec tax advisory myth-buster → LinkedIn/Reels → consult link → track AOV20:10 – Proximity trust: employees, in-place context, show real proof (DSW AR, Starbucks, Apple)24:10 – Employee content > celebrity polish; make it authentic, even shot on phone26:00 – 14-day Trust Sprint and MAP recap; why proximity is overlooked yet most scalableTakeaways for OperatorsStop chasing linear funnels; engineer trust in-channel so action can happen immediately.Use Why → What → Where to collapse steps: name the pain, show the fix, drop the link.Turn staff into a media network: People → Place → Proof with incentives and simple tracking.Localize by currency, domains, visuals, accents, micro-influencers—it quietly multiplies conversion.Run a 14-day sprint: baseline CAC/AOV → recruit 3 customers + 3 insiders → record shorts →...

Kiera shares specific tips for how practice owners can gain consistency, confidence, and calm in their day-to-day unsteady of chaos and surprise at the unknown.  Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:01) Hello, Dental A Team listeners. This is Kiera and today's a fun day. ⁓ think how to get more stability and predictability in your dental practice. I think this is a zone where people don't know how to have stability, predictability, growth, and how to do that in a consistent way. so ⁓ some practices feel like it's like a freaking rollercoaster. Like your systems are wild and it's like, what?   flavor of the day should I be choosing? I fix my system? Should I go for a new patient? Should I be working on my P &L? And I think that that's just like what people do. And they're like, how do I get this stability? How do get this predictability? Now I heard this quote and then I tried to find this quote. So I'm just going to tell you, because I love it. I don't know if it's real or not, but I'm just going to say it's real. They said that Walt Disney said, and I love Walt Disney and I'm obsessed with Disney, but they were able to create predictable magic with systems behind the scenes.   And I think about that for practices of like, can I help you create predictable magic, predictable cashflow, predictable, ⁓ profitability, predictable, like new patients. Well, it's through the systems behind the scenes and the team that's in place. so today really working on that of like how we can go from chaos and like whack them all of like, and I feel like I do this too in my company. just so you know, I don't think anybody's ever perfect at this, but I think we can actually cut out a lot of these pieces for you to create less chaos.   more predictability, more predictable magic in your practice ⁓ to give you that consistency, confidence, and calm in an owner's life rather than the chaos and the surprise and the unknown of will I be able to make it next month? Will I be able to make it in six months? I think for me as a business owner, is the hardest part of being a business owner is that unpredictability. so trying to give you more, ⁓ more predictability and stability. So if you're tired of   the revenue swings, you're tired of the no show surprises, you're tired of the last minute team drama, like you're just tired and exhausted of that. This episode's for you. This is where today we're gonna really go into our mission of positively impacting the world of dentistry with tactical advice ⁓ from experts who do dentists and team consulting. We've been there, we've done it, we've done it multiple times, we've run it in our own practices. ⁓ Every single consultant on our team has had to have a proven track record of going through exactly what you go through.   coming out on the other side with ease and grace. So that's what we're here for and so I'm gonna just break it down into a couple quick steps for you today of just some different things that can probably help you create some more predictability in your practice to create more stability and to get you out of that, like I said, the revenue swings and no-show surprises. Now, this isn't something that's going to come easy. This isn't something that happens overnight. ⁓ I have a sign up in my kitchen that says discipline equals freedom. This is a disciplined act.   This is what the high achievers do. These are not the small practices that are doing this. And it's the, like, I feel like it's investing. Someone once told me investing is like vanilla ice cream. It's not sexy and nobody gets really excited over vanilla ice cream, but it's predictable and it's always good. And that's what I feel this is like, let's create your practice into the vanilla ice cream practice where it's not sexy. It's not flashy, but it is predictable and it's stable for you. And then from there, like add the sprinkles, add the toppings, add the chocolate. Like you can make vanilla ice cream awesome. It's a great base and a great foundation.   So today I wanna help you create that in your practice. So step one is a daily and weekly rhythm. ⁓ I found that structure is something that's so paramount. Even my mom, like there were seven kids in my family and my mom had to create structure. Like I remember summertime, a lot of parents hate summertime because their kids have no structure. They enjoy school time, there's structure, there's a rhythm, there's something that they can count on. Kids go to school at this time, kids come home at this time, there's predictability in there. And so for you within your practice, let's kind of take what we do.   in parenting and in growing up. And let's apply that to your practice because the same principles apply. And so having these different pieces ⁓ in place of how teams communicate, of how we review performances. So it's a cadence. Like I hate remembering things and I love cadences. just a couple key strategies on this daily and weekly rhythm would be morning huddle. And in morning huddle, morning huddle is one of my fastest ways that I'm able to create stability and structure within a practice if it's a good one. So we're looking at patient.   patients, goals and priorities. And we're doing it consistently and we're looking for opportunities. So a great morning huddle, Kristy and I were talking the other day and she said, I can add 10 to 15 grand to most practices just with a great daily huddle. And I love that because I agree with you. If you use a huddle strategically, it's like, why do team members like in basketball or football, why do they huddle? They huddle to win the game and that's what your huddle should be. So we have our daily morning huddle to look for opportunities to prioritize, to align, to make sure our goals are actually where we want them to go.   Then after that, we have a weekly leadership and team meetings. We're looking at our numbers, resolving obstacles. We literally teach our teams traction style ⁓ L10 meetings so that way you can run it. So we're talking about our data, any of our numbers that are off-track or an immediate issue. We teach you how to solve issues. We teach you how to rate a meeting. So they're very effective and efficient meetings using data. So we're not just sitting here like vomiting our problems. You vomit the problems, yes, but we're also going to have a strategic way of how we solve them.   And then this way we're able to catch our problems earlier. So between those two things of a daily and a weekly, so we're having a daily huddle that's focused on strategy. It's focused on winning. It's focused on opportunities. And then we have a weekly leadership. So your leadership team gets together and departments. And I know you might be like, that's so many meetings. It's fine. You're welcome to do that. But I'm like, if you want to know how the big players are hitting, like I'm talking the practices I work with that are 20, 30 million annually. This is what they're doing. And at a small level on a big level, this works.   When I had one team member, did leadership meetings every single week because I figured we need to start, like that's a big practices to do. That's a big organization to do. So why am I thinking I'm so small not to implement that? When you do this, you typically will see a 10 to 20 % increase in revenue and decrease in overhead. You'll increase your schedule. Like just doing this, you'll look for opportunities. Your schedule will start to get hit more consistently because we're tracking it. We're tracking it every single day. And people like don't love to talk about this, but I'm like,   I also don't love working out, but I want the six pack abs. So it's choose your heart. Like would we rather sit there and like hope and pray and want to have it? Or are we going to start to put in some of these daily practices and weekly practices that work for other ones? So that way you can have more predictability. I promise you what, where your focus is, like where energy goes, focus flow, like where focus goes, energy flows. Let me get that one right. Where focus goes, energy flows. So if I'm focused on the numbers, I'm focused on the things we should be doing. I'm focused on solving problems sooner.   That's where my energy is gonna go. So we're gonna start to like, if you read the book essentialism, they talk about like, don't spin your wheels on a million things, spin your wheels on the most important things and laser focus on it and get everybody rowing in the same direction, you're ultimately gonna grow so much faster. So when we're doing these little pieces, this is what it is. So I would, if I was you, add these meetings into it, but I would make sure my meetings are powerful and impactful. I wouldn't just do meetings for meeting's sake, meetings need to be done with intentionality. Number two is tracking.   Leading metrics, not just lagging ones. So a leading and a lagging, I really hate these, they're really hard for me, but it's leading ones are things we have control over, lagging is the outcome at the end. So for example, like pre-appointment, how pre-appointed are our books? What's our unscheduled treatment? What's our AR aging? What's our same day conversions? What's our diagnosis rate? Like all those things are leading measures that will help us know if our outcome is going to actually get met. So if we're looking at pre-appointment, like,   how many patients in our database are pre-appointed for appointments versus how much re-care and reactivation do we need to do? So it's these two things like, if I wanna schedule full, I can pre-appoint, I can reappoint, I can look at all those different pieces to make sure my schedule's full. Schedule full is the outcome, the pre-appointment, the reappointment, all of that is a leading measure that's going to help me get to my outcome. And then we wanna actually look at those. So, ⁓ and a lot of times it's like, we want to hire somebody.   Well, let's think about the leading metrics that would help us. It's how many ads did we place and how many interviews did we perform? Those are things we have control over. I don't have control over if I hire somebody or not. I don't have control over the candidates that come to me, but I do have control over how many ads I place and how many interviews I perform. So let's track that versus tracking somebody being hired. Let's track how many reappointments we have and pre-appointments we have. Those are things we can control versus as our schedule full.   I still want to track both. Those are still important, but we have, your team can influence the leading measures. They can't necessarily influence the lagging ones. And if we have great leading measures that we're tracking, our lagging outcomes should actually be hit. Then we look at those in our weekly meetings, not just at the end of the month. And then this way, like it's a KPI scorecard that the whole team's looking at and they're watching. So when we do this, what you find is our reappointment. Like, so in office, when they start tracking their reappointments,   And we started doing it consistently. go from 80 % to 85 to 98. And people are like, but Kiera, I already do this. We're already doing it. And I'm like, great, then let's just make sure that the data proves what you're already doing and you're getting the gold stars for what you're already doing. What's crazy is when you start tracking these little things, your practice, that's gonna get a lot better. And it's crazy to how quickly it does. So if I was in your shoes, I would look at where are my gaps and where are the things that I felt, like I said, the...   the schedule gaps. So what could I do if I've got gaps in my schedule that would be leading? Well, it'd be how many outbound calls did we make and how many patients did we get scheduled off those outbound calls? Those are things I can control. So this is on my re-care. Tiffanie, she used to make her practices call 50 patients a day. I am not exaggerating that. I think it was actually a hundred. Like it was so many, cause she's like the more I have to have so many outbound calls cause she had tracked it. I have have this many outbound calls in order to have my schedule stay consistently full.   I can't just call when I need an opening. I need to be constantly putting those phone calls out there so patients are calling me back and I keep my schedule full. That's something. So when you're looking at like, well, I'm so tired of the cashflow dips. I'm so tired of the schedule gaps. My question is, what are you doing proactively? Like those are the systems behind the scene that create the predictable magic. I guarantee you Walt Disney's not like, you know, we should have fireworks. Well, no, there's all these systems in play before they even get to firework show.   to make sure the firework show is a success. So for you looking at what are the predictable things I should be doing. So the way you break this down is what are the three big stressors I have? And then what are leading measures that I could add into place to prevent that? So instead of me looking at the end of my PNL and be like, well, shoot, I don't have money. Could you look at your bank account every single day? Could you look at your PNL every single day?   could you look at your diagnosis and your production? If you want to produce a hundred grand, you've got to be diagnosing 300,000. That's something within your control. You could start to say, am I diagnosing $300,000 a month? I break that down to how many dollars I need to do a day. I watch my daily production diagnosis. I work with my hygiene team. I integrate Overjet or Pearl as AI solutions to it. That's how you can start to move this one forward for you exponentially rather than hoping and praying that we're hitting our cashflow at end of the month.   That's how you start to be a more strategic, getting out of that chaos into consistency and predictability. And then step three would be like building capacity plans. when I look at this, sometimes we like, so back at the beginning, I mentioned to you, said, are you tired of the revenue swings, the no show surprises, the last minute team drama? Well, cool, this is around like the team culture and all that. So.   People and time are gonna be a big piece for that. So based on our production goals and where we want to go, based on where we are currently and in the future, I need to start planning and projecting out how many team members do I need for the production? How do I have block scheduling to make sure that I'm not having like up and down months? How can I forecast out on my schedule to see when are my down months? When are my up months? When are people taking vacations? How can I proactively plan for this?   And then we're going to plan PTO and hiring proactively. So when I'm projecting out with a practice, we're literally at like September. ⁓ So convenient timing of this podcast to release for you. I'm looking ahead to say, okay, let's plan out our entire year time off. When are we having meetings? What are the highs and lows? What are the peaks and valleys within our production? And how can I stabilize that? So I'm not having these huge swings in a practice. How can I either plan for providers to be there, not have as many providers off? I'm looking at past history.   How can I prevent sucked timber and have slammed dunk timber? Like what are the different things when I know I've got those lows? What could I do two months earlier to make sure that I'm not having these like high and low months and then I'm proactively doing these pieces. So if I need to hire or I need to do these different, I need to have a different schedule. Like a lot of you are out two weeks in December. So why are we setting our September goal the same as our say October goal? They're not, they shouldn't be the same. You should figure out what is my goal. So if I'm trying to produce   let's say 3 million, well, I'm not gonna do 3 million divided by 12 months. It's gonna set me up for massive failure. I'm also not gonna do it by 52 weeks. What I'm gonna do is I'm literally gonna look to see, let's say there's only 45 weeks that we're going to have, and let's say I'm gonna then do that by 12 months. Well, now what I've gotta do for there is if that's the case, I need to be producing every single month, okay? So what I did is I did 3 million, and I'm gonna do that by about 45 weeks, okay? Then I'm gonna divide that by 12.   And I'm gonna say, all right, this is what I need to do. So my 3 million divide that by 45 weeks, that gives me 66,666 per week. Now I'm gonna divide that by four days. I need to be producing about 17,000 a day for 45 weeks. Notice I took out some of our low weeks. We have 52 weeks in a month. So I just gave you seven weeks where that's gonna hit your December holidays, it's gonna hit your November holidays, it's gonna hit your ice days in February, that's gonna hit it.   And instead of just doing it haphazardly like that, you actually can proactively plan this out. We have a tool for this where you can plan this. When are people out? What do I need to do? And then based on the growth that I'm also gonna project for our business, based on my diagnosing, all these leading measures, how many team members do I need to have and when do I need to hire them? How you doing? Because that was so many words and I hope you took it and I hope you took notes on it.   because what this will do is it's actually going to create a roadmap for you for next year. It's going to create a way for you to have predictability. This is going to prevent those revenue dips. We've helped you already with scheduling gaps by being with leading measures and then with your team, like staffing issues, making sure we have enough team members. If we know we are always down an assistant, rock on, let me project that out. Let me figure out what I need to produce for that. That way I can hire an additional assistant without having it be chaos on me. These types of things, if I know I've got maternity leave coming out.   How can I proactively do it? What if I hired another hygienist? But I actually build this whole plan out as best as I can. Usually I do mine in September, August, September, October is when I start working on mine to have it ready to go for the next year. I always want to throw up when I look at how much it's going to be. And then I like go to work and figure out how we're going to make this happen. But that helps you be more proactive. So I would look to see these three things. One, do I have a daily and a weekly rhythm? That was the easiest thing and making sure that those have opportunities.   and looking for that and strategizing with that. Then having leading indicators, not just outcomes. And we're tracking that collectively as a team and in every department. And then we're creating this strategic plan and forecasting and projecting out. So that way that's in place. Those three little things right there are going to help you have so much more stability and capacity within your practice that you will just be able to sleep better at night. Like as a business owner who's done this, as a consultant who's done this for offices, as consultants who do this for offices, these are things.   that are so helpful for you. Like this is not just luck. I say create your own luck, create your own magic and do it through the systems behind the scenes. But the discipline there is required. The accountability to yourself and to your team is required. Sometimes when I listen to podcasts or I have coaches come in, I'm like, that feels hard. Well, it doesn't have to be hard. You don't have to do this on your own. Buying a practice did not mean you had to be a CEO and an operations specialist and a CFO. You don't have to do all these things.   What you do need to do is hire people that are smarter than you that know how to do this. And if you don't know how to do it, it is your opportunity and in my opinion, obligation as a CEO to either figure it out or I love the book, Who Not How, who knows how to do this that can help me and my team. And then I vet them, I interview them, and then I execute and I hire them. That way you're able to grow. So if this is something that I think resonates, like you're like, I want predictable and profitable practices.   I want to get rid of the stress and the chaos. want to get rid of the highs and the lows. Reach out. This is what we do. We build systems to scale and sustain. We create the predictable magic with the systems and the team behind the scenes. We teach you how to have the disciplines. We teach you how to have an effective morning huddle. You don't have to do this alone. People are always like, dentistry feels like an island. And I'm like, only if you want it to be. It doesn't have to be. You can be with all the other doctors. You can be with all the other people. We have a community of doctors that get together.   We have teams that get together. We have trainings across the board. We work with your practice individually and connect you with other people so you can learn from other people. You don't have to do it. So stop guessing, start growing predictably, start having more predictability and less chaos. This is what we do. So if this feels fun for you, reach out. Hello@TheDentalATeam.com. If it feels terrifying and intimidating because you're like, feel like I should know this, drop the ego and realize it's okay. None of us know what we're doing. Everyone's in your same boat.   Everyone doesn't know how to figure this out. Some choose to get help and some choose to swim it out and figure it out on their own. Both are correct methods. It's just what's method, Beth, for you. And if I was you, I would at least book the call, see what people could do and see if you could help me get more predictable, predictability in my practice. Because the biggest thing as a business owner that creates the most amount of stress are those upswings, those downswings. And when I have more stability, when I know more consistently, when I know what it's going to be,   I'm able to navigate those highs and lows a lot better because I know the long-term outcome. It's not like a shotgun, like, like scatter. It's like, my gosh. It's like, all right, got it. I can weather this. And I also have somebody who can keep me stable. I have coaches and they help me keep my stability there. So reach out. I'd love to help you. Hello@TheDentalATeam.com as always. Thanks for listening and I'll catch you next time on The Dental A Team podcast.  

Maja Vujinovic stops by The Business Brew for a crypto discussion. Maja is CEO of FGNX, a D.A.T. The meat of this conversation is about Maja's experience in payments and how that led her to crypto. Maja then discusses Bitcoin and Ethereum's role in the modern financial system. Sponsorship InformationThank you to ⁠⁠Fiscal.ai⁠⁠ for sponsoring the show. DISCOUNT INFO: If you use the affiliate link ⁠⁠⁠fiscal.ai/brew⁠⁠⁠, you will automatically get 2 weeks of Fiscal Pro for Free and if you find that you want to upgrade, my link will get you 15% off any paid plans. About ⁠⁠Fiscal.ai⁠⁠⁠⁠Fiscal.ai⁠⁠ is the complete modern data terminal for global equities.The ⁠⁠Fiscal.ai⁠⁠ platform combines a powerful user experience with all the financial data capabilities that professional investors need. Users get up to 20 years of historical financials for all stocks globally that they can easily chart, compare, or export into their own models. And unlike legacy data terminals where it can take hours or even days, ⁠⁠Fiscal.ai⁠⁠'s data is updated within minutes of earnings reports. ⁠⁠Fiscal.ai⁠⁠ also tracks all the company-specific Segment & KPI data so you don't have to. Like to track Amazon's Cloud Revenue? They've got it.How about Spotify's premium subscribers? Or Google's quarterly paid clicks?They've got all of it.TakeawaysMaja Vujinovic has been in the crypto space since 2010.Mobile payments are crucial for developing markets.Bitcoin's peer-to-peer nature addresses remittance issues.Traditional banks often overlook developing markets.Ethereum serves as a financial layer, while Bitcoin is a reserve asset.Stablecoins are essential for programmable finance.Tokenization can unlock liquidity in illiquid assets.Government regulation is crucial for crypto's future.The cultural mindset in large corporations can hinder innovation.Tokenization can expand market access and reduce operational costs. Maja believes Bitcoin is being brought mainstream by companies like MicroStrategy.Treasury companies can provide exposure to crypto assets without direct ownership.Family offices are increasingly interested in holding crypto through equity in companies.Ethereum is seen as a bridge for traditional finance to enter the crypto space.The future of finance is digital, with a focus on AI and crypto integration.Scale in the crypto ecosystem allows for greater influence and capital attraction.Vujinovic emphasizes the importance of community in the success of cryptocurrencies.The younger generation is moving away from traditional assets like treasuries.AI and crypto are expected to evolve together, creating new opportunities.Shitcoins have a place in the market, driven by community engagement.

Everyone wants to believe there's a point where your Amazon business finally runs itself - no more testing, tweaking, or chaos.   Spoiler: that point doesn't exist.   In this episode, Brian and Robin Joy pull apart the myth of “getting it right” and show you why perfection is the enemy of progress. You'll hear how to spot the moment you've slipped from improving into stalling, how to stop “prettying up the nest,” and why a messy business is usually a healthy one.   This one's equal parts relief and reality check - a permission slip to quit chasing done and start chasing better.   You'll learn: Why chasing perfection kills momentum The difference between organizing and optimizing How to use testing as your best teacher Why “messy” might be your best KPI yet   And when your next five ASINs don't pan out?   You already know the answer. Test more ASINs.   Special guest at the conclusion of today's show, Jeff Schick of JeffSchick.com answers the question: "What are the realities of Amazon suspensions and reinstatements?"   Watch this episode on YouTube here: https://youtu.be/p2PPt12SECc   Show note LINKS:   SilentSalesMachine.com - Text the word “free” to 507-800-0090 to get a free copy of Jim's latest book in audio about building multiple income streams online (US only) or visit https://silentjim.com/free11   SilentJim.com/bookacall - Schedule a FREE, customized and insightful consultation with my team or me (Jim) to discuss your e-commerce goals and options.   My Silent Team Facebook group. 100% FREE! https://www.facebook.com/groups/mysilentteam - Join 82,000 + Facebook members from around the world who are using the internet creatively every day to launch and grow multiple income streams through our exciting PROVEN strategies! There's no support community like this one anywhere else in the world!   ProvenAmazonCourse.com - The comprehensive course that contains ALL our Amazon training modules, recorded events and a steady stream of latest cutting-edge training including of course the most popular starting point, the REPLENS selling model. The PAC is updated free for life!   SilentJim.com/kickstart - If you want a shortcut to learning all you need to get started then get the Proven Amazon Course and go through Kickstart.   SilentJim.com/thesystem  - (aka as 3P Mercury) - The complete workflow software we created on our team. "The System" automates your Amazon reselling/wholesale business the same way Khang (the creator) automated his $3million reselling business and made it HANDS FREE!    

