Podcasts about kpis

In this episode of Remodelers On The Rise, Kyle sits down with Blair Roedel of BEC Innovations to talk about growing a remodeling business.   Blair shares how she went from launching a handyman company during COVID to eventually building it into a full remodeling business. They unpack what it's been like to separate the handyman side from the remodeling side, why that shift matters, and what she's learning along the way. ----- The Remodelers VIP Club is designed to help you strengthen the 6 Main Systems of your remodeling business in a step-by-step way through our Remodelers Roadmap. You'll have access to a treasure trove of short pre-recorded training to help you immediately address the weak points of your business. Learn more and sign-up here! ----- Explore the vast array of tools, training courses, a podcast, and a supportive community of over 2,000 remodelers. Visit RemodelersOnTheRise.com today and take your remodeling business to new heights! ----- Takeaways The transition from handyman services to full remodeling requires a shift in mindset. Understanding the client journey is crucial for improving sales and service delivery. KPIs should focus on both lagging and leading indicators to drive business growth. Networking and building relationships are essential for securing larger projects. Charging for design development legitimizes the process and improves client commitment. A personalized client experience can enhance trust and satisfaction. It's important to allow team members to take ownership of their roles. Business growth requires a focus on foundational processes and financial stability. Regularly reviewing and refining KPIs can lead to better business outcomes. Embracing change and being open to new strategies is key to success. ----- Chapters 00:00 Introduction and Background 06:40 Transitioning from Handyman to Remodeling 12:39 Rebranding and Business Strategy 18:46 Client Journey and Design Development 24:36 Key Performance Indicators (KPIs) 26:52 Coffee Preferences and Personal Insights 28:49 Networking Strategies for Business Growth 30:33 Key Performance Indicators (KPIs) for Success 32:42 Excitement and Challenges in Business 34:47 Financial Foundations and Business Processes 38:42 Recognizing Team Contributions and Personal Growth 40:39 Takeaways and Reflections on Business Practices

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 this episode, Andrew Baughan shares how he consistently closes land deals by focusing on follow-up, targeted mailing, and simple systems that work long-term. He explains why boring, repeatable processes beat chasing new strategies and how consistency has helped him stay profitable in competitive markets.We also cover postcards vs letters, cold calling ROI, tightening your lists, tracking KPIs, and how Andrew structures his business to run on 20 hours a week or less.What You'll Learn:• Why most deals come from long-term follow-up• How Andrew runs profitable mail campaigns every month• The real ROI of postcards vs letters• How many mailers it takes to close a deal today• How to tighten your lists and target better properties• Why tracking KPIs matters more than chasing new tools• How to stay consistent in slow markets• How Andrew runs a lean team and protects his time• How to manage emotions when deals fall through• Why simple systems outperform “shiny” strategiesShownotes:Andrew's Deal funding/JV Form: https://docs.google.com/forms/d/1uDTg...Contact: andrew@vacantlandsolutions.comJoin us this coming Feb 17, 2026 at 11am PST/2pm EST for Winning Postcard Framework Webinar:www.pebblerei.com/winningpostcards

Supercell's annual CEO blog post reads equal parts culture memo and a recruiting pitch. We break down what is behind the PR spin before zooming into Clash Royale's Lil Wayne halftime show as a case study in where “brand” ends and product-led fandom begins.From there, we triangulate the broader market: Newzoo's year-end PC/console recap as a reminder that attention is consolidating, not expanding; Roblox's growth story as it starts acknowledging gravity; and an update on Budge and PE as capital keeps rewriting the rules of what “good” looks like. We close by wishing the best to the team impacted by Riot's 2XKO layoffs.00:31 Podcast Overview and Today's Topics00:58 Market News: Roblox Earnings and More02:14 AI and Gaming Industry Insights03:25 Unity's Financial Struggles04:43 Community Engagement and Volunteering20:44 Game Industry Updates: Budge Studios Acquisition24:23 Roblox Q4 Earnings Analysis32:19 The Challenge of Monetizing Young Audiences32:33 Roblox's Strategy to Age Up33:02 Advertising Challenges for Under-18 Demographics33:26 Negative Margin Users on Roblox35:19 Upcoming Episode Teaser: Roblox's Algorithm Changes38:23 Supercell CEO's Annual Blog Post39:05 Clash Royale's Rebound and Marketing Strategies44:14 Squad Busters: A Postmortem44:54 Supercell's Future and Industry Insights49:01 The Role of PR in CEO Letters52:18 Supercell's Innovation vs. LiveOps Debate01:02:21 Conclusion and Final Thoughts

