Podcasts about kpi

Forget cold calls that vanish into thin air! This episode is your roadmap to finding real estate rockstars who can supercharge your business. We'll join forces with Dave Walker, the mastermind behind Call Motivated Sellers, to unveil his secret weapon: a system for building the BEST cold calling team.Dave will share battle-tested strategies to find top talent, even if you're starting from scratch. You'll learn how to track KPI's and measure success like a pro. Get ready to fill your pipeline with qualified leads and crush those sales goals! This and more when you join the TTP Training Program.---------Show notes:(1:01) Beginning of today's episode(2:50) How to hire the best talent(7:42) Setting up your KPI's and following the four pillars of qualification(10:35) What does the process look like when you DIY finding cold callers?(13:30) How to track your numbers(19:32) You have to make your team feel like they are a part of your company----------Resources:Call Motivated SellersTo speak with Brent or one of our other expert coaches call (281) 835-4201 or schedule your free discovery call here to learn about our mentorship programs and become part of the TribeGo to Wholesalingincgroup.com to become part of one of the fastest growing Facebook communities in the Wholesaling space. Get all of your burning Wholesaling questions answered, gain access to JV partnerships, and connect with other "success minded" Rhinos in the community.It's 100% free to join. The opportunities in this community are endless, what are you waiting for?

Today's guest is Vern Gambetta. Vern is a world-renowned sports performance coach with over 50 years of experience across Olympic, professional, and collegiate sport. A pioneer in modern athletic development, he's known for blending movement skill, strength, and long-term athlete development into a practical, coach-driven system. The more coaching and training leans into data points, KPI's, rigid standards and an overly specialized model, the more true athleticism, movement and skill development gets choked out. By understanding all aspects of the athletic movement equation, we can give athletes a better total experience in their sport and movement practices. In this episode, Vern leans into his wisdom for a wide-ranging conversation on movement, skill, and the art of coaching. With over 50 years of experience across Olympic and professional sport, Vern shares insights on functional training, sport specificity, plyometrics, rhythm, and why skill expression, not rigid technical models, drives true performance. From jump rope to the dot drill to developing movement “signatures,” this episode is a masterclass in coaching the athlete in front of you. Today's episode is brought to you by Hammer Strength and the Just Fly Sports Online Courses Use code “justfly10” for 10% off the Vert Trainer Use code “justfly20” for 20% off of LILA Exogen Wearable resistance gear at www.lilateam.com View more podcast episodes at the podcast homepage. (https://www.just-fly-sports.com/podcast-home/) Timestamps 3:00 – The Birth of Functional Training 10:39 – The Nature of Fascia 15:33 – Training Spectrum 28:16 – General vs. Specific Movements 38:00 – The Art of Movement 49:31 – Rhythm and Movement 55:15 – Plyometric Training Perspectives 59:50 – The Role of Technology 1:13:16 – Sketching Athletic Sequences About Vern Gambetta Vern Gambetta is a pioneering sports performance coach, educator, and author widely recognized as one of the foundational voices in modern athletic development. With more than five decades of coaching experience, Gambetta has worked across track & field, baseball, swimming, cricket, soccer, basketball, and rugby at youth, collegiate, professional, and Olympic levels. A former track and field coach and longtime advocate for holistic athlete development, Gambetta helped popularize the concept of “functional training” in the 1980s, while consistently emphasizing that training must serve the demands of sport, not marketing trends. His work integrates biomechanics, skill acquisition, rhythm and movement literacy, strength training, and long-term athletic development into a unified system. Gambetta has coached at the Olympic level, worked in Major League Baseball, and served as a consultant to professional teams worldwide. He is the author of multiple books, including Athletic Development and Building the Complete Athlete, and is a sought-after international speaker known for blending science, experience, and practical coaching wisdom. Above all, Gambetta advocates coaching the athlete in front of you, prioritizing movement quality, adaptability, and lifelong development over rigid systems or trends.

Why is it so difficult for doctors to delegate, even when it so obviously impacts the team? Kiera and Dana discuss the art of delegation, and where it overlaps with clear expectations and accountability. 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 love when I get the consultants to podcast with me. And today I got the one and only Dana,   I actually have a better nickname than Danie for you. I've like upgraded. I really do think you're Dynamite Dana. And so welcome to the show. Dynamite Dana. Like you just are dynamite in so many ways, so many areas. People love you. I know people are like donuts with Dana. That one was really catchy and clever, but I think like dynamite Dana is who I'm going to stick with. So how are you today there? Dynamite Dana.   The Dental A Team (00:27) Doing good. I'm glad you found one that felt right.   The Dental A Team (00:29) I mean, I still love Dainty   so much and that will probably always forever remain. ⁓ But Dana, truly you're a dynamite consultant and I've watched you evolve and it's like, ⁓ you were on the podcast with me last time where you took a practice from negative profitability to multi profitability in just a couple of months. And I think the dynamic and dynamite ability you have so like dynamic doesn't feel as cool as dynamite, but it's because you're this dynamic player and you're able to help teams, help doctors, help offices.   The Dental A Team (00:33) You   The Dental A Team (00:58) And really it's, think like role clarity, like really focusing on top priorities. And I think that that's like the clutch piece of consulting. If I like boil down what two consultants do differently is yes, we have this like Mary Poppins bag of tricks, but I think the piece is we know which Mary Poppins tool and prioritization and piece based on the numbers, based on the goals need to happen. And I think you're very, very dynamic and dynamite and being able to do that. So excited to have you on the show today.   The Dental A Team (01:26) Yeah, I'm really excited to be here. I haven't podcast in a while with you, so it's going to be fun.   The Dental A Team (01:31) great time girl.   think our last one was talking about your transformation practice. So today's gonna be fun because I think that this is a topic you and I see often is like   doctors struggle, teams struggle to delegate and they struggle to have like role clarity and I'm even guilty of this. Like I've watched myself like it's crazy when I have these podcast topics and I'm like hi it's me I know I'm the problem I know I'm hanging on to these issues I know I'm causing this chaos and so I kind of wanted to like talk about   why doctors struggle to delegate, why we get into this like bottleneck, and then what it can look like on the other side and how we've been able to help doctors. Like, I know you've got a couple in mind. I've got a couple in mind of what does it look like when we start to trust that process? So Dana, from your perspective, why do you feel like doctors don't delegate and we like bottleneck and we hold on or like owners and founders and office managers? Like, what is that? Like we know we're bottlenecking. Like it's annoying to me. I'm like, I know I'm having a temper tantrum and I don't know how to stop it. Like I know I'm not delegating. I know I'm holding on. know I'm freaking   like failing over here. What, like, why do think this is a rift? What are your thoughts?   The Dental A Team (02:32) I   I will say I feel like Dr. Personality is like a doer, right? They're so used to like to get to become a dentist, right? You have to have succeeded thus far in life. And I do feel like that in order to kind of get where they are, they've had to kind of always do right work really hard, hit the books really hard, hit the clinic really hard. And so I do feel like it's kind of ingrained in them just as humans is that they want to do all of the things. And I also think that there's a misconception of leadership. And being a good leader means doing all   things, making all the decisions, having everyone lean on you for everything.   The Dental A Team (03:07) Yeah, I love that you say that because ⁓ there's a book that, gosh, I should look up the name of it. mean, like, I really will actually, guys. Like, if you're watching, don't worry, I'm ⁓ looking this up right now. ⁓ But it's like the founder mindset. And I think so many of us, it's the founder's mentality, how to overcome the predictable crisis of growth. And I think about this book often because like you said, it's a...   what you have always done won't get you where you need to go. And like those habits and those patterns and the different pieces, it's this, like you said, like you had to work hard in dental school. You guys, watched you. Like I worked at a dental college. ⁓ We watched you be this person. And also there's a perfectionist piece of you literally are working in such small areas. Like the mouth is so small. You have to be perfect. You can't have that. Like, I mean,   shoot, you barely move that burr wrong and you're nicking the tooth next to it and you're like, dang, and now gotta like patch this thing up. Like you really do have such a small, finite controlling area. ⁓ But I think it's ⁓ a space of, we all know, Dana, it's like, logically, I know that if I delegate and I trust my team, my life gets better. So what do you feel like it is? Like, how do people actually let go of the vine? Maybe I'm asking for coaching for myself.   The Dental A Team (04:18) Yeah, and I think some of the hold back   is they might have tried to delegate something in the past and it didn't go very well, right? Because there's an art to actually delegating and delegating that is successful and setting real clear expectations. And so I find like, well, I've tried, right? But the person it fell through the cracks or there wasn't an accountability piece built in. And so I think it's like learning truly how to delegate correctly and delegate so that pieces come back to you and you're not chasing down the thing that you   thing that you gave because if you have to chase it down, if you have to check it, like it's still on your plate then, right? That, that it still hangs over your head if you, if those pieces aren't in place. And so sometimes I think too, it's like they have had a past history of trying to delegate and it's like not failing, but feeling like, I should have just done it anyway.   The Dental A Team (05:09) Totally. And I think as you said that like, I'm into now the how of like, okay, I hear that I agree. And I, it was funny, Jason, I, call it like tub talk, like think tank talk. Like we go out hot tubbing, we don't take our phones. It's like really beautiful and shoot, it just snowed. So I can't wait to get out there and like go hot tubbing in the snow. ⁓ it's a really magical world, but we were talking about it and I realized we're using a recruiter to help hire some team members for us that I'm really excited about that are like far out of my league that I don't even know how to hire. So   ⁓ brought in some executive recruiters for that. And I remember they were asking me, they're like, Kiera, what's going to break your trust the most? And I was like, I know actually, like for me, and so team members hearing this, the number one thing, and Dana, I'm saying this because you are not this person and I'm going to highlight you, I think there's also a space when doctors delegate to make sure the person we're delegating to is right person, right seat. ⁓ For me, I've learned that the way I lose trust the most is when people tell me they're going to follow through and they don't. Like I'm very, because I just feel like,   then don't do it. I get they have best intentions, but I'm more obsessed about outcomes and you delivering rather than you just taking a million things on to make me happy. ⁓ And so I thought about it, like, who are the people that I trust implicitly, like on our team and Jason, I'm not going to like do the role of X day. And I'm that's like unfair. You'll get to hear the like behind the scenes, Jason and Kiera talk. One doctor, he was like, Kiera, if I could just be a fly on the wall to hear the conversations you and Jason have. And I was like, I don't know if you want to know them all. ⁓   But I thought about it I was like, okay, my core crew that I really do trust, like what is it and how do I delegate to these people? Like Dana, I know, and this is why I called you Dynamite Dana and Dynamic Dana is Dana, I know with out of doubt, I can give you clients and you're gonna deliver and you're not gonna let me down and you're gonna follow up, you're gonna have scorecards, you're gonna show up to the coaching calls, you're going, like I never have to come and check in on you to make sure you're delivering to clients. Now, you may need help, that doesn't mean they're not gonna be like never asking, but I know you're gonna hit those deliverables. If I give you a project like, hey, you're gonna present,   Never in my mind have I been like, uh, Hope Dana is going to show up on that. Like I know I can count on Dana to be there. She's going to follow through. If she's got questions, you're going to proactively ask me. It like, I can give you tasks that they don't come back to me. Now there's other team members where I'm like, I feel like I'm playing whack-a-mole. I'm like, uh, did you check on that? Did you check on that? Did you check on that? Like, and I've noticed my anxiety is like lit to the next level. And I think as you were saying that and office managers and team members, I hope you hear this loud and clear.   This is the fastest way to break trust and not have a doctor trust you. And truth be told, like I'm going to just call out team members, not even just doctors. You're also being the bottleneck because your doctor doesn't trust you to give it to them. Now, doctors, there is a way for us to not take it back on. ⁓ But I was just, as you said that Dana, I think that there's a big space of doctors make sure that like, if you consistently have a person who's not following through and not delivering back to you, stop trying to make that person fit. Like just call it out of what it is and say, like, listen, this has to change. And if it doesn't, I recognize you're not right person.   Like Shelbi, ⁓ she's a kick-a personality for being that. She never lets anything slip through her. mean, Dana, she is on us like sticky. It's like, hey guys, where's this at? Where's that? But she's so nice about it. And there's just certain personalities that are that way. And then there's other personalities that are like more creative and you don't need them to be in. I don't need to delegate all that. Like they can have different projects. And so I think when you look at it, make sure that the person, and you can also look at people's personality profiles. There are some that are like detail centric.   They should be your operations. should be your office managers. They should be your billers. And then you're going to have people like myself. That's a little less on details, but I'm a dang good treatment coordinator. I don't need to have as many things. I just need to hit a goal. Like it's less confined versus an office manager. So I think also like picking people that are the right people for that. Dana, I talked a lot on that. What are your thoughts on that?   The Dental A Team (08:48) No, I completely agree. I do think it takes the right person in a seat and then once you have the right person clearly defining their role because sometimes too it's like who does it who has the capacity for me to delegate this to right and I think that sometimes things get lost because we ask the person that we always ask and yes they do but then we stretch them so thin things start to fall through the cracks because we haven't said hey is this something that you really feel like you can take on so it comes down to just like you said that trust that open communication and so I think   Role clarity helps delegation. It also helps like where does it make sense? Right? I'm probably not going to ask my biller to do treatment follow-up calls, right? I might probably ask the person that's working to my schedule or the treatment coordinator herself. So I think that all of these pieces, sometimes it's hard to like link when I'm like, okay, well, let's get clear job roles. Well, how does that help me delegate? Right? I think linking all these things together can really help a doctor see how   The Dental A Team (09:39) Mm-hmm.   The Dental A Team (09:45) easy it can become and not just for doctors like yes this is for the doctor that holds on to everything but for leads that hold on to everything for oms that hold on to everything this is just a really clear path for you to see do i have the right person in that seat is their role really really clear and who has the capacity to take on anything that comes up or something that you want to take off your plate   The Dental A Team (10:08) Totally. And Dana, as you said that something, our Dental A Team is in like such a fun transition or like we are, think Dana's feeling, our whole team's feeling it like we have gone from what Dental A Team was to what Dental A Team is becoming. And I'm super excited. We're going to roll out like a state of the company. Dana doesn't know it yet. Like it's coming. Like I can't wait. I know she's feeling the buzz around it, but I recognize as a leader that sometimes you've got to call out what was and where we're going. And   our team went through a, what I've called like a snow globe freaking shake. Like we decided like, let's just throw all the confetti, shake every person into different spots. And it's like, Britt's in a different role. I'm in a different role. Shelbi's in a different role. Thinking as like consultants, like Dana, you pretty much stayed the same, but like everywhere else around us, we just like ripped change tour and we built an accountability chart and we had to really say like, okay, what are the seats that the organization needs without names on it? What are the tasks that realistically should go under here?   And then like, let's look to see what open roles we have, who fits in what spots. And I remember we had a leadership meeting in September of last year. And who I remember, Britt was sitting at the table, Tip was at the table, I was at the table and Britt looks me across the eyes and she's like, Kiera, I just want to highlight and recognize that what you're about to go through and what I'm about to go through, Shelbi, Tiff, this whole leadership, like it is going to be a shake and it's weird. And we all actually like Dana hasn't seen it yet. You're about to get your PDF version come next week. ⁓   of our accountability chart, because right now it is that like, who does this make sense? Like I have normally gone to Shelbi because it's easy and Shelbi and I were working on like fees and different things. And I realized like, well, yes, I used to do that. Shelbi actually needs to be an EA and needs to fully be in that role. And Britt's over finance now and I need to go to Britt. So it's just like, we are constantly like pull out the legend. call it like, let's look at our big legend over here. Like who should this task be under? But I actually think that helps with delegation. And then the team actually is empowered to say like, Hey,   is this my role and not in a combative way, but like, let's make sure that instead of us just going for easy paths, we're going to the correct people. And then those roles actually have KPIs and then you got job accountability below it. So I think like, if you don't have something like that, and this is where like org chart and accountability chart, they get harped on. I recognize like operations people, they come in, they're like, marketers love to give me a growth plan. Like, cool, I hear it. It's like top to the funnel, down to the funnel. Operations people love to give me an org chart.   And what I've noticed though is if you have that clarity of who does what delegation becomes much easier and accountability holding to becomes easier because we can pull out the paper and I'll be like, Britt, it says right here online, like squint your eyes. It's right there. Or we're like, okay, here's a process. It's not on anyone's plate. Let's look to see under which seat going to your capacity thing, Dana, which seat does this make sense? And can they take the capacity today or what needs to shift so that way they can.   But also I remember Tiffanie, ⁓ she was like, you guys have never told me what my full job is. So for me to say I have capacity during hot, I don't even know what it all encompasses. And so ⁓ as I worked with offices, as I worked through our own company, I will say accountability charts and org charts need like an update like every six to 12 months. And we relook to see are there additional tasks because businesses innovate, they evolve. mean, Dana, what you were starting to do versus what you're doing today, it has evolved. Everyone evolves and   I also think like we noticed when we were going through it, we have a VA who's amazing. Everybody loves Joash on our team. Shout out to Joash. ⁓ And we happened to notice that like we needed somebody over in marketing and marketing. were going to go hire somebody and we're like, Whoa, Joash has like 75 % of his time available right now. We could actually deploy him over in marketing and make that tour. That gap can be filled. And so I think like even in consultant world Dana, like you probably are like, Hey, I actually have space. I could take on more projects if you guys need. And this is how it's a   right seat, right role delegate, but then look at all the other players and like, Dana, you got really great strengths and some areas. What if we deploy you in this? So that way your leaders are not, especially as organizations grow bigger, let's deploy and use our team players to the highest level of clear job and also capacity. I think like then accountability is not as hard because we're not inundating just two or three people, but gosh, like as I say, all this, is an evolution of practice. ⁓ Tiff, Britt, Shelbi, and I were all talking like,   It's been the core four for a long time. Like we've just done everything and we're like, we now have 17 team members having four people try to do like a one. I mean, we're not even using half of our team. And yet the co like the top leaders are drowning. It's just an evolution. And I think that this is where bottlenecks revisions having an outside person come in and see it helping you guys elevate really just paramount. And so I'd say like quick steps are get that org chart. Like Dana was saying in the accountability chart.   figure out where the gaps are and who should it go under, not name, but position, and then put names in and see where gaps are and who could we pull in to help out. Like you said, and then you get the job descriptions that are super clear. And then we start holding accountable to that job description. It's very easy when we all see it, got it, and getting the whole team bought in. I'm not going to lie. It's taken us like four months to get here to where whole team's going to see it. There's been a lot of shifting and shaking and making sure we have it right. And then letting the team know it's going to evolve.   But just giving clarity, but even for me, I now know who do I go to, who do I pass this task to? It becomes so much easier to delegate and get rid of those bottlenecks. Dana, that was so much knowledge. Like welcome to behind the scenes. You get to learn firsthand on the podcast, you're welcome. like thoughts about that as a team, as a consultant, like what do you see in that?   The Dental A Team (15:23) Thank   you   I love that and just like kudos to you here in the leadership team for just always trying to map out those pieces and I do feel like as a team member I think it's important for doctors leaders to understand like team members most team members if you have right people right seat like we talked about in the beginning most team members want to grow they want to do a really great job they don't want to let you down when you give them a task and so this is just a pathway that   Create success for everybody. You can get those things off. You can hold accountability You can do all of those things with success and your team members get to elevate themselves grow within their position grow within their skill set And so it's just like a win-win overall for everyone when it's done this way   The Dental A Team (16:15) Yeah, no. And Dana, thank you for saying that. And thank you for the reminding. I think sometimes ⁓ when you have like one bad apple or one bad experience, I think as a leader, even myself, I don't know, my brother-in-law, was a, he's like this really big wig and build like these most incredible homes and all that. And I remember when I got married to Jason 15 years ago, I was like, gosh, Jay, your brother's always so grumpy. And I'm like, I get it. Businesses can pick at you and almost like take away that naive   innocence of how much people are great and you might see the dark side of humanity in spite of the goodness that you see. And I think for me, Dana, like you saying that it's like, no, that's a good, that's a good remembering and reminder for myself of team members really do want to make your life awesome. Team members really do love you and they want to rally around you and they want to be great and they want to grow and they want to evolve. They just sometimes need to know like, what is it you want? And also empowering team members like, can't wait, Dana, we're going to show this and   I'm excited for team members to look at this and be like, Hey, like raise a hand. Like I got space. I can help in these areas. Like this is where you use collective brains to help out, but team members like falling through. ⁓ but I also think like owners don't lose faith in like the goodness of your team. And, sometimes they'll drops. It could be a wrong person, wrong seat. It also can be. There's a lot on that person and we need to like deploy or clarify to make it easier. So Dana, let's talk real life. I know you have some offices. I got some offices.   The Dental A Team (17:42) Yeah.   The Dental A Team (17:44) Let's talk about   like how, what does it look like when it's doing it well? ⁓ How does it feel for offices? Like, let's just kind of go through that.   The Dental A Team (17:52) Yeah, I think the biggest word that comes to mind when offices do this really, really well is just freeing, right? To have that trust in team, to know that you're going to give them something and that like you also have something in place that's going to show you that they are continuously doing it without having to track them down every day, without having to add it to your calendar. It just creates so much balance in a team and it just creates this freeing   sort of like innate trust amongst each other that like, yeah, we're gonna be able to keep a pulse on it. We're gonna check it for sure, right? We're going to trust and verify, but we've built in all of these pieces and getting to this point, right? It's not without a lot of work, right? And a lot of digging in together as a team and saying like, hey, we want more accountability. We want more responsibility. We want these pieces. We want the office to be successful. And I think once an office has it, it truly, truly is.   balancing, its alignment, and it's like freedom.   The Dental A Team (18:54) Mm-hmm. And I think for me, I feel often like I'll speak to the leader side. I sometimes like I'm the monkey who's got my hand in the trap holding on to the nuts so hard and trying to like get free and I can't and all I need to do is let go. And I think that there's a surrendering, there's a grace there's, ⁓ but I do also believe that teams rise to the level you believe they're capable of. And so if I'm sitting here like, they're going to let me down. We, we find what we focus on. And so.   Why don't I look to see how are they winning and what are the gaps and do we have a clear KPI where everybody knows like this is my number. I can't freaking wait Dana. I worked on it last night. I'm super jazzed. It's going to be a good time. But like even helping our consultants know like we've evolved. So what is it that like we expect our clients to be getting in the first 90 days, 180 days, 365 days like Dana, when you first started with me, I was like, good luck, go out there, do something fun.   But as we've gotten bigger and as we've evolved and we've evolved and we've attracted different clients, that needs to evolve. So what do your dental hygienists need to do? And what do your dental assistants need to do to win? And what does your front office, what does winning look like and making it so simple? So we have our top level of this is our number of accountability. This is what winning looks like. Then below that we have tasks of all the different tasks that are there. And what are the core processes? Do we have those documented and dialed in?   This is an evolution of business, but this really is like how you're able to delegate through role clarity. And like you said, Dana, there's freedom, there's alignment. Going through it, keep saying, at first I said, I feel like I'm an orange being squozed, Jason. I feel like we're trying to make oranges. And I was like, actually, I lied. feel like I'm an olive being pressed right now. We're not getting a whole squeeze out of this. It's like a drop by drop by drop. But I think if you can see the end result.   and you have a coach or a guide or someone who's been through it with you, I think it makes it so much easier. And Dana, I know you've got a client right now that you've been pushing on this. This client, I love so much. But just walk us through like a little bit of a glimpse in like, and of course, change of details so people can't figure out exactly what client it is. We'll peel back, we'll give you a couple, we'll mash them together. But like peel back how this doctor went from where they were to where they are today and what that looks like for this doctor.   The Dental A Team (21:07) Yeah, I think this is a doctor that just went through a practice transition where they took over a practice and you know, I think a lot of times when that happens, it's like you do want to be involved, you want to feel like you know every piece, you've got your hand in every piece, you're making all of the decisions. And then there comes a point in time where I usually say it's like the like six month year mark, where you realize like, crud, I can't continue to do this and not feel burnt out. So it's just been really fun to see them find the right people we   The Dental A Team (21:25) Thank you.   Yeah.   100 %   The Dental A Team (21:37) worked this entire last year on stabilizing team, finding the right people, finding good people, not rushing those decisions. And then when we realized they weren't the best people, right, making those decisions quickly too, because that can be stressful for everyone. And so it has been really fun that now that there are right people in right seats, like   being able to trust people to make decisions, being able to say, no, that's somebody like my office manager can answer that pushing team members to go to leads and something as simple as I use this as an example, they locks had to be changed at the office, right? A lock broke. And so all the locks had to be changed. And this doctor was just going through a lot personally and was out and the OM just made the decision called the locksmith, chose the locks, had them all replaced, like covered, like paid the bill all   The Dental A Team (22:12) Thank   The Dental A Team (22:26) of things. And I cannot even tell you just like how grateful how amazing it felt. ⁓ And just how it like opened the window of you know what? Yeah, when I let people make decisions when I let them do the things that I know I can trust them to do what a weight it takes off even something like that small.   The Dental A Team (22:47) That's.   The Dental A Team (22:48) And ⁓ I just remember on our call about that, it was just like a light bulb went off and it was like, the more and more I can do this, the better things are going to be. And everything worked out. Everything was fine. Was it maybe the exact lock like that he would have chosen? Maybe not. But at the end of the day, the building's secure, everything was handled and he didn't have to do it. He didn't have to come in on his day off, didn't have to do it. And it was just a really cool epiphany to see after the   last year that he's been through.   The Dental A Team (23:19) That's amazing, Dana. And I think like, as you say that it's crazy because I can coach this and then living in it. It's such a funny zone. Like I feel annoyed. Like I said before, it's like, can see that I'm throwing a temper tantrum and I don't know how to stop it, but I see it. And I think being aware of it is number one. And number two, I think it's really, ⁓ for me, at least, and again, my team listening will know I'm not perfect at this. So like, this is an evolution of Cure. And I'm not here to say like, I'm great at this today. It's an evolution. ⁓   And I think again, it's from founder, right? A founder or a new owner, like you got to do it all. You really do. And then it's like, my gosh, this got too big for me. Like I can't do it all. I'm up at two in the morning. I'm going to bed at 10 PM. Like this is not sustainable. And also for teams it's not, but I think it's this crazy piece. Like you said, what things do I really need to have an opinion on and what things can I be like, awesome, you did it. And like empower that team member and be so proud of them. And I think as we evolve, a lot of times we feel like   No, no, no, I need to be in control of everything. Like I really do. Like I need to pick the locks. Like that's out of budget versus I think if we can scale ourselves back and say like, that was actually awesome and kudos to them and train yourself to see how they did the right thing and how they did the best thing. And even if it's not your exact way, when you get a team that's running, they will actually be better than you will be on your own because you are evolving the whole, like the whole piece.   You as a leader need to set the vision. You need to say, here's where we're going. Here's the budgets, here's the parameters, and then truly trust your team. And I say that to myself, I say that to you, I say that to everybody listening, because I think it's a constant reminder until it becomes a habit and a personality. Like we're asking you to be like, okay, ⁓ I really love strawberries. And now I'm trying to get you to really love tomatoes. Like, they're both red. It's a different way of operating. It's a different method.   So we're gonna choose that. She's like, you have two wolves. You can feed the scarcity or the abundance. And which one am I feeding today? I'm gonna feed the one where I delegate, I trust, I empower. We have the pieces. But I also think Dana, like at the beginning, I do think some thought process behind like, let's get an accountability chart. Let's get job descriptions. Let's make sure everybody knows their KPI. And I think that sometimes that prep work is tricky. And then let's make sure we're really hiring the best people to do the job. Like...   I think there comes a space in business where at the beginning you hire and you gotta like grind it out. Like people don't know, we're trying to like make them into like, Hey Dana, welcome to being a consultant. Let's train it up versus like, Hey, we can hire consultants that have been consultants. Like there is an evolution. And I think at the beginning, yeah, rock on, you're going to be a lot more involved, but as you evolve, you're going to start to hire people that are just as good, if not better than you are and trust and let them run, ⁓ while still verifying and checking in.   You either choose to do that or you choose to hold and both are both are available, but it depends on what's your ultimate goal. And I think if you can focus on that, focus on the team you want and expect them to rise to that occasion. I watched it in organizations and I'm watching it in myself. Like truly it's amazing, right? People write C and clarity teams evolve and doctors feel a lot better. So any other thoughts, Dana? I know that was kind of a very fun, how you delegate, how you delegate it properly. And also like   how happy that doctor was like, shoot, I didn't even have to do that. That's incredible. What other things are they capable of as well? And kudos to that office manager for just like, I think like just taking the bull by the horns and be like, I'm going to do this and you're going to see that I'm awesome. And I'm going to win you over. think kudos to that office manager too.   The Dental A Team (26:47) Yeah, it was really fun to see.   The Dental A Team (26:49) Yeah. All right, Dana, as we wrap today, I think it's doctors teams like don't get stuck in the trap of not delegating. And just because it wasn't right before, let's look to see why wasn't it. Was it wrong person? Was it wrong path? Get your accountability charts in place. Get the map, get the rollout, get the KPIs, get the meeting cadences, like checking in with your leads every single week can really help get this cadence moving forward. You're not perfect. We're not looking for perfect, but we are looking for that evolvement. Not as much like sitting around your neck, but really empowering your team.   and rolling it out and continue to evolve that what you had before is not what you need today. And if you need a coach, mean, Dana does this, I do this, our team does this. This is what we live for is to make you and your practice like truly flourishing and thriving. So Dana, Dynamite Dana, thanks for being on the podcast today. I always appreciate it, you.   The Dental A Team (27:34) always a good time. Thanks for having me.   The Dental A Team (27:36) Of course, and for all of you listening, reach out if we can help. Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on The Dental A Team Podcast.  