Send us a textThis episode of the Private Practice Survival Guide breaks down a practical, mid-year playbook for measuring financial performance and forecasting for the future in private healthcare practices. Brandon clarifies core terms—Look-Back Analysis (retrospective KPI and revenue review), Forecasting (time-series, regression, probability ranges grounded in historical data), and Projections (scenario planning for new services/locations without prior data)—and shows how they interlock to drive data-informed decisions. Listeners learn a cadence for reviewing daily/weekly/monthly → quarterly → biannual → annual metrics, how to visualize trends to avoid cash-flow surprises, and how to translate descriptive, diagnostic, predictive, and prescriptive analytics into staffing, payer-mix, and scheduling strategy. The episode highlights seasonality (Q3–early Q4 as a revenue window before Thanksgiving), profitability analysis by service line (gross margin, net margin, “no margin, no mission”), and payer policy realities (e.g., Medicaid constraints and contractual guardrails). Takeaway: build clean data pipelines, define target KPIs, validate with look-backs, model best-/base-/worst-case forecasts, and use projections to stress-test growth moves—so you can allocate resources, hire, and market with confidence in the next two quarters.Welcome to Private Practice Survival Guide Podcast hosted by Brandon Seigel! Brandon Seigel, President of Wellness Works Management Partners, is an internationally known private practice consultant with over fifteen years of executive leadership experience. Seigel's book "The Private Practice Survival Guide" takes private practice entrepreneurs on a journey to unlocking key strategies for surviving―and thriving―in today's business environment. Now Brandon Seigel goes beyond the book and brings the same great tips, tricks, and anecdotes to improve your private practice in this companion podcast. Get In Touch With MePodcast Website: https://www.privatepracticesurvivalguide.com/LinkedIn: https://www.linkedin.com/in/brandonseigel/Instagram: https://www.instagram.com/brandonseigel/https://wellnessworksmedicalbilling.com/Private Practice Survival Guide Book

欢迎收听雪球出品的财经有深度，雪球，国内领先的集投资交流交易一体的综合财富管理平台，聪明的投资者都在这里。今天分享的内容叫从价值观、战略、竞争来深度看看腾讯。来自船长德雷克。前段时间对腾讯进行了深度底层思考，我将从三个关键维度，带大家梳理核心内容：一是回溯腾讯不同发展阶段的价值观迭代与文化演变，解析其用户导向的底层逻辑；二是聚焦腾讯未来的战略布局，探讨游戏、AI等核心业务的增长空间与规划方向；三是复盘腾讯与字节跳动的竞争态势，剖析双方在组织模式、管理机制上的差异与博弈焦点。首先，我们一起来聊一下腾讯的价值观。腾讯的价值观是什么？文化是怎么演变的？腾讯的公司价值观会根据社会环境与战略方向而调整变化：2003年腾讯作为初创公司，致力于“成为用户依赖的朋友，成为快乐活力的大学，创立一流的互联网公司”。2005年腾讯初步找到盈利方式，将公司愿景提升至“通过互联网提升人类的生活品质，成为最受尊敬的互联网企业”的格局与高度。2019年腾讯提出企业文化的3.0版本：“用户为本，科技向善”，决定扎根消费互联网，拥抱产业互联网。腾讯在此时已经意识到对于企业而言，与社会的关系和对社会的价值是最重要的。这一意识的形成比普遍的互联网巨头平均早一到两年，其背后的原因在于腾讯不仅经历过扩张周期，更经历过紧缩周期，在挨打的历史中养成了抗体，对企业边界产生了更深刻的认。2021年腾讯进一步提出：“可持续的社会价值创新”，以更长期的视角贯彻“科技向善”。但现如今，很多企业都有KPI考核，长期会让中层管理和员工KPI考核导向，而忘了用户导向，那么腾讯是如何保持价值观和企业文化？KPI只是推动和落实企业文化的工具，关键在于企业文化本身，且好的KPI设置可以兼顾长期与短期目标以及用户价值。如果一些互联网公司处于比较急功近利的阶段，则很可能将KPI构成中的短期收入权重设置过高，而忽略用户活跃度和用户留存度等长期指标，就有可能导向不好的企业文化。腾讯是互联网企业中利润最稳、短期压力最小的，相应的KPI考核标准就是中国互联网企业中最长线、最注重用户长期体验的。腾讯因KPI压力而导致其忘记用户导向的风险不大。腾讯过去的一个标志就是把赛马作为企业文化，以往有非常经典的案例，微信与QQ，王者荣耀大战，吃鸡大战等！腾讯现在还有内部赛马机制吗？如果没有这个机制，还能否保持内部产品团队之间的竞争方式与新陈代谢？赛马的本质是在目标战略赛道投入成倍的冗余资源去力求跑赢这个赛道，但一方面，腾讯目前不存在非常急切的战略赛道；另一方面，真正想要跑赢的赛道没有冗余资源，比如大模型赛道本身就需要大量资源的投入。所以赛马目前不是最好的新陈代谢方式。那么目前是否有更好的新陈代谢方式呢？一方面，腾讯很多业务开始取胜，随着新的战场被创造，就会有新的强势物种出现，比如三角洲行动最近的火热，姚远团队就会成为整个游戏业务管理者的标杆和鲶鱼，未来有很好的进步空间；另一方面，腾讯作为30年的企业，虽然在努力但新陈代谢但确实有一定难度。当现有高层管理者退休后，腾讯的企业文化和价值观如何传承？现有的用户至上文化是否会被稀释？接班人在未来可能成为问题，但至少在5年内不会是腾讯的问题：预测马化腾十年后不会退休，即便不做CEO也会是董事会主席，作为控股股东。根据大量的案例和理论研究，好企业产生重大战略风险通常同时满足两个条件：第一，创始人变更为职业经理人；第二，环境发生显著变化。腾讯这两点出现变化的可能性不大，未来五年公司治理都不会有太大风险。只要马化腾作为控股股东，用户导向的企业文化就大概率不会被稀释。聊完企业价值观，我们再来看看公司战略规划是怎么做的？腾讯未来的战略规划是怎样的？首先我们要明白科技行业对于十年的长期规划非常敏感，市场瞬息万变，需要根据反馈实时调整和变动，长期难以预测，所以集团的公司层面不存在十年的长期规划。问题的关键在于“什么不会变”：底层价值上：科技向善、以用户价值为依归的企业价值观，腾讯将“努力探索科技与社会的关系，形成更良性的互动”放在越来越重要的地位。业务方向上：社交与内容是腾讯的两个主要的努力方向，社交方面，微信已经达到了国内基础设施的地位，形成了垄断护城河。腾讯的游戏是其战略规划的重中之重。游戏进入了更好的扩张周期，虽然相比社交的劣势是垄断性弱，护城河不深，但优势是出海空间大，有助于帮助腾讯从中国的内战巨头转变为全球巨头。但是腾讯游戏体量已经很大了，未来的增长空间在哪里？天花板有多高？腾讯在游戏投资回报率最高的实时竞技类游戏市场是有近乎垄断的优势的。腾讯为什么长青游戏多，本质就是腾讯是开麻将馆的，搭几张桌子，买几副麻将，大家可以一直玩100年，因为玩家享受的是人和人之间的对抗，而网易、米哈游这些厂商是做皮影戏的，内容型游戏生意模式更类似于拍电影，需要不断的做内容，因此长期维持的难度和成本更高！腾讯游戏在实时竞技游戏基本垄断，市场占比与实力相匹配，在移动端可以维持长期维持市场份额，一个潜在增量是跨端游戏，伴随着虚幻引擎的崛起，腾讯的跨端游戏会更厉害。随着一代一代的社会主流人群对游戏的态度更加友好，国内游戏市场将稳中向上。目前腾讯的实时竞技类游戏在海外市场占比依旧很低，未来在海外有很多事可以做，有很大的潜力；随着中国文化越来越强，世界对于中国文化的兴趣度和友好度会越来越高，中国游戏在海外市场有星辰大海。说完游戏这个大头，我们也很关心腾讯未来在AI上的战略发展，腾讯未来在 AI 上的规划和目标是什么？特别是在智能体、人形机器人和智能终端这块的布局，总担心腾讯在 AI 赛道上掉队。腾讯的AI大模型有一些落后，源于腾讯的中台架构较弱，天然的组织架构不适合在基座大模型上进行重兵集团的决战；预测智能体未来和微信结合会领先；人形机器人和智能终端腾讯不会认真布局。新的AI入口突破微信护城河的风险不大，一方面因为随着技术扩散，复制一个已经实现的技术的难度会降低，腾讯以微信作为入口，配合90分的AI就可以战胜一个120分的纯AI，AI只是技术，真正重要的是与人的密切交互。元宝接入Deepseek代表腾讯战略的转向，从全域竞争转向固守生态：不再在大模型的基座处与其他厂商进行激烈的直接竞争，如果Deepseek未来成为最强的大模型，并且是开源的，反而对字节与阿里这样非常激进的早期投入的企业不是一个好事，因为后发者可以用更高的投资回报率达到接近的水平。腾讯未来在AI Agent行业的发展规划：很有可能在最主流的市场占据优势，核心在于如何运用微信提供的海量数据：AI Agent行业未来也会和其他很多产业一样，存在一个主流的市场和无数小众的高端差异化市场，有一个满足日常大部分需求与很多其他垂类。我们最后再来聊一下腾讯和竞争对手，特别是字节，他们之间的对比是如何的。先来讲一下竞争对手字节跳动，字节是纯粹的数据驱动，字节的业务部门决策以数据为最主要的依据；字节是10岁的年轻企业，和2009年之前的腾讯企业文化相似；加速主义的倡导者，更像AI机器人；在社会对于大型平台的反思越来越深刻、政府管制越来越严格的社会背景下，字节的应对准备不一定充分。而腾讯靠产品经理的主动洞察，很多内部决策以一定是以用户体验和用户价值为出发点；腾讯是年龄30岁的成熟企业，更传统，更有人情和温度；在社会对于大型平台的反思越来越深刻、政府管制越来越严格的社会背景下做好了更充分的准备。过去几年腾讯感觉整体不是很有利，腾讯未来如何应对字节的竞争？截止到2024年，字节跳动和腾讯的分界线为是否涉及到推荐算法信息流，并且能短期构筑护城河。如果涉及到推荐算法，腾讯很难和字节进行对抗，根据过去几年的案例，字节有碾压性优势。如果不设计算法，字节跳动相比腾讯的优势就不明显，总体字节胜率高，但是双方各有胜面。对于更长期的产品，腾讯比字节跳动有更大优势，最典型的案例是游戏，开发周期超过两年还不能有数据反馈的产品，很难在字节生存。但是我观察到，从2024开始年战局可能发生变化，腾讯未来在在于字节对抗的不利态势会缩减。算法的差异化现在是在降低的。随着数据的叠加和AI发展，推荐算法的门槛在逐渐降低。字节处于上市压力很大的阶段，因此短期会有非常强的把数据增长率做高的冲动，进而忽视用户价值和社会价值。大家可以深度思考一下抖音和视频号商业化率的差异，目前字节的超高度的商业化水平其实是给了视频号更好的发育机会！腾讯开发团队与产品团队的组织关系是什么样的，与字节相比这个模式有什么优劣？开发团队隶属于业务团队，总经理是产品出身或项目出身，下设一个产品总监还和一个技术总监，但都是隶属于业务团队，激励与业务效益深度绑定优点是深度捆绑，业务闭环，自我负责；缺点是开发需要强算法的产品时能够调动的资源有限，在高技术领域缺乏竞争力，因为不可能每个业务团队都有很强的底层技术功底。我们再来看看腾讯内部管理的问题，28%的员工认为部门协作效率下降，基层管理存在占地盘、搞内部派系现象，中层管理有官僚主义，高强度考核使得员工过度关注自己的目标，缺乏合作意愿。99%的大企业都是这样，这是很难解决的问题，但腾讯更严重：腾讯经过过过去的投资十年，中层领导干部不完全由市场筛选，有一部分由公司政治筛选。腾讯的目标管理本质上还是KPI：目标管理压力下的合作意愿取决于合作伙伴是否能在目标管理考核机制中获得更多考评权，如果合作伙伴的考评变得更重要，就会产生更强的合作意愿，而字节跳动将领导干部作为工具人，设置考评时需要与周边部门多方交叉验证，不完全对下属有更充分的考评权，相当于给领导削权和分权；腾讯是更传统的领导管理方式，给管理者比较充分的考核权，但是就会带来组织官僚化的问题。

Юрій Гайдай, економіст, на Radio NV про можливість обмеження зарплат чиновникам, зі стелею в 80 тисяч гривень та чому гість вважає диверсією, про владу, яка може повернути зарплату в конвертах та зробити інституції керованими вручну, що потрібно зробити, щоб держслужбовці отримували гідну зарплату та не стали корупціонерами, чому високі зарплати не зупиняють корупцію та як зробити так, щоб на держслужбу стояли черги з бажаючих працювати, про KPI для держслужбовців та хто має їх розробляти, а також про те, якою має бути відповідальність держслужбовців за корупційні дії.Ведучий – Дмитро Тузов

这片名绕口但看得轻松过瘾！还有我们最感兴趣的江湖秘闻：电影里的贼帮“荣门”并非虚构，扒扒《毕正明的证明》背后真实的“江湖暗八门”，以及96年“严打”前夕“车匪路霸”如何猖獗。 小偷行业竟有严密的“KPI考核”与黑话体系？各派手法有何门道？从绿皮火车的现金防盗到如今高铁时代的手机反诈（那些在暗处守护我们钱包的人，是真正的平凡英雄），电影如何用市井奇观折射一代人的安全记忆？本期带你解锁这部国庆档评分第一，国庆最佳、最特别的“江湖风物志”。

Feeling stuck? Kiera helps listeners create a three-step framework to diagnose a growth ceiling and push through with strategy and confidence. The steps that follow can be done in order or reversed. Find your true cap rate (then get a second opinion) Rework your systems for scale Set a bold new vision Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera and I hope today is just a great day for you. I hope that you're loving your life. Today's podcast date today is the day I get to share with you for whatever we're doing today. So whether we're driving to work together, whether we're driving home together, whether we're doing laundry or mowing the grass or traveling together or whatever you're doing today, thanks for taking me along with you. ⁓ it's truly something so fun. And today I think is going to be great for you to, what do do when you hit the plateau in your practice? ⁓ so   reality is we like didn't build our practices to be stuck or to feel like we're stuck or like there's no like we don't know our next move. ⁓ The reality is like if you plateaued or you feel stuck, it's just time to evolve. It's an indicator for you to know what the next step is kind of like when our seatbelt buckle beeps in the car, it's an indicator to put our seatbelt on ⁓ or we get the indicator from the gas light. It's an indicator to go and fill up our car with gas. Same thing when we're practices like it's plateaued or it's stuck. It's just like   Cool, let's diagnose, let's create a framework. Today I'm gonna help you have a three-step framework to diagnose your growth ceiling and how to push through it with strategy and confidence. So that's about what we're gonna do today. The Dental A Team is obsessed with you, I adore you. I'm so excited to be a part of your life or your practice. Our goal is to positively impact the world of dentistry in the greatest way possible and we do that through helping you say yes to more. So you having a vision for you and your life and your practice, earnings to make sure that you're profitable and it's predictable profit.   and then new systems and team development to ensure that everything you want to say yes to in life, you, your team and your patients is doable for you. And we do that with fun. We do that with ease. We do that with ⁓ creativity and love for teams. And we've been there, done that and done it successfully many times. I truly can hang my hat on the fact that I believe Dental A Team is the top notch consulting company. If you want to grow, if you want to do it with fun, if you want it to not just be directed at dentists, but you want your team involved in it and to do it from experts who have done it thousands of times successfully. And that's something I'm really proud of.   Most of our offices see a 10 to 30 % increase in production or a decrease in overhead within their first 90 days. We track these stats, we're very obsessive with it, and we do it through really fun, easy dial turns. So if that's something you're obsessed with, rock on. Let's work together. Reach out, Hello@TheDentalATeam.com. And as always, thank you guys for sharing this podcast. The goal is to get this into every dentist's hands, every single practice's hands. So please share, like, leave reviews, whatever you can do to get the word out and to help me on my mission to truly give back to our community. If you're ever looking for topics or   episodes head on over to TheDentalATeam.com click on our podcast page we have thousands like literally this is a free wealth of knowledge for you that we put on because we I truly just love dentistry and I want to help you have the best life life is my passion dentistry is my platform so head on over to TheDentalATeam.com click on our podcast page and you can literally type in anything so cash flow overhead ⁓ team growth leadership morning huddles case acceptance routes like you name it   type in any of those and of every single episode we've ever done, will actually filter for you and bring anything forward for you. So just make sure life super, super easy. Ease is one of our core values and trying to make your life easy is what we're obsessed about. So today when we're going to, a lot of times I see this in like a 1 million, a 1.5, a 2 million practice where they're just like, gosh, I feel like I've just like hit my level and I don't know how to grow beyond it. It's kind of like my hair. My hair grows to a certain length and it won't grow beyond that. Like I can cut it shorter.   but it just grows and it has never once grown beyond that. It's like, I don't know how to get my hair to grow past this level. Well, some practices feel like stuck hair, ⁓ but I just want to help give you this framework of three simple steps to help you diagnose it and then figure out what the next step is. So number one is to diagnose your true ceiling. And ⁓ this is where we're going to figure out like what the true cap rate is. Now, why we'll put this with an asterisk though, because a lot of offices think they've tapped out capped out.   but maybe they're just so used to sitting in there or they don't know how to have an eye for it. I went into a practice once upon a time. They had four ops and they're like, Kiera, there's nowhere else we could ever fit an operatory in here. So we're just gonna build out, we're building a building across the street. Well, within about 15 minutes, I was able to find another operatory. They added that operatory. They were able to add 200,000 to their practice just that year.   just by adding that one operatory in place. And they were like, well, we wish we would have met you like even a few months ago before we started building this huge, expensive building. I have another client where they got huge design plans out to like expand the building. It's a huge, huge expansion. They sent me a video of their downstairs and I was like, gosh, we could add like six ops down here with less effort, less reno. ⁓ And so I think also before you like truly say you pick capacity.   maybe getting a second set of eyes on it or a third set of eyes to see is there any hidden potential in here because we're looking at chairs, ops, providers, and hygiene days. That's going to truly be capacity of what can we do. Now again, getting creative because could we add maybe an hour in the morning? Have we maxed out all five days in the office? A lot of times people tell me we're maxed and I'm like, but you're not even working five days. That doesn't mean you have to work five days, but if you're practicing your building sitting empty, that space that we could actually grow that isn't the true ceiling.   So if we are not maxing out all five days, if we're not maxing out ⁓ all the operatories or all the space that we've got, you truly have not hit your ceiling. You might just not want to do the things that are capable for you. So looking at that, could I add more chairs? Could I add more operatories? What about more providers? What about more hygiene days? What about more hygiene hours? Is there space to expand any of that? Before we truly go to expand, these might be some areas that might be able to help you get past this plateau of some other areas. Also, let's look at our leadership.   ⁓ Is our owner acting as a manager and not a CEO? Are they managing the day to day? ⁓ Are they involved in all the meetings or are they truly as a CEO? And our office manager is acting as the manager within the practice. So looking for that because sometimes just freeing that owner doctor up to be a CEO actually can expand your practice very quickly with minimal effort. You actually can have all that in place and there's very little effort that you actually have to do because now the owner is able to look at things   It's like, give me a day of nothing and I will create so many possibilities. And so getting that owner out of the manager seat and into the true CEO seat, if that's the right seat for them, can also help. And then let's look to see like, what are our gaps? are there scheduling apps gaps? Do we have block scheduling in place? Can we maximize our schedule even more? What about our case acceptance, our AR? ⁓ What are some of the other areas of bottlenecks within our practice that maybe if we look to see changing them, like I've added hundreds of thousands.   including millions to a practice just by doing a different scheduling tactic, looking at the flow of the practice, just changing up the flow with pediatric practices, looking to see where do we put our ops versus our, our profis. You can actually readjust that whole schedule and actually squeeze out more juice in your practice, giving a better patient experience with little to no effort, just reworking how we're doing things. So I really, really, really love this. Like there's a practice.   that cure were totally maxed out. Like we don't know what to do and should we like expand our practice? They already have the huge practice and looking at it, I was like, but we're only here four days. So why don't we even consider that fifth day and or evening hours a couple of days? Again, that does not mean your current team. We could hire other team members for this, but like let's just run some numbers and see just adding that extra day, those lower, those evening hours. We were able to add over 550,000 to a practice just by doing that one simple thing.   no extra cost to the building. We were able to bring in two team members for that. Everything ran super easy. So I think I would go and look to see like in your practice when you're thinking I've plateaued, run a quick audit and say, where are we losing time? Where are we losing money? Or where are we losing energy? Like what are the true bottlenecks in our practice? And this is where like a CEO has to have that visionary time. Because if we ran a 60 minute audit on your office,   Could we quickly find those? When I walk into an office or our consultants walk into an office, that's what we're doing. We're auditing your practice. We're looking for these bottlenecks. So even if you can't figure out that, maybe it is time to consider bringing a consultant on site to just look at your practice to see. And we can do this virtually or in person. In person is obviously a little bit easier, but virtually too. Take videos and we can diagnose that space real quickly for you just to see what are maybe some of the options that we could do for you. So then when I look at this, SIP 2 is going to be like,   reworking all of your systems for scale. ⁓ It's like the saying is like, what got you here is not going to get you to where you need to go. So we've got to rework those. And like there have been practices that I walked in and they're actually too systematized. They're too in the weeds to be able to grow and expand it. And so for that, like, what do we need to upgrade? So like I said, for block scheduling or for handoffs or for our morning huddles or for accountability systems or reporting or KPI or tracking, like, ⁓   everybody doing a time audit to see what is on your schedule that should not be on your schedule that we could actually put into different people's spots. So often offices will tell me like, Kiera, we're so maxed. And I'm like, you're actually not maxed. Everybody's just overlapping. So we're like two or three people on the same task versus separating it out, delegating it out, getting everybody crystal clear.   ⁓ That way everybody can see and can have clarity. And I don't necessarily do it by person, but by seat. So especially for an office, we've got chair one, chair two, chair three. What do each of these chairs, what are they responsible for? What are the numbers and the metrics that they're responsible to do? So really like separating it out, dividing it out, making sure our systems are very scalable. So think like, okay, if we're a five-op practice doing 1.5 million today, what would a $4 million business that's maybe an eight-op practice do?   How would we have to change those systems and even starting to implement those systems now into your practice can exponentially help you go beyond this plateau space. So I really think like when you look at it, those simple changes like we're able to add 10,000, 20,000, 15,000 to a practice per month just by adjusting some of these systems, just by adjusting the KPIs, just by adjusting what people are doing because a lot of times smaller practices are more.   Overlappy, I think is the best way to say it rather than the larger practices the larger practices do read a little bit leaner they have more ⁓ More clarity of who should be doing what because they have to and so really looking to see what do I need to do? And how can I optimize the systems? What what's outdated in our practice that maybe we could revamp refine? Do differently now on the flip side sometimes practices that are so large actually have so many old dated systems that they just keep bringing forward that they need to actually   get rid of some of those dated systems and pick one or two systems to update. So like, are we so clunky in everything that we're tracking on our scorecard? Could we eliminate some of the things that we're tracking? So there's either, we need to track more or we need to track less. What is it and how can I actually update and rebuild our systems to be able to scale with ease? So that would be a quick thing to look at of like, what's outdated or what's to like, not like nuances.   what areas, and again, these are hard things to see. So fair warning, you've never done this before. So you might not even realize something's dated. And there was a practice who was still using paper charts. And I walked in and I was like, I've worked with you for a year. You didn't bother to tell me you had paper charts. But for them being in the day to day, they didn't realize that that was dated. So sometimes for you, you do need a bird's eye perspective. You do need someone who has seen hundreds of offices of what should be happening or what could be happening in your organization.   that maybe you're not even doing. So truly I am big on, yes, I am a consultant. So of course I have that. We do it within our company too. Bringing in people who are smarter than where we are. We know we've hit our ceiling and what we know how to update or what we think is outdated, we've already fixed. It might be time for you to also have that. And sometimes that's where the plateau happens is because...   You've grown as far as you know how to grow. You don't know how to go to the next level. And I've been there. I'm in there in my company right now. Like we're getting ready to bring somebody in from large, large, large corporation to still keep our like our boutique feel, but allowing us to scale in ways that I don't even understand how to do. So truly like even myself, I do this for our company because I think it's so wise to see somebody else who can help me figure out like what's dated, what's not working to help us scale even more while maintaining the feel of.   we are. Excuse me, step three.   Step three is going to be setting a bold new vision. So ⁓ when we feel like we've plateaued, we gotta figure out like, where do we want to go? Where do we want to grow to? And for me, it's like defining what the next level looks like. So is that team profit schedule lifestyle? When we work with offices, we set a one, three, 10 year goal that helps have this bold new vision. And sometimes you might be in this, I was in this and at year, gosh, it was year seven. ⁓   I like kind of lost the vision and I was like, I don't really know if this is where I want to go. And so we've got to just like clear up the vision and figure out where are we going? What does that look like? Team members schedule, like how many hours is the CEO working? Things like that. And then getting the whole team bought into it. And this is something I really love about leadership teams is we, build the vision together. So owner, yes, like I need to know where you want to go. You set the lighthouse for us and then we build around it. And so then what we do is we then tie quarterly goals into it. We run off of traction, but really like,   What I see happen so often is the owner doctor feels like they're just like dragging the boat along when they feel like they plateaued, but they don't have the whole team bought into it. And this is actually a question we ask offices when they're coming to work with us is it's your one through 10 year vision. Like how clear is that on a one to 10? And a lot of times you're like, well, I know where I want to go. And I'm like, great. Now does your team know where you want to go? And usually that's where it's fuzzy is the team has no clue. So the doctor really is like, just imagine like, this is how I visualize it. Like these huge chains and I'm holding them and they're like,   pulling this boat and I'm like sluggishly like walking down the beach like trying to pull this boat along versus throw the chains in the boat. So it's not on my back anymore as the owner. I hop in the boat with my team as a team collectively. We know that we're headed to this island at this time. We've got the map. We've got the road map. We've got somebody guiding us if we need to well now like everybody's rowing together right like that's so much easier like even like if you're watching the video you saw my like it's like this like   I don't know, hunched over, exhausted, like trying to pull this whole heavy boat versus like, we're all just rowing and I'm in my seat and I know what I need to row. And well, I guess rowing is not easy. It's much easier than trying to drag and force results. And so with that, a lot of times what I do is teams that do this, I have an office and they sent me a text and I'm like, yeah, remember when you were in our office and you helped us set the goal of hitting, I it was like 350,000 a month. They were like, we were barely producing like,   200 at that time. They're like, there's no way this is going to happen. Four months later, they were breaking 350. And like you went, that's 150,000 added to production. No extra days. Like all we did was we aligned the team to see where we needed to go. And what's crazy is when you get that alignment, well, now your system's become easier. Now the clarity is there. Everybody truly can figure out like where we're going and what our next level is because it's a collective group.   and it's a collective growth and it's a collective mission and effort that we're all headed to. I don't come in and say, you guys should be here. I come in and say, all right, collectively as a team, this is where we are. This is what industry standards are for growth. What do we feel as a team? And now when I'm doing this, also, I don't break it down and say like, all right, you have to add 150,000 a month. Well, no, if you're working 20 days, like I'm literally pulling out my calculator, 150,000 divided by 20 days, that's 7,500 extra a day. Well, 7,500 in dentistry.   is actually pretty easy to produce. And so what things could we do to get there? How could we have each department work on this? So now it becomes not 150,000. It's like, great. How do we add that 7,500? Why are we doing this? What's the purpose behind it? But getting that next level figured out really can help a practice get out of the plateau because now our sites are bigger. We know where we're headed. Then we can figure out our systems. Then we can figure out all the different pieces of like, what is my true ceiling? Am I really maxed out? You get more creative. So   For this, yes, I did these steps this direction, but really I would reverse them if I was listening to this podcast. And step one is I would figure out what my vision is. What's my next level and where do I wanna go? Then I'd look at my systems and what are my systems doing that I need to either add, take away or improve to get me to this next level and then figure out like the ceiling and is my practice truly maxed out or based on my next level vision, what could I do within my practice currently? And I think, yes, it's always fun to go buy a new house or a new car, a new   practice expanded out, but also cashflow wise and business wise and savvy business, if you can make it work where you currently are or just do a few small changes, is that worth it? And does that give it? For some people, they need to go build it. And the next level for them is to build something more dreamy, more fun. And that's like, what's going to ignite them. So everybody has to know what's going to be for you. But really, truly, I believe if you've got this great plan, you've got these pieces in play, it can help you get out of the plateau. It can help you figure out what your next level is.   honest to goodness, a lot of times you do need somebody outside to help you if you're not great at seeing this. And that's okay. I am not good. My husband and walk in a lot of rental properties and real estate properties. And I'm like, I wish I could see the vision on houses like I see in dental practices. When I walk in, I can see what needs to happen. Our consultants can see what needs to happen quickly. Where do I need to the numbers? What do need to do from that? That's something so magical versus like in a house. I'm like,   I don't know, I can't see where to move the walls. And some of you might be able to see in a house very quickly how to renovate it and how to change it. For me, that's not a talent I have. For you, a talent you might not have is being able to see how you can get beyond the plateau of your practice. Here are some tips for you. Hopefully you can take them on and try them out. But really, if you need help, reach out. This is what we do. This is what we do all day long. We've seen multiple practices. We've seen them from five ops. We've seen them up to literally have a practice of 25 ops.   The difference between those two practices and the way they operate in the systems and what we do for the large practices versus what we do for the small practices is pretty similar. Actually, it's very similar of what we do. ⁓ It's just on a different scale and it's growing the smaller practices into the larger practices. So for you growth, truly, I want to remind you isn't luck. It's leadership that has systems and clarity of where to go and what the next step is in the next vision. So if you feel stuck,   You're not failing. You might just need a new vision. You might just need a different perspective. You might need somebody to come in and help you see the gaps that you might not be able to see. And so truly I would love to help you. So reach out, Hello@TheDentalATeam.com. This is what we talk about on our practice assessment calls. We talk about where you are, the potential. There is a lot of free consulting on that for you, whether you work with us or not, just to give you what the next step is or what some of the blind spots are in your practice that maybe you didn't see because you're in a day in a day out. I do this for our company.   And it's such a joy and an honor to do it for practices, to be able to help you from someone who's been there, done that and done it successfully over and over and over again. So let's do it for you. Reach out. Hello@TheDentalATeam.com. It's time for you to grow into the vision that you were meant to have. It's time for you to have fun with it. It's time for you to get excited, to get reignited, to have the best time. And we're here to help you do that. So reach out. And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.