David C. Baker recently published a fascinating thought experiment about what he’d do if starting an agency from scratch today—and it’s packed with provocative ideas worth serious consideration. His article offers a comprehensive blueprint covering everything from organizational structure to compensation philosophy, and much of it aligns with how Chip and Gini think about building sustainable agencies. But the most interesting conversations happen when smart people disagree, which is why this episode focuses on the handful of points where Chip and Gini see things differently. Not because Baker’s ideas are bad, but because they expose the tension between aspirational agency management and the messy realities of running a business with real budgets, real people, and real client demands. In this episode, Chip and Gini tackle mandatory one-month sabbaticals for every employee, open-book finances published on your website, 360-degree reviews, and incentive compensation structures. They dig into why ideas that sound compelling in theory often create unintended consequences in practice—like how retention-based bonuses can fuel scope creep, or why forced sabbaticals don’t actually solve the single-point-of-failure problem they’re designed to address. The conversation reveals thoughtful nuance on both sides. Gini shares her brutal experience with anonymous feedback that backfired when presented poorly. Chip explains why he sees most performance measurement systems as “performance theater” while still advocating for more financial transparency with teams. They discuss the logistical nightmares of scheduling multiple month-long absences and why backup systems for unexpected departures matter more than planned time off. Throughout, they return to a central theme: what works brilliantly at one stage of growth can be completely wrong at another. The goal isn’t to declare Baker’s ideas right or wrong, but to test assumptions and recognize that even the most well-intentioned frameworks deserve scrutiny before implementation. Key takeaways Chip Griffin: “Really to deal with single points of failure, you need to be able to handle those unexpected absences, right? Someone has a family emergency, someone has a health issue. Those are the kinds of things that you wanna make sure you’ve handled.” Gini Dietrich: “When you’re constantly slacking or texting or calling while on vacation, and we don’t give you a response, it makes people angry. But what I’m trying to do is give you the time off because you deserve it and I want you to come back refreshed and ready to work.” Chip Griffin: “When you have incentive compensation, whether that is commissions or for hitting profit targets, the problem that you run into is people tend to focus on the thing that gets them the commission. It doesn’t mean that it’s good revenue. It doesn’t mean that it’s profitable.” Gini Dietrich: “I subscribe to give ongoing feedback. You get feedback consistently. And when we’re in a meeting and I see something that you did really great or I see something that could use some work, I tell you that immediately.” Turn Ideas Into Action Read Baker’s full article and identify your three favorites. Don’t just focus on the disagreements—pull out the ideas that resonate most with your vision for your agency and commit to implementing one of them this quarter. The value in thought experiments like this isn’t picking sides, but using them to clarify what you actually want to build. Spend 30 minutes reading, then schedule time to test one concept that genuinely excites you. Identify your true single points of failure. List every critical role in your agency, then honestly assess what would happen if that person disappeared tomorrow without warning. Focus on unexpected absences—not planned sabbaticals—because those expose the real vulnerabilities. For each critical role, document who could cover the basics for 1-2 weeks while you figure out a longer-term solution. This takes less than an hour and protects you better than mandatory vacation policies. Replace annual reviews with ongoing feedback. If you currently do annual or 360-degree reviews, shift to giving immediate feedback when you observe something—positive or negative. Make it a two-sentence conversation: “That client presentation was excellent because you anticipated their objections” or “When you miss that deadline without communication, it creates problems for the team.” Save annual conversations for compensation changes and goal-setting, not for dumping a year’s worth of stored-up feedback all at once. Resources David C. Baker’s article If I Started A New Firm, Now Related Starting your own agency Should you force employees to take time off? Setting your agency's PTO, vacation, and leave policies