Are you tracking the right numbers in your business, or just the ones that make you feel better? In this episode, we break down the critical difference between churn and net growth and why confusing the two can quietly destroy your momentum. If you are a business owner, entrepreneur, franchise operator, contractor, or W2 earner responsible for data and performance, this conversation will challenge how you measure success. We dive into key performance indicators, client retention, recurring revenue, profit, cash flow, and return on net worth, and explain why focusing only on revenue or new leads can hide serious problems inside your business. If you want to scale sustainably, increase monthly recurring revenue, improve client experience, and make smarter decisions with your numbers, this episode will help you audit your KPI scorecard and refocus on what actually drives long term growth and financial freedom. Join the Tactical Empire Network on SKOOL for FREE!

Most dentists try to scale their dental practice by chasing tactics, new marketing, new software, new equipment, more hygiene days, more locations, yet they still feel stuck, stressed, and buried in the business.  In this episode, we break down what real dental practice growth actually looks like: a clear 10,000-foot strategy, a deep-dive business audit, and a customized scaling plan built around leadership, roles, and measurable KPIs. If your dental marketing “isn't working,” your team feels stretched thin, or you're adding revenue without adding profitability, this conversation will hit hard. We talk about why scaling isn't just getting bigger, it's building an organization that runs without you. You'll hear how practices waste money on tools like CBCT and ignore the foundation: scoreboards, accountability, ownership, and a cadence of truth.  This is for practice owners who want sustainable growth, stronger culture, better systems, and more freedom, without building a bigger hamster wheel. If you're serious about practice management, dental leadership, and building a scalable dental organization, this is the playbook. You'll Learn: → How to create a true scaling strategy instead of stacking random tactics.  → How to run a “deep dive” audit like a diagnosis and treatment plan for your business, using profitability, recall, and real KPI scoreboards.  → How leadership and role clarity prevent breakdowns, like the classic “marketing isn't working” problem that's actually a follow-up and process bottleneck.  → How to think in levels of sophistication with consultants, advisors, and systems so your practice evolves and doesn't outgrow its support team. To connect with Dr. Buske follow the links below -  LinkedIn Instagram Facebook Limitless Dentist Academy Join Dental Syndicate HERE Learn more about your ad choices. Visit megaphone.fm/adchoices

Retail Media is everywhere. But the basics? Often blurred. In this season opener, Heike Lari breaks retail media down to its core. What it is, who it's for, and why it's a full-funnel growth engine, not just a lower-funnel sales tool. From ROI vs. ROAS to awareness, consideration, and conversion - this episode gives you the shared language and KPI clarity every brand needs. Check out our website for more insights.

In this episode, Jason breaks down a powerful concept inside the TACT Production System: using buffers in pace with the Remaining Buffer Ratio. Buffers are not contingency. They are intentional protection for specific phases of work and when used correctly, they eliminate rushing, pushing, and panic. The key is not whether you use buffers. The key is how responsibly you use them. Jason explains how the Remaining Buffer Ratio helps teams decide when to consume buffer and when to recover time another way  replacing traditional CPM tools like float reports, S-curves, and earned value metrics with something practical, visual, and flow-based. What you'll learn in this episode: The difference between schedule contingency and phase buffers. What the Remaining Buffer Ratio is and how to calculate it. Why buffers must be used in pace not all at once. How this KPI replaces slippage reports and float tracking. How to make buffer usage responsible and transparent. Are you managing buffers with intention… or reacting when it's too late? If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode.  And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two

Is SEO dead? Not even close.In part 3 of this Crystal Squared episode of The Simple & Smart SEO Show, Crystal Waddell sits down with Crystal Ortiz to unpack what's really happening in the world of AI-powered search.AND SPOILER: SEO is actually in a strong position right now.They dive into how to define success beyond traffic metrics, how to use AI without wasting hours going down a rabbit hole, and why business goals [not shiny tools] should drive your SEO strategy. From product page optimization to redefining KPIs in an AI-heavy world, this episode is a practical and refreshing take on what modern SEO really looks like.Key Takeaways1. SEO Is Not Dead — It's ShiftingThe myth that “SEO is dead” needs to go. Search is becoming more AI-heavy, but the need to understand user intent, answer questions, and drive revenue hasn't changed.2. Stop Defining Success by Traffic AloneTraffic is no longer the main KPI. Revenue impact, conversion shifts, and overall business growth are better indicators of SEO success.3. Start With Business Goals, Not AI ToolsBefore using AI, clarify your objective. Are you increasing product page conversions? Growing SEO-attributed revenue by 20%? Your inputs should roll up to that goal.4. Use AI With RestraintAI can save five minutes — or waste three hours. Create a clear plan, stay in your lane, and use AI tactically instead of chasing every suggested output.5. Human Ideas First, AI SecondIf you want AI-assisted content to feel human, start in your own brain. Develop the idea first — tText me your questions or comments!Hey, Shopify store owners! (Especially if you're selling on Etsy, too!)Here's a quick question: Are people actually finding your products on Google?If SEO feels confusing, overwhelming, or like something you'll "get to later", this is for you.I'm hosting a free, seven day Shopify SEO challenge that breaks it down into simple, doable steps.No tech headaches, no fluff. Join us at  Hey, Shopify store owners! (Especially if you're selling on Etsy, too!)Here's a quick question: Are people actually finding your products on Google?If SEO feels confusing, overwhelming, or like something you'll "get to later", this is for you.I'm hosting a free, seven day Shopify SEO challenge that breaks it down into simple, doable steps.No tech headaches, no fluff. Join us atSupport the showBook a Shopify Store Strategy Call With Crystal! Want to follow up on what you've heard? Search the podcast! AFFILIATE LINKS:Start your Shopify Store!Get SurferSEO! Metricool (to be everywhere online, you NEED a social media scheduler!) Grid and Pixel Note: If you make a purchase using some of my links, I make a little money. But I only ever share products, people, & offers I trust & use myself!

In episode #356, Ben shares the results from the FP&A category of his 7th Annual SaaS Tech Stack Survey, highlighting the top financial planning and analysis solutions used in software companies today. With 37 FP&A solutions named in the survey, this remains one of the most competitive and fast-moving segments in the back-office tech stack. While spreadsheets still dominate usage—by a wide margin—dedicated FP&A platforms are gaining traction, especially as companies scale past $10M+ ARR and investor reporting requirements increase. Ben also compares this year's results to prior years and explains how FP&A tool adoption shifts by ARR size. Resources Mentioned 7th Annual SaaS Tech Stack Survey: https://www.thesaascfo.com/surveys/finance-accounting-tech-stack-survey/ What You'll Learn The most widely used FP&A solutions in SaaS and AI companies Why spreadsheets still dominate financial modeling workflows Which platforms are gaining momentum (Drivetrain, Mosaic, Aleph, Pigment, Planful, and others) How FP&A adoption changes as companies scale beyond $10M ARR Why enterprise-grade tools like Workday appear in larger organizations How funding and competition are reshaping the FP&A software landscape Why It Matters FP&A systems power your forecasting, budgeting, and board reporting Spreadsheet-based processes eventually break as complexity increases As ARR grows, investors expect more sophisticated financial modeling and analytics Selecting the right FP&A tool impacts forecasting accuracy, KPI visibility, and strategic planning Understanding market adoption trends helps founders and CFOs benchmark their financial systems

Climate isn't “over.” But building in climate has entered a new chapter, defined by shifting regulation, politicized narratives, buyer confusion, and a market that funded dozens of overlapping platforms.In this episode, Andreas and co-host Carmel Rafaeli, Founding Partner at The Table, sit down with Lubomila Jordanova, Co-founder & CEO of Plan A, just weeks after Plan Ajoined forces with Diginex, the NASDAQ-listed sustainability technology company, at the end of 2025.The conversation is part of Leaders Shaping a Resilient Planet, a series spotlighting exceptional founders in climate tech who happen to be women. The focus is not identity as a theme, but execution as a discipline. These are operators building in some of the most complex and capital-intensive parts of the real economy.This is not an acquisition recap. It is a clear-eyed discussion about what it takes to build and responsibly exit a climate tech company in a market that is maturing quickly.What's covered:00:52 The Table: co-investing community + the Foundation's recoverable grants model02:05 Introducing Lubomila Jordanova and Plan A02:45 The acquisition: why Plan A chose to lead consolidation04:35 Fundraising logic → acquisition logic: what changed06:40 Founder outcome vs VC outcome: how alignment works in an exit11:30 “The truth is where the real economy sits”: what carbon software actually sells13:30 The uncomfortable line: “glorified consulting with a digital angle”15:05 What VC portfolios get wrong in climate: return distribution, capital stack, secondaries16:55 Why “climate” can't be one bucket: hardware vs SaaS vs reporting20:00 Managing investor perception: visibility, bias, and boardroom baggage23:15 The broader financial pyramid: VC vs public markets vs real-economy signals27:35 Post-exit reality: why a public-company KPI lens changes the conversation31:10 Three founder learnings (humility, ecosystem, real-world problems)33:55 A rare founder truth: pregnancy during the exit + building with “more hats than one”

8 PRAKTYK budowania świadomości jakości w firmie | Podcast Szkoła Jakości #190 Witaj w 190. odcinku podcastu Szkoła Jakości!

In this episode, Tommy Mello shares with Brian the story of how sheer grit, hard work, and strong relationships helped him build a company valued at $2B, A1 Garage Door Service. Tommy discusses his humble, blue-collar background, where he worked on a series of jobs including busing tables, lifeguarding, bartending, and flipping cars —until a roommate introduced him to the garage door industry. Tommy started there first as a painter, before becoming the “go-to guy” for multiple companies, and eventually launching his own business. He also shares how the relationships he developed with mentors and other important people in his life informed how he treats the employees at his own company. Tommy also discussed the strategies he has learned and used along the way, including the key performance indicators (KPIs) that help him to continue to create business success. YOU WILL LEARN: How to move from hustle to leadership by building systems, processes, and accountability. A simple KPI framework to reverse-engineer your budget and start the year with momentum. The four questions he uses to help create a superior, client-service experience every time, no matter the customer's budget. MENTIONED IN THIS EPISODE: The E-Myth by Michael Gerber The Ultimate Sales Machine: Turbocharge Your Business with Relentless Focus on 12 Key Strategies by Chet Holmes The Richest Man in Babylon by George S. Clason Man's Search for Meaning by Viktor E. Frankl How to Win Friends and Influence People by Dale Carnegie NOTEWORTHY QUOTES FROM THIS EPISODE: “Profitability is the lifeblood of a company.” — Tommy Mello “If I could help you get to your goals, can you help me in return? But I'll make sure I show up first. And man, that worked wonders.” — Tommy Mello “We never say the word ‘expensive'. We say ‘top of the line.' We never say ‘cheapest'. We say ‘builder grade.” — Tommy Mello "I'm the best I've ever been, but the worst I'll ever be—because tomorrow I'm going to be 1% better.” — Tommy Mello “If I were to talk to my younger self, I would say, ‘Don't worry about what everyone else says. Don't be afraid of someone saying no. Don't be afraid of rejection. Don't worry. The only person you've got to worry about is yourself.'” — Tommy Mello Hosted on Acast. See acast.com/privacy for more information.