What would happen if you committed to 30 days of action designed not just to sharpen your business, but to renew your mindset, balance, and energy as a therapist? In this episode, I introduce my spin on the popular 75 Hard challenge—tailored specifically for therapists who are juggling private practice, family life, and self-care. Instead of focusing on fitness and aesthetics, this challenge is about sustainable habits that strengthen your business, mindset, and overall well-being. I'll walk you through the framework of this challenge, breaking down the eight criteria that will help you finish the year strong and how these simple yet powerful commitments can transform the way you show up for your practice and yourself. Topics Covered in this Episode: 2:18 - Why this challenge is 30 days instead of 75 4:59 - The first step every therapist needs to take for lasting motivation 9:10 - How to reframe your marketing into manageable weekly blocks 10:16 - The surprising journaling practice that rewires your mindset 13:57 - A simple meditation routine that makes a big difference 15:14 - The KPI habit that shifts you into CEO mode 16:33 - How to “bookend” your week with Marketing Mondays and Financial Fridays 18:02 - Why doing one thing that scares you weekly may be the biggest growth tool If you're ready to stop feeling scattered and instead create a practice and life that feels intentional, abundant, and energized, then this episode is your roadmap. Tune in, take notes, and if you're ready for accountability and community, join us inside the Practice Accelerator for the full 30-day challenge running October 6–November 6. Don't forget to use the code ALLIN at checkout for $100 off. Let's finish this year strong, together.   Resources Mentioned: Join the Practice Accelerator today to join in on the challenge: https://www.theentrepreneurialtherapist.com/practice-accelerator Podcast listeners use the code ALLIN at checkout for $100 off For podcast listeners, you can up to 70% off your first 4 months of Simple Practice + a 7 day free trial using the link simplepractice.com/danielle

Want to hear about a specific topic on the show? Text us and we will consider it :)If Q4 usually feels like a blur, this conversation flips the script. We walk through a practical plan to turn the busiest season into the most focused—anchored by real numbers, smart offers, and the mindset shifts that separate high achievers from the rest. From a scholarship announcement for the Structure Scale and Profit Cleaning Business Academy to a premium “Mommy Reset” holiday package, we show how to build seasonal demand without discounting your value.We start by reframing fall as your strategic mirror: clarify goals, set dates, and convert vague hopes into weekly inputs you can control. Then we get tactical. You'll hear how to package Black Friday offers, layer profitable add-ons, and price with confidence. We dig into the math that guides staffing and routing—breaking monthly revenue into daily targets—plus a simple KPI rhythm so you always know where you stand. We also make space for the human side: holiday hours, PTO clarity, family time, and firm boundaries that protect your energy while keeping clients happy.Lead generation doesn't need to be complicated. We share a lightweight system for in‑person networking, social proof, and daily follow-ups, along with a simple email funnel that captures and converts interest. You'll learn why a clean car logo can quietly add thousands, and how a micro‑service like sheet changes can become a stable route at $35–$45 per bed. Finally, we map out Q1 now—so January is a launch, not a reset—and encourage a candid year‑end audit to cut waste and keep what works. Subscribe, share this with a fellow owner who needs a clear Q4 playbook, and leave an honest five-star review to help others find the show. https://www.longsproducts.com/fuchsia Huck Clothshttps://b60r0g-vq.myshopify.com/products/pink-huck-towels-doz?_pos=1&_sid=0f160cb51&_ss=r It can be crowed when trying to figure out who you are going to learn fromSupport the showThanks for tuning in to Cleaning Business Life, the show where we pull back the curtain on what it really takes to start, grow, and scale a thriving cleaning business without burning out. Every episode is packed with tips, stories, and strategies you can put to work right away—because you deserve a business that works for you, not the other way around. If you enjoyed today's episode, make sure to follow the podcast so you never miss a new release. And if you got value from this conversation, share it with another cleaning business owner who could use the encouragement and practical advice. Let's stay connected! You can find me online at:

In this special crossover episode of Inside The Wolf's Den and Real Talk, Real Voices podcast, Shawn teams up with Lavender Lloyd, Director of Training for the Real Property Management franchise system, and Merlin Huff, Integrator and Director of Sales for Real Property Management Express. Together, they unpack practical strategies for building a cohesive, capable team from first-day onboarding rituals that set the tone, to ongoing development that cultivates accountability and alignment across roles. In this crossover episode, you'll hear how onboarding playbooks accelerate new-hire productivity while preserving culture, how structured training pathways scale with your business and evolve with industry standards, and how to foster collaboration between operations, sales, and support teams. The discussion also covers how to measure success beyond task completion, focusing on engagement, retention, and performance. Whether you're a small business owner, a team leader, or an aspiring integrator, this episode offers practical wisdom, candid insights, and a fresh perspective on building teams that endure. Tune in to hear how the right people, trained the right way, can transform your company's trajectory and keep your mission at the heart of every KPI. Get ready to rethink what it means to build a team because when you invest in your people, the tasks follow. YouTube Link: https://youtu.be/H64ST2WaQR8

John Wheeler shares the financial metrics every med spa owner should be tracking, and why the right partnerships are like a “professional marriage.” At the heart of Alpha's strategy is a simple but powerful belief: details matter. From websites to treatment protocols, every touchpoint is crafted to be best-in-class—because in John's words, “everybody else's ceiling is our floor.”Alpha Aesthetics Partners is quickly becoming one of the biggest names in medical aesthetics, growing to 27 locations with plans for much more. CEO John Wheeler credits the company's success to an unshakable focus on culture, guided by core values like partner obsession and best in class everything.About John WheelerJohn Wheeler, the Chief Executive Officer of Alpha, is dedicated to partner obsession, making it his top priority and motivation each day. He focuses on ensuring the business operates smoothly and that partners have the best experience possible. In his role, John meets with each partner monthly for a 360-degree check-in, working to build and maintain Alpha's vibrant culture. He strives to nurture the amazing and fun tribe that is Alpha, ensuring a positive and collaborative environment for all.Learn more about Alpha Aesthetics PartnersConnect with John on LinkedInFollow John on Instagram @johnwheeler.alphaFollow Alpha Aesthetics Partners on Instagram @partnerwithalphaGuestJohn Wheeler, CEOAlpha Aesthetics PartnersHostTyler Terry, Director of Sales, MedSpaNextechPresented by Nextech, Aesthetically Speaking delves into the world of aesthetic practices, where art meets science, and innovation transforms beauty.With our team of experts we bring you unparalleled insights gained from years of collaborating with thousands of practices ranging from plastic surgery and dermatology to medical spas. Whether you're a seasoned professional or a budding entrepreneur, this podcast is tailored for you.Each episode is a deep dive into the trends, challenges, and triumphs that shape the aesthetic landscape. We'll explore the latest advancements in technology, share success stories, and provide invaluable perspectives that empower you to make informed decisions.Expect candid conversations with industry leaders, trailblazers and visionaries who are redefining the standards of excellence. From innovative treatments to business strategies, we cover it all.Our mission is to be your go-to resource for staying ahead in this ever-evolving field. So if you're passionate about aesthetics, eager to stay ahead of the curve and determined to elevate your practice, subscribe to the Aesthetically Speaking podcast.Let's embark on this transformative journey together where beauty meets business.About NextechIndustry-leading software for dermatology, medical spas, ophthalmology, orthopedics, and plastic surgery at https://www.nextech.com/ Follow Nextech on Instagram @nextechglowAesthetically Speaking is a production of The Axis: theaxis.io Theme music: I've Had Enough, Snake City

In this solo episode of the Everyday Business Problems podcast, Dave Crysler dives into KPI reports, what they are, how to build them, and why most fall short of driving real value. He breaks down the differences between dashboards and reports, explores the roles of leading and lagging indicators, and offers a practical approach to building reports that don't just deliver the news but actually help move the needle. Whether you're starting from scratch or inheriting a reporting process, this episode will help you rethink how you use data to influence outcomes. What You'll Discover: What separates a dashboard from a KPI report, and why both matter. The difference between leading and lagging indicators (with real examples from ops and sales). Why asking “Who owns this KPI?” is just as important as “What are we measuring?” A simple framework for building reports that drive clarity, accountability, and customer value. How to collect data the right way, whether long-term or temporary, without overcomplicating it. Why “more data” isn't better, and how to push back on ineffective reporting habits. Tips for refining your reports over time to support continuous improvement and better decision-making.

Send us a textLooking for the real playbook behind franchise growth in a high-rate, AI-shaken market? We sat down with Aaron Harper—architect of Rolling Suds' explosive rise—to unpack why niche, recurring service businesses are beating capital-heavy food brands and how honest expectations turn into better outcomes. From the Patch Boys turnaround during COVID to building the largest power washing brand by units nationwide, Aaron shares the decisions that mattered: targeting a service with commercial recurrence, claiming a category before an 800-pound gorilla forms, and funding support so franchisees can actually scale.We get practical fast. Want to buy into an emerging brand? Ask about capitalization, headcount plans, field support ratios, and how much of your franchise fee funds support versus sales. Hear why “hire a GM and keep your day job” is usually fantasy, how W-2 versus 1099 labor shapes resale value, and why private equity favors operators with predictable, commercial contracts. We dig into fencing, roofing, and commercial cleaning as compelling categories, contrast execution advantage with first-mover advantage, and reveal the KPI mindset owners need to build real enterprise value.There's also a bridge for ETA searchers who've spent 12–18 months chasing unicorn acquisitions. High-quality franchises deliver speed to cash flow, proven systems, and full ownership without surrendering equity to a fund. The throughline is simple and strong: pick a focused niche, commit to active ownership early, and build recurring revenue that compounds. If you're ready to stop hunting for “absentee” myths and start constructing a business worth buying—and one day, worth selling—this conversation lays out the path.Enjoy the episode, then subscribe, share with a friend who's exploring franchises, and leave a quick review so more builders can find this show.Visit www.weboughtafranchise.com to subscribe.Send us your questions for an upcoming episode at 305-710-0050.From your pals in franchise ownership, Jack and Jill Johnson. The Franchise Insiders Podcast Schedule A Call Text: 305-710-0050 Take our FREE Business Builder Assessment

Lincode Labs is transforming quality control in automotive manufacturing through AI-powered visual inspection systems that replace traditional machine vision cameras with advanced computer vision technology. After nine years and $10 million in funding, the company has established itself as an early mover in bringing modern AI to one of manufacturing's most conservative sectors. In this episode of Category Visionaries, I spoke with Rajesh Iyengar, a fourth-time founder with multiple exits, about his methodical approach to market validation, the operational realities of selling into automotive manufacturing, and the counterintuitive GTM strategies that enabled market penetration in a notoriously risk-averse industry. Topics Discussed: Pre-incorporation market validation methodology: surveying 300-400 manufacturers over one year Positioning within existing "vision systems" budget categories versus creating new AI category Manufacturing engineer versus quality engineer buyer persona discovery and implications Trade show strategy for demonstrating complex AI technology to skeptical prospects Geographic arbitrage: leveraging Silicon Valley for fundraising, Michigan for customer proximity Structured investor feedback collection across 400-500 pitches for business model refinement GTM Lessons For B2B Founders: Execute systematic pre-incorporation market validation at scale: Before incorporating Lincode, Rajesh spent an entire year surveying 300-400 manufacturers through a structured questionnaire approach. Starting with 8-10 manufacturing contacts, he expanded through LinkedIn outreach to validate core assumptions about AI adoption, deployment complexity, and willingness to pay. This wasn't casual customer discovery—it was quantitative market research that de-risked his fourth venture before committing capital. B2B founders should design systematic validation processes that generate statistically meaningful data rather than relying on anecdotal feedback from a handful of prospects. Position within existing budget categories to accelerate procurement cycles: Despite building AI technology, Rajesh deliberately positioned Lincode within the established "vision systems" category rather than creating a new AI category. As he explained, "as far as customer is concerned, whether it's AI or not AI, they'll put us into a category of vision systems... so they can assign the budgets." Creating new categories extends sales cycles as procurement teams struggle with budget allocation and vendor evaluation frameworks. B2B founders should analyze how their innovation maps to existing enterprise budget line items and position accordingly, reserving category creation for later market education phases. Identify economic buyers through productivity impact mapping, not feature alignment: Lincode's initial assumption that quality engineers would buy quality inspection technology proved completely wrong. Manufacturing engineers became the actual buyers because quality bottlenecks directly constrained their core KPI: productivity. Rajesh discovered that "manufacturing engineers responsibility is on productivity, so quality kind of puts a bottleneck on that." This required repositioning their value proposition from quality improvement to productivity optimization. B2B founders must map their solution's economic impact across organizational functions to identify who controls budget decisions, which often differs from the obvious feature-benefit alignment. Deploy experiential marketing for technology adoption in conservative industries: Traditional SaaS demo strategies failed in automotive manufacturing where "AI is something which nobody wanted to just believe on a buzzword, especially in Midwest." Rajesh invested in major trade shows with hands-on demos, allowing prospects to physically interact with components and see real-time AI analysis. This strategy mimicked automotive showroom experiences where customers need tactile engagement before purchasing decisions. For B2B founders selling complex technology to traditional industries, budget allocation should prioritize experiential marketing that enables physical product interaction over digital marketing channels. Structure investor feedback as systematic business model iteration: Rather than fundraising episodically, Rajesh treated investor pitches as structured feedback collection, comparing it to AI model training: "if you give thousands of images, then the AI will work perfectly." Pitching 400-500 investors generated business model insights that shaped core strategic decisions, including the critical industry focus recommendation that transformed their approach. One investor's feedback about avoiding multi-industry approaches directly contradicted Rajesh's initial strategy but proved transformational. B2B founders should design investor interaction as ongoing strategic consulting, maintaining regular dialogue for continuous business model refinement beyond capital needs.   //   Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe.  www.GlobalTalent.co   //   Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM     

https://constraintcalculator.scoreapp.com/In this episode, host Jordan Ross interviews Peter Tams, co-founder of Clever Digital Marketing, who scaled his agency from side-hustle beginnings in 2019 to breaking $10M+ in annual revenue within just three years of going all-in.Peter shares how niching down into the home improvement space, restructuring his team around client consultants, and making Net Revenue Retention (NRR) the North Star metric transformed his agency into a referral-driven growth machine. Alongside this, he dives into how Kaizen culture, infrastructure, and incentivized systems helped build a team that thrives and a business that compounds.If you're an agency owner stuck between $1–3M or dreaming of eight figures, this episode will give you a clear playbook on how to scale with focus, culture, and courage.Chapters – Why only 0.4% of agencies reach 8 figures – Meet Peter Tams & the early days of Clever Digital Marketing – From generalist services to specializing in home improvement – Lessons from niching down: depth vs breadth – Breaking $10M: the three anchors of growth – Specialization & hyper-focus as a scaling strategy – Creating long-term goals and 10-year vision planning – Transforming client success managers into client consultants – Referrals as a leading KPI & NRR as the North Star metric – Incentivizing the team with rewards & culture-building – The power of Kaizen (continuous improvement) in agency growth – Building infrastructure: reporting, onboarding, and L&D systems – Why 65% of their revenue comes from referrals – Diversifying channels beyond referrals for sustainable growth – Reverse-engineering metrics and building meticulous systems – Courage, persistence, and leadership through challenges – Staying two steps ahead in business & client relationships – Where to connect with Peter onlineTo learn more go to 8figureagency.co

S5:325 In this episode of Small Business Stories, host Dr. LL sits down with Emil Abedian, CEO of Council CPAs and newly minted author of Council to Council. Emil shares candid lessons from 15+ years in entrepreneurship, scaling from a solo CPA to a trusted partner for law firms nationwide.