Employee compensation essentials for agencies View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello, and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: And Gini, we’re going back to a place that we’ve used for inspiration before. And no, I’m not talking about Reddit this time. Oh, I’m, I’m sorry. Dear listeners, this is not one of our Reddit episodes. Gini Dietrich: I, I’m always scared of the Reddit episodes. Chip Griffin: The Reddit episodes are always, they’re interesting. We’ll leave it at that. Gini Dietrich: Yeah. I saw one the other day that I was like, oh boy, okay. In the real world… Chip Griffin: Sometimes I just, I read those posts in the, in the agency subreddit, and I just, I wonder if, if they’re actual, real people posting about real stuff, because some of it just seems so insane that it just couldn’t be real. Gini Dietrich: Yes. And some of it is very junior level entitled frustrations who don’t understand how a business operates. And so some of it you’re just like, Ugh. Okay. Chip Griffin: Yep. But I mean, we were all once those people sort of a little bit Gini Dietrich: Fair, true. Chip Griffin: At one point in time. Gini Dietrich: Yes. So absolutely. Chip Griffin: But that is not what this episode is. We are going to use another source of inspiration for us that we’ve used in the past, and that is David C. Baker. And, in this case, he had a post in his newsletter recently about what he would do if he was starting his own agency today. And it’s a lengthy article that walks through all of the different choices, that he would make strategically and tactically for the business. And there’s a lot of good food for thought in there. It’s, mm-hmm. It’s probably gonna inspire a few additional episodes, down the road as we dig deeper into some of the specific topics there. But, one of the things that I did on LinkedIn was I broke out into four buckets, my perspective on it, and broke it into things that I agree with, things that I agreed to disagree with. It depends because, hey, that’s our motto here, so why not? It does depend. Yes. Yep. And then of course, food for thought. So, there are far too many points for us to cover in a reasonably length podcast episode. So. I figured why not be controversial? Let’s deal with the disagrees that I had on my list and, use that as our jumping off point. And we’ll of course include a link to the article in the show notes that you can go read the full article as well as additional context around what we’re gonna talk about today because there is a lot to, to explore here. Gini Dietrich: And I think the buckets that you, you broke it into are really good. And for the most part I agree with how you’ve compartmentalized them all. But there are some interesting ones on the agree to disagree bucket. So let’s, let’s do that. Let’s start there. Chip Griffin: Alright. Do you have, do you have one that you would like to start with or do you want me to just start calling ones out? Gini Dietrich: Let’s see. Yeah, there’s, well, yes I do. That we require one month annual sabbatical to eliminate single points of failure. Sounds lovely. I would also like a one month sabbatical every year. Chip Griffin: It’s as, as I understood the article, and it is possible, I misunderstood the intent in the article, but as I understood it, he was suggesting that every year, every employee. Gini Dietrich: Everyone. Yes. Chip Griffin: Had to take a full one month sabbatical. Gini Dietrich: Yes. That’s how I read it as well. Chip Griffin: That is, I mean, it’s a nice idea. I think it is highly impractical for most organizations. And look, I think the, stated intent here is truly a good one, which is to avoid those single points of failure, over reliance on any individual team member. Yeah. ’cause this is a giant problem for agencies, honestly, of most sizes until you get to be giant. But it is something that, that you need to be conscious of. I don’t know that you need a full one month sabbatical for every employee every year in order to get there. Gini Dietrich: Yeah, and I mean, truth be told, like if you’re designing in the agency of the future and you’re starting from scratch today, I don’t know how you do that. I mean, to your point, even in a large organization, I don’t know that how, you do that because it costs a lot of money. Not just resources and time, but it costs money to have people out. And so, you know, if you’re a, you’re an agency of three people or you’re an agency of 50 people, or you’re an agency of hundreds of people, it still costs money. And so requiring that I think is a bit too much. And also, I will say that as somebody who has an extraordinary flexible and generous paid time off plan. There are people who take advantage of those things and you have to adjust to that, unfortunately. And I just don’t think it’s realistic. I don’t think it’s something that you could actually do. I don’t