Key Performance Indicators (or KPIs)! By establishing KPIs in your practice, you find ways to remove the emotion that doesn't need to be there. Tiff and Kristy explain how KPIs drive a practice — and how to implement them if you haven't started yet. 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. We are back again today and I say we again because I've got Miss Kristy here with me. You guys know how much I love her and podcasting with her is just, I told her today, like I just, you bring a sense of calm and it's great and letting it be on a, like Thursday afternoon, this is kind of cool for me ⁓ and ending my week. I've got, you know, we've got things to do tomorrow, ending calls with this is really, really cool. So Kristy, thank you so much for being here today. How are you?   The Dental A Team (00:29) Good and you?   The Dental A Team (00:31) I'm good,   thank you. ⁓ I'm... I was gonna say that, like what the heck? I'm so glad you're here though because, you know, this time last year you were here in snow and ice and I'm so glad you're here but it is cold and I heard you guys, record these, this is January right now, it'll be released in February but it's like so cold. It's like 43 degrees in the morning here and us Arizona women are just not used to that so.   The Dental A Team (00:34) It's cold for Arizona.   The Dental A Team (01:01) I agree and there's supposed to be ice and snow coming, not for us, we get rain, thank goodness, but I'm like, that's why we live here, so we don't have to deal with ice and snow. yeah, puts a little damper on travel, so we'll see. We'll see how that goes, but I am glad that you're here. This is the time of year that everybody comes and visits. February is a massive, massive time to be in Arizona. In March, we've got spring training games going, we've got...   Waste Management Open, we've got, oh my gosh, every weekend there's a taco festival or something going on. So this is the prime time to be in Arizona. If you wanna come visit, tell us that you're coming and we'll be happy to give you some suggestions. Kristy, we talk about these a lot and I'm excited because I know you actually thrive in this world a ton. You make decisions based on these. are phenomenal at projections.   four practices and the world of KPIs, which you guys, for those of you who don't know, key performance indicators, those are the indicators within your practice that tell you how you're performing. I had years and years and years ago now, like way too long to even count, I had a manager one time and she said, Tiff, I want you to start joining the KPI meetings on Thursdays with the CPA doc and I. And I said, okay. And then I ran over to my computer and I was like, Google, what is KPI? What does KPI mean? I was like, I'll be there.   That sounds great. This is like growth for me. You're putting me in. I was like, yep, I'll be there. And then I was like, what does this mean? So if you don't know what it means, you're not using them, you are not alone. I had to Google that once upon a time. And that was before Chat GPT. I feel like I would have been so much better off if I had that to break it down for me. But alas, here we are. And Kristy, I love KPIs. I love black and white decision making. I love any opportunity we have that we can remove some emotion.   from a decision, especially in the dental industry. We have a lot of emotions in the dental industry and being able to remove those and say that yes or no something is or isn't working. And my favorite piece of that is when we do that, Kristy, I think it gives us the opportunity to tackle the system and not make it personal about the person. Like it might not be that you suck.   it's that the system's not working or we're not using it correctly. And if that's the case, I'm fine. We start using it correctly or we alter it. But I think, Kristy, it makes me feel a lot better about accountability and about KPIs and just about leading teams when it's less about a feeling and a person and more about the system. So I'm excited. Kristy, tell me, why do you love KPIs?   The Dental A Team (03:41) Yeah, for the same reason, Tip, because so many times we see people focused on the wrong thing. And when you really dial into the metrics, they start to tell a story, right? And sometimes even metrics can look a little bit deceiving, but that's why I like to say the numbers start to tell a story. And then we get to dig into it and figure out the story. So, you know, just in saying that, I think if I wasn't doing what I was doing, I would be some kind of detective. And I mean,   The Dental A Team (04:09) I think   you would too.   The Dental A Team (04:10) Maybe that's why it's so exciting for me, but like, and it's truth, right? The numbers don't lie. And so a lot of times we have misperceptions on things and that's the human aspect. So to give grace on us, and I also feel like what we measure expands, it grows, right? And so if we're focused on the wrong thing, what do we get more of? And so,   The Dental A Team (04:33) Mm, true.   The Dental A Team (04:40) I just think it's the fastest way to make improvements. And it's kind of funny Tiff, because in other things we do, if we want to lift weights or we want to lose weight, what do we do? Get on the scale or we're like, we lift 50 pounds. my gosh, I added another weight. We measure it really well, but in dentistry it's like taboo. ⁓ we can't do it. Like it's so bizarre, right? But I just, again, it's the true measure. We talked about this.   The Dental A Team (05:02) I agree.   The Dental A Team (05:07) on a different podcast of winning. It truly lets us know if we're winning or losing, and maybe we'll focus on the wrong thing, right? I know you've heard it a zillion times. Doctors come on, need more new patients. I need more new patients. I need more new patients. And we look at their outstanding treatment list and it's like $3 million. And I'm like, do you really know what you mean? Right? So again, sometimes it lets us win faster because we can breathe direct and focus on   The Dental A Team (05:26) You   for sure.   The Dental A Team (05:37) what's really gonna get us there.   The Dental A Team (05:40) Yeah, I love that you said that. I love the idea of focusing on the wrong thing because I think we do that a lot. focus on the negative, right? We're like, what was our attrition rate instead of what's our new patient and our active patient count? Are those growing? Because if our new patient count and our active patient count are growing, attrition's fine. But if we're looking at attrition rate, we're like, how many are we losing? We're grasping. It's a different kind of energy and that will grow. So if you're looking at it,   you want your attrition to grow, then keep watching it. If you want your active patient count to grow, keep watching it. And if it's not growing, then you tackle the systems and assume attrition is happening. So I love that you said that because it broke it down, I hope for everyone, a little bit differently there. And our podcast today is How KPIs Drive a Practice. And I think in that simple statement and those two minutes you were just talking, you just broke it down, like verbatim on how it drives a practice because   what you focus on will grow no matter what. you're right, it's so everything in our life, we count everything. Like it's just human nature to count and track everything we do. We track our money, we track our expenses, we track our weights, we track our weight, we track everything that we do, we track our gas mileage. know, my sister's always like, ah, I got 16 gallons or whatever. I need to go get the best gas price. And I'm like, girl, I don't.   I don't know what she's like, what is your car get? I'm like, I have no idea. But there's, know, she's tracking that. But like, then we go into a dental office, it's like, don't talk numbers. Don't talk numbers. Don't track it. Because that's going to make somebody feel bad. It's like, no, we're going to track it. We're going to see that we're winning. And we're going to feel really, really good. Like my sister, sometimes she comes home and she's like, ah, I guess mileage was down. Sometimes she comes home and she's like, guess what? Simple. But that's how simple it can be.   doesn't have to be astronomical, but those small wins add up to something astronomical. And I have had so many clients that, I've had clients that have purchased practices, they're like, all right, when are we starting marketing? I'm like, well, what do you mean? You've got, like, what's your patient count? What's your active patient count? And then what's the total patient count of that practice? Because you have, every patient right now is a new patient. Starting marketing,   is a wild use of your money. Let's internal market, let's get your exams better. There's so many different avenues that we think are just the norm, so we jump on board with them. But then when we pull and extract those actual KPIs, we can find the root of what we need and the root of any problems that there might be, any systems that need to be revamped. So I love that, because that's how you're driving success, by watching the KPIs.   Kristy, and you've got, I hope everyone knows, I don't say it every time, but Kristy's done so much in her dental career and held so many titles and she's consulted for far longer than she's even been a presence here at the Dental A Team. We're so grateful for her. Kristy, in all of your experience, what do you feel are the easiest KPIs to start tracking if we're not tracking any? And then what are the most valuable KPIs maybe that people don't think of?   The Dental A Team (08:53) Ooh, that's deep. Obviously, I think we have to look at it as like two different forks in the road, right? Because so many times we hear the practice of a million dollars and then we hear the practice of six million. And I think doctors, you guys get all ramped up and think if I'm the million dollar guy, why am I the six million dollar guy? And I'm thinking, wait, wait, you don't necessarily want to be that guy. You're actually more profitable than, you know.   The Dental A Team (08:55) I I like that one.   Correct.   The Dental A Team (09:22) So it's not just what's happening in the practice, but also how profitable you are, right? And truly us here at the Dental A Team, we're looking to make sure you're hitting that profitability because that's where the true freedom is. But with that being said, the biggest KPIs out of the gate is what do I need to hit every month to be profitable? And then I measure my production, net production.   and collections. And ⁓ I am going to throw new patients in there, but in a different way, because doctors do want new patients and a lot of times they're getting them. But don't just look at how many I'm getting. Look at how many are reappointing. ⁓ you know, it's one thing that you're getting them and you might be doing limited, limited and letting them go out the back door. So again, look at those, but also   put more weight on how many are getting reappointed. And then ⁓ I also like doctors to look at diagnostics, dollars and diagnostic or sorry, acceptance dollars and percentage. ⁓ They go hand in hand. It can't just be percentage of acceptance because maybe I'm not accepting enough to even get to that goal. Yeah.   The Dental A Team (10:31) case acceptance.   Yes,   yes, I love those. Yeah.   The Dental A Team (10:46) And lastly,   probably in that tip would be your reappointment rate. How many are we reappointing? Because keep those patients of yours. Don't have to spend so many external dollars to gain more because if we just keep what we have and too often we look at how many people are sitting in our inactive pile or we don't look at it and you have a whole nother practice sitting there that you could tap into.   The Dental A Team (11:13) Yeah, I love that. I love what you said about the case acceptance dollars, the diagnostics and the case acceptance dollars. I too have doctors, I love having them ⁓ track their diagnosis and then their dollars. Number one, I hated being a treatment coordinator that had no control over how much was being diagnosed and only initially when I was treatment coordinator, were really only looking at case acceptance, which is very popular.   So case acceptance, case acceptance, and then they're like on your neck and that call these three people, why didn't these, like call the people and like I have called all the people. I can't, and we have so many clients, right, that the TC's are like I've called all the people, Tiff, can't, Kristy, I can't call anymore. Cool, it might not be in the case acceptance. Sometimes it's in the diagnosis and then to loop back to your new patient statement, all of those go so hand in hand and this is why, ⁓ heaven help me, this is why.   things like our scorecards, clients of Dental A Team that talk about the scorecard. This is why the scorecard is so important because you can look at a dental analytics screen and it's choppy, all over the place. The scorecard brings it together so that you can see what's affecting something else because to your point of the new patients, I had a practice near and dear to my heart. He hit his massive goal this year and I'm so proud of him. We worked really hard on, it was, you know,   Timelined out for five years and he hit it literally two weeks before his deadline, his date. One of the things that was holding his practice back was the new patients. He needed more new patients, needed more new patients, so his marketing company is like, all right, we're gonna ramp up new patients. And then all of a sudden we've gotten new patients, but it's like, we're not growing. There's nothing on the schedule, what's happening? And so I said, okay, what kind of new patients? And we had so many emergency, limited, transient, going through town, looking for an emergency.   He was doing a lot of same day dentistry, but not getting things booked on the schedule and not really adding to his patient count, because there wasn't reappointments happening. When we dialed that in, we found that and I was like, here's the key, switched his marketing, his new patients went up,   Then we focused in on his case acceptance. And then like you said, with the dollars, we're seeing, are they accepting fillings?   Are they accepting crowns? Are we getting the near cases? Like what is the case acceptance percentage is cool, but what are we actually, what's the procedure that's being the dollar amount and is there a ceiling maybe in our treatment planning, either back office, front office, wherever it is, is there a ceiling that our system needs to be able to help us overcome in diagnosing a certain dollar amount or treatment planning a certain dollar amount?   The Dental A Team (14:03) Yeah, I love that you say that, And as the TC, that's the one that gets me because so many doctors go back up there or come to us and say, they're just not closing it. And I always tell my practices, case acceptance is a team sport. And literally, it starts from before they even call the office. Like everything you're doing is contributing to their trust. And so ⁓ truly, docs,   I know you don't want to hear this, but it's your job to get them to yes with treatment and ⁓ financial coordinators get them to yes financially. So some of them can work heroics and they do, but it is totally a team sport. So going back to the diagnostics too, you asked a tool that I use ⁓ that maybe isn't so looked at. And I would say print your procedure count report yearly and just take a look, you know?   Are you doing four surface fillings? And I'm not saying that you shouldn't, but is it aligning with your philosophy? And are you giving patients the choice for long-term care? Because sometime that probably four surface filling is going to turn into something, you know? And let your patients decide. Let them decide.   The Dental A Team (15:18) Yeah.   Yes, I love that I have worked with many practices that they do give the options, but they assume that their patient base wants something specifically or can only afford something specifically. So they may give the options, but they kind of talk them into starting with something and started just leaving it on the table and saying what, if this were your mouth and roles were reversed, that we often say,   this were your mom, if this were your sister, if this were your brother. But I like to think, what if we were in different seats and the patient or the dentist, you were sitting in that chair, what would you want someone to tell you? Because you might even still err on the side of like, mom, when it happens, we'll fix it, but like, let's just do this patch for now, right? Because I don't, we don't want to get you numb. Like you might still err on that side for a family member, the, know, quote unquote conservative, but if you were sitting in that chair,   what would you want the dentist to say to you? And I think that makes a massive difference. And that is like your detectiveness, right? That's your detectiveness, but it works and it's what practices need sometimes. And I think, Kristy, part of those pieces, and you showed me your AR thing yesterday and how you diagnose that. And sometimes we do have to go to those spaces.   The Dental A Team (16:17) Yeah.   Yeah.   The Dental A Team (16:40) because you can't see it in the other areas. like, gosh, something is here, but that's why you look at those KPIs that are gonna drive success. And then when one of them isn't working, when one of them isn't hitting the metric that you want it to, you dive deeper. You're not just going to say, okay, every month let's pull the procedure code report. You're gonna say, if case acceptance, if we're not hitting production, case acceptance isn't working or diagnosis isn't working, now we're gonna dig a little bit deeper.   I think what tends to happen is we either go surface and we're like, everything's fine and we ignore issues or we go so deep that we're in the weeds and nobody has time to see the patients. We're just pulling reports all the time.   The Dental A Team (17:20) Yeah, it's so funny. So much psychology goes into it, right? Like our doctors get so upset in dentistry. I remember like doctors thinking, well, we're the only ones that do free consults. Medical doctors don't do free consults. Why do we do it in dentistry? You know what I mean? But yet we also complain, my schooling costs so much and they don't want to pay me what I'm worth, you know? And it's like,   Almost everything, it's funny when we get into it and I work with clients, I'm like, we kind of caused it. We taught them. How many times do we answer the phone and we go, do you have insurance before we even know their name? You know? So it's funny. It's like an oxymoron in a way, but I love that you brought that up because many times we do it to ourselves.   The Dental A Team (18:10) Yeah, yeah, we just spin our wheels on something, to find it and trying to get it right in an industry where nobody's taught how to do this stuff. guys, doctors learned how to be dentists and that's it. It's a rare occasion that you come across anybody who is taught how to run a dental practice. And dental is different than medical. So even healthcare professionals, right? People who have a degree in healthcare management, it's different.   This is why we're here. This is what we do. This is this is years and years. mean, across the whole Dental A Team team, like we should count that up. That'd be a lot of years. I don't even know anymore. We've grown to so many consultants. I don't even want to try to count that right now. We'll do that later. We'll ask Josh to do that for us. But regardless, there's so much wealth of knowledge here in.   The Dental A Team (18:57) Yeah.   The Dental A Team (19:04) ensuring that and we've done such a great job at finding the solutions and the systems to at least get templates and things started to customize for practices. I think that's just an immense value that consultants like the Dental A Team bring is that space of uniformity. these are things that we've seen work. Let's start here and then let's layer on top for you and let's adjust it for your practice and your team.   and those KPIs that drive success, pretty universal. And you said, you know, the common ones, production collections, new patients, diagnosis, case acceptance, and I loved your reappointment rate for new patients and just in general, those tell you the stories. And then from there, we dig and dive deeper. So I love it, Kristy. Thank you so much. think if I were to give an action item, it would be to revamp.   your KPIs if you're digging too deep and grab some new ones if you're not going deep enough, if that makes sense. So, Kristy, anything else you'd like to add?   The Dental A Team (20:09) No, I love it. The only thing I would say, Tip, I know you have the saying down better, but use, love the numbers, right? Don't use them as sticks, is that?   The Dental A Team (20:17) Yeah.   Yes,   yes, numbers are here to guide us. They're stars to guide us. They're not sticks to beat ourselves up with. Yeah, years and years of presenting with Kiera. Awesome, well you guys, go check your KPIs, go check your scorecards. If you're a Dental A Team client, you should have a scorecard. If you don't, get after your consultant. Everyone has scorecards this year, so we're good to go. But if you don't know how to use it or if you're confused by it,   The Dental A Team (20:26) There you go. Love it. Yeah. Love it. ⁓   The Dental A Team (20:48) or if you're not a Dental A Team client yet and you want information on it, please by all means reach out. We're here to help you. We wanna make sure that everyone is successful, whether you are a one-on-one client with us, a group client, or just here as a listener, we wanna make sure that you are all successful. So reach out, Hello@TheDentalATeam.com, and you guys, we'll catch you next time. Thanks so much, thanks, Kristy.   The Dental A Team (21:08) Thank you.  

In this episode we dive into Progress ReportsThe ChallengeYou know the moment. That message lands. Your project manager needs a status update on the project and they need it right now. Not in two weeks when it's supposed to happen. Right now.You have an 11,000 activity schedule. A critical path that keeps shifting. A structural steel delay throwing everything off. And zero minutes to spare.Usually this means three hours buried in P6. Copying data to Excel. Building out reports. Attaching baselines, unattaching baselines, running analysis. All just to deliver a simple email.On this episode of Beyond Deadlines, I sat down with Greg Lawton, CEO of Nodes and Links, to test whether a purpose built AI tool could draft that same status email in 60 seconds. Not a general chatbot. A multi agent AI system designed from the ground up to answer scheduling's hardest questions.What we found changed my perspective on what's possible.Check out Nodes & Links here and mention Micah Piippo and this podcast.Continue LearningCheck out our 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

Welcome back to Our Agile Tales as we continue our conversation with Bjarte Bogsnes, exploring case studies from his latest book, This Is Beyond Budgeting. The book distills nearly three decades of experience challenging traditional budgeting, targets, and control-based management.In this episode, we examine Beyond Budgeting through two case studies: Miles and David Lloyd Clubs.Miles is a Norwegian IT consulting company founded in reaction to command-and-control micromanagement. It operates without budgets and with minimal KPIs, guided by an evergreen financial ambition of maintaining a profit margin above 10%  without cascaded targets or bonus links. Employees enjoy wide autonomy, with transparency as the primary control mechanism: purchases and training costs are posted on the intranet for shared learning.Miles places strong emphasis on recruitment and cultural fit, taking at least ten references and interviewing for beliefs, values, and attitudes. Employees assess technical skills and can veto candidates. The company invests heavily in social cohesion, including spouse-only events, and practices servant leadership, with the CEO retitling himself “Chief Servant Leader.” Bjarte notes that Miles was essentially “born beyond budgeting” and has sustained its principles through growth by consciously resisting bureaucracy, including internal leadership succession.The second case study, David Lloyd Clubs, a high-end UK gym chain with around 300 clubs, represents one of the fastest Beyond Budgeting implementations Bjarte has seen: launched in October 2019 and fully budget-free by January 2021. The model helped the company not only survive COVID-19 but emerge stronger.Key practices included increased club autonomy, strong internal benchmarking, transparency, and local involvement in KPI selection. Central target setting was reduced, with emphasis on relative performance rather than detailed annual targets tied to bonuses.Ownership by private equity firm TDR Capital supported the shift, focusing on leadership and management improvement rather than cost-cutting.Bjarte attributes the speed to strong owner backing, a capable controller leading the effort, and a supportive CEO, while noting that mindset change takes longer than process change. HR played a key role in shifting performance evaluation toward relative measures and maintaining shared club-level bonuses instead of individual incentives.Key topics and timestamps00:00 Welcome01:07 Miles Overview02:47 Transparency Over Budgets04:15 Recruiting and Culture06:05 Servant Leadership06:46 Born Beyond Budgeting10:37 Sustaining Beliefs at Scale12:23 David Lloyd Clubs13:09 Rapid Rollout13:56 Benchmarking and Rhythm17:41 Why It Worked20:53 Relative Performance24:45 Transparency and Learning26:47 HR and Rewards28:15 Results and ConclusionAbout Bjarte BogsnesBjarte Bogsnes is Chairman of the Beyond Budgeting Round Table, a former global finance executive, and a leading thinker in management innovation. He is the author of Implementing Beyond Budgeting and This Is Beyond Budgeting, showing how organizations can replace rigid, calendar-driven systems with models built on trust, transparency, and adaptability — creating companies that are both more responsive and more human.Follow Bjarte at:https://www.linkedin.com/in/bjarte-bogsnes-41557910/Music: https://www.purple-planet.comVisit us at https://www.ouragiletales.com/about

Two KPI's that can drive scale – There are two KPI's that can really drive your business and it's ability to scale.  By the way, Shark Tank investors always ask about these two KPI's.Click Here to Subscribe to The Adventures of Pipeman for PERKS, BONUS Content & FREE GIVEWAYS! Take some zany and serious journeys with The Pipeman aka Dean K. Piper, CST on The Adventures of Pipeman also known as Pipeman Radio syndicated globally “Where Who Knows And Anything Goes.”Positively Pipeman hosted by Dean K. Piper, CST features other international authors, speakers, trainers, advisors, coaches and other experts here to help you in business & personal life including Self-Help, Motivation, Business, Marketing, Empowerment, Spiritual, Inspiration, Health & Wellness, Relationships, Goal Setting, Belief Systems, Mindset, Sales, and so much more on your journey to Success, Freedom, and Happiness!Would you like to be a sponsor of the show?Would you like to have your business, products, services, merch, programs, books, music or any other professional or artistic endeavors promoted on the show?Would you like interviewed as a professional or music guest on The Adventures of Pipeman, Positively Pipeman and/or Pipeman in the Pit?Would you like to host your own Radio Show, Streaming TV Show, or Podcast?PipemanRadio Podcasts are heard on Pipeman Radio, Talk 4 Media, iHeartRadio, Pandora, Amazon Music, Audible, Spotify, Apple Podcasts, and over 100 other podcast outlets where you listen to Podcasts.The following are the different podcasts to Follow, Listen, Download, Subscribe:•The Adventures of Pipeman•Pipeman Radio•Pipeman in the Pit – Music Interviews & Festivals•Positively Pipeman – Empowerment, Inspiration, Motivation, Self-Help, Business, Spiritual & Health & Wellness Click Here to Subscribe for PERKS, BONUS Content & FREE GIVEWAYS!Follow @pipemanradio on all socials & Pipeman Radio Requests & Info at www.linktr.ee/pipemanradioStream The Adventures of Pipeman daily & live Mondays, Tuesdays, Wednesdays at 1PM ET on W4CY Radio & Talk 4 TV. Download, Rate & Review the Podcast at The Adventures of Pipeman, Pipeman Radio, Talk 4 Media, iHeartRadio, Apple Podcasts, YouTube & All Podcast Apps.