Ellie Holbert, founder and principal of Empact Advisory Services, is a scientist, researcher and organizational change expert who has mastered unlocking full potential of organizations including transforming some of the largest health systems in the U.S. as well as large enterprises with over 250,000 employees. In this latest episode, she highlights the key factors to her system of discovering the human potential to perform in organizations with KPI structure, culture, and habits that drive results.0:00 Episode Highlight 1 - Redefining Failure & Circle of Safety0:42 Episode Highlight 2 - Case: Wrong KPIs harmed Customer Satisfaction in a Large U.S. Healthcare System03:34 Personal Inspiration: Lessons from Motherhood & Reading“Redefining strength, resilience, and inspiration.”04:53 Academic Excellence & Early Career Discipline“Why structure, early mastery, and emotional intelligence shaped her career.”07:46 Metrics vs. Culture: Avoiding the Wrong Incentives“How poorly designed KPIs can backfire—and what to measure instead.” Importance of balancing individual and team metrics. Measuring trust, approachability of leaders and emotional intelligence factors is linked to observable leadership that drives business outcomes.10:30 Unintended Problems of Procurement KPIs in Largest US Health System. Created Customer Dissatisfaction despite opposite intentions.11:40 When to Invest in Team Effectiveness Interventions“Times of change, fear, and stagnation demand cultural investment.”Employees are operating from self-protection which is slowing innovation, and performance.16:42 Today's Need to Protect Top Performers & Measure ROI“Why high performers deliver 8X output and how to retain them.”19:49 Building Self-Driven Teams That Last Beyond ConsultingEllie anchors specific techniques to “Psychological safety, retrospectives, and boldness as cultural cornerstones.”20:30 Leadership Power of Describing Reality Accurately without BlameSelf-regulation is a norm in the most successful teams, centered on creating structure with clarity, safe environment and analysis of emotional intelligence.24:48 Keys to Thrive in Uncertainty: Mindset, Delegation & Letting Go27:57 Redefining the Modern OrganizationEllie reacts to Netflix custom to encourage executives to make $1 million dollar mistakes. Failure is a critical part of our success, as well as sharing lessons from failures because of the benefits of learning. “The four pillars: psychological safety, belonging, clarity, and purpose.”33:03 Case Study: From Chaos to Clarity in 8 WeeksEllie tells how she created champions in a financial services organization with 5000 employees handling a major cybersecurity initiative, pressure and uncertainty. “How one healthcare team improved ROI by 45X and revenue by 11X.”37:35 – Final Words & Team Health Assessment“Start small: measure and improve team health."

S5:325 In this episode of Small Business Stories, host Dr. LL sits down with Emil Abedian, CEO of Council CPAs and newly minted author of Council to Council. Emil shares candid lessons from 15+ years in entrepreneurship, scaling from a solo CPA to a trusted partner for law firms nationwide.

In dieser Podcast-Folge erkläre ich, auf welche Kennzahlen du als Immobilieninvestor unbedingt achten solltest. Mit den richtigen KPI kannst du nicht nur deine Investments besser einschätzen, sondern auch deine Eigenkapitalquote halbieren und so schneller wachsen.Du erfährst:✅ welche KPI im Immobiliengeschäft wirklich entscheidend sind✅ wie du deine Rendite richtig berechnest✅ warum die Eigenkapitalquote ein Wachstumstreiber sein kann✅ welche Fehler du bei der Analyse unbedingt vermeiden solltestDiese Folge ist perfekt für alle, die lernen wollen, mit Zahlen zu arbeiten und ihre Immobilieninvestments strategisch zu steuern.---------------------------------------------------------------------------------------------------------------------------Haftungsausschluss: Dieses Video dient ausschließlich zu Informationszwecken und stellt keine rechtliche oder steuerliche Beratung dar. Wir übernehmen keine Gewähr für die Richtigkeit, Vollständigkeit oder Aktualität der Informationen in diesem Video. Bei steuerlichen Fragen oder Unsicherheiten wird dringend empfohlen, sich an einen ausgebildeten Steuerberater oder einen Fachexperten zu wenden. Die Nutzung der in diesem Video bereitgestellten Informationen erfolgt auf eigenes Risiko. Wir übernehmen keine Haftung für eventuelle Schäden oder Verluste, die durch die Verwendung der Informationen in diesem Video entstehen könnten.

Попробуйте назвать любой артефакт современности — и вы с вероятностью 99 из 100 попадёте в то, что существует благодаря Клоду Шеннону. Больше 90 лет назад в 21 год этот товарищ в своей магистерской диссертации показал, что булеву алгебру можно использовать для реализации вычислительной логики БЕЗ валов, барабанов и шестерёнок. Жизнь, посвящённая развлечениям. Не погоня за поставленными целями, а исследования и размышления. Не KPI, а эксперименты и шалости. Оставайтесь на связи Кто мы такие: https://linkmeup.ru/about/ Пишите нам: info@linkmeup.ru Канал в телеграме: https://t.me/donasdoshlo. Приходите обсуждать и предлагать. Плейлист подкаста на Youtube Поддержите проект:

This week, Dan Rasmussen - founder of Verdad Advisors and author of The Humble Investor - drops by to challenge conventional wisdom, discuss humility, and stir up some lively debate. In this conversation, Dan discusses his investment philosophy; focusing on the risks associated with private equity, the unpredictability of future growth, and the importance of patience in investing. Dan also touches on his approach to investigating biotech investing. We hope you enjoy the show. Sponsorship InformationThank you to ⁠Fiscal.ai⁠ for sponsoring the show. DISCOUNT INFO: If you use the affiliate link ⁠⁠fiscal.ai/brew⁠⁠, you will automatically get 2 weeks of Fiscal Pro for Free and if you find that you want to upgrade, my link will get you 15% off any paid plans. About ⁠Fiscal.ai⁠⁠Fiscal.ai⁠ is the complete modern data terminal for global equities.The ⁠Fiscal.ai⁠ platform combines a powerful user experience with all the financial data capabilities that professional investors need. Users get up to 20 years of historical financials for all stocks globally that they can easily chart, compare, or export into their own models. And unlike legacy data terminals where it can take hours or even days, ⁠Fiscal.ai⁠'s data is updated within minutes of earnings reports. ⁠Fiscal.ai⁠ also tracks all the company-specific Segment & KPI data so you don't have to. Like to track Amazon's Cloud Revenue? They've got it.How about Spotify's premium subscribers? Or Google's quarterly paid clicks?They've got all of it.TakeawaysPrivate equity is often treated as less risky than it truly is.The recent decline in private equity fundraising indicates a shift in investor sentiment.Future growth rates are unpredictable.Focus on profitability and quality in business investments.Volatility is predictable both in cross-section and time series.Japan may be a good place for value investors to hunt.

Tiff and Kristy go into the DNA of an effective leader. These are the common traits that Dental A-Team has seen from the top dental practices, with Tiff and Kristy breaking down how exactly these leaders were able to cultivate such characteristics. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Awesome. Hello, everyone. Dental A Team listeners, thank you so much for being here. I had the pleasure of having an email exchange with a really, really well-rounded office manager, regional manager. And anyways, my point was that she mentioned that she is an avid Dental A Team listener, and she has been for many years. And it was just so special to hear that and to have this email thread with her and to hear how much it has impacted her   professional life and I just wanted to give a massive shout out that came up this morning and I wanted to just thank you guys for being here because as much as this may impact your life and and hopefully add value to your systems, your practice, whether you're a dentist, whether you're a team member, office manager, and you know what I mean we've worked with CPAs, we've worked with chiropractors, we've worked with eye doctors.   anyone who's here listening, you found value in this and you continue to come back or if this is your first time, welcome. And I just want to give a massive shout out to you guys and a thank you for supporting our team and our company through the podcast. We love being here and we love what we get to do with you guys every single day. So massive shout outs and welcome to today. I have the beautiful pleasure of honestly having a very relaxed and calming   podcasting day and I have Miss Kristy here with me today and Kristy, know I've told you off camera, off mic, ⁓ how relaxing podcasting with you is and truly, truly from the bottom of my heart, you make podcasting very easy and stress free and knowing that we had a few today, really I was like, goodness it's Kristy, because I am just so excited to podcast with you. So Kristy, thank you so much for being here.   and just for being you. You bring a sense of ease, a sense of joy, and a sense of fun to our company as well as a multitude of other things and I value you. So thank you, Kristy. How are you this morning? It's still morning here as we're recording. How are you doing?   DAT Kristy (01:58) doing well and I'm with you Tiff. I mean we don't get to spend a lot of time with each other so whenever we get to spend time even if it's podcasting ⁓ I always enjoy my time with you so yep it's a good morning.   The Dental A Team (02:10) Thank you.   Thank you. I agree. I agree. The sun is shining. It's supposed to be cooling down. So I'll be missing it. But you should be able to enjoy some great Phoenix weather here in the next week and enjoy that pool of yours. And when I get back, we need to set up a coffee date because it just hasn't happened yet. And we need that time together. I'm really excited. In a few weeks, we've got our in-person mastermind that we've got a ton of our doctors.   DAT Kristy (02:27) Yes.   The Dental A Team (02:39) coming out to Phoenix to spend some time with us. And I know I have a few doctors, you have a few doctors that are coming. Each consultant has quite a few actually offices that are joining us. We're just super, super excited to host everyone here in Phoenix. I am, my clients, my clients know who they are. They are near and dear to my heart. They are some of my closest friends in my life. And I have a couple coming that I am so excited for you guys to meet.   And one of them is just so special and she knows who she is and I'm just giving her massive hugs and massive shout outs. She is such a supporter of everything we do. She's a supporter of me as a human and you know, I just am so excited for you to meet her, Kristy. So I wanted to just shout that out and let everybody know what's coming up in our lives. We've got a lot of Dental A Team fun happening and part of that is this.   course this mastermind that we've got coming up and the things that follow it that go along with that. mean we've got every month we have our doctors only mastermind for our clients and most of what we do is center focused around really truly building leaders and ⁓ within that I think I think something I tell my clients and my teams especially my teams when I'm working with teams is our goal is to create ease efficiency and joy.   in your jobs. No matter what your job is, no matter what your position you hold in the practice is, I want you to love going to do that every single day or at least I say like 95 % of the time there's going to be those days where you're like heck no Tiff I don't want to do this. But a lot of that comes down to I think effective leadership and being able to create a practice that works for you, a business that works for you instead of you working for the business, meaning it's just like gosh I'm exhausted every day and   Will this ever end? And new doctors, it does end. Okay, but not yet. Don't get too hasty. You gotta put your time in. You gotta do your time. But it does end. And Kristy, I think a lot of that, and something you're fantastic at, I've watched you do this with doctors. I've watched you do this with startup doctors. They know who they are. They're here listening too. And I've watched you do this with doctors who have been in practice for 10 years plus. You build incredible leadership.   through really solid systems and efficiency and culture and team. Kristy, my biggest question to you, I told you I was going to ask you this kind of defining question. When you think of a leader, when you think of a practice leader, a dentist leader, an office manager, and anyone who is deemed a leader or wants to be, what kind of characteristics do you think of within that person that either they innately have or can be developed?   DAT Kristy (05:27) You're going deep today, huh? ⁓ Yeah, I think number one, compassion because   The Dental A Team (05:30) I am, yeah. I don't know what's up today, but I am. It's in me.   DAT Kristy (05:44) With leadership, I think we owe it to our people to be brutally honest in a way, but do it in a compassionate way, if you will. the ability to be honest and share from that space of, want to better this person or I want to grow this person versus coming from a place of criticism.   You know what I mean? Because you and I have talked about this before. I don't think anybody walks into a job on any given day saying, I'm going to make it heck today. I'm just going to come in and raise havoc. And I don't think anybody intentionally does that. And so having a leader that can come from a compassionate space and understand that people really are trying to do well and be able to deliver from that space.   The Dental A Team (06:43) Yeah, I totally agree with you. think compassion's a fantastic word there. And ⁓ the way you described it, I think, defines that really clearly. Because I do think there's just so much confusion wrapped up in empathy, sympathy, compassion, being nice. And I think a leader is everything, is all of those pieces. But well-rounded and doesn't get lost in them is, I think, a good thing to say there. ⁓   They're all fantastic characteristics, but being able to navigate that and being able to navigate ⁓ clear and kind, like I really, I really truly love looking at the difference between kind and nice. And I think, you know, nice, even when you say like, ⁓ nice, it doesn't feel in your body as good as kind does. And when someone can be clear and kind, that's that compassionate side of I'm here with you.   And I'm going to tell you, I'm going to tell you the way I'm going to show you the way. Right. And when we get off track, we're going to do it together. And I'm going to tell you when we get off track, when you're off track, when, things aren't being met, when the accountability needs to be put into place, I'm going to do that for you because that's kindness. I think a lot of leaders shy away from that because they want to be nice. They don't want to hurt feelings. They don't want to make someone feel like they're not a good team member or they're not doing a good job because they are doing a good job. They're just doing something that needs adjusting.   And I know Kristy, you've had these conversations too. I've listened to you have them with doctors and office managers of the not saying something to someone holding back information and holding back what could inspire them or just make them a better manager and leader is actually hurting the other person. So where we're trying to be nice and save their feelings, we're actually making it way worse and we're doing damage.   to the human, the person, and that think, Kristy, is where that compassionate side comes into play of compassionate kindness, of that joint. always say, ⁓ use words like I'm partnering with you, and can I partner with you in this? Are you open to me giving some feedback here? You really lay it out very well where it's open and, again, compassionate and kind. And Kristy, I think you do a great job with that.   How do you help to coach leaders and doctors to have those conversations and with verbiage like that? What are your biggest suggestions that even if somebody could take one thing away from today, maybe it's a suggestion of a hard conversation. ⁓ How do you suggest to your doctors and your clients how they can do that?   DAT Kristy (09:25) Yeah, I think there's a few things, Tiff. Honestly, in onboarding new people, I love to have the conversation before it even needs to happen. with new employees just opening the door that, hey, there's going to come a time when we have to address a few things. So finding out what their style is for addressing and always trying to accommodate in that way, I mean, you don't   always have the room to do that. But if I can find out, hey, there's going to come a time when we have to have a conversation, what is the best way to address you? How do you prefer me to approach you in those situations, first and foremost? And that obviously works well for new team members. But as we're learning leadership, we might not have all new team members. So coming into it,   for our existing team members just being vulnerable and honest and saying, hey, I'm looking to grow my leadership skills too, right? And so I may not always hit the mark, but I wanna open the door for honest open communication. And so just like what you said, asking permission and ⁓ I guess with that too is in that approach, always trying to make it from my point of view.   You know, maybe referring back to a situation and being able to address it like, hey, you know, I need to clear the air. And earlier when you were talking about the story I'm telling myself is, I'm sure, you know, that may not have been your intent and that's why I wanna open this space for communication. Yeah.   The Dental A Team (11:17) Yeah, that's beautiful.   That's beautiful. And what that leads into is kind of our next chapter of this whole podcast. And it so succinctly goes together because that communication that you just gave and that openness. I always think of when I when I hear you speak and when I hear you speak of ⁓ verbiage to be able to use like this, I think of you said vulnerable and I think vulnerable for sure. We're open, we're vulnerable, we're honest. But I think you also bring a sense of ⁓   like humility and humbleness to the conversation. And when a leader and a doctor or anyone who an established team member who's been there for a while can be humble and say, you know what, don't know everything and I am growing and learning because I'm a human and we're doing that in every space of our life. Who I am today as a mom, who I am today as a girlfriend, as a best friend, as a friend, a coworker, who I am today is different.   than even two weeks ago, right? We're constantly changing. So being able to be humble allows the space for the other person, for the other, and when you're a dentist and leader or office manager, having these conversations with the team, either individually or open forum, like allows them the space to know. They don't have to know it all either. And they can be in the space of learning and they can ask questions. So.   Kristy, think one of the biggest things we get asked, well, number one thing we get asked when people call in and say, Dental A Team, please help fix my family, is systems, right? And I was actually in a practice yesterday with our consultant Trish, and it was so much fun. And we did the team meeting, and one of the things I said to the whole team was, listen, everybody says we need systems. We need systems implemented. And I'm like, for sure, you need systems.   But systems without communication and without leadership, you already have systems. You know why they're not working, why they're quote unquote broken. You have systems. You're doing a lot of the things I'm going to tell you to do. You're just not doing them consistently and you're not talking about it. So if we can fix the communication and really bring that sense of humbleness, think what you've done there, Kristy, with that conversation that I hope people will take away and go spread is you have inspired.   a culture of positivity. Because whenever we're in a space, we've hired consultants, we have people on our, we have team members on our team right now that have said, I have never worked in a place that I didn't feel like I had to know everything. And when I didn't know a thing, I was scared to say it and I had to like go find it on my own. So we're like behind the scenes trying to track down information and hoping we're right. I remember in my dental practice,   Kiera talks all the time about how she didn't know the definition. She didn't know what KPI stood for, right? She knew it was important. She didn't know what the actual acronym meant. I only knew, and I tell her this all the time, I only knew what KPI stood for because when I became a leader in my dental practice, the office manager wanted me to come into the KPI meetings. And I was like, yeah, of course, I'll be there. Sure thing, no worries. Meanwhile, I'm over here Googling. What the heck is a KPI meeting?   I had no idea, but I also wasn't comfortable enough to be like, yeah, sure, whatever you want. What does that mean? How do I show up? What do I bring? How can I be valuable to that meeting? I Googled it, and then I sat there like, none of this makes sense. I sat in those meetings with the CPA, and I'm just like, I am not, I'm not the same as you guys, and I feel so small right now. But I was not in ⁓ an environment at that time that felt, and it wasn't because,   DAT Kristy (14:34) you   The Dental A Team (15:03) she wasn't supportive or helpful, I just didn't feel seen, heard, and ⁓ like I could be vulnerable, right? I had to just be, you had to put on a face and you had to do the thing. And I think, Kristy, what you've done with that communication is you've opened up space for the culture to really be what our clients are constantly asking for. They're always asking, Tiff, how do I fix the culture, right, Kristy?   Help me fix my culture. How do I get my team engaged? And it's like, you just did it with one sentence, right? Have you seen that, Kristy?   DAT Kristy (15:36) Yeah, absolutely. ⁓ It's communication out of the gate. I don't know the exact statistic, you may know a little better than me, but I know it's up in the high 90 % that all communication is misunderstood just out of the gate. So we already have that going against us. Anything we can do to help open that door and create that safe space. And again,   I guess my biggest thing, if you kind of said, if there was one takeaway, don't ever start a sentence with why. Don't ever start a sentence with why because you'll automatically put them on the defense. Maybe asking a question of, you share with me how you came to this decision or not, why did you do this?   The Dental A Team (16:17) I totally agree.   Yeah, yeah. think a lot of communication starts that way. And I think I try to encourage teams in general, people, when I go into practices and I'm having these meetings and I'm having similar conversations of teaching even just a full team how to communicate together, I actually try to encourage them to stop considering that they're two different people in their lives. Because we think   I'm at work, I have to be this person at work, but at home, like, are you saying if you were to go to your husband or your kid, like, I think of Brody, my 17 year old son, and for those of you who have been listening for a long time, he's 17 now, yes. But I think like, if I came to him and I was like, why did you do it like this? He'd be like, well, why wouldn't I have? And I'm like, well, that's not, like, I actually needed to know why you did it this way. And he's like, well, why are you asking, right? It would just be this like back and forth.   But instead, come almost like I tell people, think about how to get around it. The why this hard statement is the rock in between you guys. And if you try to push through that rock in the middle, you're not going to get anywhere. I massively hurt my wrist one time trying to move this rock that did not look as heavy as it was for years. My wrist hurt. That's what you're doing. But walking around that rock, walking around that boulder and saying,   I actually really want to understand because sometimes, Ray, I tell practices, if you don't agree with what I'm saying that we need to implement, like tell me because I could be wrong. I might not know your practice as well as I think I do and we need to talk through it. And that's the same thing. Like maybe we got a different result than we wanted, but I need to know how you got there because number one, if you use the system that's in place, it's broken. Number two, if we didn't use the system, we needed to know.   what we did use, right? So I think that's brilliant, Kristy, and really just a way to like get around that issue that's in the middle and keep defenses down.   DAT Kristy (18:27) for sure. Another technique that I've used before and especially from leaders is make sure you keep speaking to the results you're looking for. It's painting the clarity for the person on the other end. What's the end result? What are we trying to achieve here that we're missing the mark? You know, another great thing is being able to state the behavior that you are seeing now, maybe even what it's causing.   You know, for instance, when you are in morning huddle and you go, what about, you know, can you see how that maybe drags everybody down and moving forward, stating the behavior you want to see moving forward? It's OK if you feel that way. But can you refrain from saying it in front of everybody? And you and I have a conversation on the side, you know. So again, it's what's the behavior today that's happening that   isn't so favorable, what's the result we want to see and speaking to that versus the person.   The Dental A Team (19:30) I love that. And again, that is like infusing the care into the person and the situation. But like I want I want you to be looked at as a leader in your position. And I know, just from my own experience, when you do come to the table that way, people actually like the people lose trust in you, you lose value, right. And so I do agree being able to show up. And I think the flip side to all of this that I   of thought of while you were saying that piece, because that's massive, is being able to show up how you want others to and then backing this up. So there's a difference in having this conversation and just being like, cool, had the conversation, Kristy. My team didn't do anything about it. They don't care. They're not changing. And then having the conversation and walking the walk, backing it up and continuing. know, Kristy, you probably get asked this a lot too.   DAT Kristy (20:03) Mm-hmm.   The Dental A Team (20:26) They're like, well, how many times do I have to say it? They're not listening. And I'm like, they are, but they've been, if you're working with a team that's established, right, even established with you, they've been down a road already. So we're retraining behaviors and habits. But the only way to do that is by continuing to show up how you want them to show up. You can't tell someone, I can't tell Brody to do this thing. But if I do it, if I.   If I show him and care and love him enough to show him how to behave and how to be in the world, he mimics that, right? We are all just mirroring each other. We are literally duplicating and repeating what we're seeing. So if your team, this one's a hard truth, this just popped in, but if your team, you're like, my team sucks, be like,   Actually, you know what? Maybe I should look in the mirror and reflect to myself because if I look at my actions, I were mirroring myself and watching myself, how would I show up? Because if you're not walking that walk and you're like, yeah, sweet, vulnerable, humble, come tell me, and then somebody has a conversation with you and you're like, well, this is why, let me tell you why. Guess what you're gonna get when you say, why did this happen? You're gonna get the same behavior, right, Kristy?   DAT Kristy (21:30) Mm-hmm.   Yeah, 100%. You know me and my analogies, but we literally are a product of what we live, right? We learn what we live. And so if we're always coming from that critical spirit, we're going to get more of that, you know? So coming from that space of ⁓ understanding, right, versus criticism. ⁓ And to your point, it's coming full circle again.   A lot of times we don't lean into those difficult conversations and those literally are so powerful. Like really that's where our growth comes and I challenge people to see them as a caring conversation versus a negative conversation if you will. ⁓ Really our growth comes from that and not addressing it is also validating the behaviors.   The Dental A Team (22:34) totally agree.   Totally agree with you. That is, drop the mic right there. I totally agree. And that's that nice space, right? Where we're like, well, I don't want to make them feel bad. Well, you just told them it was okay what they're doing then. So either you have to get over that and be okay with whatever it is. You can no longer hold it against them. And it has become a standard of okayness or you have that conversation. Those are the only two options. That is a.   do or die, like only two options. You cannot personally or professionally continue to hold something against someone if you're not willing to help to change that behavior.   DAT Kristy (23:16) Yeah, and you know, with that tip, I would say I was in that space too, when I was learning, learning to be a leader, because yes, we all have innate characteristics that can guide us to being a leader, but it is a muscle that has to be developed and leaning into those conversations had made me a better leader. But also, I would say having a mentor.   or a coach like us to practice the conversations can be very helpful. Before you get into those conversations, I tell my doctors that all the time. mean, think of professional football teams or baseball or whatever. I always say, how much time do they spend practicing versus how much time do they play on the field? And how often do we practice having hard conversations?   The Dental A Team (23:47) Totally.   Yeah.   Totally. I agree.   Mm-hmm. I totally agree with you and I tell leaders all the time practice at home. I have thank the Lord he blessed me with Brody I have practiced so much communication on him and watched how it's molded him and been like, okay or watched his Reactions or just how a situation altered based on my communication and been like, okay Well, that was a misstep because I think our kids will always tell us ⁓ and it's just it's   DAT Kristy (24:13) Yeah.   The Dental A Team (24:35) training and teaching and guiding them to. So practice on your family. Tell your family, I'm going to practice this. Tell your husband, tell your wife. I don't care. But I do. I totally agree with you. Practice is key. And I think effective leadership and dentistry comes down to being able to have those conversations and being able to back it up. And if you're trying to create a great culture, you're trying to get your team engaged, this is the way to do it. And like Kristy said, you don't have to do it alone.   DAT Kristy (24:41) You   The Dental A Team (25:03) You never do. You never have to do it alone ever. We are always here. Hello@TheDentalATeam.com. You guys know that. You've listened to this a million times, but also if you're a client, reach out to your consultant. ⁓ And if you're a future client, like reach out to us. We are here. We're here to have the conversations and we know that you can do it. This is how you inspire culture. So my auction item, Kristy, I think for everyone is to take a look at their leadership style, at the things that are maybe driving you crazy.   DAT Kristy (25:03) Mm-mm.   The Dental A Team (25:33) ⁓ that you feel like you're hitting a wall or maybe your team just isn't right where you want them to be. And then just have a moment of self-actualization and really look at what's creating that. And is there something that you can do differently as a leader that could get a different result? Because that's how you're going to inspire a team to be solution oriented as well. So Kristy, this was beautiful. I hope everyone enjoyed this deep dive of communication and effective leadership conversation. Thank you so much, Kristy, for your amazing   words, you really do handle communication in a way that a lot of people don't yet know how to. So thank you for sharing that wisdom with us today. Everyone, go drop us a review. You know I love to say that, but I really do mean it. And five stars are always fantastic, but really, truly just tell us what worked best for you. If there's anything that you've done that's working, people really do read those reviews.   DAT Kristy (26:13) You're welcome.   The Dental A Team (26:28) drop some information in there as well. And then as always reach out, Hello@TheDentalATeam.com. are here to serve and help you, whether it's through leadership, whether it's through systems that is leadership or really just finding those spaces that are overlooked. I know when we were in a practice yesterday, we found just like the easiest, most simple, low hanging fruit possible to make a massive difference. And the office manager said, how did you like that is, I can't believe I didn't think of that. And I said, you know what?   You're here every single day. You're in it. You're in the thick of it. You're in the weeds. You're busy. This is why we exist, is to be able to come in and see areas that are unnoticed that could make a massive, massive difference. So reach out. We are here for you. Hello@TheDentalATeam.com. And we cannot wait to meet you. Thanks, guys.  