think it’s something you could enforce. I think it would be extraordinarily stressful for the person and for their team, even though it might be nice in writing. I don’t think it’s, realistic in practice. Chip Griffin: Well, I, think you, I mean, you, have a number of logistical issues that come into play here in addition to everything else. And particularly because one of the other, tenants in there that I, disagreed with was, that you would require all employees to take four one week vacations. Over the course of the year. So now you’ve, essentially got all employees out for two out of 12 months. Gini Dietrich: Two outta 12 months. Yes. Chip Griffin: And, that is logistically challenging because how do you do this and make sure that you don’t have too much overlap because inevitably there are certain times where people are going to prefer to do this. I mean, absolutely. If you want to take a one month sabbatical, most people are probably gonna want to do that over the summer months. Yes. When perhaps, you know, family members have access to vacation or those sorts of things. Gini Dietrich: Yep. Chip Griffin: Or they may want it end of year around the holidays and those kinds of things. So you, have collisions between people wanting the same time. If, they, can’t get what they want now, they may be frustrated that I gotta, you know, I have to take off a month in February. What good is that gonna do me? I mean, it’s cold, it’s snowy outside. My family can’t take the time off. My significant other won’t go. Like, Gini Dietrich: yeah, Chip Griffin: so what am I just gonna sit around in my house all day for the month. so I think there are some logistical challenges. So I guess what I, this is one of those ones where I’d say the ideal is nice. I’m not sure that it is practical to implement in the vast majority of firms. I would encourage instead that owners look and try to identify single points of failure and make sure that you have backups. Yes, yes. And frankly, those are important, whether you have someone taking a month off or a week off. And my view is that every employee should have a backup who can at least do the, minimum required for that role while they’re out. Particularly if they’re out suddenly, right? Because being able to plan for it. You’ve got a sabbatical, it’s on the calendar, six months ahead of time. You can get some stuff done early, you can push off some deadlines. There’s a lot of things you can do, but really to deal with single points of failure, you need to be able to handle those unexpected absences, right? Someone has a family emergency, someone has a health issue. Gini Dietrich: Yep. Chip Griffin: Someone gets an opportunity to go on a game show, I don’t know, whatever it is, that takes them away suddenly. Those are the kinds of things that you wanna make sure you’ve, handled, with single points of failure. So. Nice idea. I just, I, don’t think it’s practical for most firms. Gini Dietrich: Yeah. And the other thing I’ll say on the single point of failure piece is one of the things that I experience as an agency owner quite often is that my certain members of my team will take time off, but they can’t… They can’t allow themselves to take time off. So they’re constantly checking in and they’re constantly asking for updates and they’re constantly, and so one of the things I do with them is. You know, ensure A, that you have some backup, and B, that when you’re asking for updates or you’re constantly slacking or texting or calling, that we don’t, we don’t give you a response. And, it makes people angry. But what I’m trying to do is A, give you the time off because you deserve it and, I want you to come back refreshed and ready to work. And B, well, I’ll say C. Actually there’s three, three things, B there, nothing’s going to burn down while one person is out because we have backup and we do have places where there is not a single point of entry. And lastly, it’s really demeaning to your team, like it’s demeaning. And even me as the owner sometimes I’m like, well, don’t you trust me to fall to take care of your clients while you’re gone? Like, come on, seriously. Right. That’s how it makes you feel. So I would say that it’s important from a single point of entry perspective as well to ensure that on the opposite side, that the team feels comfortable taking time off, that they don’t feel angst about taking the time off, that they can take the time off, and that the team behind them is, feels empowered and ready and trusted to do the work. Chip Griffin: Spot on. Alright, well there’s, there’s a lot on this list. So let’s move on to, to something different. How about we talk about open book finances, because this is, one that, I, will say that I disagree with an asterisk. So I, what he’s advocating in his piece is open book finances, including public disclosure of finances on the agency’s website. Gini Dietrich: Nope. Chip