There's been a second major medical platform hack, leaving live patients labelled as dead and people's names changed to Charlie Kirk, the American activist who was shot dead last year – assassinated really. MediMap is widely used across New Zealand. It's often used by the aged care, disability, hospice and community health sectors. It's the second major cyber-attack on medical files and records in recent weeks after Manage My Health was hit at the end of last year, start of this year. Manage My Health's portal systems were compromised over the New Year holiday, putting the data of more than 120,000 users at risk. But it seems the two breaches are vastly different. Manage My Health was a ransomware attack conducted by a professional hacker, Kazu, not their real name, said they were motivated by notoriety and by profit. And there are thousands like Kazu. Think Roddy Ho in Slow Horses – annoying little geniuses who are completely removed from the rest of the world, who think along a different code, who live a different life. They do it because they can, because they think they're so clever and they want to prove it to their peers. They love showing off their hacking abilities. In some cases, they demand a ransom, in some cases they're motivated by profit, in other cases not. And generally, when the ransom is paid, they're terribly professional, you never hear another word from them. They take the money, they go and hit somebody else. In the case of MediMap, it seems there was a different motivation as Geoffrey Sayer from MediMap told Mike Hosking this morning. “What people would imagine a cyber hack is, is you've come in and brute forced and you've gone through a vulnerability in the software or the platform. This has not been the case. They've used credentials to come in, for all intents and purposes they look like a regular user, but what they started to do was not what a regular user does, which is why we shut the system down and contained it and are now working with forensic experts and government agencies to understand what's happened and then how do we bring this back online for people. We can trace it to a profile, I suppose is the best way to describe it, but we've subsequently become aware that that profile quite possibly had been compromised with their credentials.” So it could have been a staff member's kid or partner or just somebody who had access to that code. And we actually were having a discussion before we came on air, I said to the boss because I'd been broadcasting from home for the first two weeks, I said if one of the grandkids was tinkering around on the computer, would they be able to get into the radio station basically and move things around? And he said no, there's about three or four different passwords, but I don't have access to the inner workings. I need to be guided through it anyway and given different passwords at different points. So there could be no accidental hacking of this radio station by anybody at my house. These are not the first hacks, and they won't be the last. We have to accept that if we want the convenience of living in an online world, we're vulnerable, especially when we are complete tits when it comes to our security. Guess what the most common password is and has been for years? Yep, ‘123456'. Second most common, this is worldwide, not just New Zealand, second most common is ‘password', third is ‘admin', fourth is ‘qwerty', and the fifth is ‘12345678' – that'll fool them, adding the seven and the eight at the end, hey? I mean you don't even have to be a particularly good hacker to get into most people's computers. But what if you're scrupulous about your privacy? Sure, there should be tougher penalties for the hackers, but what about those who store our information, who demand it? How many places do we go where even the retail assistants, their KPI is to harvest our email addresses, to get them from us and the more they get, the more they're rewarded. Those who store our information should understand that it's a privilege. They use it. They can make money from it, they can profit from it. So should companies be held accountable if their security is breached? Should they have to pay some really serious fines so they get really serious about their security? In the case of MediMap, they handled that vastly differently. Different circumstances, but they handled it so much better than Manage My Health. They realised that somebody had access who legitimately got into the computer, to all intents and purposes the computer thought, yep, that's fine, come on in, you're welcome. Then once they started fiddling around, the computer recognised that something was going on that shouldn't be occurring and shut itself down. So different circumstances. But how much onus should be on the companies to protect our data and our information? There are millions of Roddy Hos out there, all wanting to show they're the cleverest thing in the whole wide world. How much should be on us to change our password and put in basic security protocols? And how can we stay or limit our presence online? Is there any way of having our cake and eating it too, to have the convenience of an online world without basically being laid bare and naked before the whole wide world. See omnystudio.com/listener for privacy information.

In this episode, Jason breaks down a powerful concept inside the TACT Production System: using buffers in pace with the Remaining Buffer Ratio. Buffers are not contingency. They are intentional protection for specific phases of work and when used correctly, they eliminate rushing, pushing, and panic. The key is not whether you use buffers. The key is how responsibly you use them. Jason explains how the Remaining Buffer Ratio helps teams decide when to consume buffer and when to recover time another way  replacing traditional CPM tools like float reports, S-curves, and earned value metrics with something practical, visual, and flow-based. What you'll learn in this episode: The difference between schedule contingency and phase buffers. What the Remaining Buffer Ratio is and how to calculate it. Why buffers must be used in pace not all at once. How this KPI replaces slippage reports and float tracking. How to make buffer usage responsible and transparent. Are you managing buffers with intention… or reacting when it's too late? If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode.  And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two