High-performing teams don't happen by accident. In this episode of Millions Were Made, Jessica Marx breaks down how to architect incentive compensation that drives profitable growth quarter after quarter—without bloating base salaries or rewarding the wrong behavior.You'll learn exactly how to:Define “incentive comp” for W-2 roles (and when it can apply to select 1099s).Replace vague annual bonuses with 90-day, KPI-tied payouts that create focus and speed.Negotiate top talent you “can't afford” by holding base flat and layering an upside they can actually earn.Weight goals across 3–5 initiative buckets (e.g., margin protection, volume, cost control, culture/retention) so you're not bribing for unhealthy revenue.Set targets that are achievable but ambitious, and what it means if someone only hits 20% of the plan.Roll out a plan mid-year the right way (what to communicate and when).Use AI (yes, ChatGPT) the right way to draft plans you'll still refine to your business.Key TakeawaysQuarterly > annual. 90-day sprints increase focus, frequency of reward, and recall of what earned the bonus.Not just revenue. Tie upside to profitable growth and cost/quality leading indicators (retention, budget adherence, pipeline volume, deliverable quality).Pay mix is a lever. Use incentive comp to bridge a salary gap in hiring—only paying extra when the business wins.Clarity wins. Show the scorecard, weights (e.g., 30/25/20/15/10), how it's measured, and pay timing (mid-month following quarter close).Reality check. If targets are routinely missed, either the plan is unrealistic—or the person isn't the fit.Mini-Timeline00:02:29–04:33 What incentive comp is (beyond sales) & why quarterly works05:53–08:10 Hiring example: hold base steady, add $24k annual upside tied to ROI10:53–12:56 Why you must avoid “unhealthy revenue” targets16:49–19:05 When and how to roll out the plan (and what not to do)20:45–21:56 Calibrate difficulty; what persistent 20% attainment really signalsResourcesConnect with us on IG @MillionsWereMadeListen to episode #44 - How to Motivate How to Motivate Your Team and Build a Scalable Company Culture

Private equity is messy in real time. In this episode, co-hosts Lloyd Metz (ICV Partners), Doug McCormick (HCI Equity Partners), and Sean Mooney (BluWave) lay out practical ways to spot trouble early, separate market shifts from operator errors, and use forward indicators, not just rear-view financials, to steer. They cover KPI design by business model, forecasting discipline, the “support before swap” approach to diagnosis, and when to move to interim leadership while hiring the permanent fix. Clear, blunt, and field-tested; hit play to sharpen how you manage downside and protect value.Episode highlights3:54 – Why monthly financials are rear-view and can mask emerging issues7:53 – Reading the balance sheet and cash flow to surface hidden problems10:22 – Forward signals: funnels, backlog, churn, and other business-specific KPIs12:42 – Reforecasting discipline, tracking “call accuracy,” and bias correction19:17 – Diagnosis through support: roll-up-sleeves work with operators, not board-deck analysis33:27 – When it's leadership: interim coverage, “fire fast, hire slow,” and setting the next exec up to winFor more information on the podcast, visit bestbutneverfinal.buzzsprout.com and embark on your journey to private equity excellence today.Visit us on LinkedIn at https://www.linkedin.com/company/best-but-never-final-podcast/Visit us on Instagram at https://www.instagram.com/bestbutneverfinal/For information on HCI Equity Partners, go to https://www.hciequity.comFor information on ICV Partners, go to https://www.icvpartners.comFor information on BluWave, go to https://www.bluwave.net

On this week's episode of Unlimited Capital, Richard McGirr interviews Rohan Saxena. They dig into how to use paid ads as one piece of a diversified capital stack, and the exact “indoctrination sequence” that moves cold prospects from awareness to due diligence to funding. Rohan breaks down practical webinar and VSL funnels, split CTAs, show-up rate benchmarks, and simple KPI tracking using UTMs and a CRM so you can see which hooks actually convert. They also cover ad budget math, adding a small marketing fee to deals, and why courses or coaching can self-liquidate ad spend while scaling top of funnel. Rohan SaxenaCurrent role: Founder, Saxena MediaBased in: VirginiaSay hi to them at: https://saxenamedia.com/ | LinkedIn This is a limited time offer, so head over to aspenfunds.us/bestever to download the investor deck—or grab their quick-start guide if you're brand new to oil and gas investing. Visit investwithsunrise.com to learn more about investment opportunities.  Get 50% Off Monarch Money, the all-in-one financial tool at www.monarchmoney.com with code BESTEVER Get a 4-week trial, free postage, and a digital scale at ⁠https://www.stamps.com/cre⁠. Thanks to Stamps.com for sponsoring the show! Join the Best Ever Community  The Best Ever Community is live and growing - and we want serious commercial real estate investors like you inside. It's free to join, but you must apply and meet the criteria.  Connect with top operators, LPs, GPs, and more, get real insights, and be part of a curated network built to help you grow. Apply now at ⁠www.bestevercommunity.com⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Episode web page: https://bit.ly/46FFJbA ----------------------- Episode summary: In this episode of Insights Unlocked, we dive deep into the intersection of customer research, growth strategy, and fast decision-making with Asia Orangio, founder and CEO of DemandMaven. Host Lija Hogan, principal of experience research strategy at UserTesting, guides the conversation as Asia shares how product-led SaaS companies can find traction by uncovering the real problems hiding behind the data. Key topics discussed: The art of understanding customers: Asia's unexpected journey from oil painting to SaaS growth consultancy, and how her artistic background sharpened her skills in reading human behavior and motivation. Making KPIs talk: Why every important business metric can be unpacked through thoughtful customer conversations—and how to ask the right questions to get there. Dispelling research myths: Asia challenges the common belief that customer research is slow, expensive, or overly complex. Instead, she shows how fast and focused studies can lead to high-impact decisions. Interviewing for impact: Best practices for customer and churn interviews, including how to design research studies that align with your company's stage and challenges. Getting buy-in through presence: Why having founders and executives attend research interviews can be the game-changer for turning insights into action. Prioritizing what matters: How to separate controllable vs. uncontrollable churn factors, and how to turn qualitative feedback into a roadmap of quick wins and long-term opportunities. Quotes worth highlighting: “Behind every KPI you want to improve, there's a set of conversations you can have. You can make the number talk.” – Asia Orangio “Research doesn't have to take six months. You can get meaningful insights in two weeks—or less.” – Asia Orangio Resources & Links: Asia Orangio on LinkedIn (https://www.linkedin.com/in/asiaorangio/) Lija Hogan on LinkedIn (https://www.linkedin.com/in/lija-hogan-894769/) DemandMaven website (https://demandmaven.io/) DemandMaven podcast (https://in-demand.castos.com/) Nathan Isaacs on LinkedIn (https://www.linkedin.com/in/nathanisaacs/) Learn more about Insights Unlocked: https://www.usertesting.com/podcast

Marketing is facing a crisis of credibility and alignment, as legacy systems and outdated KPIs have led to internal silos and a disconnect from revenue goals. In this episode,  Andrei Zinkevich of FullFunnel.io and A. Lee Judge, Sales and Marketing Consultant, explore how marketing and sales leaders can rebuild trust, align around shared metrics, and adopt a unified revenue team approach to drive meaningful business outcomes. Misalignment within marketing and between marketing and salesImportance of shared KPIs and revenue team structuresChallenges and solutions in marketing attributionUsing AI effectively in enterprise sales and marketingStrategies for CMOs to survive and lead changeTime Stamps01:15 - Introduction and overview of the funnel debate06:40 - Internal marketing misalignment and KPI silos18:50 - Revenue team KPIs and sales pipeline velocity30:10 - Account selection and accelerating funnel velocity42:00 - Attribution challenges and blended models58:30 - AI use cases and limitations in B2B marketing01:10:00 - Upcoming webinar and change management for CMOs Main TakeawaysMarketing must shift from chasing vanity metrics to aligning with sales on revenue-driving KPIs.Attribution should be approached as a blended model combining self-reported data, analytics, and customer interviews.AI is useful for content optimization and sales research but lacks the trust and maturity to replace human teams.Subscribe and share this episode to help others align marketing and sales for better revenue outcomes.  A. Lee Judge is the creator and host of The Business of Marketing podcast.Please follow the podcast on your favorite podcast listening platform.This podcast is produced by Content Monsta - A leading producer of B2B Content.

Cristian China-Birta e genul de om care face lucrurile altfel. pentru că simte că așa are rost. De-a lungul anilor a trecut prin antreprenoriat, blogging, consultanță și multe ore de conversații cu oameni care caută direcție. Dar într-o perioadă în care totul pare tarifat la minut și evaluat în KPI, Cristi a ales să spună: „Hai să vedem ce iese dacă tu decizi cât valorează ce primești.” Așa s-a născut #PlatestiCatCreziCaFace. O invitație neobișnuită la onestitate și colaborare. Într-un peisaj unde ne protejăm prin tarife și ne măsurăm prin etichete, el a propus ceva ce pare simplu, dar rareori este chiar așa: încredere.După peste 130 de întâlniri față în față, a devenit clar că oamenii veneau pentru mult mai mult decât un sfat desăre marketing. Veniseră pentru clarificări, uneori în legătură cu afacerea lor, alteori în legătură cu ei înșiși. Mulți erau antreprenori la început de drum, freelanceri, fondatori de mici companii sau oameni care conduceau echipe. Cu toții aveau în comun o stare greu de definit, un amestec de „nu știu ce nu știu” și „cred că aș putea, dar ceva mă ține pe loc.” Uneori, după câteva minute, discuția o lua în altă direcție decât cea cu care începuse – și tocmai de aceea, modelul a prins: era adaptabil și uman.

In this episode we dive into random topics.The ChallengeYou're at a social event. Someone asks, “So what do you do?” Try explaining construction scheduling without losing them in 10 seconds. That's harder than it sounds. On this episode we wrestle with that exact problem. Along the way, they dive into AI's growing role in project controls, shifting attitudes toward risk analysis, and even the million-dollar jobs emerging in construction tech.Continue LearningCheck out our new book The Critical Path Career: How to Advance in Construction Planning and SchedulingSubscribe to the Beyond Deadlines Email NewsletterSubscribe to the ⁠⁠⁠⁠Beyond Deadlines⁠⁠⁠⁠ Linkedin Newsletter⁠⁠Check Out Our YouTube Channel⁠⁠.ConnectFollow ⁠⁠⁠Micah⁠⁠⁠, ⁠⁠⁠Greg⁠⁠⁠, and ⁠⁠Beyond Deadlines⁠⁠ on LinkedIn.Beyond DeadlineIt's time to raise your career to new heights with Beyond Deadlines, the ultimate destination for construction planners and schedulers. Our podcast is designed to be your go-to guide whether you're starting out in this dynamic field, transitioning from another sector, or you're a seasoned professional. Through our cutting-edge content, practical advice, and innovative tools, we help you succeed in today's fast-evolving construction planning and scheduling landscape without relying on expensive certifications and traditional educational paths. Join us on Beyond Deadlines, where we empower you to shape the future of construction planning and scheduling, making it more efficient, effective, and accessible than ever before.About MicahMicah, the CEO of Movar US is an Intel and Google alumnus, champions next-gen planning and scheduling at both tech giants. Co-founder of Google's Computer Vision in Construction Team, he's saved projects millions via tech advancements. He writes two construction planning and scheduling newsletters and mentors the next generation of construction planners. He holds a Master of Science in Project Management, Saint Mary's University of Minnesota.About GregGreg, an Astrophysicist turned project guru, managed £100M+ defense programs at BAE Systems (UK) and advised on international strategy. Now CEO at ⁠⁠Nodes and Links⁠⁠, he's revolutionizing projects with pioneering AI Project Controls in Construction. Experience groundbreaking strategies with Greg's expertise.Topics We Coverchange management, communication, construction planning, construction, construction scheduling, creating teams, critical path method, cpm, culture, KPI, microsoft project, milestone tracking, oracle, p6, project planning, planning, planning engineer, pmp, portfolio management, predictability, presenting, primavera p6, project acceleration, project budgeting, project controls, project management, project planning, program management, resource allocation, risk management, schedule acceleration, scheduling, scope management, task sequencing, construction, construction reporting, prefabrication, preconstruction, modular construction, modularization, automation, Power BI, dashboard, metrics, process improvement, reporting, schedule consultancy, planning consultancy, material management

Mit welcher Routine schaffen wir Training durchzuhalten? Wie geht man sinnvoll mit Verletzungen um? Welche eine einfache KPI funktioniert um Longevity zu messen? Im Gespräch mit Eric Blaser, Ex Kampfsport Athlet, Sportwissenschaftler und Gründer von umane, geht es um körperliche und mentale Stärke - und die Frage: Was hilft wirklich, um fit zu werden und zu bleiben? Und was geht, wenn nichts mehr geht? Lea spricht offen über ihre eigene Knieverletzung, über fehlende Stärke / Fitness, den Frust nach Sportpausen – und darüber, wie sie durch Eriks Coaching neue Routinen gefunden und wieder Vertrauen in den eigenen Körper gewonnen hat.

If your practice runs only when you're watching every corner, you don't have a business—you have a job with extra stress. In this episode, I sit down with Kiera Dent of Dental A-Team to break down the CEO mindset so you can step out of micromanagement, build a self-managing team, and get your time—and sanity—back. I've lived both sides: the dentist who does everything and the CEO who trusts systems and people. Kiera and I dig into the exact levers that turn chaos into consistency: vision, numbers, and simple systems your team can actually follow. We also talk honestly about burnout, identity, and why delegation (done right) becomes your most profitable “procedure.” What You'll Learn in This Episode The CEO Mindset: Why your role is vision, culture, and execution—not every task on the floor. The “YES” Model: You/vision → Earnings & profitability → Systems & team development. Chaos Killers: Tighten handoffs, morning huddles, block scheduling, and role clarity to stop daily fires. Delegation that Sticks: Empower + hold accountable so responsibility never boomerangs back to you. Burnout Antidotes: Detach identity from output, build recovery time, and lead with numbers, not guesswork. Stress Reducers: Align goals with your actual life, master cash flow, fix one KPI/system at a time. — Key Takeaways  00:40 Introduction and Event Announcement 01:50 Understanding the CEO Mindset in Dentistry 03:35 Systematizing Practices for Growth 05:30 Overcoming Micromanagement 08:44 Identifying Chaos Creators in Dental Practices 12:46 The Role of a CEO Dentist 17:25 The Importance of Delegation 22:58 Mindset Traps and Overwhelm in Dentistry 29:14 Reducing Daily Stress in Dental Practices 33:54 Lightning Round Q&A 40:08 Conclusion and Call to Action — Connect with Kiera Want Kiera's help turning your practice into a self-managing, growth-ready business? Here's where to reach her: Website / Consulting: https://www.thedentalateam.com/ — book a call and explore services Podcast: Dental A Team Podcast (practical, team-centric systems every week) Text Kiera's Team: 775-243-5100 Instagram: @dentalateam for tips, playbooks, and event updates Tell her you heard her on The Raving Patients—she'll know exactly what you're after. — Learn proven dental marketing strategies and online reputation management techniques at DrLenTau.com. This podcast is sponsored by Dental Intelligence. Learn more here. This podcast is sponsored by CallRail, call tracking & lead conversion software for dentists. Find out more here. Raving Patients Podcast is your go-to place for the latest and best dental marketing strategies that will help you skyrocket your practice. Follow us for more!

Ever send an employee a whiskey… and get a genius idea instead of a hangover? In this episode of The Liquid Lunch Project, Luigi is flying solo and sitting down with Doug Hall, an engineer turned P&G brand builder, systems-thinking evangelist, and the mad genius behind Eureka! Ranch and Brain Brew Distillery.  Doug walks us through how he flipped corporate innovation on its head by using systems, inventing custom bourbon on demand, and teaching everyday folks to embrace innovation, one “stop the stupid” moment at a time. What you'll learn in this episode: Why systems (not superheroes) drive real innovation How Doug launched 9 products in 12 months with a 3-person team The one question every leader should ask to boost team engagement What “Stop the Stupid” means—and how it transforms your workplace Why “ideas per employee” is the KPI your business is missing How to build culture change from the ground up The secrets behind making award-winning bourbon faster and cheaper How to sell smarter in a B2B world without the BS A DIY blueprint for fixing broken systems in your business Why reinventing yourself every 10 years keeps you sharp (and relevant) Favorite Quote: “If you don't have a good system, you are setting somebody up for failure. Systems make great people.” Who is Doug?Doug Hall is a chemical engineer… who built world‑class stuff at P&G, then created Eureka! Ranch to help others do the same, and now distills custom bourbon as easily as others pour shots. He builds better systems, smarter people, and yes…he literally builds things (like a bourbon‑blending box from the future). Tune in, raise a glass, and get ready to "Stop the Stupid" in your business. And maybe pour your own bourbon while you're at it. Connect with Doug Hall: Website (Doug Hall): https://doughall.com Website (Eureka! Ranch): https://www.eurekaranch.com  