Griffin: So, and in general, I am not a fan of full open book either internal or external. Gini Dietrich: Nope. Chip Griffin: However, I do believe that most agency owners would be better off being more transparent than they currently are with their teams. That doesn’t mean being complete open book, but it does mean at a minimum, sharing with them more specifically the trends that are going on with the agency. You know, Even if you take actual numbers out, I like to show charts that show the directionality of revenue, the directionality of expenses. You know, so that you can kind of see those mapped up against each other so that as an employee, you start to understand more about the fundamentals of the business. Gini Dietrich: Yep. Chip Griffin: And it starts to make you less surprised when you’re seeing growth and less surprised when you’re seeing, you know, a narrowing of the gap, say, between revenue and expenses. So therefore, profit is shrinking. I, think that there does need to be more communication about that with, as I always say, education. You can never provide numbers, whether that’s percentages or charts or actual numbers to your team without helping them to understand the economics of the business. Because otherwise you’re just giving them numbers that they will interpret however they want. But I do think the smarter you make your team about these things, the better they can help to manage project budgets, the better and more realistic they can be about compensation and bonuses. All of these things, information helps, but not in my view all the way to full open books, either internal and certainly not external. No, definitely not. I don’t see enough upside doing it external. Gini Dietrich: Definitely. I, can’t imagine doing it externally because all that does is open up the, an invitation for your clients to say, well, you don’t really need to be that profitable, so let’s, take some, let’s take a percentage off like the No, no, no, no, no. And I also think, if I read it correct, his article correctly, he was advocating for open book on everyone’s salaries too. And no, I mean, we do salary bands, but you, do not know exactly how much every person makes. That’s not, that does not contribute to any sort of morale building inside a culture. Absolutely not. Chip Griffin: Yeah. I mean, the only thing I will say to that is that, I, agree with you. However, the reality is that most people have a pretty good idea of what everybody else in the business except the owner is making anyway. And perhaps other select senior level people depending on, how your organization is structured. But pretty much all the juniors know what all every other junior makes. They all talk. Gini Dietrich: Well, and that’s why we have salary bands ’cause everybody pretty much makes the same Chip Griffin: right Gini Dietrich: amount. Right? Like they all make the same, but I’m still not publishing it. Chip Griffin: Exactly. And salary bands, you know, protect you. On that. And so, I mean, you could make the, case as long as you have tight salary bans. Gini Dietrich: Yep. Chip Griffin: Disclosure actually isn’t a problem. But you know, I don’t, I think as long as you have salary bands, you don’t need that. Obviously a lot of states are in here in the US are now requiring more disclosure around salary bands and that kind of stuff. So, you know, we’re headed there as an industry one way or the other. but I do think that salary bands are probably sufficient and, we don’t need to share actual salaries with team members. Gini Dietrich: Yeah, I totally agree with that. Chip Griffin: You know, that said, I will say that all of your employees think you make far more than you do. We’ve talked about this before, so there may actually be an upside for, most owners to share what their actual take home is because Gini Dietrich: that like 10 people actually make more than I do. Chip Griffin: Yeah. Yeah. I mean, I know a lot of agencies where the owner is making less than team members. Gini Dietrich: Yes. Chip Griffin: Which is wild to me, but. Gini Dietrich: There’s also the upside on that though, if, you’re profitable and you make enough money at the end of the year, you get, you get that. But yes, from a salary perspective. Chip Griffin: Right, right. Alright, how about, 360s? My, one of my pet peeves. I consider it performance theater. I think most KPIs and OKRs and all these things, I think it’s all performance theater. I think it has very little to do with what actual performance outcomes you get from your team. But, 360s, you know, they’ve been popular for a couple of decades now. I don’t understand them. You know, I’ve been in organizations that, have done them. I will confess that, that, you know, at various points in time, my own businesses have experimented with them, and most of the feedback that you get from them is borderline worthless. Because most of it falls into