When your corporate job feels "secure" until it suddenly isn't, real estate can become the Plan B that turns into your best move…  In this episode of the #DoorGrowShow, DoorGrow founder Jason Hull sits down with John Casmon (multifamily syndicator, host of Multifamily Insights, and co-creator of the Midwest Real Estate Networking Summit) to break down how corporate professionals can transition into multifamily investing without becoming a stressed-out landlord. They dive into how John went from corporate bankruptcies to building a multifamily portfolio, what passive investors actually need to know before putting money into a deal, and why trust + clear expectations matter just as much as the numbers.  Jason and John also unpack what this means for property managers: how to align with investor goals, why the best operators project calm control (even in chaos), where syndicators hang out, and how PMs can position themselves to win more multifamily doors.    You'll Learn (00:00) Transforming Property Management: An Introduction  (00:59) John Casmon's Entrepreneurial Journey  (02:56) Transitioning to Multifamily Investing  (04:33) Understanding Investor Types and Property Management  (05:48) The Role of Property Managers  (07:49) Investor Control vs. Trust in Management  (09:33) Challenges in Property Management  (11:17) Aligning Goals with Property Managers  (14:19) The Real Product of Property Management  (17:14) Managing Investor Expectations  (19:50) Syndication: A New Avenue for Property Managers  (23:44) Legal Considerations in Syndication  (26:41) Calmness in Chaos: The Key to Success  (31:40) Partnering with Syndications  (33:54 The Role of Property Management in Syndication  (38:29) Finding Syndicators and Building Relationships  (42:24) Understanding Passive Investment in Syndication  (47:45) Identifying Your Investment Goals  (51:54) Assessing Risk in Real Estate Investments  (55:15) Choosing the Right Market for Investment  (01:00:12) The Three C's of Raising Capital Quotables "The first C is confidence. Confidence comes from preparation." "The investment itself, we got to go out there and execute. But that investor psyche is a completely different game."  "It is not your job to hope. Your job is to analyze the information in front of you and make an informed decision." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:01) All right, five, four, three, two, one. All right, I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. And for over a decade and a half, we have brought innovative strategies and optimization to the property management industry. At DoorGrow, we are on a mission to transform property management business owners and their businesses.   We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market and help the best property management entrepreneurs win. Now let's get into the show. So my guest today, I'm hanging out here with John Casman, a multifamily syndicator, host of the multifamily insights podcast and the co-creator of the Midwest real estate networking summit. And in today's episode, John's going to break down how corporate professionals can transition.   into multifamily investing, how to find the best markets, how to raise capital effectively, and what separates successful operators from everyone else. John, welcome to the DoorGrowth Show.   John Casmon (01:10) Yeah, Jason, thank you for having me. I'm really excited to be here. Love the intro, your intro, not my intro, ⁓ but excited to be here and share as much as we can on our journey to help all of your listeners reach their goals.   Jason Hull (01:22) Cool. So John, ⁓ it's great to have you. I would love for people to hear about your entrepreneurial journey. How did you get to where you are now? And then we can get into your business.   John Casmon (01:34) Well, the short answer is bankruptcy, right? I worked for a couple of different companies that went through bankruptcy and that really made me consider my other options. You know, I was at General Motors back in 2007, 2008, 2009 when we went through bankruptcy and I was there and I watched what that did to a lot of my peers. I one day in particular when we were going to have a lot of layoffs, I went to work as late as I could. But when I got there, I had a red message, a little red dial on your phone.   for anybody who's worked in corporate and remember voicemails. So I had a red dot on my phone, picked it up, pushed the play button and my heart skipped a beat because I thought maybe I was getting to the can, right? And it was actually a colleague of mine who sat kind of kitty corner in front of me and he had been let go. He, you know, was diabetic. He didn't know I was going to pay for his medication. He just was venting in his voicemail. And I just remember feeling empathy for him, but also   a sense of I just never wanted to be in that situation. So it made me really start to think about Plan B. Eventually I moved to Chicago, realized real estate was going to be that path and learned everything I could about investing. So it kind of took me down that pathway to say, you know what, I need a Plan B because no matter what you do, when you work in corporate America, you do not control your future. You know, there's politics, there's policy, there's a lot of different things involved that you do not control.   And sometimes it does just come down to someone not liking you for whatever reason, or they think you're a threat. And I didn't want to spend the rest of my career navigating those issues. So I figured I had to take more into my own hands.   Jason Hull (03:16) got it. And so you start taking things in your own hands and what was the result?   John Casmon (03:20) Yes. So we landed on multifamily investing, started with small multifamily. My first investment was a two unit building. We house hacked it, which is a common popular phrase now. But back then it wasn't quite as common. But we lived upstairs. We rented out the first floor unit and it worked great. You know, it worked so great that we went to refinance and we had created enough equity in that first investment to pull out a six figure line of credit and go out and buy another property. So.   Jason Hull (03:45) Nice.   John Casmon (03:47) That really got the ball rolling. bought a three unit building, we bought an eight unit building, and at this time I'm still working in advertising, still working in corporate America, and I enjoyed what I was doing, and I just had my second child, but the agency I was working for also went through bankruptcy right at this time. We had expanded, we were growing, and we had kind of combined with a few other agencies and kind of became this little conglomerate, and it just eroded just as quickly as it grew.   I remember again, just sitting there and I've got some real estate. I've got a little bit of cashflow, but not enough to pay all my bills. New baby. And I just realized this real estate thing is working, but the exact strategy I'm employing doesn't allow me to insulate myself from these economic changes and shifts. So I had to change my strategy and that led me to syndication. Since then, we've acquired over $150 million worth of apartments.   We've partnered with busy professionals to buy these properties and give them some passive income. And that's what we've been doing ever since.   Jason Hull (04:50) Got it. So your area of genius really is helping these people that were similar to you, they're in the corporate environment transition into being an investor in real estate.   John Casmon (05:01) Yeah, exactly. And I would say too, it doesn't have to be you're going to quit your job and do this full time. And in fact, most people don't, you know, but most people do want a little bit more control over their life. You want a little bit more flexibility. You want to earn and start building up, you know, your net worth. You want to have a little bit more liquidity. You have to look at your investments to say, what should you be doing? I think most people know that their 401k, their, you know, company issued life insurance.   probably not enough to really get you on the fast track to retirement. So what else could you do? Certainly you can invest in the stock market. Lots of folks do that. But real estate is a proven vehicle. The challenge is, I don't know anyone who really wants to be a landlord, right? ⁓ Certainly you want the benefits of real estate investing, but very few of us want to get those 2 a.m. phone calls. So the shortcut there is, ⁓ hire a property manager. Great solution. But now you have to be able to manage   property managers, right, which is this whole other business. And if you don't have enough scale, then it's hard to get that person really focused on your business. So we offer an alternative, right? You get all the benefits of real estate investing, all the ownership perks without any of the headaches of being the landlord yourself. So it really is a great marriage of being in real estate without having to do the heavy lifting yourself.   Jason Hull (06:15) Okay.   Okay, so ⁓ the target audience of this show are property managers. So if they're not gonna use property managers, then what's the alternative? How does this work?   John Casmon (06:29) Well,   first of all, what we do is not always for that individual. So I think that's the key, right? You've got to understand who you are from a psychological standpoint. So when it comes to investors, there's two types of investors. One wants control, right? They're not willing to be passive. And some people think they want to be passive until they're in a passive situation and then they're calling and they want to know why you did this and why you did that and how come you did do that. That's not a passive investor. And that's fun.   Jason Hull (06:45) Yeah.   Yeah, they're anxious. Yeah. Yeah.   John Casmon (06:58) And   if that's you, you should be active, right? And you should work with a property manager, but you also want to work with the property manager who is going to be right for you, right? Because sometimes that is not how they operate. So you want to understand that. And that's a process to understand who you are as an investor, what kind of investment strategy fits you and what's going to be right there. When it comes to property managers, though, I think there are a couple of things. And as a matter of fact, we just left out of meeting with   property management company yesterday. They have 2000 units. We talked about some other services that we offer. And one of things that stood out to me was just understanding some of the challenges that property managers face. And one of them is property managers are really in a position to think like everyone. They're supposed to think like an investor. They're supposed to understand maintenance and kind of the construction arm enough to understand what needs to happen at a property. But they are really little CEOs, right? Because for   Our stuff, the large apartment stuff, those are typically million dollar annual revenue businesses. And this person is in charge of that asset of that business. They are making the day to day decisions. They are the face for the residents, aka the customers of that business. They are the face and their experience with that individual is how they view that business. So it really is an important role. And if you're working with property managers, it's really important to understand how to find the right people.   to connect with them and have them represent your business, your brand, company in the right light.   Jason Hull (08:30) So now you left an open loop that I want to close. So you said there's two types of investors, those that want control and maybe should go find a property manager, you said. And then what's the other type?   John Casmon (08:34) Yeah.   The other type is those who don't want control and they trust someone else to handle that. And for them, there are a couple of different ways of investing. One is investing passively with a group like ours. The other is turnkey investing where again, you hire a property manager, but you really entrust them to manage the property. The only thing I would say for either one of those groups, myself included, is you want to trust but verify. Okay. You've got to do a lot of your due diligence upfront. You want to understand how they operate. You want to talk to   some of their other clients, some of their other investors, because you need to get a really good sense of what to expect. And a lot of people are great at selling themselves upfront, right? I can tell you everything you want to hear upfront. You want to know what is it like once you sign the paperwork? How often are we going to talk? How frequently am I going to get updates? And at what point am I able to weigh in and make decisions? Because if, if you are someone who wants to be more active or be heard, or you've got thoughts and opinions,   Jason Hull (09:18) yeah.   John Casmon (09:35) You want to make sure you have a voice in your investment. Otherwise you may get really disappointed or you may bring on someone who has a different perspective of what that relationship looks like and that never is going to work out.   Jason Hull (09:47) Yeah, there's a big challenge in the industry and that's that most property management companies suck. so most investors that have dealt with property management to some degree are they have some scar tissue, they've been burned a little bit. They've a lot of property managers that started their businesses that come to me for help to grow their business. They started because they were investor and they couldn't find anyone else to manage the property good enough. And that's why they started their business, but it can be a difficult business to run. so none of them start their business saying, I want to suck.   But that's kind of the default unless they get some really good support or figure some things out through a lot of trial and error. And so that's where DoorGrow comes in. We help them with that. But one of the things I coach my clients on a lot is that they need to shift into being daddy over these rental properties. They need to like tell the owner, hey, you need to trust me. And they need to be able to have a really effective business so that they can lean into that trust.   because a lot of people are anxious. They'll come to them with concerns, but generally if a property manager is good, they're much better at this investing stuff than most investors. And they're much better at coordinating maintenance. They're much better at handling leasing. And so when an owner tries to micromanage a property manager, it kind of doesn't make sense to hire somebody to manage your asset just so you can manage them to do the job. And so I think the secret is finding a really good property manager that you can   let go of control because you can trust them. And but yes, you need to verify that they can do the job that you need them to do. And so a good property manager will take ownership of it and they'll take control and they will, they'll display a lot of certainty and confidence in how they communicate and they won't allow you to micromanage them is what I've seen. So.   John Casmon (11:37) Yeah, Jason, and I'll add to it. There's a two way street there. And I think it's easy for people to say, ⁓ most property managers suck or they're not good or whatever. And listen, there's certainly a lot of challenges there. A lot of folks who are not living up to par to the standards. But I will go back to this. We ask property managers to do the work of generally like a CEO. Right. I mean, again, they're managing million dollar businesses in many cases, yet they don't have that training. They don't have that experience. They don't have the ability to navigate.   all of these various things. So part of what owners and investors need to also understand is that you play the role of asset manager. And that means giving clear direction of what success looks like so that that property manager has a framework to make decisions. It's not to micromanage those decisions, but to help them understand how their decisions impact the greater good. And part of that is like, again, just sitting down with annual goals. What are revenue goals? What are our goals on?   Occupancy, what are our goals on in a lot? And this may seem simple, but I promise you a lot of folks don't do this. And if you don't do that, then that property manager is going to default to, for instance, I'll give you a great example. I've got a property manager. She's awesome rock star. But she always gets nervous when occupancy is not at like 96 or 97 percent of this property. So she is, you she starts apologizing profusely and all I did this or done that and like.   Jason Hull (12:58) Yeah.   John Casmon (13:04) Occupancy is one of our KPIs for sure. It's important, but that is not the KPI. I am focused on my net operating income. And if we're going to push rents, the impact of that is you're going to have higher vacancy and she is not comfortable with that. And that's probably because she's used to working with owners who want that thing fully rented and they are comfortable having 100 % occupancy.   Jason Hull (13:13) Yeah.   Hmm.   Yeah.   John Casmon (13:33) if they're leaving 50 bucks, 75 bucks, whatever it is of rent on the table. And that's the part where you've got to really align with your vision versus their vision, because what they have in the back of their mind may not completely align with what you have. Or they have residents in their face who are coming into the office. They want something fixed. They want it done quickly. They want it done right. They want it done yesterday.   Jason Hull (13:49) Right.   .   John Casmon (13:59) So they've got that pressure of this person in their face. So they may go out there and spend the money or authorize the money to get spent. And maybe they're not picking the most cost effective measure. So you have that. And I'll give you one third one. A lot of times when you run into the flip side of that is maybe occupancy is low. They say, hey, we need to increase our marketing spend, right? We got to increase our marketing budget. know, ox is down to 88 or 90%. We got to spend more money. And we're not necessarily.   really zeroing in on what the specific issue or challenge is at that property. So for an owner, your job as an asset manager is to partner with them and to help them see what the options are, help them work through with some of those challenges and solutions are and partner with them to find success. It's not to micromanage them and tell them what to do, but it's really to understand the situation better and give them that perspective.   Jason Hull (14:49) Yeah, that makes a lot of sense. think, you know, one of the things I've seen is that I've noticed a lot of property managers, they make the mistake of thinking that the goal or the product that people want to buy from them is property management. But investors don't wake up in the morning and go, man, I'm so excited to get property management today. The thing that they want. And so the way I describe it to them as they say, property management is like the flight to Hawaii. It's not Hawaii.   and you're trying to sell the flight. That's not the exciting part. You need to figure out what the investor wants, what their goal is. Where do they want to go? What's Hawaii for them, right? What's paradise? And then how do we optimize for that? And how do we help them create a path for that? Because the actual product that a property manager is selling is not what they do. It's not property management. The actual product is them. It's them and their values and their belief system and how they create trust and the team they build and the system and mechanism they build around them.   That's the actual product the property manager is selling. so a lot of property managers make that mistake. They sit there and talk to you about maintenance coordination and leasing and inspections. And meanwhile, you're just wondering as an investor, can I even trust this person? Like do our values align? Yeah. So I don't know what your thoughts are on that, but.   John Casmon (16:11) I think you're spot on, right? Because, I mean, ultimately, as an investor, you are only as good as the team you can build. And that property manager is in charge of the day-to-day aspects of the business. especially when you, you know, I've heard horror stories of folks who have done like turnkey investing, right? Where the property manager, someone owns it, they buy it, they fix it up, and then they rent it back to...   an investor. And I've heard horror stories where that property was not being well managed. And that's the fear. If you're not in that marketing, you can't come and see it. So if you got an out of town investor, you really are trusting that property manager. So that is the most important thing, right? Everything else are tactical, daily situational things that can change. But it comes down to do I have the right people, people that I can trust, people who are going to make the right decision based on the information they have.   because they may not know what I know or maybe something shifted and changed where they would have made a different decision. We can't, you know, ache on that. It really comes down to are they doing their best? Are they making good decisions? If they're not making good decisions, is it because they didn't have the correct information, which again, could fall back on you as the investor to say, hey, are they aware of what your goals are? Are they aware of maybe this situation, these tools, these resources, whatever it is? And that's on you to sit and collaborate.   But trust is absolutely paramount because at end of the day, the thing that I think most of us are concerned with is who we partner with. And there's a great book I'm reading right now. And it gets into decision making and the fear of decision making for most of us and why deals stall. Why didn't you hire somebody? Why didn't you, you know, go with the vendor or go with the contractor or with the company? And the biggest thing is we are scared of making the wrong choice. All of us in decision and no action.   Jason Hull (17:43) Absolutely.   John Casmon (18:04) is better than the wrong action for many people because they once they take action. Well, now they're blaming themselves because you didn't pick the right person. Why did you hire that guy? You should have like now this starts to go on in their head versus doing nothing. Well, at least it's you know, it's not going to get worse, you know, it will in lot of cases get worse. So for a lot of people, that is the scariest thing. So if you can take that fear off the table as far as being the right person or being someone who is trustworthy.   Jason Hull (18:07) Right, yeah.   John Casmon (18:32) everything else gets easier. So if you can do that, that's, you know, the best thing you can do as an investor or as a property manager.   Jason Hull (18:38) Yeah, I agree. think one of things that I talk about a lot is that clarity has to come before action because if you don't have clarity and you start taking a bunch of action, doing stuff, every action you take is a little bit wrong. Sometimes it's a lot wrong. so, yeah, we need to get that clarity first before we start ⁓ making moves. And you talked about, I love the example of your property manager that is trying to   optimize maybe for the wrong thing. They're like, want to optimize to the, making sure their vacancy is super low. But that might not be the goal. That's not the primary goal. The goal is money, you know, and there's a really good book is by Elihu Goldratt. It's a good book for operations people, but it's called The Goal. And spoiler alert, the guy's trying to figure out the goal through this whole book, the story and it's money. That's the secret. The goal is the of the business, should be making making money.   And what happens in this book is that people are over optimizing individual pieces in this flow at this warehouse. And it's actually not helping to make money. It's causing more constraint. And so if we over optimize at one stage, it actually creates waste, bloat, inventory, additional work for the next stage. And so sometimes the best thing certain departments can do is slow down and do less in order to get the outcome to be maximized outcome.   And there's some really great examples in that that I think are really powerful. But I think the if you're optimizing for the wrong thing, then you're not making it effective. So you want to make sure you're optimizing for the right thing. Otherwise. ensues. You get mad at somebody, but nobody understood what the goal was. And so I think, yeah, getting a greed upon set of criteria of what what the outcome is and asking the property manager, can you help me achieve this?   And they know, they know if they know what the problem is, usually they can, they know how to help you get whatever goal that you have. And they know whether your goal is probably realistic or not, because they've helped probably a lot of people do this similarly. And so, but yeah, I think it's very important. Make sure you know, where's Hawaii and maybe property management is the vehicle. Now you had mentioned like, I'm really curious about this idea of, you know, maybe creating syndications.   Some property managers are now starting to think, maybe I should create a syndication. What's your criteria for, what's a good syndication and what are some of the, I'd be really curious to get into if some of the property managers listening were wanting to do kind of a little bit of what you do, how they might be able to get started in that. Like what are the beginning steps to make sure they don't make the mistakes you probably already figured out in the beginning?   John Casmon (21:27) Well, I think the first thing is, you really want to get into it? Right. Because for a lot of people, you got to understand it's a different business. Now you're not talking about real estate investing. You're not talking about property management. You're really talking more about, you know, investment management. You're talking about bringing on private investors who are looking for a return. That is communication skills. That's building up a network and a database of   Jason Hull (21:35) Mm-hmm.   Right, returns.   John Casmon (21:54) prospective investors, it's understanding the return projections that they're looking for. And it's really kind of managing the investor expectations, not necessarily the investment. And to give you a great example here, I had a deal where the investment went great, but it was slightly lower than what we initially projected. And I had an investor who was upset.   Jason Hull (22:07) Yeah.   Yeah.   John Casmon (22:23) about that. And we had communicated all throughout the entire process where things sat and he wasn't too upset, but he still made it a point to let me know, hey, well, this is less than what you initially thought. And that's challenging because the market shifts, right? Anybody who's bought properties in 2022 and beyond knows the market has shifted drastically over the last three or four years. So those projections made in a 2021-22 environment   Have a hard time standing up in a 25 26 environment We still make good money on that deals double-digit returns for investors ⁓ But you know there was that that was that feedback I got from one of the investors conversely We just exited deal a couple months ago, and we completely exceeded our return projections You know we delivered on a almost a 2.7 equity multiple Hit all you know mid 20s on the IRR completely unheard of stuff in this environment   And I have one investor call me and say, hey, John, I just checked my account. Is this right? And I'm like, yeah, it's it's right, man. He's like, my gosh, you guys killed it, man. my. Like, this is amazing. And it's great to hear. But again, that is separate from the investment. Right. Happy to manage the investor expectations and concerns. But that was an up and down investment where we had, you know, a moment where we actually had to put some of our general partner capital into the deal to keep it going.   Jason Hull (23:27) Yeah.   Yeah.   John Casmon (23:48) We have floating rate debt. had to refinance out of that. And we had to kind of rush to do that before rates started to go crazy. We had moments where our construction or renovation costs were much higher than we anticipated. So there are a lot of things that we had to navigate. And I think what happens for a lot of operators, a lot of people who get into syndication, they know the real estate and want to do the real estate, but they do not understand the perspective of the investor. And when you don't communicate to investors on a frequent basis and a clear, transparent nature,   Jason Hull (24:19) Yeah. Yeah.   John Casmon (24:19) They fill in the blanks and   the first concern every investor has and they won't say it. Most of time they don't say it, but I promise you they're thinking it after they make that investment. my gosh, did I make a mistake? Am I going to lose money? Is this person going to run off? Is this going to be some sort of fraudulent thing? Is this deal going to fail? These are all that we're wired like that. This is caveman stuff, right? We're wired to protect ourselves.   Jason Hull (24:36) Hmm.   Right.   John Casmon (24:45) And when you make an investment, and by the way, our investments are typically $50,000 and up, right? So these are not small investments. So when you make that investment, people start to second guess that decision. So my job when it comes to this side of the business is to keep them grounded that, hey, you've done your research, you've made an informed decision, you've picked a good partner, we've done this before. ⁓   Jason Hull (24:50) Yeah. Right.   John Casmon (25:13) And it's really to make sure that they feel comfortable with that decision. It has nothing to do with the investment, right? The investment itself, we got to go out there and execute. But that investor psyche is a completely different game. So first thing I would tell any of your property managers when they get into this business is understand, do you actually like people? Do you want to manage investors? Are you comfortable managing people's money? ⁓ And then beyond that, you have to do it the legal way. There are a lot of regulations around accepting capital from other people.   Jason Hull (25:31) you   John Casmon (25:42) So you can do it as a joint venture. The more common way of doing it, the more accepted way of doing this is by doing a formal syndication, which requires you to file SEC documentations. ⁓ know, there's regulation D and regulation A and there's some couple others, but typically it's going to be reg D 506 B or 506 C filing, which basically is the the structure that allows you to offer ⁓ passive investment opportunity or a security to investors. So again, for some people,   It's overwhelming. they're like, nope, never mind. But for some people, they love it. They want to get into it and they can learn more about that process.   Jason Hull (26:19) Got it. Yeah. I think I love your idea that it's more about managing expectations rather than the investments. And I think, I think that's good advice for all the property managers listing. This is something we spend a lot of time coaching clients on because they think their job is to manage properties. But really, if they're not strong in managing expectations and managing the relationship, it's 10 times to 100 times harder to manage the properties.   their operational costs go through the roof because owners are getting anxious. They're asking more questions. They're getting all these interruptions and calls, tenants, owners constantly. And if they had just managed the relationship and expectations and set strong boundaries at the outset, everybody would feel calmer. And I think really for business owners, I think the thing that really stood out to me that I've been focused on, and this is I've done some personal coaching and this is just nervous system regulation.   If you can, and John, seem like you're pretty chill and pretty calm and I'm sure the investor feel safe with you, which is why you've had success. If you are a person that is anxious and you're running around like a chicken with your head cut off, you're going to have, you're going to struggle in leading anybody, especially in relationships to your spouse and like everybody else. so having a calm, regulated nervous system allows your investors.   to entrain to your nervous system and to feel safer and to calm down. And that's not something you can pretend or you can just fake. You have to be that and they can sense and they can feel that it'll come across in your tone and in your body language and how you communicate. But if you can make sure that you're in that space and that you're able to regulate your own system, you're able to stay calm when other people are coming at you.   and other people are angry and other people are emotionally heightened. And you recognize this isn't really you. It's just that's them. And you can maintain that calm. You will be able to create a lot more safety. And that's really what people want to buy. Most people out there, their primary basic need is safety and security. Most people. That's why they aren't entrepreneurs. That's why they don't go start jobs. That's why they aren't like you and me. And if you're a property management business owner listening to this,   Most people are not like you. They want safety and security. That's why they get a property manager. They want peace of mind. And so, and I'm sure investors in a syndication, they also want some peace of mind because this is a big chunk of change.   John Casmon (28:55) They do. And I will say to most of the property managers I come across thrive in chaos. Right. They're used to stuff getting thrown at them. Right. And when you talk to them and get to know them, you learn very quickly. They like it. They do. They like the fact that they don't know what the day is going to bring. It could be a. Yeah, yeah. Could be a tenant coming with some crazy issue. It could be something from it's never boring and they thrive in it. However.   Jason Hull (29:00) Yeah.   Yeah.   They like the variety and unique challenges that property management brings, for sure.   It's never boring.   John Casmon (29:25) What happens then if you if they're going to look to work with investors and particularly raise capital and kind of do their own syndications, they have to understand that while they may thrive in chaos and uncertainty, most other people want organization. You want everything you said right. You want to have the calmness. You are looking for a captain to steer the ship. And for that part of the personality, they're going to have to tap into a different side of it to demonstrate how they handle chaos.   Jason Hull (29:37) Hmm.   Yeah.   Yeah.   John Casmon (29:54) not that they are chaotic. And I think what happens a lot of times when you're working with property managers is that they don't project that level of control. It just feels like they're reacting. So part of it is that, and they're really, really good ones. The ones who make it to that next level who are the regional managers and get those promotions, well, that's what they do. They manage the chaos and they manage up. They do a great job of telling the owners,   Jason Hull (30:06) Yeah.   Mm.   John Casmon (30:23) the leadership, whoever they need to talk to, they're telling them, hey, here's how here's our process. Here's how we're managing the situation. Here's what's going on. Here's what we're into. Hey, we had a water main burst here. Here's we bought. call three companies. We've got three quotes, but it's calm, right? It can be the worst. I'll give you a real example, right? At a fire, one of my properties and I was going to meet a property manager and I just happened to have a meeting with her that day at the property. She called me.   I was literally about to get in the car. She called me and said, Hey, I just want to let you know we've got a fire going on at the property. I'm not sure if you still want to meet. You're happy to come. We already have, you know, the fire department's here. They're they're putting the fire out right now. We already have another company that's coming in. They're going to walk through the damages once this is kind of settled. And I've already talked to the residents. Residents are good. We've got them hotels for the evening. We've checked with insurance. This is covered in your policy. So they're good to go. So you're happy to come down and talk and all of that if you want to.   Or we can let things settle down and maybe we can meet next week. This is a fire, right? This is like a scary situation. She called me.   Jason Hull (31:26) Right. A literal fire. Yeah. And there's plenty of fires   in managing properties. The literal ones.   John Casmon (31:33) Her calmness, she was so calm. Not only was   she calm, she had handled 90 % of it, right? It was the stuff you could handle in the moment. She handled it. So was like, hey, I don't think it makes sense for me to because I'm probably just going to add more anxiety to the situation at this point, right? It seems like you've got it under control. Why don't we let things settle, literally let the dust settle? And then once it's there, I'll come down. We can assess the damages, figure out what else needs to happen, what other next steps need to take place, right?   Jason Hull (31:41) Yeah? huh.   question. Yeah.   John Casmon (32:03) but had it handled like a rock star. Now, a lot of other folks would have saw the flames, called immediately, my God, there's a fire. ⁓ my God, what are we gonna do? So now you freaking out, everyone's freaking out, no one's controlling the situation, right? So now everyone's mind is just spinning and going. it does really take, kind of go back to where we started the conversation, that mindset of someone who was the boss, who was leading.   Jason Hull (32:05) Yeah, I love that.   Yeah. Freaking out. Yeah.   Hmm. Yeah.   John Casmon (32:32) who is going to take charge, even though it's not their property, they're going to take charge. Here's what needs to happen next. Maybe you have an emergency response plan already put in place, but you have these things already scheduled and ready to go. So when they happen, you're not shocked. You're not surprised. You're not asking questions that maybe you should have figured out upfront. And that's what a great property manager does. And if you convey that to owners, you're going to stand out above and beyond your competition because most people cannot convey that level of control, the level of   planning and the level of expertise that it takes to truly and effectively manage properties from the front, being proactive as opposed to just reacting to whatever the issue of the day is.   Jason Hull (33:13) Got it, okay. So ⁓ I'm reading, I just read, well, I didn't just read. I read in the past a really great book called Extreme Ownership. Really good book. Yeah, phenomenal book. ⁓ I'm going through their newer book, which I think is even better, called The Dichotomy of Leadership. leadership is what we're talking about right now, is that that,   John Casmon (33:23) Yeah, I think I got it like right here. It is right there.   Absolutely.   Jason Hull (33:38) creates a huge impact and there's a lot of misunderstandings of what leadership is, like it's control or it's being aggressive or, but yeah, it's really that calm presence of letting people know I've got it. Like we can take care of this. We've got a plan and staying regulated and calm. So I love that. ⁓ have a, so another question I have is how can the property managers listen to this? How could they maybe target or partner   with, if possible, syndications like you, like people that are doing what you're doing. Is there a chance that they could be a resource or do most syndications just in-house and do, they are a property management business?   John Casmon (34:19) No, no, most ⁓ most that I know work with third party manager companies. So I would say first and foremost, if you and syndications, I mean, it sounds like a big, huge, fancy word. But I mean, honestly, anytime you work with passive investors is technically a syndication. So it really comes down to figuring out who is looking for third party management and whether or not it's technically a syndication or not is really irrelevant. You want someone who is going to be managing or owning the property.   Jason Hull (34:24) Okay.   Yeah.   John Casmon (34:49) They want third party, but you have to understand their plan, going back to understanding the goals, right? Most syndications are looking to sell in a three to seven year timeframe, typically five to seven years. Most buy and hold owners have not decided or have not identified their exit strategy. So that's probably the biggest difference is when you have, let's just call it an individual investor or maybe it's a   Jason Hull (35:01) Okay.   Right.   John Casmon (35:17) a family or whatever that's buying and they want a third party manager, they don't know the exit. They haven't predetermined that they're going to sell in five years. So they are buying and holding it. And that goes back to the the I think the separation of understanding the objective, because for that person, having a full property is great. It means they're maximizing the revenue potential today. When you are syndicating.   most syndicators already assume 5 % vacancy. That's that's in everyone's underwriting. So you being at 100, they won't even give you credit banks don't even give you credit for it. So all of these things are already assumed. So for us to be above that is actually a miss, because it means we're not being as aggressive on the rent. So just understanding the mindset of a syndicator, which is they are looking to sell typically they're looking to double their money over a five or six year period. So how can you create value?   And that's something most property managers don't fully understand. But I would sit and I would talk to that syndicator. And if you want to be a syndicator or partners, not just be a third party vendor, but you actually want a partner, which we have seen a lot of folks look to do. You want to figure out how you can bring value to the table, because now we are aligning your interest with that syndicators interest. And now you've got a great partnership.   because every syndicator is going to need property management and they're going to need construction management to drive value. So if they can bring those people in as partners, that's a great opportunity for you. And if you're a property manager, you may have phenomenal relationships. You may already have contractor or the vendor partners that you trust in that marketplace. And if you could then take that and get a slice of the equity, that makes you very valuable for both sides.   Jason Hull (37:08) Do syndications, do they also need investors in capital or do most of them have that, are they really good at that? Okay.   John Casmon (37:15) Absolutely. Yeah. Yeah. Yeah.   mean, I mean, syndication at its core really just comes down to the need of capital. If someone had the capital themselves, they would probably just buy it directly and not go through the process of syndication. Because the syndication is literally just raising the money from passive investors. And in that scenario, again, being able to manage that, manage the communication, ⁓ that's really what a syndication truly is.   Jason Hull (37:42) So a really good property management partner could bring property management, some of the construction elements and investors and capital to the table. So it could be a nice little.   John Casmon (37:51) That would be amazing.   I'll be honest, man. That's because I don't want your listeners sitting here like, oh, I don't have one of those. I don't know if I've ever met one that had all of those. If you do have all of them, yes, you should consider syndicating yourself because you got all the pieces to the puzzle. Typically, what happens is a property manager has the property managers. I'll give you a great example. I got a 54 unit down in North Carolina. OK, so I came in as a key principal. I've got a.   Jason Hull (38:03) Okay.   Okay.   John Casmon (38:20) to my coaching clients. It's his property that he found. He asked me to come help him with the loan, which I did. One of the members, one of the partners is the property manager. So that's kind of their role to the table is they're managing the property. That's what they kind of came on. They had a couple of relationships, but their main role is the asset and property management side of it. So that's a great way to come to the table. But. Just like anything else in business.   Jason Hull (38:33) Mm-hmm.   John Casmon (38:49) It's very hard to find someone who checks every single box. I mean, that's like finding the marketer who's a CMO, who's also the CFO, who's also the COO, who's also the chief of human resource. very like no one, people don't really have like top notch excellent skills at every single one of those, right? Like you might be great at business, great at sales, great at marketing. You're probably terrible at finance, right? Like you just, you just forget to do your expense report type person, right? So it's hard to find someone who's   checks all those boxes. And I think typically when comes to property management, you want someone who's great with people, can resolve issues, but also has to be somewhat, you know, sufficient when it comes to the numbers, tracking all the data, tracking all the, you know, the rent roll, the leases, the income and expense statements, things like that. So usually they're not going to do every single box. But again, if you can find someone or that's where partnerships make sense.   Jason Hull (39:24) Mm-hmm.   John Casmon (39:43) If you've got that awesome. And again, I'm not saying a company doesn't have that. I'm just saying a single individual doesn't, which is why it's great to partner. If you can find someone who maybe brings a set of skills that you don't have, whether they're joining you in your property management business or they're partnering up where you're bringing your property management skills to the table with their investing or their networking skills, that makes for a good partnership.   Jason Hull (39:43) Mm-hmm.   Yeah, I got it. Well, we've got several clients, you know, all over the U S that are really good at property management. They're really good at handling the maintenance stuff and they obviously have a pool of investors as clients and, and, know, and they know that they can't do everything. So we coach them in making sure that they would do time studies. They figure out which, what their purpose is. We start to align them towards more fulfillment, more freedom, more contribution and more support in their business.   John Casmon (40:32) Yeah.   Jason Hull (40:38) And they start to build the right team. So they're getting operators, they're getting BDMs, they're getting the things they're not like strong in. And so we just make healthier businesses. So for those of maybe my clients listening that have healthy property management companies. And, but they don't want to do syndication. They're just like, man, that's a whole nother business. If I stay in my lane, I can grow that faster. How do they find syndicates? Like, how do they find people like you? Cause you've got a lot of properties connected to you.   and they would probably love to chat with somebody like you. Where do you syndicate people hang out? What's the title? Who runs a syndicate? What are they called? Do they have a specific title?   John Casmon (41:15) You   Yeah.   Yeah, great. Great question. Multifamily syndicator is is kind of the name just syndicator. We're all over. So I've got a podcast called Multifamily Insights. I interview like minded individuals. I've been doing that for a long time. We've done our seven hundred and seventy plus episode. So lots of people, lots of syndicators there. Definitely conferences. So if you look up any multifamily conference in your city.   Jason Hull (41:25) Okay.   Nice.   Okay.   John Casmon (41:46) meetups, lot of meetups in different cities as well. Those are great places to find syndicators. I think the biggest thing though is this.   Figure out who your avatar is. Because while we're talking about syndicators, ultimately, if you want to scale your property management business, I presume you're trying to scale with folks who are looking for third party management and the best option for that. OK, and let me back up. had one of the guests out of a podcast some years back, ⁓ Ashley Wilson. Love Ashley. As you said, something really changed when I thought about the business.   And she said the best way to find any vendor, any vendor is to figure out who relies on that vendor next and ask them for referral. So if you think about it, if you want a great drywall person, ask a painter. A painter is going to know who's great at drywall because they're going to know who makes their job easy and they can come in and just start painting versus a drywall guy who maybe doesn't, you know, you know.   Jason Hull (42:38) I like it.   John Casmon (42:55) mud the drywall properly or doesn't sand it down. So they got to do all this extra work before they start their process. Right. So a painter is going to know a great drywall guy. And in this case, it's really hard on ⁓ the property manager because you guys are the ones who do the work. But if you are looking for syndicators, OK, well syndicators, person who buys the deal. Well, who sells the deal? A broker. Find brokers. Go to a broker, commercial multifamily broker and ask them, hey,   Jason Hull (43:01) I love this.   Yeah.   John Casmon (43:25) Do you know some groups or you have properties that you're going to list? Here are the kind of deals we want to do now on the flip side of that. You got to be good at your job, right? You got to sell yourself and share what you do. So if you've got a great track record, a great resume, showcase that, bring that broker through and let them know, hey, we're looking to scale our property management business here. Here are the kind of assets that we want to manage. If you come across any of these that you're going to list, would you mind keeping our main name out there or referring us or giving us introductions to any of those buyers?   Jason Hull (43:53) Yeah.   John Casmon (43:54) so that we can throw our hat in the running to manage these properties. That's a phenomenal way to do that. And it allows you to shine and expand your relationships in your core networks and in your core markets.   Jason Hull (44:06) Brilliant. think I love the, I love Ashley's idea that you shared, you know, the drywall. Yeah. The painters, like they don't want to be painting over a crappy drywall. They're like, this is a mess. Like this doesn't even look good in my job. Now I'm going to look bad. Yeah. So the brokers know who maybe those best syndicators are. And so they could just go to the brokers and say, Hey, who's, who's doing deals like this? Who who's got things going on? Like who could you connect me with?   And I avoid maybe.   John Casmon (44:36) And on top of that, keep in mind, too, like what   are the times when? Yeah, but think about to like when is a property hiring or bringing on a new property manager? Right. So it's either a current owners firing the existing property manager or the property is being sold. Right. So, I mean, if you can get in during that transition phase, that's going to help you tremendously. And if even if they're firing their existing property manager, you can think through, OK, how do I?   Jason Hull (44:51) Yeah. Yeah.   John Casmon (45:06) work myself and get my name out there. And a lot of times, again, you're going to ask, right? You're going to ask other investors. If I were going through that process, I'm going to call my buddies into space, right? And say, hey, man, having a hard time, my current PM is not working out or we're not hitting our objectives, looking at some other options. Do you have any experience with these guys? What do you know about these guys? Or do you have anybody you could recommend? It's word of mouth, right? So that's what's going to start happening as well. So you kind of have to get out there and network and let folks know who you are, what you do. But you want to be someone who   people can say, yeah, these guys are amazing. You know, they, they only had an eight unit, but they crushed my eight unit for me. I'm sure they kill your 25 unit or your 50 unit. And you've got to start building that rapport and building your reputation in your market.   Jason Hull (45:44) Yeah.   Nice. This is good advice, my friend. So, cool. For those that maybe are investors listening to this show, ⁓ I'd love to hear a little bit about what you do, how you do run your syndication, and how they can ⁓ make things more passive, if that's what they're looking   John Casmon (46:08) Yeah, man. So there are lots of different ways to get in. If you are looking to be more passive, ⁓ high level, here's how it works. OK, so first and foremost, me and my team would go out. We look for the deals. We focus on a really tight radius. So we're in Cincinnati. We like Cincinnati, Columbus, Louisville, Kentucky. Really a two hour radius of the Cincinnati market is where we focus. And right now we actually think there's more opportunities locally. So we're really honed in on Cincinnati right now. But we focus on that once we find a deal.   We reach out to folks in our network. So we have folks in our investor list. ⁓ Once they're on our list, we kind of have a quick vetting process and then we can share opportunities with them. Once they see that opportunity, they get a chance to review it. We like to have a webinar where we answer any questions about the deal. I think for new investors, it's a great way to learn because we have a lot of experienced investors who ask very intelligent, thoughtful questions that   Many first time investors probably would not even think of. And that's a great way to learn, right? And ultimately when it comes to this space, it's really about education. know, it's educating yourself, understanding how you think about risk, how you mitigate risk in your investment choices. And those webinars are a great chance for you to learn about that the first time. Once you've done that, you can go ahead and fill out our official paperwork with our SEC documents.   Jason Hull (47:30) Mm-hmm.   John Casmon (47:30) And then   once you're through there, you can make the investment. But the first thing is just to get on our list, you can have access to the deals. And before you do that, we've actually put together a guide that can help people because I found that when I have these calls, people don't ask great questions. Sometimes they do. But I want to make sure that you are informed and well educated because this is a big investment. You know, this is not a 599 thing. And if it doesn't work out, OK, well, I just wasted six bucks. No.   Jason Hull (47:54) .   John Casmon (47:59) We're asking you to make a pretty large investment, whether it's with us or with others. If that's what you're looking to do, I want to make sure you're well informed. So we put together a guide. It's seven questions you must ask before investing in apartments. You can get that on our website. It's casmancapital.com slash seven questions, but it gets into questions around the market itself, the operating team, what you should be looking for, the deal. What is the story of this property? What's the business plan? And it helps you identify different levels of risk because the reality is   Anything can work, but you want to mitigate risk as much as possible, particularly when you're a passive investor, because you are basically saying, I'm trusting these people to find the right deal and execute. And you want to make sure that you are finding and identifying the right individuals who have a proven track record doing the thing that they are asking to do. When I hear about people losing money in real estate. At least 50, if not 70 % of the time.   Jason Hull (48:35) Hmm.   John Casmon (48:57) It is someone doing something for the first time. It is the first time in the market, first time doing this kind of deal, first time doing this kind of business plan. And. I can't tell you how frustrating it is because it's a big red flag, and it's not to say they can't do it and can't have success. But if it's your first time, I want to see how you're mitigating that right. You want to partner with someone who does have the experience you want. Like there are lot of things that you can do to put the odds in your favor. And when you're a passive investor.   Jason Hull (48:59) Mm, yeah.   John Casmon (49:26) It is not your job to hope. Your job is to analyze the information in front of you and make an informed decision. So this guide can help you do that.   Jason Hull (49:34) Yeah, love it. I'm going to run a quick word from our sponsor real quick. Our sponsor for this episode is Vendero. And many of you tell me that property management maintenance is probably the least enjoyable part of being a property manager and definitely the most time consuming. But what if you could cut that workload by up to 85 percent? That's exactly what Vendero has achieved. So they leverage cutting edge AI technology to handle nearly all your maintenance tasks from initiating work orders.   Troubleshooting, coordinating with vendors and reporting. This AI doesn't just automate, it becomes your ideal employee. Learning your preferences, executing tasks flawlessly and never needing a day off and never quitting. This frees you up to focus on the critical tasks that really move the needle for your business, whether that's refining operations, expanding your portfolio or even just taking a well-deserved break. Don't let maintenance drag you down. Step up your property management game with Vendero. Visit vendero.ai slash door grow today and make this the last maintenance hire you'll ever need.   All right, so John, this is super helpful. love you've got your list. ⁓ You got your webinar, you've got your guide. I would recommend property managers listening to this. If they're curious about the world of syndication, that they start getting into your stuff and seeing how an expert like you is doing this and maybe even get involved in some of the deals with you or something might be a good idea. And they can kind of get a feel for how this works. And then maybe they'll say, I don't want to do what John does.   And I'll just find people that do, but they'll at least understand how they could partner with people like that. then, or they may decide, you know what? John's clever, but I'm clever too. I might be able to figure out how to do this too. And maybe they'll do it too. And, but I think there's a solid opportunity for property managers that want to be in the multifamily space and do multifamily management to find third party people that are doing these syndication deals. They need good property managers and property managers want more doors and they want to grow.   And if you don't, because your business sucks and it's uncomfortable, then reach out to me. I'll help you out. We'll get you dialed in. But ⁓ John, what else would you say to the investors that are maybe they're familiar with this and they've done some real estate investing and they've worked with some syndications ⁓ and they get on your list to do the webinar. What would you say to them next?   John Casmon (51:56) Yeah, I think the biggest thing is understand what you're looking for. You know, I think one of the biggest challenges for investors is when you can't pull the trigger, it's typically because you haven't figured out what you're solving for. Are you looking for passive income? So you're just looking for a cash flow? Are you looking for long term wealth appreciation? Are you looking for tax benefits and to reduce kind of your tax liability? Do just want to diversify? Maybe you got feel like you have too much in a stock market, just like we put something somewhere else. So.   Figure out what you're actually solving for. Understand your risk tolerance, you know, because every deal is different. In our case, we do value add B class deals. That's a fancy way of just saying we like properties that already making money that are solid, solid tenant based. Think of when I say B class, I'm thinking of all stuff that was built maybe 30 years ago, maybe 40, maybe 20 years ago. Stuff that.   your teachers, your firefighters, your police officers, places where they might rent. So desirable locations, not luxury, not super high end, not, you know, super courts, everything. ⁓ But, you know, places that you would want your kid, your kid was in college, places you would be fine with your kid living, right? So you're thinking about that stuff. That's, you know, I don't say affordable stuff. That's not crazy price. So that's kind of what we focus on.   Jason Hull (53:15) So would   that be like, is that how you find the best markets then?   John Casmon (53:21) That's part of it. That's our strategy. There are different strategies that people utilize. I have found for us that is a sweet spot where we can take those kind of assets, modernize them and create value for potential renters. Some people like to focus only on they call it core plus right where they're buying newer stuff, stuff built five years ago or three years ago. And maybe it was, you know, leased up and they're just going to go in and hold it longer. You'll find other ways to add more money through amenities.   Jason Hull (53:35) Okay.   John Casmon (53:50) So some people do that strategy. Some people like older properties where they're buying more distressed or much older properties and are trying to fully renovate them and bring them up. There are strategies out there, something like new construction, stuff that doesn't exist. They want to build from the ground up. So it really comes down to you. Every investing strategy has a different level of risk. This has nothing to with real estate, right? This is investing in general. you're buying, you know, know, value stocks versus growth stocks versus Internet, it's the same stuff, right?   So you just have to figure out your level of risk. We like value at B-class multifamily deals. Once you understand your level of risk and balance that with your return expectations or projections, that's when you can figure out which investments actually make sense. You know, I have some folks who they like to invest in what we call trophy assets. And...   They may not know that right away, but when you send them a couple of deals and they look at the property like, ⁓ it's okay. They want something. They want something they can brag about. They want to drive you by like, see that building over there? That's me. And if that's fine, if that's what you want, understand what comes with that, right? That's going to be a lower term, right? Because these are, there's not much value to create, right? You've got a brand new property. It's A class, rents are $2,500. There's not a whole lot you can do there. And because of that,   Jason Hull (54:49) Yeah, they don't want to show that off. Look what I'm connecting.   OK, right.   Thank   Yeah.   John Casmon (55:13) There's not as much risk. So you're going to get less return because there's less risk. That's fun. Some people want to maximize their return, right? Hey, I don't need this money. I want to let it ride for 20 years. So they might want to do new construction or they might want to do a deep discount, highly distressed vacant property that needs, you know, $50,000 per unit to renovate it and turn around because the upside is there. So it just depends on that investor and your level of risk. Right. And most of us fall somewhere in the middle.   Jason Hull (55:27) Thank   John Casmon (55:43) which is kind of our strategy. figure out your level of risk tolerance, what you're looking for. And sometimes you don't know until you start looking at a Because you might think you're a cashflow person until I show you what cash flows. And you're like, oh, no, I don't want to be in that de