Is running a dental practice the most stressful part of your life? Does hiring and retaining the right people seem impossible? Do you question whether dentistry was the right choice for you? Kiera reflects on DAT's recent CEO Dentist Webinar, including what dental leadership ideally looks like — from an individual and team perspective. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript:   Kiera Dent (00:00) Hello, Dental A Team listeners. This is Kiera. And today I am so giddy to be recording this podcast. If you missed it, you missed out. We did our CEO dentist webinar workshop and it was so rad. We did it in August and just kudos to all the doctors that were there. If you missed it, you're in luck. I'm going to give you the highlight reel. But I really hope that you plan to join us. It was a three day, ⁓ full playful out workshop that I just thoroughly loved. had doctors.   joining us every single night and really just having that mindset shift of how do I go from being this day in day out operator to a CEO owner of my business? Like what are the things that I really should be doing as a CEO versus what should I be doing as a founder? Like how do we shift that mindset? And we did it based on our proven model, the yes model. You guys have heard me chat about that. The focusing on you and your vision, earnings and profitability, and then systems and team development. So it was just really, really fun. This really was something to help.   Honestly, like afterwards, had so many calls with so many people that were there. And it was just joyful because they said, Kiera, I really want to learn how to be the CEO. Like as you talked about it, I finally understood like what my role should look like and how I should be evolving. And so just really fun. So just want to say thanks for our entire team. Thanks to everybody who joined. And for all of you, if you didn't ⁓ get to be there, you missed out. It was like full blown. And I did a little surprise. I wasn't expecting it, but I actually ended up ⁓   like doing an after party and it was really fun to just have real conversations. So ⁓ really, truly just a highlight. And today I'm going to kind of like break this down into what we did. I'll give a couple of highlights from each day of just for you to kind of get the highlight reel of it. And then, Hey, if you ever want to chat about how to become the CEO dentist of your practice, this is what we're doing for a lot of offices. I've kind of been shifting our model to help dentists and teams really elevate to have practices that run with team.   leadership to have dentists to truly run in their realm of being that healthcare provider that you love and or exiting and going out of the chair. No, there's no set path. It's your path and really helping dentists ⁓ just elevate to that level of like, do I own this business and not have it own me? So just super jazz. That's what we're working on. Just really, really, really fun and exciting things and getting your team bought into this as well. So with that, I'm just excited. Welcome. If you're new to the podcast, I'm Kiera. It's super nice to meet you.   ⁓ I love all things dentistry, including my last name is Dent. ⁓ I came from self-made, ⁓ being able to help practices grow to the level, the growth, the fulfillment, the joy that they want, helping doctors and teams align. And this is coming from real life, all of my experiences, all of our collective experience of our consulting team, bringing you tactical practical tips to make your life and your business work for you and not against you. So with that,   ⁓ was just a jazz. Like it was so fun. So the first day we really talked about, ⁓ just some topics of like who can relate. So if you can relate to this great, this podcast is for you. number one is running a dental practice is the most stressful part of your life. hiring and retaining the right people seems almost impossible. Some months so great. Others feel like you're drowning. Your patients are canceling last minute, leaving your team and you helpless. know how to be a dentist, but you have no clue how to run a business. You're alone with your problems.   You question if dentistry was the right choice for you. You feel like everyone has it together, but you don't. ⁓ and I hope if you answered yes to any of those questions, you realize that truly, truly, truly, you're not alone. And every single dentist feels this at some point and some survive and others thrive. And so the whole goal of the CEO Dennis workshop was to help you thrive. And so on the first day we really went through like, what exactly is a CEO? I remember there was this aha moment in my career where I'm like,   what does a CEO actually do? I'm not joking, I Googled this and I was like, what is a CEO? Like, what do they do? And it was a good, I would say a good, ⁓ probably identity shift for me. To realize like a CEO is your chief executive officer. So like, this is the person who executes. So you oversee the execution of day to day, but you don't do it all. So your job is to lead the vision, plan for the future.   Create and protect the culture and do big opportunities, but stay out of the weeds. Like that's genuinely what you're supposed to do. And a lot of dentists, we'll add one more Asherick. A lot of times you do the dentistry. Sometimes you do it full time and other times you hire associate dentists to do it with you. So like, that's what it means. It means you oversee. You think about a CEO of Amazon, they are not packing the boxes and shipping it out. They are not calling on all the customer service things. They are not creating the bots and the software.   Their job is to look over the vision. Their job is to keep people accountable. Their job is to plan for the future, look for the big opportunities, ⁓ really truly protect the culture and stay out of the weeds. So I think when I looked at that, I'm like, how many dentists actually live like this? Probably not a lot. So what we did is we like went through an audit and then we worked on like the key foundation and this might feel a little fluffy and I'm sure some participants might have thought this, but if we don't get the you portion of the yes model correct, we can't say yes to things.   The number one, and I purposely built the yes model in the pillars in the exact formula of you first earning second systems third. And if you will follow this model, you really truly can get there. And so what we talked about is how like how you show up as a leader directly impacts the success, the relationships, your financial and personal freedom and the overall happiness and fulfillment you have in your practice. So when I look at this, like, okay, great. You have to take care of you and   We talked about like actually how to shift your identity. And so a lot of times people identify themselves today. But if you knew like Tony Robbins said, the strongest force in the human personality is the need to stay consistent with how we define ourselves, not who we actually are, but how we define ourselves. So what we actually had ⁓ everybody doing the workshop on day one was to create this new identity of being the CEO dentist. Like what would the CEO dentist do or not do? ⁓ you're still checking charts at night. What a CEO handle end of day task like that.   Yes or no. No one's held accountable. What does CEO allow chaos to become culture? Your team's just clocking in. How would a CEO reignite motivation? You're bleeding cancellations. How would a CEO oversee the systems to prevent that? Your schedule's full, but your profits don't show it. How would a CEO fix that? Cashflow is unpredictable. How would a CEO create stability? You're doing busy work and have no time to look at the big picture. How would a CEO solve it?   So just again, it's like when we shift our identity, not from who you are, but to a CEO. So I now am, I'm not Kiera, I'm not dentist Kiera. I am now, you guys, I was never dentist Kiera. I was dental assistant Kiera, I'm consulting Kiera. But for you, like you're dentist John, you go in, you do the fillings, you are this practice owner. But what would CEO John or CEO Kiera or CEO Sarah or CEO Marsha or CEO Tom or CEO Tony or CEO Kevin, what would they do or not do?   And when you can shift this identity, you can actually start to see, and you can look at the delegation ladder. And we talked about the delegation ladder of what tasks, because when you're a small business versus when you expand and become a larger business, you actually have different, like it's literally in a tier of what you're going to delegate and when, because as a founder is a new startup, as a CEO, you're doing a lot of the work. You don't have the cashflow. You can't afford it. You're going to do all the work. So at that point, that CEO is doing that.   But as the practice builds and evolves, a lot of CEOs stay there and they don't actually evolve into delegating the tasks that they should be. And so when we go through the entire delegation ladder from like administrative tasks, a patient experience, treatment coordinator, and selling cases to marketing, to leadership, these are all the zones of where is your name out on that delegation ladder and where should it be based on the current size of your practice. And then what, even if you're small, what's your next hire? Well, first hires administrative tasks. So it's either a front office team member, it's a personal assistant, or it's an office manager.   that's going to immediately delegate all of those front office tasks for you, but they're going to do all of that. And then you move into, you're doing the patient experience, you're doing the closing of the cases, you're doing the marketing, you're doing the leadership, like, but you, you offload that first and then you offload the next and the next and the next. And so really looking at this of like, we, it was really cute. We had this fairy godmother and it's like, you are now the CEO. It's time to be the CEO. And I think for us on day one of people just being highlighted of   you now have this new identity. And so looking at it of when I look at this, what's standing in my way of being the CEO? What does my dream business look like? What does that vision timeline look like for me? And what must change now to become the CEO? So as you go through that, that was a quick recap of day one. And then we rolled right into day two, which day two is a lot more tactical. Day one's a bit more of you, you becoming and taking on this new identity. And I will tell you,   when I got on calls afterwards, because it was actually real fun. We had a lot of calls, really excited to welcome the new offices to our company and to our group. And they're already shifting and changing. had some people text me after that of saying, I'm now committing to being the CEO dentist. And when you take and embody a new identity, like, because I thought through this and we were brainstorming as we were prepping this webinar or this workshop. And I thought, how am going to get people to recognize that the you portion is the most pivotal pillar of this whole success model?   And how do get them to do it quickly? And I realized change identity is the fastest way to change. But like changing identity can feel hard. But if I tell you like, it's like putting on a t-shirt and I say, all right, today you're wearing CEO t-shirt. How are you going to act? Just like I can be Kiera, the executor. I can be Kiera, the consultant. I can be Kiera, the sales. I can be Kiera, the customer service. Those are just t-shirts and hats. But if I'm going to put on my main t-shirt, my main hat, I change my identity and I walk into that office every day. And I'm now the CEO dentist.   you will start to act quicker and faster. It's just like the person who wants to get healthy read Atomic Habits. say what they do is they don't ask them to like become healthy. They say, what would a healthy person do? Well, they would walk to their car instead of driving and get the closest parking spot. They would eat snacks like celery sticks for snacks rather than other things. They would have their tennis shoes by the side of their bed. They would go walking every day. you don't, and that's how you'd be able to like, what would a CEO dentist do? What would a CEO dentist not do?   That's how you can start to shift this identity and become that. So that was just a quick, like I said, quick recap of day one and then day two is just fun. It's about numbers. ⁓ Numbers are one of my favorite things because you've got to really understand numbers because numbers are your superpower. Not knowing your numbers, believe it or not, causes more stress than knowing them. Even if they're bad, even if they're good, not knowing because you're getting this constant fear of like, are they good? Do we have money? I don't know. It's also helping you make confident decisions.   develops the steps of where you need to go. And it also helps you track progress to take action before it's too late. So really numbers to me are the proactive approach in a business rather than the reactive. And it's okay, it does not matter where we start. It always helps us then become more proactive as we're going through. So we went through KPI. So a key performance indicator, which one should you be looking at? What are some common ones? We went through stats and KPI spreadsheets, how we look at these, like what we need to do on the daily, weekly, monthly, quarterly. So like daily we're looking at month.   Today production collections, we only have that 98%. We also want to look at our end of day sheet, making sure we've got all of those procedures built out weekly. We're looking at our KPIs to review during doctor and OM weekly meetings. So looking at trends, creating action items before things get too late, like literally our entire team and our clients, they track stats every single week. Cause we're looking for trends. The offices that do this are always my profitable offices. The offices that don't are the not profitable. Like it is science though, like what you track and measure improves. So track.   Monthly, you do your month and number review, like all the KPIs, what were the trends and what are we going to do better next month? Where are we at? I just talked to an office the other day. We realized we're a hundred thousand behind where we want to be for end of year. We have four months left or two months left or one mother, wherever you are. But if you plan and you look ahead. Four months, trying to make up a hundred grand is way easier to do than two months, trying to make up a hundred grand. So when we look at that and you just change the game, you change how we schedule, we change how we're going to do our block schedules. All of it is really easy, but if you don't look at this and you don't measure it.   Huh, you're in stress. This is stress. ⁓ We look at our overhead, we look at our PNL, and then quarterly we look at our year to date, where are we at? What are the gaps? We're gonna set reach goals or quarterly goals, and then we track weekly and make sure we're on track for that. So we went through a monthly cost spreadsheet too. This is honestly my most favorite spreadsheet of all time. So legit, I love it, and it's here, and it's something that I have of what is our monthly BAM, our bare ACE minimum? What does it cost us to run the practice?   on a high end, low end and where we currently are. So if I've got to scale and add more people, if I need to reduce in times of chaos or hard times, I at least know those numbers and that will give you so much confidence because now you've got a piece of the puzzle to then know what do we need to produce? What do we need to collect? We went through an overhead calculator and what are the benchmarks? What should my payroll be? What should my supplies be? Labs, advertising, all of that. What's my overhead? What's my doctor salary and where can I cut? Because the way to fix your numbers are three things. One, decrease what we're spending.   That's one, two, increase production and three, increase collections. If our collections, cause you can be producing and if you're not collecting, guess what your overhead sky high strip, like that's a stressful zone. Just go collect the money. You've already done it. Collect the money. If we're not producing enough to cover our bills, well, we need to increase our production and build block schedules and different pieces like that to make sure what we need to produce for our practice is actually there. And then like looking at our costs, what can we cut? What things could be more efficient in? do we maybe need to delay a hire or do we need to make the hire?   whatever it is, but knowing those areas, like that's where math becomes very fun. Numbers become fun. It's just a simple math equation. It's not hard. We're not going into algebra and geometry and calculus and all of that trig. No, it's literally simple, basic math where we can say, okay, this is what I'm making. This is what I'm spending. And this is what we're collecting. Which of those levers do I need to turn? And so showing offices how like collections matter and different pieces like   going through an overhead calculator, had actual spreadsheets for KPIs, for a monthly cost spreadsheet, for our overhead calculator. All of that was actually really, really lovely. And then showing offices like we're aiming for you to be 20 % profitable after doctors paid, after all expenses are paid, 20 % profit is what we aim for with our practices. And so when you look at your profit, and if right now you're like, I don't even know profit, hey, let's chat. Let's talk about it because you gotta make the money and keep the money. We're gonna make sure we're not spending more money than we're making. And then we're prepping and preparing and we're working towards that profit margin.   having cash flow, having profit at the end of the month will lower your stress radically. So we went through all that. We also had like a whole KPI checklist to have, and it was really fun because when we look at these numbers, this is where the stress stops. And we actually went through like a real life example with the people that were participating with us and they could quickly see, you don't even know this practice. Look at this KPI scorecard. What do you see and what should this practice take immediate action on? Again, a CEO hat, a CEO shirt.   That person's going to look at the trends. They're not going to go dig into the weeds. Most of the time, they're going to look at this and say, okay, well, if my production's 160 and my collections are a hundred right now, even you listening on the podcast, you can tell that's my gap. We're producing 160, but we're collecting a hundred now that one succeed because we're putting in our numbers in gross, not net production. That's a problem. Fix that. Maybe our collections are good, but if we're producing that in net and we're only collecting a hundred thousand, that's a huge gap. What do we need to do to fix our collections?   Our year to date collection presented 62%. You know right there. And when this office had an overhead of 85%, well, to me looking at that without even knowing this practice, they have a collections problem right there. They increase the collections, their overhead goes down, money instantly becomes available. So many offers like, here, we don't have the money. And I look and I'm like, you got 500,000 in AR, you've got the money. We just need to collect the money. You're producing well, your expenses are in line. Or other times like our expenses are high. Let's reduce that. Let's figure out how we can get it.   So giving some parameters in that and really knowing like, when you look at as a quick review for you, do you actually use your numbers as super power? So one, do you have KPIs? Two, do you review them weekly? Three, does every team member have their own number and do they track them? So meaning like a number that's going to move the business forward that they know that they can impact that they own as ownership. Does your team know how they can impact the numbers? Do you know your overhead? Do you know what's in your AR right now? How much money is sitting out?   And do you have a plan to get to ideal profit? So answering those questions really will help you kind of have an overview of, all right, got it. These are the things. And I will say for anybody, you want, we actually gave away a lot of these worksheets. So to anybody who scheduled the call. So if you're like, Hey, I'm just curious, like, how can you help me with like maybe my you portion, maybe my earning portion or the last person of systems and team development. Hey, schedule a call with us. I'm happy to share a lot of these spreadsheets with you in a lot of the pieces, because why not? I know you weren't there and I know you didn't get all of it.   But I would love to help you out and I'd love to give you a lot of these resources. So book a call. Hello@TheDentalATeam.com or go to our website, TheDentalATeam.com click book a call. I think it's really something lovely to be able to help. And honestly, Hey, why not? You're going to get all the resources and we're to be able to give you a true roadmap for your practice. actually do. ⁓ it's about an hour long complimentary call where we actually go through your practice. give you a highlight, ⁓ of where to go. What are kind of the big pieces in your practice and then also give you resources. So really it's a no risk for you.   ⁓ It's no pressure, just truly clarity and momentum. So, ⁓ and like I said, the KPI scorecard, the monthly spending, the overhead calculator, those types of things I think are just so powerful to be able to access those and to even see what you should or could be doing. So then as a wrap, day three of the workshop was so fun. It was one of my favorite days. Shout out to Eve, our marketer. She said, Kiera.   I want you to really try something for me. And I'm all here for innovation creation. Like let's try something new. And she said on systems, I want us to do like a rapid fire. And so what we did, because what I found is one, you have the vision, you take on this, this, this new hat, new identity of I'm the CEO dentist. You now know that numbers are your superpower and you're going to use your numbers to not be used by your numbers. So you're to look at the numbers and we're going to see where are the gaps.   whatever your numbers are. So the numbers need to lead to the vision and whatever numbers tell us, the numbers tell us a story. Just like that example I gave you, there was a collections problem. Well, great. If there's a collections problem, that's the system that we now go implement into a practice. So it's really, really great to see like, my gosh, I don't have to like eat this whole elephant. It's very simple based on the vision and the numbers to tell you which systems are broken, which systems are lacking and what things we need to implement, improve or optimize. So the last part was systems and Dental A Team, I   I like cadences. like to see like a map. So I put 12 systems for the 12 months of the year. And some of you have heard these things in the past. You can look these up on our website. We've got lots of them, but basically just like, okay, what's my kind of outlook for every single month? So January's office management mastery and leadership, February's doctor optimization. So making sure like endo, CE, Botox, like whatever it is, we're just optimizing our doctor procedures in-house, looking to see what could we do to optimize that more.   March is billing with ease, April's five-star patient experience, May is smooth sailing scheduling, June is maximized case acceptance, July is dynamite dental assistance, August is elevated hygiene, September is confident marketing, October is complete operations manual, so get that thing done, November is practice profitability, what we just discussed, and December, yes, pun intended, A-Team hiring and onboarding. So like a little calendar for you to, as you're going through as a CEO,   Now you don't have to think of like, I've got to do all the systems. You've got a checklist of, all right, let me go look at this system. Let me go look at this system. Let me look at this category and see what could I optimize? What could we improve? What could we enhance? So what we did is we actually did a speed round and it was a yes or no. You weren't allowed to have anything gray and we had three questions under every system. So they went through 36 different areas of their practice and it was either yes or no to then say, how are your systems in those areas?   So for example, and people were giving a zero out of three, a one out of three, a two out of three or a three out of three. So let's go to management mastery. This would be your office manager. I review weekly KPIs to ensure we're on track to hit goals. It's either a yes or no. There's no in between. My leadership team runs effective meetings and follows up on action items. Yes or no. know each team members receiving regular one-on-one coachings for growth monthly. Yes or no. And I'll give you a trickier one. Cause why not? Let's like, people were like, I was doing so good. And then I got into.   Some of these other ones, so let me grab, let's do maximize case acceptance. This one would be our practice maintains at least a 75 % patient case acceptance and tracks it daily. Yes or no? You might be having that. And if you don't know, then it's a no. We have a solid follow-up system for unscheduled treatment and offer easy financing options. Yes or no? Next, visits are scheduled in the back office to help increase case acceptance. Yes or no? So what we did is there's so many things within every single system, but tried to break it down so people could quickly see.   of the 12 systems, where am I maybe lacking to then maybe take execution and action and also as CEO. then no great. have a focus for every single month that I can really look at. I can have a checklist. I can look at this and then we actually take action to improve our practice consistently. So we worked through that. And then we said that the piece is we can talk about you as a leader. We can talk about money and profitability and systemization, but for excellent systems to stick.   You have to have extraordinary leadership. And this is where it was like, but wait, what about the CEO dentist? Do I have to do all of this? And the answer is again, as a CEO, your job is to lead the vision, plan for the future, create and protect the culture, big opportunities and stay out of the weeds. That's your job. That's what you're supposed to do. And maybe we can add in their clinical dentistry if you want to, but like that is what you do. So for that, Britt and I actually then went into their, their two dimensions of leadership because we started thinking about this and in that delegation ladder,   There is this zone of leadership and one side is going to be the executive and that's the future planning, the vision, the culture. Like that is truly the CEO dentist, but there's a split side to it. And the other side is the management side. So Britt and I actually make the yin and yang of the leadership team. I've got the executive side. Britt's got the management side. And management side is operations and systems, people, and then nitty gritty details. Britt is amazing at this. I'm amazing at vision and you need both of those pieces to work in harmony together.   to have it and it's usually not the same person. And so helping people go through that and to see where am I strong? And as the CEO of your practice, you might actually flourish in the management side and that's a okay. You need to hire somebody who's a visionary next to you. Or you might be freaking awesome at the visionary side. You need a strong manager that does all the pieces that you are actually not naturally good at, nor should you be spending your time on to pair gently with you and perfectly with you.   This way your practice can flourish and you can actually be the owner of your business rather than being owned by your business. So looking at this, was really like, where do you actually fall as a CEO dentist, executive leader? Where are you doing? What needs to change in your practice? And as we go through this for you to even kind of do an assessment of how am doing on my vision and owning and being the CEO dentist and that identity and truly sitting in that seat. Then what about my numbers and how's the profitability of my business, the future progress and growth?   And then looking at my systems, how are we on those 12 systems? What needs to happen? And then on my executive leadership, am I on the visionary side or on the management side? And who do I need to have? And do I have a strong person? Is that the right person in the right seat there? Or does that need to be evolved? And so it's one of those pieces of like, we have all the pieces, like we, we know, but how do we actually make this go from like knowledge to action? And I think that was the piece of really helping people.   ⁓ recognize that time is so fluid and so fast. And when I look back, I shared a story of where I truly was sitting in a room of a bunch of really smart business owners and I'm like, I don't even know what they're talking about. And I think so many times when we hear a podcast like this or we listen, we know we should be doing it, but we don't actually know how and we feel inferior. It's what we do is we just keep doing the same thing. And rather than that, I would maybe suggest you take a pause and you say, are you really the best person as a CEO to do this? Or...   Is it maybe worth it to hire somebody who knows how to do it and has been there, done that and done it successfully to help you and your team. I really, really dislike coaching for myself. So that's why I built that only team the way I did. I don't like to be coached as the CEO and then have to try and take that back to my team. That's exhausting. There's things that I need to know. And there's things that my team needs to know. And that's actually why we built Dental A Team the way we did. We coach doctors and teams. We teach doctors how to be the executive.   We teach you how to be the CEO, how to get out of the weeds, how to empower your team. And then we teach teams how to follow up so dentists can actually let go. We can build the leadership. We build the tracking. We build the numbers so you can sit there and confidently run your business rather than being ran by your business. And to think about like when I took the leap of faith to hire a coach, when I didn't know and was so scared to do it, I look, and that was six years ago that I hired her. And in those six years, things that happened like Dental A Team,   has definitely grown. Like we have hundreds of clients that we're able to serve on a very personal intimate level. I was very adamant as we built this company that I would never go to a spot where people just felt like a number and not a person. And so being able to scale it to grow, because my mission is to positively impact the world of dentistry and to do it in the greatest way possible. Like truly, how do I do this, but make people still feel like a person and to be seen. So Dental A Team, you want to be here? If I would have not like taken the leap and.   gotten the help that I needed and truly owned that I'm a CEO. I'm not expected to know everything. And I need to hire people that are smarter than me, better than me, and help me grow and optimize in areas that I don't even know. ⁓ My confidence wouldn't be here. My passion, the certainty of myself, my growth, my purpose, my freedom of life, like the life that I get to live now versus the life I was living, the ability to say yes to everything I need, want, and deserve. And that's why I built the yes model, because to help other doctors, other team members be able to say yes.   to everything you need, want and deserve is life changing. That's why we've got the Yes model. And so for that, it was just a really fun, like it was such a beautiful thing to walk people through a complete workshop to help them see where am I at? And I hope today you took kind of the notes and you look to see like, am I at? And just know that being the CEO and owning your business is not a destination, but it's a journey.   It's a space and you'll get more and more into that, but it's a forever evolution. You're never fully systematized. You're never always profitable. You're never always going to sit perfectly in the CEO seat. You're going to ebb and flow and it's just like a mountain and climbing the mountain. There's peaks and valleys and there's highs and there's lows and that's the game of business that we signed up for, but not doing it alone, not trying to figure it all out on your own, not trying to solve all the problems. I think is one of the most beautiful things. So if that resonates with you, we really talked about like joining consulting.   is only for offices that want to thrive and not just survive. It's you want strong systems in your practice that work with or without you there. You want to improve your leadership skills and actually learn how to be the CEO dentist. You want to be the CEO dentist that you were meant to be. You want to have a team that enjoys their work and owns their work. You want to be with peers like other dentists, other office managers, other leadership teams that make you better. Not that of like comparison and competition, but out of true genuine lifting each other up.   bringing part of a bigger community that's more that gives you hope, gives you help, gives you ⁓ benchmarks to look forward to, gives you ideas of how to do it differently and better. And you know that there must be a better, easier way because you know that there truly is. And so if that's something that you're interested in, like I'd love for you to reach out. Like I know you weren't able to attend the workshop. I hope you tend next year. Cause it was like so much more than I could even give on this podcast. But if that resonates with you.   Schedule the practice growth call. Like truly we're going to go through it. It's complimentary. We're going to dig through all the pieces of your practice. Look at a lot of things we just discussed and the added bonus is you will get all of the resources. So KPI scorecard, KPI checklist, fixed cost spreadsheet, ⁓ our monthly cost spreadsheet, the overhead calculator, the cashflow guide, some really, really incredible things that I think are just so valuable and powerful for you. But more than that, you're going to get clarity and momentum. And I think right now that's one of the greatest gifts you could give yourself. So book the call.   take action. You don't have to do it all yourself. And I think that that's like get out of the weeds because we need your vision. We need you to be the leader of the business. We need you to actually be looking at the numbers, having a team, driving that forward because no one else is doing that. You're the leader at the helm and it's either you or it's got to be someone else. But generally speaking, it's you, the dentist, the owner. And so let's help you out. Let's give you that freedom. Let's give you that confidence. Let's give you that roadmap.   and do it in a way that's for you and your practice. So reach out, head to the website, TheDentalATeam.com, book a call, email us, Hello@TheDentalATeam.com. And truly let's help you out. Let's do a complimentary call and just see where are you at? How can we help you? And like I said, as an ad bonus, let them know you listened to the CEO Dennis Workshop ⁓ podcast and we will happily give you those downloads. ⁓ They are tactical, they're practical, they're able to be put into place right away because you all know I love tactical, practical, and you know that my biggest passion is you.   It's you being successful. It's you having the life that you want. It's being able to have life on your terms, to be able to say yes to everything that you want, need and deserve. That's why you did this. That's why you went to dentistry. And so let's give you the life that you had always envisioned. And let's take that from a dream and a wish to a reality. And with that, thanks so much for listening. I'll catch you next time on the Dental A Team Podcast. ⁓  

“At events, don't chase 200 badge scans—set a KPI like 25 real conversations that turn into 15 meetings and 10 closes,” says Charlene Ignacio, founder of Fornix. At the MSP Summit in Orlando, Doug Green, Publisher of Technology Reseller News, spoke with Ignacio about Fornix's mission: unite MSPs and vendors to win more deals through aligned sales-and-marketing execution. Fornix operates as a fractional Channel Chief/CMO/CRO, bringing CEO-level discipline to planning, pipeline creation, and partner programs. Ignacio outlined three common ways companies waste event spend—and how to fix them: No strategy. Don't exhibit to “use the budget.” Attend first if needed, verify audience fit, and set outcome KPIs tied to pipeline, not swag. No pre-work. Coordinate sales + marketing, book meetings before wheels-up, and craft channel messaging (not just brand marketing). No qualification. Replace mass badge scans (“trick-or-treaters”) with meaningful, scored conversations that feed a defined follow-up plan. On execution, Fornix treats the booth like a live sales floor: pre-show training, clear roles, proactive outreach, and contingency logistics (“hand-carry” critical assets; ship early if needed). Their MSP Village model curates vendors, generates energy (headshots, video, panels), and centers everything on people and community—extended through intimate, ROI-driven dinners instead of costly, low-yield giveaways. Post-show success starts before the show: lock the follow-up plan, owners, and timelines so cards don't languish in a box. For channel teams, Ignacio stresses a simple, measurable funnel: 25 qualified conversations → 15 appointments → 10 closes, with remaining prospects nurtured. Learn more at fornixmarketing.com.