Send a textIn this episode of Marketing Espresso, I'm joined again by the brilliant and completely addictive-to-talk-to Quinn Palmer. This conversation picks up right where we left off, diving deeper into a shift we're both seeing across Australia and beyond: people are craving real human connection again. After years of tech reliance, remote everything and a pandemic that had most of us glued to our phones while drinking wine on a Tuesday, something has changed.Quinn describes it as history repeating itself. After every major rise in technology, we eventually swing back to wanting to be around actual humans. And we're seeing it everywhere — sold out in-person events, social clubs popping up, dating events overflowing, run clubs thriving and communities rebuilding themselves from the ground up. It's a movement, and for marketers, it's a sign.Networking is no longer the old-school corporate handshake or a race to collect business cards. It's becoming friend-making, connection-building and community-led growth. Quinn talks about how much more powerful networking becomes when you stop approaching it with an agenda and start showing up like a human being. Because the truth is, people buy from people. If you want real brand loyalty and trust, there's nothing more effective than genuine conversations.We discuss why the old KPI-driven, transactional networking style doesn't work anymore, and how approaching events with curiosity — not desperation — completely changes your outcomes. Quinn also shares stories about relationships that turned into opportunities years later, reminding us that the impact of networking isn't always instant. Sometimes it's three months later. Sometimes it's three years. And sometimes, it's simply the ripple effect of being someone memorable to talk to.The biggest theme that shows up again and again in this chat is that networking sits at the very foundation of your entire marketing ecosystem. It's not an optional extra. It's not a “nice to have”. It's where brand reputation, partnerships, referrals and long-term trust are built. As Quinn says beautifully, if marketing is about people, then you need to actually start with the people.DOWNLOAD MY CONTENT PLANNER - https://becchappell.com.au/content-planner/Instagram @bec_chappellLinkedIn – Bec Chappell If you're ready to work together, I'm ready to work with you and your team.How to work with me:1. Marketing foundations and strategy consultation 2. Marketing Coaching/ Whispering for you a marketing leader or your team who you want to develop into marketing leaders3. Book me as a speaker or advisor for your organisation4. Get me on your podcastThis podcast has been produced and edited by Snappystreet Creative

00:00 Hur blir man rik? Ekonomisk frihet, skatt och “den säkra vägen”07:00 Vad kommer folk betala för i AI-eran? Expertpremie & framtidens yrken16:00 Trendcykler (pudelrock→Nirvana) och varför “mänskligt” inte alltid behövs19:00 AI i rättssystemet: mänskligt omdöme, makt och risker när saker går fort23:00 Kontor vs distans: “The game is on” – status, disciplin och output28:00 Psykisk ohälsa & isolering: terapi, flockdjur och vad som faktiskt hjälper32:00 Vad är ett rikt liv? Pengar vs mening, och varför vissa aldrig känner sig nöjda35:00 Översparande? När trygghet blir ett hinder för att leva rikt här och nu39:00 Prylar, logistik & stil: “doodads”, läderskor och nyhetseffektens fälla42:00 Indexfonder, 72-regeln och ränta-på-ränta (så växer det i praktiken)46:00 Skjut inte upp livet: mormor, resor och priset för “sen”54:00 Tacksamhet & jämförelser: så bygger du rikedom utan att jaga uppåt1:01:00 Investeringar på riktigt: råvaror, guld/silver, risk och magkänsla vs data1:22:00 AI-disruption på börsen: vinnare, förlorare och varför allt blir “hockeyklubba”1:26:00 AI-agenter & botar: när 10 juniorer blir 10 bottar (på riktigt)1:30:00 Vardagsinflation: semlor, lunchpriser, KPI och hur hjärnan luras av gamla referenser1:43:00 Småbolag, kreatörer och varför monopol förstör mer än man tror1:46:00 SaaS och “mote”: många kunder vs nöjda kunder (plus dyra fonder & säljmaskiner)1:54:00 Teknikskiften (VHS→DVD→Blu-ray): anpassa dig snabbt eller försvinn1:57:00 Motreaktionen: mer mänskligt liv i en AI-optimerad värld + summering2:00:00 Belåna huset för global index? Hävstång, ränta och vad datan egentligen säger

Two KPI's that can drive scale – There are two KPI's that can really drive your business and it's ability to scale.  By the way, Shark Tank investors always ask about these two KPI's.Click Here to Subscribe to Positively Pipeman for PERKS, BONUS Content & FREE GIVEWAYS!Take some zany and serious journeys with The Pipeman aka Dean K. Piper, CST on The Adventures of Pipeman also known as Pipeman Radio syndicated globally “Where Who Knows And Anything Goes.”Positively Pipeman hosted by Dean K. Piper, CST features other international authors, speakers, trainers, advisors, coaches and other experts here to help you in business & personal life including Self-Help, Motivation, Business, Marketing, Empowerment, Spiritual, Inspiration, Health & Wellness, Relationships, Goal Setting, Belief Systems, Mindset, Sales, and so much more on your journey to Success, Freedom, and Happiness!Would you like to be a sponsor of the show?Would you like to have your business, products, services, merch, programs, books, music or any other professional or artistic endeavors promoted on the show?Would you like interviewed as a professional or music guest on The Adventures of Pipeman, Positively Pipeman and/or Pipeman in the Pit?Would you like to host your own Radio Show, Streaming TV Show, or Podcast?PipemanRadio Podcasts are heard on Pipeman Radio, Talk 4 Media, iHeartRadio, Pandora, Amazon Music, Audible, Spotify, Apple Podcasts, and over 100 other podcast outlets where you listen to Podcasts.The following are the different podcasts to Follow, Listen, Download, Subscribe:•The Adventures of Pipeman•Pipeman Radio•Pipeman in the Pit – Music Interviews & Festivals•Positively Pipeman – Empowerment, Inspiration, Motivation, Self-Help, Business, Spiritual & Health & Wellness Click Here to Subscribe for PERKS, BONUS Content & FREE GIVEWAYS!Follow @pipemanradio on all socials &  Pipeman Radio Requests & Info at www.linktr.ee/pipemanradioStream The Adventures of Pipeman daily & live Mondays, Tuesdays, Wednesdays at 1PM ET on W4CY Radio & Talk 4 TV. Download, Rate & Review the Podcast at The Adventures of Pipeman, Pipeman Radio, Talk 4 Media, iHeartRadio, Apple Podcasts, YouTube & All Podcast Apps.

Saya sering mendengar pimpinan mengatakan bahwa kerja makin di tuntut KPI yang berlebihan sehingga banyak yang bertanya bagaimana cara terbaik mengatasi situasi Overload KPI ini.Dengarkan percakapan kedua rekan ini yang saya buat menggunakan AI Voice.

Naozaj nestačí robiť svoju prácu dobre? Mikropodcast Sprievodca manažéra a jeho 220. epizóda je tu. S Gabrielom Galgócim sme sa rozprávali o kolotoči myšlienok v hlave, ktorý pozná veľa manažérov. Som vo firme desať rokov. Vypracoval som sa. KPI plním, tím šliape, čísla sú zelené. Na mesačných meetingoch vidím percentá. Vidím dáta. A napriek tomu sa nikam neposúvam. A potom príde niekto, kto má 99 %, občas aj červenú deltu… a ide hore. Človeku to vie pekne roztočiť hlavu. Začne pochybovať. O sebe. O systéme. O tom, či svet nie je postavený na hlavu. Lenže, tak ako už toľko krát predtým, Gabriel nastavil manažérske zrkadlo. To, že mám 100 %, ešte neznamená, že som pripravený na ďalší level. Byť spoľahlivý performer je základ. Nie vstupenka na vyššiu pozíciu. Otázka nie je len: Aké mám čísla? Otázka je: - Som viditeľný? - Som proaktívny? - Zdvihnem ruku, keď príde projekt navyše? - Rozprávam sa so šéfom o tom, že chcem rásť? - Ukazujem, čo prinesiem firme na vyššej pozícii? Čakať, že si niekto všimne moje zelené tabuľky, je možno pohodlné. Ale je to naivné. Firmy nepovyšujú za ticho a poslušnosť. Povyšujú za pripravenosť niesť väčšiu zodpovednosť. A tú treba nielen mať, ale aj ukázať. Možno teda problém nie je v tom, že svet je nespravodlivý. Možno je problém v tom, že som sa uspokojil s tým, že „si dobre robím si svoju robotu“. Ak máte pocit, že stojíte na mieste napriek dobrým výsledkom, táto epizóda vám možno trochu pribrzdí ten kolotoč v hlave.

In episode #355, Ben breaks down the top invoicing solutions used by SaaS and AI companies based on his 7th Annual Tech Stack Survey. With 57 different invoicing solutions named in the survey, this category shows far more fragmentation than core accounting. The top five solutions account for 55% of reported usage, but there's still a long tail of specialized billing and revenue management platforms. Ben walks through the most widely used tools and explains how invoicing increasingly overlaps with revenue management, subscription billing, and payment processing. Resources Mentioned 7th Annual SaaS Tech Stack Survey: https://www.thesaascfo.com/surveys/finance-accounting-tech-stack-survey/ Metronome, sponsor of the invoicing category: https://metronome.com/ What You'll Learn The top invoicing and billing solutions used in software companies Why QuickBooks and Stripe remain dominant in early and growth-stage SaaS Which newer platforms are gaining traction How fragmented the invoicing and billing landscape has become Why It Matters Invoicing is a critical link between bookings, cash flow, revenue recognition, and ARR reporting Poor billing infrastructure can break your MRR schedules and retention calculations As pricing models evolve (subscription, usage, hybrid), your invoicing system must handle complexity Revenue management tools increasingly sit between CRM, payments, and your general ledger Clean invoicing data is essential for accurate financial modeling, KPI tracking, and due diligence

主播：Emma（中国）+ Maelle（法国） 音乐：Everything's Good春节限定副本已经开启——走亲访友，七大姑八大姨轮番上线，不知道你有没有收到亲戚的大拷问（family interrogation）呢？今天，我们就来聊聊这份独属于春节的“社交考卷”！01. The “Deadly Questions” 连环问现场很多亲戚一年只在春节期间见一次，但热情从不缺席。他们好奇（curious）你的工作、收入、感情状况等等，仿佛瞬间化身为“家庭面试官（family interview panel）”。��Class Questions 经典问题（1）“你现在在哪工作呀？一个月挣多少？”“Where do you work? How much do you make per month?”“一个月挣多少？”这个问题会shock most Westerners（让很多西方人感到震惊）。在西方文化中，问工资有些涉及到隐私了（it's private）。如果你回答“没多少”，对方大概率会追问：“没多少是多少？（If it's not much, how much exactly?）”。（2）“有对象了吗？”“Are you seeing anyone?”That can get a little uncomfortable (不舒服的). 如果你回答“没对象”，总会碰上一些格外热情的亲戚，瞬间化身“红娘（matchmakers）”，特别积极地想给你介绍。如果你已经“有对象”，也会有难题，比如：① “打算什么时候结婚？”“When are you getting married?”② “打算什么时候要孩子？”“When are you planning to have children?”网友精辟总结：这不是聊天，这是家庭版过年KPI考核（annual performance review - family edition）。02. 网友们的“已读乱回”智慧面对“连环问”，网友们开始支招（come up with），教大家如何“优雅存活（a survival guide）”。��关于时间“什么时候回来的？”——“前两天。”“在家待多久？”——“待两天。”“什么时候走？”——“过两天。”Minimal content (信息量极低), maximum politeness (态度良好).��关于收入“一个月工资多少？”——“没多少。”“没多少是多少？”——“发多少算多少。”It answers nothing and everything (已读，回了，但没真回). Sometimes there isn't a need to make it too complicated (复杂的), just that is enough.03. Western Holidays: Same Drama? 西方节日也有类似的“灵魂拷问”吗？在西方，像圣诞节、感恩节这样的重要节日，同样会家庭团聚，而且也会有这样类似的“灵魂拷问”。但主播Maelle表示：“they're softer (更温和的)”。��是怎样的“softer”呢？不是问“How much do you earn?”It might be: “how's work going (最近工作怎么样)?”如果真的被问到很private的问题，人们会说：“I prefer to keep that private.” ——“这个我就不便透露了。”“That's a long story.”——“那可说来话长了。”这些都是很典型的“有边界”回复。Boundaries without conflict (有边界，无冲突). 当然，家庭氛围各异，也可能会有追问细节的情况。��如果被问：“你胖了吗？现在多少斤（how much do you weigh now）？”��主播Maelle的示范回答：“I don't measure my life in kilos.”——“我不会用公斤去衡量我的生活。”“I'm happy and healthy - that's what matters.”——“我开心、健康——这才是重要的。”既不明确地回答对方，但又巧妙地表达了自己的态度。If someone keeps asking, you can just politely change the topic (换话题) if you do not want to answer. 已读，已乱回。04. Different Intentions, Different Cultures 文化差异——关心与尊重的不同表达部分网友认为，亲戚这样的做法未必是恶意。They just don't know what else to ask (还能问什么).In some cultures, asking about life milestones (里程碑) shows care. 在中国，问“在哪工作啊？结婚没？”这些问题，某种程度上等于“我关心你的未来”。而在西方，not asking can actually be a way of showing respect (表达尊重的方式).同一个问题，在不同文化中，含义可能大不相同。It's not about good or bad, just different communication styles (沟通方式的差异).春节走亲访友，是情感交流，也是语言艺术。最重要的始终是enjoy time with family。These moments are so precious (珍贵的). 欢迎在评论区留言：今天我们聊的“已读乱回”，你属于哪一派呢？Are you Team “They Mean Well (他们也是好意)”? Or Team “Please Respect My Privacy (请尊重我的隐私)”?

Rassegna stampa economico-finanziaria del 19 febbraio 2026, strutturata per macro-temi e basata sulle principali testate giornalistiche nazionali.Investimenti, Mercati e CorporateTestate coinvolte: Il Sole 24 Ore / Milano Finanza * Operazione Mps-Mediobanca: Il CdA di Monte dei Paschi di Siena ha deliberato la fusione per incorporazione e il conseguente delisting di Mediobanca. Le attività di corporate & investment banking e private banking confluiranno in una nuova società non quotata interamente controllata da Mps, che manterrà il brand "Mediobanca S.p.A.". * KPI Finanziari Operazione:   * Sinergie attese: Oltre 700 milioni di euro.   * Partecipazione Generali: La nuova Mediobanca manterrà il controllo diretto del 13,2% di Generali.   * Partecipazione Mps in Mediobanca: Siena controlla attualmente l'86% di Piazzetta Cuccia e dovrà riacquistare il restante 14% circa sul mercato. * Calendario Strategico Mps: Presentazione del nuovo piano industriale di Luigi Lovaglio fissata per l'Investor Day del 27 febbraio; rinnovo del CdA previsto per il 15 aprile. Industria e Made in ItalyTestate coinvolte: Il Messaggero / Il Sole 24 Ore / Corriere della Sera * Record Export 2025: Il fatturato estero del Made in Italy ha raggiunto il record storico di 643 miliardi di euro (+3,3% rispetto al 2024), posizionando l'Italia come quarta potenza esportatrice mondiale. * KPI Settoriali e Geografici:   * Farmaceutica: Settore trainante con +28,5% di crescita e un apporto di 15 miliardi di euro in più.   * Stati Uniti: Export in aumento del 7,2%, nonostante le incertezze sui dazi. Senza il comparto farmaceutico (+54% verso USA), il dato sarebbe negativo.   * Aerospazio (Roma Hub): Il settore nel Lazio vale 5 miliardi di euro di fatturato annuo, con 1,6 miliardi derivanti dall'export. Coinvolge 300 aziende e 23.000 addetti.   * Automotive: Comparto in forte crisi con un calo dell'export del 6,8% e una produzione interna scesa ai livelli di metà anni '50.Fisco, Normativa e P.A.Testate coinvolte: Il Sole 24 Ore / Italia Oggi / Corriere della Sera * Proroghe Decreto Milleproroghe: Arrivano emendamenti cruciali per assunzioni e scadenze fiscali. * KPI e Scadenze Fiscali:   * Incentivi Assunzioni: Proroga per giovani e ZES fino al 30 aprile; per le donne fino al 31 dicembre.   * Rottamazione Quater: Possibilità di saldare la rata saltata del 30 novembre entro il 28 febbraio 2026 (tolleranza fino al 9 marzo per i giorni festivi).   * Assicurazione Dipendenti Pubblici: L'obbligo di polizza per i danni erariali slitta al 2027.   * Editoria: Confermati sconti postali con una dote di 30 milioni di euro l'anno fino al 31 dicembre 2031.Energia e UtilityTestate coinvolte: La Repubblica / Corriere della Sera / La Stampa * Decreto Bollette 2026: Il Governo approva un pacchetto di aiuti per circa 3,5-4 miliardi di euro. * KPI Energia:   * Bonus Famiglie: Sconto una tantum di circa 115 euro (range 100-120€) per 4,5 milioni di famiglie con ISEE fino a 9.796€.   * Imprese e ETS: Si tratta con l'UE per sterilizzare i certificati ETS; il rischio è che la misura venga configurata come aiuto di Stato. * Nomine Strategiche: Al GSE (Gestore Servizi Energetici) è in pole position Alfredo Maria Becchetti (attuale presidente Infratel) per sostituire il dimissionario Paolo Arrigoni.Geopolitica e SicurezzaTestate coinvolte: Corriere della Sera / La Repubblica / Il Giornale * Board of Peace (Gaza): L'Italia parteciperà come osservatore al primo incontro a Washington voluto da Donald Trump. Il Vaticano ha declinato l'invito criticando la debolezza del multilateralismo. * KPI Board of Peace:   * Partecipanti: 27 Paesi fondatori (tra cui Ungheria e Bulgaria per l'UE).   * Finanziamenti: Promessi 5 miliardi di dollari (1,25 mld ciascuno da USA, Emirati, Qatar e Kuwait), contro una necessità stimata di 50 miliardi per la ricostruzione. * Cybersecurity: Hacker cinesi hanno sottratto i dati sensibili di 5.000 agenti della Digos tramite un'intrusione silenziosa nei sistemi del Viminale.Giustizia e ReferendumTestate coinvolte: Corriere della Sera / Il Fatto Quotidiano / La Stampa * Campagna Referendaria (22-23 marzo): Scontro acceso sulla separazione delle carriere e riforma del CSM. Il Guardasigilli Nordio sotto attacco per aver definito "para-mafioso" il sistema del CSM. * KPI Politici e Sondaggi:   * Spesa Sondaggi: Palazzo Chigi ha stanziato 120.000 euro per Tecnè e 48.000 euro per Ipsos per monitorare il sentiment degli elettori.   * Trend Voto: Il fronte del "No" è in rimonta; ultime stime Noto danno il "No" al 47% e il "Sì" al 53% (in calo di 6 punti da gennaio).   * Donazioni: Il comitato "Sì Riforma" ha raccolto 180.000 euro; l'ANM ha deliberato una donazione di 800.000 euro al comitato del "No".Executive Takeaway (Insight per C-suite) * Banking Consolidation: La mossa blitz di Mps su Mediobanca non è solo una fusione, ma il ridisegno di un polo di private banking d'eccellenza, garantendo al contempo la stabilità dell'asset Generali. * Resilienza Export: Nonostante le minacce protezionistiche USA, il Made in Italy dimostra una competitività strutturale guidata dall'innovazione farmaceutica; tuttavia, la dipendenza da un singolo settore per la crescita dell'export è un fattore di rischio. * Incertezza Energetica: Il Decreto Bollette sconta forti tensioni politiche (Lega vs FI) e normative (confronto con Bruxelles sugli ETS), rendendo instabile la pianificazione dei costi energetici per le imprese energivore nel breve termine. * Cyber-Risk Sistemico: La violazione dei dati del Viminale evidenzia una vulnerabilità critica delle infrastrutture statali italiane, segnalando la necessità di investimenti urgenti in difesa cibernetica per le aziende che operano in settori sensibili. * Rischio Politico Referendario: La possibile "sconfitta" di Giorgia Meloni al referendum della giustizia viene percepita dai mercati e dai partner internazionali come un fattore di potenziale indebolimento della stabilità dell'Esecutivo.

Aaron Werner, Brianna Rhue, and first-time Book Nerds guest Dr. Ben Thayil unpack Seth Godin's Tribes through the lens of real-world practice leadership. They explore what separates leaders from managers, why tribes thrive on member-to-member communication, and how fear is often less about failure and more about blame. The conversation digs into innovation timing (and the penalty for being late), practical ways to evaluate risk, and how to empower teams through delegation, alignment, and freedom to make mistakes—plus tactical takeaways like daily KPI texts, the “rope theory,” and a simple question to spark ownership: What change do you want to lead, and why? Join BookNerds WhatsApp group: https://chat.whatsapp.com/Kg7fQNNyEQq2HWUEwOX9GP?mode=gi_t

Send a textPriyank Chodisetti is the Co-founder and CEO of Workback.ai, an AI-powered platform helping edtech organizations achieve accessibility compliance faster and at scale. A repeat founder and former engineering leader at Coursera, Priyank brings firsthand experience navigating the complexity of WCAG standards and ADA requirements.

Rassegna stampa economico-finanziaria del 18 febbraio 2026, strutturata per macro-temi e basata sulle principali testate giornalistiche nazionali.Investimenti, Mercati e CorporateTestate coinvolte: Il Sole 24 Ore / Milano Finanza * Operazione Mps-Mediobanca: Il CdA di Monte dei Paschi di Siena ha deliberato la fusione per incorporazione e il conseguente delisting di Mediobanca. Le attività di corporate & investment banking e private banking confluiranno in una nuova società non quotata interamente controllata da Mps, che manterrà il brand "Mediobanca S.p.A.". * KPI Finanziari Operazione:   * Sinergie attese: Oltre 700 milioni di euro.   * Partecipazione Generali: La nuova Mediobanca manterrà il controllo diretto del 13,2% di Generali.   * Partecipazione Mps in Mediobanca: Siena controlla attualmente l'86% di Piazzetta Cuccia e dovrà riacquistare il restante 14% circa sul mercato. * Calendario Strategico Mps: Presentazione del nuovo piano industriale di Luigi Lovaglio fissata per l'Investor Day del 27 febbraio; rinnovo del CdA previsto per il 15 aprile.Industria e Made in ItalyTestate coinvolte: Il Messaggero / Il Sole 24 Ore / Corriere della Sera * Record Export 2025: Il fatturato estero del Made in Italy ha raggiunto il record storico di 643 miliardi di euro (+3,3% rispetto al 2024), posizionando l'Italia come quarta potenza esportatrice mondiale. * KPI Settoriali e Geografici:   * Farmaceutica: Settore trainante con +28,5% di crescita e un apporto di 15 miliardi di euro in più.   * Stati Uniti: Export in aumento del 7,2%, nonostante le incertezze sui dazi. Senza il comparto farmaceutico (+54% verso USA), il dato sarebbe negativo.   * Aerospazio (Roma Hub): Il settore nel Lazio vale 5 miliardi di euro di fatturato annuo, con 1,6 miliardi derivanti dall'export. Coinvolge 300 aziende e 23.000 addetti.   * Automotive: Comparto in forte crisi con un calo dell'export del 6,8% e una produzione interna scesa ai livelli di metà anni '50.Fisco, Normativa e P.A.Testate coinvolte: Il Sole 24 Ore / Italia Oggi / Corriere della Sera * Proroghe Decreto Milleproroghe: Arrivano emendamenti cruciali per assunzioni e scadenze fiscali. * KPI e Scadenze Fiscali:   * Incentivi Assunzioni: Proroga per giovani e ZES fino al 30 aprile; per le donne fino al 31 dicembre.   * Rottamazione Quater: Possibilità di saldare la rata saltata del 30 novembre entro il 28 febbraio 2026 (tolleranza fino al 9 marzo per i giorni festivi).   * Assicurazione Dipendenti Pubblici: L'obbligo di polizza per i danni erariali slitta al 2027.   * Editoria: Confermati sconti postali con una dote di 30 milioni di euro l'anno fino al 31 dicembre 2031.Energia e UtilityTestate coinvolte: La Repubblica / Corriere della Sera / La Stampa * Decreto Bollette 2026: Il Governo approva un pacchetto di aiuti per circa 3,5-4 miliardi di euro. * KPI Energia:   * Bonus Famiglie: Sconto una tantum di circa 115 euro (range 100-120€) per 4,5 milioni di famiglie con ISEE fino a 9.796€.   * Imprese e ETS: Si tratta con l'UE per sterilizzare i certificati ETS; il rischio è che la misura venga configurata come aiuto di Stato. * Nomine Strategiche: Al GSE (Gestore Servizi Energetici) è in pole position Alfredo Maria Becchetti (attuale presidente Infratel) per sostituire il dimissionario Paolo Arrigoni.Geopolitica e SicurezzaTestate coinvolte: Corriere della Sera / La Repubblica / Il Giornale * Board of Peace (Gaza): L'Italia parteciperà come osservatore al primo incontro a Washington voluto da Donald Trump. Il Vaticano ha declinato l'invito criticando la debolezza del multilateralismo. * KPI Board of Peace:   * Partecipanti: 27 Paesi fondatori (tra cui Ungheria e Bulgaria per l'UE).   * Finanziamenti: Promessi 5 miliardi di dollari (1,25 mld ciascuno da USA, Emirati, Qatar e Kuwait), contro una necessità stimata di 50 miliardi per la ricostruzione. * Cybersecurity: Hacker cinesi hanno sottratto i dati sensibili di 5.000 agenti della Digos tramite un'intrusione silenziosa nei sistemi del Viminale.Giustizia e ReferendumTestate coinvolte: Corriere della Sera / Il Fatto Quotidiano / La Stampa * Campagna Referendaria (22-23 marzo): Scontro acceso sulla separazione delle carriere e riforma del CSM. Il Guardasigilli Nordio sotto attacco per aver definito "para-mafioso" il sistema del CSM. * KPI Politici e Sondaggi:   * Spesa Sondaggi: Palazzo Chigi ha stanziato 120.000 euro per Tecnè e 48.000 euro per Ipsos per monitorare il sentiment degli elettori.   * Trend Voto: Il fronte del "No" è in rimonta; ultime stime Noto danno il "No" al 47% e il "Sì" al 53% (in calo di 6 punti da gennaio).   * Donazioni: Il comitato "Sì Riforma" ha raccolto 180.000 euro; l'ANM ha deliberato una donazione di 800.000 euro al comitato del "No".Executive Takeaway (Insight per C-suite) * Banking Consolidation: La mossa blitz di Mps su Mediobanca non è solo una fusione, ma il ridisegno di un polo di private banking d'eccellenza, garantendo al contempo la stabilità dell'asset Generali. * Resilienza Export: Nonostante le minacce protezionistiche USA, il Made in Italy dimostra una competitività strutturale guidata dall'innovazione farmaceutica; tuttavia, la dipendenza da un singolo settore per la crescita dell'export è un fattore di rischio. * Incertezza Energetica: Il Decreto Bollette sconta forti tensioni politiche (Lega vs FI) e normative (confronto con Bruxelles sugli ETS), rendendo instabile la pianificazione dei costi energetici per le imprese energivore nel breve termine. * Cyber-Risk Sistemico: La violazione dei dati del Viminale evidenzia una vulnerabilità critica delle infrastrutture statali italiane, segnalando la necessità di investimenti urgenti in difesa cibernetica per le aziende che operano in settori sensibili. * Rischio Politico Referendario: La possibile "sconfitta" di Giorgia Meloni al referendum della giustizia viene percepita dai mercati e dai partner internazionali come un fattore di potenziale indebolimento della stabilità dell'Esecutivo.

In this conversation, Justin pulls back the curtain on what actually makes a business last. Not hacks. Not virality. Not chasing quick wins. He talks about learning to solve real problems—the kind that keep people up at night—and why most “good ideas” fail because they never go deep enough. He shares how he tracks progress, how he thinks about money and energy, and why optionality matters more than speed.You'll hear why action creates momentum, why saying “yes” changed the trajectory of his career, and how building a runway, relationships, and clarity gave him the freedom to reinvent himself—again and again.This isn't an episode about getting rich fast.It's about building something honest.Something sustainable.Something that still works when the hype fades.And if you've ever felt like you're meant for more—but can't quite name what that is—this conversation might help you take the next step.Chapters:0:00 — Introduction1:31 — The “brewery dream” + why you haven't started (yet)4:29 — Why Justin shifted from tactics to deeper storytelling8:21 — Rapid Fire kickoff8:48 — Rapid Fire #1: Most valuable KPI (visitors to intended place)11:13 — Rapid Fire #2: Fear (irrelevance… and who you are after)14:38 — Rapid Fire #3: Meeting he never misses (weekly money meeting)16:23 — Rapid Fire #4: Mentor (Cyrus + the ZocDoc “yes to everything” story)19:07 — Rapid Fire #5: Fortune cookie message (get in rooms with opportunity)23:07 — How to quit smart: runway, pipeline, relationships (risk reduction)28:22 — Support at home: panic attack, burnout, and getting his life back33:28 — The unlock: life is a video game (reinvention > expertise)36:10 — The 3 pillars of a real business: pain, attention, offer40:01 — Finding the “bleeding neck” problem (how to dig past surface-level pain)45:08 — The long game + first action step: 15-min customer interviews (use AI to extract language)About Justin:Justin is a former startup executive who helped build two startups past valuations of $1B, teams of 150+ people, and raise over $300M in venture capital. After building his own one-person business past $10M, he's helping 100,000+ experts turn their expertise into income with his masterclass, The Creator MBA.Find Justin Online:Website: https://justinwelsh.meMasterclass (Creator MBA): https://justinwelsh.link/the-creator-mbaTwitter: https://twitter.com/thejustinwelshLinkedIn: https://www.linkedin.com/in/justinwelsh/Instagram: https://www.instagram.com/thejustinwelsh

Most teams are capable of far more than they are currently giving, but the gap is rarely about effort or attitude. Dr. Stephen and Dr. Pete break down why discretionary energy is the true driver of performance and how leaders unintentionally suppress it by failing to connect people to the business model. When team members understand how their daily work influences revenue, profit, and opportunity, alignment replaces compliance and energy rises naturally. By shifting focus from motivation to measurement, leaders gain a clear framework for evaluating managers, strengthening team capacity, and creating sustainable growth without burnout.In This Episode You Will:Identify where discretionary energy is being lost inside the teamRecognize which people metrics reveal leadership effectivenessSee how manager performance shows up through team resultsEvaluate when team capacity is approaching a breaking pointApply clearer financial alignment to increase focus and engagement Episode Highlights01:33 - Discretionary energy is introduced as the hidden gear inside every team member that leadership either activates through alignment or suppresses through misalignment.02:19 - Financial alignment is framed as the missing link between daily responsibilities, revenue, profit, and why team members should care about business performance.03:17 - The four requirements of a world-class team are clarified as right people, right seats, right work, done the right way.04:46 - Employee stickmo begins, revealing how long A players actually stay and how turnover often exposes management or cultural breakdowns.06:38 - Employee net promoter score is introduced as a leadership diagnostic measuring whether team members would enthusiastically refer others to work in the organization.09:39 - Internal patient referrals from staff are positioned as a real-time indicator of engagement, belief, and cultural buy-in.12:22 - Direct report goals completed is identified as the most powerful KPI for evaluating manager effectiveness and team performance.13:26 - The 80 percent goal completion standard is defined as the benchmark for healthy management and accountability.14:43 - Labor cost begins as a COO-owned metric directly tied to profitability, cost of services delivered, and operational stewardship.17:03 - Revenue per employee is introduced as the key indicator for identifying $250,000 growth breakpoints before capacity strain causes the business to stall or break. Resources MentionedLearn more about the TRP Remarkable Business Immersion March 6 - 7, 2026 in Phoenix, AZ and March 20 - 21, 2026 in Brisbane, AUS - https://theremarkablepractice.com/upcoming-events/  To learn more about the REM CEO Program, please visit:  http://www.theremarkablepractice.com/rem-ceoBook a Strategy Session with Dr. Pete - https://go.oncehub.com/PodcastPCPrefer to watch? Catch the podcast on YouTube at: https://www.youtube.com/@TheRemarkablePractice1To listen to more episodes, visit https://theremarkablepractice.com/podcast or follow on your favorite podcast app.