-  Đại hội Đại biểu Đảng bộ TP Đà Nẵng lần thứ I, nhiệm kỳ 2025-2030  và Đại hội đại biểu Đảng bộ tỉnh Cao Bằng lần thứ 20, nhiệm kỳ 2025 – 2030 khai mạc trọng thể sáng nay- Bộ Chính trị, Ban bí thư phân công, điều động 2 đồng chí giữ chức Phó Bí thư Tỉnh ủy Thanh Hóa.- KPI – thước đo và điểm tựa cải cách từ Khánh Hòa đến toàn quốc.- Tổng thống Mỹ Donald Trump tới Anh, bắt đầu chuyến thăm cấp nhà nước lần thứ 2 trong hai nhiệm kỳ lãnh đạo của mình.- Người dân Ixraen cùng nhiều quốc gia trong khu vực và trên thế giới lên tiếng chỉ trích và phản đối gay gắt chiến dịch tấn công đánh chiếm thành phố Gaza của quân đội Israel.

David Gardner returns to discuss his new book: Rule Breaker Investing: How to Pick the Best Stocks of the Future and Build Lasting Wealth. After decades of research, the book is a culmination of David's work in investing. This conversation should whet your appetite and help understand David's philosophy.TakeawaysInvesting requires a long-term mindset and patience.Market volatility is a natural part of investing.Concentration in a few strong positions can be beneficial.Initial position sizing should be conservative, typically around 5%.Avoid adding to losing positions; focus on winners.Understanding the brand and leadership of a company is crucial.Total addressable market can expand, leading to growth opportunities.AI can enhance investment strategies and content creation.Investing is about understanding the underlying business, not just stock prices.Building a portfolio should reflect personal values and vision.Other EpisodeYou can find David and Bill's first conversation at:Apple: https://podcasts.apple.com/us/podcast/david-gardner-an-investing-fool/id1540847053?i=1000542928487Spotify: https://open.spotify.com/episode/6QQaQXlOz4mvjFS425vkQs?si=VsXHLcseTneft5J0APQS_QYoutube: https://www.youtube.com/watch?v=VXijHth4OrUSponsorship InformationThank you to Fiscal.ai for sponsoring the show. DISCOUNT INFO: If you use the affiliate link ⁠fiscal.ai/brew⁠, you will automatically get 2 weeks of Fiscal Pro for Free and if you find that you want to upgrade, my link will get you 15% off any paid plans. About Fiscal.aiFiscal.ai is the complete modern data terminal for global equities.The Fiscal.ai platform combines a powerful user experience with all the financial data capabilities that professional investors need. Users get up to 20 years of historical financials for all stocks globally that they can easily chart, compare, or export into their own models. And unlike legacy data terminals where it can take hours or even days, Fiscal.ai's data is updated within minutes of earnings reports. Fiscal.ai also tracks all the company-specific Segment & KPI data so you don't have to. Like to track Amazon's Cloud Revenue? They've got it.How about Spotify's premium subscribers? Or Google's quarterly paid clicks?They've got all of it.

This episode of the OnBase Podcast features a compelling discussion with Nick Webb on the power of a modern go-to-market strategy. Host Paul Gibson and Nick explore the challenges of navigating organizational change and the critical shift from high-volume, low-quality lead generation to a targeted ABM/ABX approach. Nick shares the story of how CloudPay transformed its pipeline by moving from "net fishing" to "spear fishing," a move that quadrupled its sales pipeline.The conversation reveals why sales and marketing alignment is non-negotiable and how data-driven decisions provide the confidence needed to make bold changes. Nick details the hurdles, the mindset shifts, and the specific KPIs that were essential to driving this monumental transformation. This episode is a masterclass for any B2B leader looking to build a scalable and effective growth engine.Key TakeawaysQuality Over QuantityGenerating thousands of leads is meaningless if it doesn't translate to pipeline. Focusing on an agreed-upon ICP is the foundation of a successful GTM strategy.Shared KPIs Drive AlignmentShifting marketing's core KPI from lead volume to dollar-value pipeline ensures both sales and marketing are working toward the same goal.Data is Your Ally in ChangeUse data to prove the need for change and validate new strategies. Data-backed insights overcome resistance and build trust across teamsIt's a Partnership Not a HandoffThe old model of marketing throwing leads over the fence is broken. A modern GTM requires genuine collaboration where sales and marketing are fully integrated.Rethink Your TerminologyCalling leads "signals" reframes the follow-up process, shifting focus from pursuing an individual to understanding account-level interest.Quotes"Gone are the days where marketing people could get away with not knowing their numbers. We have to carry a number just like sales people do."Best Moments (07:22) – The Damascene Moment Nick details the realization that generating 3x more leads was actually causing the sales pipeline to fall.(09:38) – From Net Fishing to Spear Fishing The core analogy that drove CloudPay's strategic shift to a targeted ABM/ABX model.(14:25) – The New Playbook How CloudPay revolutionized its operations by changing KPIs, moving BDRs into marketing, and renaming leads to "signals."(20:00) – Overcoming Resistance Nick outlines the three groups of people in any change scenario and how to build momentum with advocates and data.(33:27) – Stopping the Attribution Wars The decision to stop attributing leads to specific departments and why it immediately ended internal friction.Shout-OutsKate Cox - CEO, Bray Leino.Tim Johnson - Field CTO, Gaming, Databricks.Andy McFarlane - VP of Marketing, Morse Micro.About the GuestNick Webb has more than 25 years of Marketing experience in world-class technology and fintech organisations, including Vodafone, Microsoft and WorldFirst. Now, as Chief Marketing Officer of CloudPay, Nick leads the Marketing team to build market awareness and drive business growth through the creation of a pipeline of leads and prospects for the Sales teams.Connect with Nick.

Get Q4-ready in minutes. Jeremy Packee and Emily Anderson break down August's biggest ad-platform shifts. Google's loyalty integrations, AI-first ads (AI Mode/AI Max), new PMax transparency + Asset Studio, Microsoft's premium streaming buys, and Meta's new Instagram “Follows” metric.Top takeawaysSwitch on loyalty perks + the new optimization goal to boost repeat buyers.Test AI Max via native experiments; keep sitelinks/brand guidelines tight.Audit PMax's new channel/cost views and Search Partner transparency; add smart exclusions.Cut waste with Shopping audience exclusions; pilot Microsoft streaming; report IG Follows growth.Follow The Click Brief for fast, no-fluff performance marketing updates.Visit The Click Brief blog for more in-depth analysis and updates from August. 

- Bộ Chính trị, Ban Bí thư tổ chức Hội nghị toàn quốc quán triệt, triển khai thực hiện 4 Nghị quyết của Bộ Chính trị về giáo dục đào tạo; về tăng cường bảo vệ, chăm sóc sức khỏe nhân dân; về bảo đảm an ninh năng lượng quốc gia và Nghị quyết về hội nhập quốc tế trong tình hình mới.- Bộ trưởng Tài chính làm việc với lãnh đạo Sở giao dịch chứng khoán Luân Đôn để thúc đẩy nâng hạng thị trường chứng khoán Việt Nam.- Cháy nhà lúc rạng sáng ở Hà Nội, bốn người trong gia đình tử vong.- Hội nghị thượng đỉnh khẩn cấp Liên đoàn Ả Rập và Tổ chức Hợp tác Hồi giáo ra tuyên bố chung lên án Israel, bác bỏ kế hoạch tái định cư người Palestine và kêu gọi cộng đồng quốc tế hỗ trợ tái thiết Dải Gaza.    - Trung Quốc và Mỹ đã đạt được đồng thuận cơ bản về việc giải quyết vấn đề TikTok.- Chương trình còn có loạt bài: Khánh Hòa áp dụng KPI trong đánh giá cán bộ: Bước khởi đầu tạo động lực phấn đấu, dấn thân

Send us a textIn this episode, Todd and Jen dive into the two pillars of salon growth: retention (keeping clients coming back) and acquisition (bringing in new ones). Too many salon owners focus on just one—but long-term success requires mastering both.You'll hear practical strategies, client experience tips, and marketing insights drawn straight from the Hello Hair Co. playbook, including how to create loyalty, inspire referrals, and consistently attract new faces without burning out.Key TakeawaysRetention and acquisition aren't either/or — both are essential for lasting salon growth.Consultations (and re-consultations) are the secret to keeping clients loyal.Hospitality and personalization turn good services into unforgettable experiences.Building staff confidence is a leader's job — and prevents overwhelm in new stylists.Smart marketing tools (Google Ads, SEO, automation, reviews, social media) keep new clients coming consistently.Focusing only on retention or only on acquisition will break your business model.Tracking the right KPIs (rebooking, client lifetime value, cost per new client, referrals) shows you what's really working.Episode Timestamps[00:00] – Intro & why Jen refused to kick things off[00:01:30] – Jen's opening take and quote of the week: Vidal Sassoon on why hairdressers are magical[00:03:00] – Todd's opening take, owner perspective: the happiness KPI[00:07:00] – Why retention matters: loyalty, consistency, referrals, and fun[00:11:00] – The consultation game changer: how to re-consult every visit[00:14:30] – Building relationships when your skills are still developing[00:15:00] – Hospitality Playbook: moving beyond snacks and water bottles[00:17:00] – Personalization & note-taking for unforgettable experiences[00:19:00] – Staff happiness and motivation = client happiness[00:21:00] – Helping “baby hair pros” build confidence without overwhelm[00:23:30] – Why acquisition matters: churn, plateaus, and growth[00:26:00] – Automated touchpoints: email & text marketing that works[00:28:30] – Google Ads, SEO, and why outsourcing marketing was a game-changer[00:33:00] – Social media strategy: faces > backs of heads[00:35:00] – Cross-promoting with local businesses & the power of reviews[00:37:00] – KPIs: client lifetime value, cost per client, rebooking, referrals[00:38:30] – Wrap-up + free Hospitality Playbook downloadResources & LinksSubscribe to the 321 Pro Push Newsletter: Real business lessons, strategies, and challenges delivered weekly.Listen to more episodes: the Hello Hair Pro podcastFollow us on Instagram: @hellohairproLinks and Stuff:Our Newsletter Mentoring InquiriesFind more of our things:InstagramHello Hair Pro Website

Épisode 1358 : Youpi c'est lundi et toutes les applications veulent devenir des réseaux sociaux ! Spotify, Roblox, même Netflix… On se parle aussi des notes communautaires de Méta, des nouvelles règles de TikTok et de LinkedIn qui ajoute deux nouvelles KPI les “Saves” et les “Sends”. Roblox copie TikTok et veut devenir un réseau social à part entièreRoblox lance Moments, un nouveau fil d'actualité vertical inspiré directement du "Pour Toi" de TikTok. https://corp.roblox.com/newsroom/2025/09/roblox-moments-user-generated-discoveryAvec Moments, les utilisateurs peuvent enregistrer jusqu'à 30 secondes de gameplay, les éditer, et les partager dans un flux vertical, sans commentaires mais avec des réactions.L'algorithme pousse ensuite ces vidéos selon les préférences des joueurs. Objectif : accroître le temps passé sur la plateforme et stimuler la production de contenu natif.Une manière pour Roblox de s'imposer comme un média social immersif à part entière — et non plus uniquement comme un moteur de jeu.Ce pivot vers le scroll infini confirme une tendance de fond : chaque plateforme veut son propre TikTok. YouTube avec Shorts, Instagram avec Reels, et maintenant Roblox, qui capitalise sur l'UGC des jeunes pour structurer une offre média.Une stratégie cohérente pour fidéliser les ados, et transformer une plateforme de jeu en un véritable écosystème d'attention.