Most entrepreneurs don't struggle because their offer is bad. They struggle because they're trying to scale without understanding the real leverage points. In this episode, I'm sharing Part One of a live Q&A I did at Scaling Online - where real entrepreneurs brought me their biggest growth bottlenecks, and we broke them down in real time. We talked about certifications, continuity, high-ticket vs. memberships, regulated industries, health offers, and how to generate cash fast without burning money on ads. This isn't theory. These are tactical, practical shifts that can completely change how you look at scaling - especially if you're mission-driven and trying to grow without losing your identity. Key Highlights: ◼️Why getting someone to pay is often the most powerful way to actually serve them - and how commitment changes everything ◼️How to structure high-ticket + continuity together to reduce churn and create compounding revenue ◼️What to sell first when you already have an audience (and why you should grab the pile of cash in front of you before trying to scale) ◼️How to create a powerful “myth” or lead-in offer - even in industries where you don't control the core product ◼️The smartest way to generate $10 - 20K in 30 days without relying on ads ◼️How to separate lead generation from regulated services while still building authority and desire ◼️The real KPI you should track daily if you want predictable long-term growth This episode is about understanding leverage. It's about realizing that scaling isn't always about more complexity - it's about making and keeping commitments, increasing volume strategically, and structuring your offers so your business compounds instead of resets every month. In part two, we'll go deeper into additional Q&A, more advanced scaling questions, and the next layer of strategic decisions that separate businesses that plateau from businesses that truly take off. ◼️If you've got a product, offer, service… or idea… I'll show you how to sell it (the RIGHT way) Register for my next event →⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ https://sellingonline.com/podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ◼️Still don't have a funnel? ClickFunnels gives you the exact tools (and templates) to launch TODAY → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://clickfunnels.com/podcast Learn more about your ad choices. Visit megaphone.fm/adchoices

Spencer Jakab is an award-winning Wall Street Journal investing columnist with 30 years of finance experience who transformed from emerging markets research director into a financial journalist exposing how everyday investors repeatedly get fleeced by Wall Street's latest schemes.Episode Sponsor: Fiscal AI is a modern data terminal that gives investors instant access to twenty years of financials, earnings transcripts, and extensive segment and KPI data—use my link for a two-week free trial plus 15% off: https://fiscal.ai/talkingbillions/03:00 - Spencer's origin story: Growing up in Queens as son of Hungarian refugees, discovering investing through Peter Lynch's "One Up On Wall Street" in college, despite his late father's unsuccessful attempts to spark his interest earlier.08:00 - The accidental career path: Taking every finance class at Columbia, landing in emerging markets analysis covering post-Iron Curtain privatizations, then pivoting to Wall Street Journal journalism after a chance plane conversation led to same-day writing test and job offer.15:00 - GameStop reality check: The meme stock phenomenon wasn't the democratizing revolution portrayed on social media—it was another example of retail investors getting manipulated while believing they were "sticking it to the man."25:00 - The casino-fication of investing: How Robinhood and app-based platforms gamified trading with confetti animations and frictionless execution, making speculation feel like a mobile game rather than serious wealth-building.35:00 - Why passive beats active: Spencer explains the brutal math—only 11% of active fund managers beat the market over 30 years, and individual investors perform even worse due to fees, taxes, and behavioral mistakes.45:00 - The finfluencer trap: Social media rewards reckless investing behavior because outrageous bets generate more engagement than boring, sensible advice—creating dangerous incentive structures that harm followers.60:00 - Bots and manipulation: Modern markets face new threats from AI-generated social media campaigns pumping meme coins and stocks, making it nearly impossible to distinguish genuine sentiment from coordinated manipulation.67:00 - Defining success: Spencer's powerful reflection on career choices—turning down potential hundreds of millions to do work he loves, echoing Warren Buffett's definition of success as having people genuinely care about you when you're gone.Podcast Program – Disclosure StatementBlue Infinitas Capital, LLC is a registered investment adviser and the opinions expressed by the Firm's employees and podcast guests on this show are their own and do not reflect the opinions of Blue Infinitas Capital, LLC. All statements and opinions expressed are based upon information considered reliable although it should not be relied upon as such. Any statements or opinions are subject to change without notice.Information presented is for educational purposes only and does not intend to make an offer or solicitation for the sale or purchase of any specific securities, investments, or investment strategies. Investments involve risk and unless otherwise stated, are not guaranteed.

Send a textJoin hosts Alex Sarlin and Ben Kornell as they unpack a fast-moving week in education. From AI-native curriculum battles and literacy leadership shifts to voucher surges and national AI pilots reshaping special education. ✨ Episode Highlights:[00:01:48] ASU+GSV preview and the expanding global EdTech ecosystem[00:06:25] The 2026 EdTech AI Map launches with 240+ companies[00:07:14] Brisk introduces AI-powered curriculum integration[00:09:04] The race to own the AI layer in schools[00:13:10] Data ownership becomes the key AI battleground[00:16:59] Kira 2.0 expands into a full AI-native LMS[00:21:16] Texas ESA applications surge past 61,000[00:30:20] UK launches $23M AI pilot for special needs[00:33:40] Microsoft invests in AI teacher training[00:34:59] Google expands Gemini in education[00:35:57] UX emerges as EdTech's new advantage[00:36:43] The AI grad profile prioritizes human skills Plus, special guests:[00:38:33] Karl Rectanus, CEO of Really Great Reading, on literacy outcomes, science of reading implementation, and scaling impact [01:02:22] Dan Meyer, VP of User Growth of Amplify on AI skepticism, social AI in math classrooms, and keeping learning human-centered

Send a textDr. Kathy Weston is one of the leading national experts on parenting, family life and parental engagement in children's lives. In 2018, she established Tooled Up Education, a holistic bank of evidence-based resources for whole-school communities. Tooled Up supports 166 schools in 8 countries, delivering bespoke CPD for educators as well as 'on tap' resource support for parents.

Vidéos mentionnées : https://youtu.be/f8wUiUNT2dE?si=CaG-4amyLGhBgua5https://youtu.be/A1RpsJWAwXc?si=S6meCXi9ulbfGyfEhttps://youtu.be/8f1Gi1nI9H4?si=BBSqEGVZiXHXgl73https://youtu.be/cii7wsarBDI?si=pyL3vA169Cia2cWhDevenir meilleur sur Facebook Ads (et le rester)https://j7academie.com/Pour toute demande de gestion Facebook Ads (annonceur)https://www.j7media.com/frNewsletter : https://j7media.com/escouadeCHAPITRES : 00:00 – Une méthode d'analyse qui traverse les années01:10 – Les 3 familles de KPI à maîtriser04:20 – Le PACTO expliqué simplement08:30 – Cas concret : quand le coût par achat augmente11:30 – Mise à jour 2026 : où se joue vraiment la performance

Episode NotesOpenAI Tests Ads in ChatGPTAds rolling out to Free and Go users in the U.S.~$60 CPM chatter for high-intent queriesStrict privacy guardrails emphasizedRelevancy and user trust will determine long-term viabilityTikTok Smart Plus + Platform UpdatesSmart Plus automation reduces manual setupTikTok One centralizes creator tools and productionPulse Suite expands premium adjacency optionsMarket Scope introduces deeper first-party analyticsGoogle's Agentic Commerce PushUniversal Commerce Protocol (UCP) standardizes AI-to-retailer communicationAI Mode and Gemini enable direct checkout within the interfaceBranded AI agents and in-AI offers reshape the purchase journeyStructured product data becomes increasingly criticalOther Platform UpdatesGoogle expands PMax controls and budget optionsMicrosoft introduces Copilot checkoutPinterest highlights Gen Z's pushback against algorithmic samenessSuper Bowl AI Ad ReactionsOpenAI: “You can just build things” — inspirational but abstractAnthropic (Claude): Anti-ad positioning with humorGoogle Gemini: Emotional, practical demonstration of real-world AI useFollow The Click Brief for fast, no-fluff performance marketing updates.Visit The Click Brief blog for more in-depth analysis and updates from January

Jeff and Jason, from the Investing Unscripted podcast, stop by the show for some general investment banter. Decent laughs, hopefully some smart thoughts, and a fun convo. Hope y'all enjoy!Sponsorship InformationThank you to ⁠⁠⁠⁠Trata⁠⁠⁠⁠ for sponsoring the show.If you're listening to this podcast, you'll like Trata. Trata is buyside to buyside conversations on individual stocks. Trata makes finding a bull or bear on any stock as easy as clicking two buttons. Over 125 funds globally contribute that collectively cover 2000+ tickers. Trata raised over $3mm coming out of Y Combinator. Before you would track 13Fs, now you can understand what funds are actually thinking. You can join as a lurker or you can join as a contributor and Trata will pay you hundreds of dollars per call. For a free trial, go to ⁠⁠⁠⁠trytrata.com/brew⁠⁠⁠⁠ OG Sponsor Shoutout!Thank 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.

Most leaders track revenue, growth, and output.Very few track the system producing those results.In this episode of The Obedient Rebel Podcast, we're talking about the KPIs no dashboard tracks—but your body and soul absolutely do.You'll hear about:Resting emotional temperatureStress recovery timeHow quickly you return to peaceThe hidden cost of successIf your numbers look good—but leadership feels heavy—this episode will explain why.

In 2026, small business owners have access to more data than ever—but not all metrics deserve your attention.In this episode of Her Faith at Work, Jan breaks down the KPIs that actually matter for service providers and coaches, especially if you're growing a business with a podcast or blog. You'll learn which metrics drive real growth, which ones are simply vanity metrics, and how to steward your business numbers without letting them steal your peace.This conversation goes beyond dashboards and analytics, starting with alignment—asking the Lord whether the work you're building honors Him—then moving into the practical KPIs you should review weekly, monthly, and quarterly.If you've ever felt overwhelmed by analytics, unsure what numbers truly matter, or caught yourself tying your worth to your stats, this episode will bring clarity, focus, and freedom.What You'll Learn in This EpisodeWhat KPIs actually mean—and how to tell the difference between useful data and noiseThe most important KPIs for service providers and coaches in 2026Which podcast and blog metrics predict growth (and which don't)Why email list growth matters more than followers or downloadsCommon vanity metrics to stop obsessing overA simple KPI review rhythm you can actually stick toHow Jan tracks her KPIs monthly using EnjiWhy alignment with God should always come before analyticsKey TakeawaysKPIs are tools—not a measure of your worthIf a metric doesn't change your decisions, it's not a true KPIConversion and retention matter more than visibilityOwned platforms (like your email list) are critical for sustainable growthClarity reduces anxiety—fragmented data creates overwhelmStrategy and obedience are meant to work togetherResources MentionedTrack your KPIs in one place:Jan uses Enji to monitor leads, conversions, and content performance without juggling multiple dashboards.

How to Build a High-Performance Team That Scales (Without Losing Your Culture)  How do you scale a business from startup to millions in revenue — without losing your culture? In Part 1 of this conversation, Mike sits down with Jeremy Jenson, CEO of Encore Search Partners, to unpack the foundational principles behind building a high-performance team. Jeremy shares how he transitioned from running a marketing company to building one of Houston's top executive search firms — and what leaders must understand about scaling the right way. In this episode, we discuss: • How Jeremy went from startup to $12M+ in revenue • The leadership mistakes that slow down growth • Why loyalty without performance can stall your company • Raising performance standards ("raising the floor") • Building a KPI-driven culture without micromanaging • Why growth mindset is non-negotiable in hiring • How to attract A-players through content and visibility If you're a business owner, entrepreneur, or team leader trying to scale your organization, this episode will challenge how you think about accountability, performance, and culture.

Welcome to the Ecomm Breakthrough Podcast, where I document my journey scaling an e-commerce brand and share the systems, strategies, and lessons learned in real-time. This episode introduces a scalable meeting cadence designed to improve business operations, outlining various types of effective meetings including weekly 1:1s, leadership huddles, and quarterly strategic planning sessions. Each meeting type has specific objectives and agendas to foster leadership and team alignment, ensuring your business is always moving forward.

＜目次＞(0:00) MrBeastの大型調達、クリエイター事業について(3:49) クリエイターと商品の相性の重要性(6:18) KPIをいかにズラすか(11:20) ブランド力を持つと拡大勝負に巻き込まれない(12:36) 日本勢はシリコンバレーの真似をしなくなった説(17:43) 日本の漫画業界が一番アメリカのスタートアップ業界に近い説(19:01) 立ち上げが偉い、新人に与える権利、編集の寿命(21:47) インディーゲームに力を入れている出版社(22:26) 日米のコンテンツ制作プロセスの違い(26:15) グローバル展開を意識しないのが独自性を作る要因？(31:00) 日本の職人性 vs アメリカのマーケティング・営業力(35:29) シリコンバレーはハック文化、日本はオタク文化(41:09) 影響力 vs リーチ vs お金儲け(43:06) 絵本の力、子供向けIP(45:09) 世界観と関係性でIPは出来ている(46:52) コンテンツの寿命が80年なのか？世代を超えるIP(53:57) 人 vs キャラ化、入れ替えシステムPody | 学べるpodcastプレイヤー. AIサマリーや質問履歴をコミュニティで共有しながら、学びを深めましょう。https://pody.jp/けんすう (@kensuu)https://x.com/kensuu＜About Off Topic＞Podcast:Apple - https://apple.co/2UZCQwzSpotify - https://spoti.fi/2JakzKmOff Topic Clubhttps://note.com/offtopic/membershipX - https://twitter.com/OffTopicJP草野ミキ:https://twitter.com/mikikusanohttps://www.instagram.com/mikikusano宮武テツロー: https://twitter.com/tmiyatake1

In this episode of The Long Game Podcast, Alex Birkett sits down with Josh Spilker, Head of Search Marketing at AirOps, to explore how content teams are evolving in response to AI, automation, and changing search behavior. Josh draws on his background in SEO, writing, and systems thinking to outline why traditional content marketing models are breaking down and what's replacing them.They discuss the concept of content engineering, including how workflows, brand context, and AI-assisted processes change the way teams create, refresh, and scale content. The conversation also covers identity shifts for marketers, the growing complexity of search surfaces, and where real differentiation and business value are created as content production becomes easier.Key TakeawaysContent engineering represents a shift from one-off content creation to building systems that manage, update, and scale content across channels.  AI lowers the marginal cost of content, but differentiation still comes from strategy, brand context, and human editorial judgment.  Modern content teams increasingly separate roles between content strategy and content engineering, even if one person covers both in smaller orgs.  The expansion of search surfaces and longer, more contextual queries increases demand for more specific and tailored content.  As traffic becomes less reliable as a KPI, teams need to focus more on conversion quality, brand presence, and downstream business impact.Show LinksVisit AirOps on LinkedInConnect with Josh Spilker on LinkedInConnect with Alex Birkett on LinkedIn and TwitterConnect with Omniscient Digital on LinkedIn or TwitterPast guests on The Long Game podcast include: Morgan Brown (Shopify), Ryan Law (Animalz), Dan Shure (Evolving SEO), Kaleigh Moore (freelancer), Eric Siu (Clickflow), Peep Laja (CXL), Chelsea Castle (Chili Piper), Tracey Wallace (Klaviyo), Tim Soulo (Ahrefs), Ryan McReady (Reforge), and many more.Some interviews you might enjoy and learn from:Actionable Tips and Secrets to SEO Strategy with Dan Shure (Evolving SEO)Building Competitive Marketing Content with Sam Chapman (Aprimo)How to Build the Right Data Workflow with Blake Burch (Shipyard)Data-Driven Thought Leadership with Alicia Johnston (Sprout Social)Purpose-Driven Leadership & Building a Content Team with Ty Magnin (UiPath)Also, check out our Kitchen Side series where we take you behind the scenes to see how the sausage is made at our agency:Blue Ocean vs Red Ocean SEOShould You Hire Writers or Subject Matter Experts?How Do Growth and Content Overlap?Connect with Omniscient Digital on social:Twitter: @beomniscientLinkedin: Be OmniscientListen to more episodes of The Long Game podcast here: https://beomniscient.com/podcast/

Shaun Belongie is the CEO of New Belgium Brewery. He previously served as VP of Marketing for New Belgium before becoming CMO and then CEO in 2023. Shaun has over 20 years of CPG experience, having managed marketing innovation and brand direction for iconic companies like Nestle Purina and Kraft Foods. He's helped build and maintain New Belgium's human-powered business model as the brand grows and expands, all the while stewarding the brewery's legacy and people-centric culture. Shaun joins Roy to discuss the challenges and opportunities during his journey from CMO to CEO, the differences between working at a large CPG brand versus a smaller, more nimble company, how New Belgium embodies and enacts their foundational values, and much more. Highlights from our conversation include: Shaun's transition from CMO to CEO at New Belgium (3:35)Challenges he's confronted as New Belgium's CEO (6:14)Shaun's experience serving as New Belgium's CMO (9:53)Shaun's perspective on building and shaping culture as CEO (12:09)New Belgium's human-powered business model (14:55)Maintaining authentic values throughout periods of growth (16:16)How his son's health crisis inspired him to think differently about life and leadership (18:35)Leadership lessons that carried over from Shaun's Kraft and Purina days (21:11)How changes in the industry are affecting Shaun's approach to hiring (23:08)Leadership qualities that Shaun seeks in his senior executive team (25:01)How technology fits into his strategic plan (25:48)Guidance he'd offer to somebody early in their career (28:18)What Shaun's most excited about in the future (30:13)Visit HowIHire.com for transcripts and more on this episode.Follow Roy Notowitz and Noto Group Executive Search on LinkedIn for updates and featured career opportunities.Subscribe to How I Hire:AppleSpotifyAmazon

In this episode of the Dental Boardroom Podcast, Wes Reed dives into some of the most common and costly business and practice management mistakes dentists make. Drawing from years of experience working with hundreds of dental practices, Wes explains how strong clinical skills alone aren't enough to build a sustainable, profitable, and stress-free practice.He breaks these mistakes into six core areas, covering everything from management systems and PPO economics to lease agreements, partnerships, financial planning, and KPIs. Throughout the episode, Wes uses practical examples and real-world analogies (including agile software development) to show how intentional systems and financial clarity can free owners from burnout and help practices scale intelligently.This episode is a must-listen for practice owners who want to stop managing reactively and start operating with structure, clarity, and long-term strategy.Key Topics Covered1. Not Adopting a Management ProcessMany dentists manage by instinct instead of by process. Without a clear management operating system including defined roles, meeting cadence, accountability, and decision-making frameworks, practices become reactive, inconsistent, and owner-dependent. Wes explains how adopting even a simple system and iterating over time can dramatically improve operations and reduce burnout.2. Not Understanding the True Cost of PPOsPPOs often increase top-line revenue but quietly erode profitability. Wes breaks down how fee schedules, write-offs, chair utilization, and hygiene profitability impact the bottom line. He emphasizes that PPOs are essentially an expensive marketing channel and that growth without profitability can lead to exhaustion, not success.3. Not Understanding Lease TermsA lease is often the largest non-clinical financial commitment a dentist makes, yet many sign without fully understanding the implications. Wes discusses escalation clauses, renewal options, relocation clauses, and why poor lease terms can hurt practice value or even prevent a successful exit.4. Partnering Without Profit-Split ModelingPartnerships often fail not because of personality conflicts, but because of unclear financial structures. Wes explains why production, ownership, expenses, and profit splits must be modeled and stress-tested before forming a partnership and why aligning accounting execution with the partnership agreement is critical.5. Lacking Financial Planning & Analysis (FP&A)Most practices rely only on historical financial reports, such as P&Ls, which show where the practice has been, not where it's going. Wes explains how FP&A (or a CFO model) helps dentists forecast cash flow, plan strategically, and turn financial anxiety into financial control.6. Not Using KPIs or KPI SoftwareWithout key performance indicators, practices lack visibility and accountability. Wes highlights the importance of both leading and trailing KPIs, the value of KPI software, and how daily or weekly team huddles around metrics create a culture of ownership and consistency.Key TakeawaysClinical excellence alone doesn't guarantee a successful practice; systems and strategy matter.A management operating system frees the owner from being the bottleneck.PPO participation must be understood at the procedure- and profitability-levels, not just collections.Lease terms can significantly impact long-term practice value and...

" It's never about Paul Nicolaou; it's about other people, because you want to appreciate and show your passion towards them and helping them achieve an end result." In this episode of The Inner Chief podcast, I speak to Paul Nicolaou, the Executive Director of Business Sydney on the 3Ps of building an insanely valuable network, daring to be different, and making people happy.