Re-releasing a DAT listener favorite! Kiera is all about key performance indicators in this episode, and why they're important. When framing KPIs as the vitals of your practice, it makes a lot more sense! Some of Kiera's favorite KPIs are … Production (net, not gross) Collection (at least 98%) How many new patients you're getting Average diagnosis Acceptance rate Overhead There are a lot more indicators she talks about in this episode, so whether you're a beginner with KPIs or elite status, there's something you can learn. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:05) Hey everyone, welcome to the Dental A Team podcast. I'm your host, Kiera Dent, and I had this crazy idea that maybe I could combine a doctor and a team member's perspective, because let's face it, dentistry can be a challenging profession with those two perspectives. I've been a dental assistant, treatment coordinator, scheduler, pillar, office manager, regional manager, practice owner, and I have a team of traveling consultants where we have traveled to over 165 different offices coaching teams. Yep, we don't just understand you, we are you.   Our mission is to positively impact the world of dental. And I believe that this podcast is the greatest way I can help elevate teams, grow VIP experiences, reduce stress, and create A-Teams. Welcome to the Dental A Team Podcast.   Hello, Dental A Team listeners. This is Kiera. And you guys, how's your day today? You guys loving it? Are you crushing it? I hope you are, wherever you are. I am actually sitting in my bedroom. I ⁓ rarely ever podcast here, because usually my husband's home. But tonight, I have some friends over there in the front room, and I definitely needed to get some podcasts done. Sissy was asking me, I just love having team members that are great at what they do. And I hope you guys take time to acknowledge the team members that make you great. The team members that are   just awesome at what they do. guys, Sissy keeps me so on the ball and I love her for it. Shelby does, Tiffany does, Brittany, Dana, Kylie, they are just an incredible bunch of people. And guys, if you ever get the opportunity to meet any of them, you are one lucky person. So I hope you're having a great day. I hope you're loving it. So podcasting today from the bedroom. I hope the audio is great. I hope you're loving it. Sun's just going down and today I just wanted to dive into a topic that I think is really awesome and it's KPIs.   So what the heck is a KPI? A KPI is Key Performance Indicator. I'll be completely honest. You guys, know I'm like authentic Kiera Dent. People when they call me and they chat with us, like interested in working with us, the number one thing I get told is, Kiera, you sound just like you do on the podcast. And I'm like, this is really great because it is me.   I don't shake it up, I don't change it. The only thing I do differently is I talk in a microphone so my voice sounds a little bit like smoother, if you will, on the podcast than in real life. But beyond that, same cadence, same tones. This is Kiera real life. So you guys know I am always, I try really hard to just be authentic Kiera. So if you ever come meet me in person, you peel back the Wizard of Oz current, I would be the exact same person as I am on the podcast as I am in real life. So when I first started as an office manager,   I did not know what a KPI was. I did not know why they were important. I didn't know that I should be tracking these things. I literally had no idea. So guys, if you're in my boat, hey, welcome, welcome to the CureDent No KPI Boat. If you know what they are, welcome, welcome to the Elite Boat. And if you are using them, welcome to the Rockstar Amazing Boat. Let's make you even better. So KPIs, I call them, the way I describe a KPI is they are the vitals of your practice.   So just like when you go to the doctor and they take your blood pressure, your temperature, they listen to your heart rate, all those things, those are the vitals. They take your weight. ⁓ I just went to the doctor the other day and it's super cool, like, right? You sit on the chair and they say they'll take your weight. And it was funny, the gal asked me, she said, do you wanna know your weight today? I was like, wow, thank you. Like, thank you for not making me have a bad day if I don't want to or thank you for giving me the opportunity. It just made me giggle.   But bottom line is the vitals, we go to the doctor and they take those vitals first because if any of those are out of alignment, that's the first sign that we have trouble. So that's what I think of with KPIs in a practice. These are the core pieces that are going to show you, is your practice healthy or is it not healthy? So yes, it's tracking and there's lots of different KPIs you can track. That's why it's called a key performance indicator. I am a firm believer that you should be able to change these up.   I think there are certain things that you should be tracking consistently. But I also think as human beings, we get stagnant and bored. So give yourself a decent amount of time to track and then shake it up. That way you're growing constantly and we don't get bored with KPIs. So for me, some of my favorite KPIs, this is a question every consultant who comes to Dental A team to work with us, we ask them, what is your favorite KPI to measure? One, I'm checking to see if they know what a KPI is. Guys, I probably would have flunked the consulting test if I would have come on.   We're a more elite company, guys. I have to keep these consultants on their top notch. They can't be lower than us now. So I ask what your favorite KPI is to track and why. Most of the time I get production and collection. Production is a great KPI to track. It's something, and again, be careful on production. Make sure you're tracking it on net, not gross. A lot of people wanna tell me that they have.   These huge successful practices, but guess what guys, if you can't collect it, don't even tell me that number. I don't care. It does not impress me because guess what? That high gross number feeds your ego. Your net number feeds your family. So I don't care about it. So report that number in net. Next up is your collection percentage. I want to know how you're collecting. So if you're a $1 million practice and you're only collecting 700,000, that's stressful. That means you're at a 70 % collection rate. I am aiming for a 98 % collection rate. Now,   There are lots of other KPIs and I will say there are some great softwares out there. Practice by numbers, dental intel, divergent. Those are my top three favorites. I'd probably put them in the order of dental intel, divergent, practice by numbers. I think all three of them are great. I love them all for different reasons. The reason I'm pro-ing for dental intel is because they just merged with Medento and guess what? They are kicking it. So I love that. I love what they do and I love Medento as a company. So any company with Medento, that's going to be my favorite company right now. But bottom line is a lot of these track KPIs.   What I found that gets tricky and what a lot of offices do is we often track too many things that we don't actually move the needle on anything. I'm guilty of this. So in our company, was having Cissy track how many Instagram followers we were getting every single week. At first, I thought it was a great marketing metric. I thought it was great to see how our marketing was doing. Guess what? It was actually just feeding my ego. So guys, if you want to feed my ego, please just go follow us on Instagram. I would love it. Get your friends, get your family, get your siblings, get your kids. I don't care who.   You can boost that number just to feed my ego. At the end of the day, do the Instagram followers actually matter? No, they don't. They don't move our company forward. What matters, just like you guys, how many new patients we're getting. So don't actually care about social media followers. Yes, it's a fun number to track, but what I care is how many new patients are we getting? Then after that, I actually care about if I'm going to the elite boat or to our rock star boat on how many new patients you're getting. Do you know how much each patient's value is?   Do you also know what our average diagnosis is on each patient? And do we know what our acceptance rate is on each patient? If you don't know that and you're already tracking some of these numbers, that might be a fun zone for you to go to, to be 2.0 or 3.0 of KPI tracking. If you're just starting out, don't go there. Let's just get you tracking new patients and where they're coming from. Bottom line is these are the vitals. So first steps first, I want you with your KPIs to make sure that you have the vitals of your practice. Production, collection, new patients.   case acceptance, reappointment percentages. Those are like your main shebangs that are really gonna tell you where you're going. If you wanna add in your overhead, I also love that because that's gonna pull in the business side of it to make sure that we're actually profitable as a business and we're not just running around trying to serve, but not even being profitable as a practice. We need our practice to be profitable. Otherwise we can't serve more in our community. Those are my main things I love to focus on. So if you're just starting out, start tracking those.   I prefer you track them at a minimum every week at best. I actually like these ones to be tracked on your morning huddle. It's great. Everybody has it, have it on a whiteboard. Everybody can see it. That is the vital heartbeat of your practice. I would love you to do it. Just like on my Apple watch, I'm watching the rings on my Apple watch. That's honestly the only thing on my watch face guys, because it'd be really fun. But I decided I don't want to get distracted by other things. I need to master these items before I move on.   So that's why I love it to be front and center. Get these KPIs front and center. Get a whiteboard, guys, they're real cheap. Put it up, track these items. Production, we talked about it. Net, not gross. Collections, we wanna make sure we're collecting at least 98 % if not higher. And then I want you to know how many new patients you're getting out of goal, what your case acceptance is. A healthy practice, if we're talking dollar for dollar, I'd like you to be anywhere from 35 to 65%. Now there's a wide range on that because I actually, if you don't...   diagnose a lot of ortho and you're not diagnosing a lot of implants in larger cases, your dollar for dollar should be way up higher. If you're diagnosing these huge treatment plans constantly, you actually should be hanging out lower because we're presenting so much treatment that I'm okay with a lower case acceptance. If we're one for one, meaning one thing accepted off of our treatment plan, no matter how large it is, I want you actually to be sitting at at least a 90 % case acceptance. If you're not, we got to talk.   That's right, you and me, we're going to have a date, we're going to chat. We need to get that case acceptance up because what we're doing is we're dis-serving our patients. We're not helping them find a way to get this treatment done. You as a treatment coordinator, your job is to be a solution creator with the patient. So do your job, find the solution, get those patients accepted. That way we can help them have healthy mouths and a better life, right? That's what it's all about. Hey, Dental A Team listeners, how was your 2021? Have you reflected back? Where did you really win?   Where did you really not win? If 2021 was a year of years, congratulations. I am celebrating with you and I would love to invite you to take it to the next level. If 2021 wasn't quite your year, hey, it's all right. I'm there for you. And I would love to invite you to make 2022 the year for you. That's right, guys. If you're ready to take massive action, if you're ready to take your practice and your team to the next level, increase your profitability. Yeah, guys, through an easy way.   Get your entire team aligned and you're ready to just have your life be different. That's right. Team development, top to bottom system development, top to bottom, changing and shifting your culture, improving your team morale. If that sounds like what you're interested in guys, I'd love to invite you to join us in our Dental A Team platinum group. It's the exclusive group where we physically fly to your practice. We give you insider tips. We share with you. have a quarterly newsletter that goes to that shares all the updates we're coming up with and we share it with our platinum group.   We'd love to have you and I would like to invite you because guys remember you're always one decision away from a completely different life. So reach out guys. I'd love to chat with you. I'd love to see if you're a great platinum client or what works best for you. Email me Hello@TheDentalATeam.com and I can't wait to welcome you as our newest platinum client. Take massive action. This is your year. Let's make sure 2022 is your year. Hello@TheDentalATeam.com. Can't wait to welcome you. So those are my main KPIs that I love to track.   Once you get those dialed in and you're consistent on those and you know, then we're going to start diving into even more data. I want to know how well our hygiene department's doing. They should be producing at least three times their pay. So if I'm a hygienist making $10 an hour, wouldn't that be a dream guys? Welcome to 2022. Hygienist $10 an hour. Yeah, right. You guys are like a hundred and a billion dollars an hour. Like it's crazy how much hygienists are at right now, but let's say for the sake of this podcast, it's $10 an hour. Okay. I should be producing at least   $30 per hour as a healthy hygienist. That's on a PPO. If I'm fee for service, I like you producing at least four times your pay. So if I'm in a fee for service practice, I'm producing $40 an hour, okay? So that would be another great KPI to track. You can also break it down per department. So we might have our doctors. Great KPI to track on our doctors is what are they producing per hour? Most doctors should be producing at least $500 per hour at a minimum, okay?   So if we're working in an eight hour day, that's a $4,000 day per doctor, again on net, not gross. So that's a great metric to put in there. What are our doctors producing per hour? What's our doctor case acceptance? What's our doctor diagnosis? Great KPIs for you to start tracking. If we move on to our hygiene department, you can track fluoride, you can track perio. Perio is a great set to track. We can track ⁓ how many night guards they're doing. We can track how many orthostarts they're doing.   Great KPIs to track, again, if you're in the elite rockstar status. ⁓ Dental assistants, I like to track how many same day conversions you get. Also, how many times you leave the room is a great KPI to track. Also, how many Google reviews do dental assistants get? Those are all really, really great ones that you can do. For front office, scheduling. How often are we scheduling our hygiene and doctors to goal?   So I usually like between 80 and 90 % that they're scheduled to go. Schedulers can be how many openings they have in hygiene. It can also be how many new patients you're scheduling. For our treatment coordinators, case acceptance, right? We want to make sure that we're getting those cases up there. For office managers, what's our collection percentage that can also go to our billers? Billers, I love you to be tracking your AR. Also outstanding claims. ⁓ How long it's taking us to get our claims paid. It's a fan-freaking-tastic KPI to be tracking.   because we want to be paid quicker. Guess what? If I'm tracking that, I can see, are we not sending our claims clean and are we having errors? Could we fix that? Could we enter data better so we don't have these issues happening? Could also track how long our patients are waiting in the waiting room. If we're working on VIP new patient experience. As I just listed, there are a myriad of KPIs you could do. What happens is we often try to track too many things that were actually focused on nothing. So I suggest you usually have at least one primary KPI per   person in the practice. It's their primary. That's the one that no matter what, they're going to hit that. And we make sure it moves our needle forward. So what's going to move our doctors forward? What's going to move our hygienist forward? It's going to move our dental assistants, our scheduler, our biller, our office manager. What is the one thing if we could only focus on one thing, what's going to move each of those people forward the most and move our practice forward the most? Focus on that. Master that. Set a goal of what you should be hitting and report either weekly or daily.   on those. I'll be honest, if you report it daily, just like working out daily, you will probably see greater results than if you do it weekly or just monthly. So I also have with KPIs that you should really, really, really, really be ramping those up and making sure you're reporting consistently and that people know the goals. If we miss it, let's find out why. What's going on? Let's diagnose the problem. Let's find out what can we do to improve that. Again, I want you to think of these as vitals. KPIs are vitals of a practice.   If you don't track these, if you don't check them, you will die. Okay? If you think about it that way, well, instantly I'm like, maybe I don't need to track that. Maybe I don't need to focus on that. If you're already tracking it and you're breathing imperfect, guess what? What happened to the doctor? They start checking other things. They run blood tests on us and they check a thousand different things in that. Okay? So there are lots of KPIs you can do, but I would say keep it simple. Do the kiss method. Keep your KPIs simple. Then add to it. Maybe each quarter we add something.   Maybe each month we add something. It's also fun if you have your team help create these KPIs with you. What do they think is going to the practice board? What did they get excited about? Maybe they want to make social media posts. Maybe they care about how many followers we actually have. Maybe you guys want to do that. Maybe they do it on how many new patients they can get. I just had an office, super fun. The team decided that they were going to try and get more family members scheduled. So on average, this practice was averaging about 35 new patients. Guess what?   Guess what? Just by focusing on asking for referrals from patients and getting more family members scheduled, they use the phrase, what other family members can we get scheduled for you today? They have increased their new patients with no marketing to 50 new patients a month. Is that not rad? That's because they focus on a vital that the practice needed to do. They focus on where they were weak and they're able to move their practice forward. So guys, I would encourage each of you.   Look at these KPIs, get them set. If you don't have a regular KPI tracking, let's start there. If you do, I want to bump it up. Are those KPIs being reported weekly by all team members? And does the doctor and office manager review this? I will tell you at our company, Shelby, she's a rock star. Our whole team reports on a Google drive. We call our leadership scorecard. Those are where our KPIs hang out. Every person has a number that they're tracking. We review these, we make sure that they're the vitals of our company and they're moving us forward.   Every person reports on this every single Friday. We have a reminder that goes out, so everybody fills it in. Shelby then makes sure it comes over to me. I then with Shelby review this leadership scorecard. Then on our leadership team, we look at this every single month and make sure that those are vitals. And then we look to see where are we weak? What do we need to move forward? This is how you start to track. Also, if you want to stamp out and do more practices and you want to have more growth, having a leadership scorecard where you track these KPIs consistently.   allows you to then be able to manage and oversee multiple locations because everybody's tracking. And at a second, you can glance at this and you'll be able to know where your practice is weak and where it's strong and where you need to dive in and give it massive help. So guys, I strongly encourage you, if you're not doing it, do it. If you're doing it already, where can you ramp it up? If you're already ramping it up, get your team members involved and ask them where they want to take it to the next level. KPIs are magic. They're vitals. Also, if you're in that top, top tier,   Maybe I challenge you and say, where could you simplify? Are you overtracking? Sometimes when I look at dental intel, I'm like, holy guac. That's a lot of items you're tracking. How do they know where to focus? I think about the book, Essentialism. If you haven't read it, I would strongly encourage you to do it. If we're focused on too many things, we actually don't make a lot of progress anywhere. We make minimal progress. If we're focused on one thing, we kill it. We knock it out of the park. We dominate it. So I challenge each of you, look at those KPIs. Could you simplify them if you're already doing them?   What are the main drivers of the practice? Keep it to three per department is my recommendation. Make sure that what we're truly focused on is actually going to move you guys forward. If you need help getting those KPIs set up, if that's something you want to start doing, we make sure our practices are all tracking. Our offices have vitals. We look at them. We actually call it their vital scorecard. Truth. That's really what we call it. So if you guys want to help with this, if you'd love somebody to help hold you accountable, email me. Hello@TheDentalATeam.com. I'd love to help you out.   nothing else guys, go get these KPIs in place and know that you guys are in control of this. You can see your practice at a glance. You can know if you're healthy or not just at a glance, just like the doctor does when we go in for our medical doctors. So guys, try it out. I'd love to hear it. I'd love to hear your successes. Post your KPI scorecards and tag us. We'd love to see it. Share. If you guys want to, you can start to get on our Facebook group, Donuts with Dana. She's literally going around and she's pulling these ideas and she's sharing and she's answering questions.   So join her, she's on Facebook Live every Friday, Donuts with Dana. So hop on over there if you have questions getting this set up, she's there, she'll help answer questions. And as always guys, just take action, do it. Don't be afraid of KPIs, they're very easy. And if we can help you, email us, Hello@TheDentalATeam.com. I'd love to share it with you guys. If you need a sample, email us, Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on The Dental A Team Podcast. And that wraps it up for another episode of The Dental A Team Podcast.   Thank you so much for listening and we'll talk to you next time.  

第28集Podcast來囉！ 這集的來賓是咱的好朋友— 佑仁 、亞特陪你káng台語 恭喜兩位開新節目《天頂半節虹》 內容主要是講性別的議題 敢有人收聽過矣？ 猶未聽過先共這集聽了 對節目會加較了解喔(敢有? 這集的 #出名人請借問 會當聽著： ✅做伙主持前先看星座 ✅台語講性別是頭一个 ✅這禮拜有重口味

At the EUVC Summit 2025, the Firm of the Year award didn't go to a household name—or a partner of the presenter. It went to a firm that's quietly built one of the most impactful portfolios in European venture over the past decade:Credo Ventures – winner of this year's Firm of the Year Award.And the irony? They didn't see it coming.“I never really liked awards like this… but maybe I'm ready to reconsider.”Credo Ventures' rise hasn't always been center stage. Based in Central and Eastern Europe, they've long bet on founders and ecosystems that many in mainstream venture overlooked.But the results speak for themselves—category-defining companies, global expansion stories, and a consistent track record of backing ambitious founders early.“Maybe having such an award can be a new KPI for us—right next to DPI.”The Credo team kept the moment light, thanking not just their founders and LPs—but even the investors who didn't back them.“Thank you, Thomas, for not investing in us. Maybe that pushed us forward even more.”This self-awareness is part of what's made Credo so beloved in the ecosystem: no arrogance, no buzzwords—just clear conviction, strong founder relationships, and outcomes that speak louder than headlines.This award wasn't just about Credo—it was a signal to every fund building off the beaten path:That it's possible to build world-class performance from anywhereThat recognition follows consistencyAnd that humility and humor are strengths, not liabilities“The real credit goes to the founders we've backed. Their success is why we're here today.”Congratulations to Credo Ventures—EUVC Firm of the Year 2025.May DPI stay high, and KPIs stay fun.Building Beyond the SpotlightA Touch of Humility. A Lot of Performance.A Win for the Underdogs

In this episode of the Programmatic Digest, host Manuela Cortes sits down with Angelina Eng, Vice President at IAB, to unpack the evolving world of measurement, attribution, and attention in digital advertising. Angelina shares her deep expertise in helping reduce friction across the ad tech ecosystem and establishing industry best practices through IAB's Measurement, Addressability, and Data Center. She breaks down the misconceptions around last-touch attribution, the importance of assisted attribution, and how weighting ad formats can better reflect their role in the funnel. We also explore the challenges and opportunities in publisher–buyer collaboration, the adoption of conversion API standards, and why standard taxonomies are critical for interoperability. Angelina offers practical steps for media buyers and publishers looking to elevate transparency, data harmonization, and campaign effectiveness. The conversation also dives into the future of attention metrics, how they're being defined and measured, and whether they can become a standard KPI. Finally, Angelina shares her thoughts on how AI is reshaping the ad tech stack—from operations to optimization—while emphasizing the need for compliance, minimizing bias, and balancing human oversight. Plus, we get to know Angelina beyond her work, including her love for the outdoors, salsa dancing, and family life. If you've ever struggled with attribution models, measurement frameworks, or attention debates, this episode is packed with clarity and forward-looking insights.   About Us: We teach historically excluded individuals how to break into programmatic media buying and land their dream jobs. Through our Reach and Frequency® program, an engaged community, and expert coaching, we offer:   Programmatic Training & Coaching: Executive Membership: for the busy mid-level to senior or director-level programmatic ninja looking for a structured, high-impact way to stay ahead of evolving trends, sharpen your optimization skills, and connect with like-minded experts. Join Here: https://programmaticdigest14822.ac-page.com/executivemembership   Accelerator Program: A 6-week structured program with live coaching, hands-on DSP exercises, and real-time feedback.  Sign Up: https://reachandfrequencycourse.thinkific.com/courses/program   Self-Paced Course: Learn at your own speed with full content access. Enroll Here:  https://reachandfrequencycourse.thinkific.com/bundles/the-reach-frequency-full-course   Timestamps 00:00 – Welcome & Guest Intro 01:43 – Attribution Misconceptions Explained 05:26 – Assisted Attribution & Weighted Assets 08:26 – Conversion APIs & Publisher Collaboration 11:12 – Attention Metrics: Hype vs Reality 18:26 – Standardization & IAB's Role in Data Alignment 26:05 – How AI is Reshaping Ad Tech 30:53 – Fun Facts with Angelina Eng   Meet Our Guest: Angelina Eng, IAB https://www.linkedin.com/in/angelinaeng   Meet The Team: Hélène Parker - Chief Programmatic Coach https://www.heleneparker.com/  https://www.linkedin.com/in/helene-parker   Manuela Cortes - Co-Host  Programmatic Digest In Espanol:  https://www.linkedin.com/in/manuela-cortes-   Learn Programmatic As a TEAM: https://www.heleneparker.com/workshop/ As a Programmatic Ninja: https://www.heleneparker.com/course/ Programmatic Coaching Newsletter: https://www.heleneparker.com/newsletter/   Programmatic Digest https://www.linkedin.com/company/programmatic-digest-podcast https://www.youtube.com/channel/UCBGMMRsZkw0IIUbQIJmMBxw     Looking for programmatic training/coaching?  Sign up to our Accelerator Program: A 6-week structured program with live coaching, hands-on within DSP(s) exercises, and real-time feedback—perfect for those who thrive on accountability and community, and looking to grow their technical skillset https://reachandfrequencycourse.thinkific.com/courses/program   Self-Paced Course: Full access to course content anytime, allowing independent learners to study at their own speed with complete flexibility. https://reachandfrequencycourse.thinkific.com/bundles/the-reach-frequency-full-course   Join our next workshop by signing up to our waitlist below:  https://www.heleneparker.com/waitlist/  

Mit Mats Hummels fing alles an. Doch mittlerweile betreut Five Aside mehrere ausgewählte namhafte Sportlerpersönlichkeiten wie Leichtathlet Leo Neugebauer, Sprinterin Gina Lückenkemper und Fußballer Christoph Kramer. Die Agentur sieht sich selbst als Sport Marketing Speedboot: klein, aber wendig. Die Rolle von Geschäftsführer Marvin Docke ist ebenso dynamisch: Von Social Media- und PR-Berater über Dealmaker, Literatur-Agent und Podcastvermarkter bis zum  Positionierungsstrategen. Und genau dieser Pioniergeist ist es, der Five Aside zum absoluten Experten im Athleten Marketing macht.  Wie hat sich das Verhältnis zwischen Brands und Sportlerinnen und Sportlern in den letzten Jahren verändert, welche Trends lassen sich aktuell erkennen und zu welchen Deals wurde am Ende doch abgeraten? Welches Geschäftsmodell verfolgt Five Aside und inwiefern unterscheidet es sich von klassischen Agenturen im Sportbusiness? Wie genau berät Five Aside Brands und Rechtehalter? Und welche Rolle spielt überhaupt ein Management bei der Karriere nach der Karriere? Unser Gast Marvin Docke, Geschäftsführer Five Aside Unsere Themen Spezialisten im Sportmarketing vs. Spielerberatung  Perfect Match: Nach welchen Kriterien werden Athleten ausgewählt? Business Model: Wie verdient Five Aside Geld? Unternehmertum: Was würde Marvin  anders machen? Organisation innerhalb der Agentur: Wachstum als KPI? Trends in der Zusammenarbeit mit Brands: Mehr Influencer weniger Partner? Insights ins Venture Building: Beispiel Baller League Relevanz von KI im Agentur-Business Zum Blogartikel: https://sportsmaniac.de/episode511 Unsere Empfehlungen Abonniert unser Weekly Update: https://sportsmaniac.de/wu Unsere Partner (Anzeige) PACE: "Reinventing the Game." Die Spielregeln im Sport werden neu geschrieben. Was Fans von morgen bewegt, warum Frauensport boomt und wie Sport global neu gedacht wird, zeigt das neue Whitepaper The Next Billion Fans von unserem Partner PACE. Jetzt kostenlos downloaden: https://sportsmaniac.de/pace   IST: Als Anbieter von Weiterbildungen und (dualen) Studiengängen kommt an der IST-Hochschule im Sportbusiness keiner vorbei (auch nicht bei der Karriere nach der Karriere). Exklusiv für alle Sports Maniac Hörer*innen gibt's jetzt 150 € Rabatt auf die erste Monatsgebühr bei Neuanmeldung - ganz egal, ob du dich persönlich weiterbildest oder dein Team verstärken willst. Dein persönlicher Ansprechpartner Marcel Schumacher hilft dir dabei gerne weiter. Jetzt Marcel mit dem Code "Sports Maniac" kontaktieren: Tel.: +49 211 86668 614 // E-Mail: mschumacher@ist.de Unser Kontakt Folge Sports Maniac auf LinkedIn, Twitter und Facebook Folge Daniel Sprügel auf LinkedIn, Twitter und Instagram E-Mail: daniel@sportsmaniac.de Wenn dir gefällt, was du hörst, abonniere uns gerne und empfehle uns weiter. Der Sports Maniac Podcast ist eine Produktion unserer Podcast-Agentur Maniac Studios.

又到了一年一度的中元节。本期节目特别邀请吕兴和他的导师——西方神秘学领域重量级人物爱莎老师，带你踏上一段神秘的灵性之旅。节目中，爱莎老师不仅科普了西方神秘学的三大支柱——塔罗、星盘与生命灵数，还带来了诸多亲历奇闻：高中澳洲迷路，却误入灵性世家；三次泰国之行，都暗藏命运玄机。她为明星朋友破解“降头”，还帮助电影突破票房KPI！这些堪比玄幻小说般的情节，竟都来源于真实经历。本期节目，将带你从玄学中悟出人生哲学。最后，祝愿每位听众中元安康，夜晚宁静，心境平和。更多精彩内容，欢迎收听本期节目~主播 / 相征嘉宾 / 爱莎 吕兴封面绘画 / 爱莎音频后期 / 陆凯BBBBUDDHA音频上传 / 恬恬-本节目由深夜谈谈 Midnight Network出品 -Playlist:01:48:10 Marcin Przybyłowicz - Lullaby of WoeTimeline:00:05:25 因为游戏结缘的师徒两人00:06:10 西方有三大神秘学00:10:51 祖上四代都是灵性大师00:18:01 靠占卜选女友？00:28:28 下“死降”？妹妹你得救我！00:32:46 脚上被钉了钉子00:44:38 很火的“ 脉轮疗愈”了解一下00:50:13 前世之寻找我丢失的孩子01:07:11 生育这事？01:14:38 大师算的“流年”01:23:35 神童的天赋和灵性就是不一样01:33:46 “TO B”的项目也有01:38:19 换命这个事存在么？深夜谈谈签下了日本独立小众清酒品牌倉本KURAMOTO 系列清酒中国独家代理权，3款独具特色的清酒已在夜市上线，数量有限，欲购从速唷~微信小程序搜索「大内夜市」即可购买！大内夜市近期上新！大内人气玄学嘉宾张无梦为女性量身打造4款文玩手串，旺金财运、金玉良缘、扶摇直上、顺遂安然，电子木鱼弱爆了！物理配饰积功德，玄学朋克，硬核转运！微信搜索「大内夜市」即可购买！深夜谈谈夏季招聘来啦，本次开放岗位：设计师（全职/兼职），感兴趣的朋友们请发送求职信+简历+个人作品请发送至邮箱jobs@midnightalks.com。记得注明应聘岗位及意向城市嗷。深夜谈谈播客网络旗下播客：大内密谈、枕边风、空岛、随便聪明、淮海333-你还可以在这里找到我们：小红书：@深夜谈谈、@相征terry、@miyaB站：@大内密谈midnightalks视频号&抖音：@深夜谈谈微博：@大内密谈 微信公众号：大内密谈 商务合作邮箱：biz@midnightalks.com加听众群：加深夜谈谈子微信（微信号:SYTT-midnightalks）并回复【听众群】即可进群。

Spencer Cibelli, Investment Associate at Robotti & Company, stops by to discuss Haypp Group; the world's largest online retailer of nicotine pouches and traditional snus products. The nicotine pouch category is, as Mugatu would say, "So hot right now." Spencer details Haypp's unique characteristics, benefit to customers, and value offered to suppliers. This business has an interesting niche. And may just be an unlikely "Win-Win-Win" example. Enjoy the episode! Sponsor NotesThis episode is brought to you by Fiscal.aiFiscal.ai is the complete modern data terminal for global equities. The Fiscal.ai platform combines a powerful user experience with all the financial data capabilities that professional investors need. Users get up to 20 years of historical financials for all stocks globally that they can easily chart, compare, or export into their own models. And unlike legacy data terminals where it can take hours or even days, Fiscal.ai's data is updated within minutes of earnings reports. Fiscal.ai also tracks all company specific Segment & KPI data so you dont have to!Use my affiliate link fiscal.ai/brew, you will automatically get 2 weeks of Fiscal Pro for Free and if you find that you want to upgrade, my link will get you 15% off any paid plans. TakeawaysHaypp is the world's largest online retailer of nicotine pouches.The company has a unique data insights business that contributes to its revenue.Consumer behavior in the nicotine pouch market shows a willingness to switch brands.Regulatory challenges are significant but manageable for Hape.Pricing strategies allow Haypp to offer lower prices than traditional retailers.The growth potential in the nicotine pouch market is substantial, especially in the US.Management's long-term vision is focused on market share growth.Valuation metrics suggest Haypp is an attractive investment opportunity.The online penetration of nicotine products is still low, indicating room for growth.Haypp's relationships with manufacturers are symbiotic and beneficial for both parties.