the category of nobody wants to say anything really bad about anything else, it’s, you know, at worst it’s lukewarm. But then of course, you always get the random ones who just, they have an ax to grind Gini Dietrich: Yep. Chip Griffin: And they’re gonna use the 360 Yep. As their way to grind an ax against a colleague. Yep. Or, or another department. Yep. Or whatever. Gini Dietrich: Yep. Chip Griffin: And I, I’ve yet to see any, that actually helps to provide good feedback from the employees to the owner themselves. That’s just, I mean, you can tell people it’s anonymous. You can use an outside advisor to organize it, but people are not gonna put in writing. Even if they think it’s anonymous, any perspective about the owner, it just, it doesn’t happen in, the real world. Gini Dietrich: Yeah. I agree with you. The only time I’ve, and it this happened to me, the only time I’ve seen it be effective is I, early in my agency life, business life, I hired somebody externally to do interviews. It was all anonymous, it was all verbal, nothing was recorded, and people were absolutely brutal. And the way he presented it to me made me so defensive that I couldn’t take even the kernels of feedback that I needed to hear. And there was some in there, but it was so brutal. And he, the way, and he presented it, I, in retrospect, I think he embellished some of it to make me, I, to make it like more jarring and alarming. Because he thought that that would make me wake up and pay attention. And in fact, it had the opposite effect. It was not, not good at all. And then I didn’t feel good about the people I had hired. Because it was, it was brutal. So I agree that, they’re not great. I subscribe to the give feedback, ongoing feedback. And so I don’t do annual reviews, I don’t do 360 reviews. You get feedback consistently. And when we’re in a meeting and I see something that you did really great or I see something that could use some work, I tell you that immediately. When I’m trying, when I want to coach you on something, I do that immediately and I ask my team to do the same with their team. So there’s, we have the ongoing feedback and then the annual review, quote unquote, is, Hey. We met our goals, we did really, really well. Here’s a raise, or you know what? This year was shitty and it sucked. You did your part in trying to make it better. I’m gonna give you a cost of living raise or whatever it happens to be, right? But it’s not a, here’s all the shitty things that your clients say, and here’s all the shitty things that your colleagues say and more about, I, you already know that you’re doing a great job in these areas. You already know that these are areas that need to be worked on, and we just continue to move forward. Chip Griffin: Yeah, I mean, I’ll say from, an owner trying to get, you know, feedback and perspective from the team there. You know, you, I wouldn’t do it through a, you know, a normal 360 review process, but you know, what, you’ve described part of it, I think the, whoever you hired got it right in having, you know, very anonymous conversations with team members. And I think that bringing an outside advisor who has those kinds of conversations, nothing in writing, it’s just it, you know, it’s dialogue back and forth. I do those for my clients from time to time. I’ll be honest, I, you know, I would say it’s maybe 50/50 whether I feel like I’m truly getting candid feedback. Gini Dietrich: Sure. Chip Griffin: from the team members, because usually I don’t have any prior relationship with them, so they don’t know whether they truly can trust me or not. But you know, it’s, I mean, even 50% in most cases is enough to start, you know, pulling some common threads. But the whole, the way you use that information as an outside advisor, the way you present that. Matters a lot. And so you need to really understand how is it gonna land best with the owner that has hired you. And is that by being blunt, is that by sort of internalizing the knowledge and sometimes I’ll just use it in my ongoing conversations to try to steer things. Yes. To address some of that feedback. Sure. Without even explicitly saying, well, Gini Dietrich: yes, Chip Griffin: you know, the whole team said you’re very bad at X, Y, and Z. Gini Dietrich: Brutal. Chip Griffin: But instead, try to find other ways Yes. To, achieve the same outcome, because then the team starts to feel like it was useful to talk with me, and the owner then starts to feel good about the way the team starts to pull together and all that kind of stuff. But it, is, delicate and, I would say that, you know, the, typical 360 process where it tends to be, you know, written survey feedback form type things, I, just, I think that’s, it’s very difficult to see that working in most cases and in my own experience, it has rarely worked out, the way people would like it to. Gini Dietrich: Yeah, totally agree. Chip Griffin: All right. let’s see. We have time probably for at least one more, or maybe just one more here from the list. I don’t know if there’s something that, that jumps out at you that you would like to have, covered. Gini Dietrich: Let me look, let me look. Uh, maybe we can mush board of advisors and direct access to CEO together. Chip Griffin: Sure. Although they’re, well no, because the direct access to CEO is the CEO of the client. Gini Dietrich: Oh, oh, got it, got it, got it. Chip Griffin: So they, they are, they are separate issues. Got it. But I, mean, I think either, either board of advisors, the other one I would throw out there is a possible one is the, tying all, employee comp to have an incentive component. Oh, yeah. I, think either one of those would be good. So I’ll let you pick between board of advisors or employee comp. Gini Dietrich: Employee comp. Chip Griffin: So, this is, this is one of my pet peeves. And I’m sure that David doesn’t know this, and, if he did that… Gini Dietrich: Ha! He wrote it just because he knew it was your pet peeve. Chip Griffin: But, but his argument was that every employee should have at least some of their compensation effectively at risk as part of a, an incentive compensation plan. And I hate this idea. I hate formulaic, incentive-based compensation for virtually all employees. And I’ll be controversial here, it doesn’t really apply to most agencies, but I don’t think it should apply to most sales reps either. Because I think that when you have incentive compensation, whether that is commissions or for hitting profit targets or you know, other things, the problem that you run into is people tend to the extent that they pay attention to it at all. Right? So. You’ve got a couple of risks here. One is that you’re paying people for things they don’t even care about. Right? Right. You know, I mean, I’ve had sales reps they were gonna sell or not sell, and it had nothing to do with the commission they were getting. Gini Dietrich: Fair. Chip Griffin: Now that’s rare. Most sales reps are incented by their commission and, so they will try harder to get it, but what are they doing? They’re, focused on the thing that gets them the commission, which is the actual signature on the contract and the revenue. It doesn’t mean that it’s good revenue. It doesn’t mean that it’s profitable. It doesn’t mean that it’s a good client. It doesn’t mean you can get results for them. It doesn’t mean any of those things. And you’re now creating tension because if you have more than one sales rep, nobody wants to help each other because then they gotta split the commission. And so, but this goes beyond, you know, sales and other ways of doing incentive compensation. You still have, it’s very difficult to craft a plan. Gini Dietrich: Yeah. Chip Griffin: That doesn’t have unintended consequences. Yeah. And particularly when you’re outside of the sales realm, my experience is that most employees are not truly motivated to hit specific targets for their incentive comp. They’re either gonna do a good job or they’re not. And it has nothing to do with you saying if you hit this target, you’ll get a little bit extra. But to the extent that it is, it does have those unintended consequences because now they’re fixated on, I mean, let’s say it’s client retention. So now what if, if you’ve got a client retention target and if you have a client retention over 85%, you get a bonus. Sounds great. Right? Because we’re, retaining clients. Except that what are we doing to retain those clients? Right? Oftentimes that means we’re going to go way down the, rabbit hole of scope creep. Yep. And, we’re just gonna be giving them all sorts of freebies to keep them around. And so those are the things we need to think about. And it’s, why in general, I’m opposed to all forms of incentive comp. Gini Dietrich: Yeah, I agree with you. I mean, one of the things that we do do is we say you can earn up to a certain percentage of your salary in bonus. It’s the end of year bonus. And here are the, gates, like revenue, profitability, all the things. But most of it is not reliant on the individual. Most of it’s reliant on the company as a whole. And so we all have to work together to achieve those goals. And then they sort of know like, okay, well this, this is where we are, so I’m gonna make 90% of that percentage or whatever it happens to be. So they are they are clear about those kinds of things and they tend, because of that, they tend to ask… They tend to be more engaged and ask more strategic questions about work, and they’re more thoughtful about it. But to your point, we don’t reward scope creep. We don’t reward, you know, keeping a client longer than we should. Those kinds of things. Those, like, we take those pieces out. So we, do it based on, we don’t do it commission or incentive based, but we do do it based on a certain percentage of your salary if we meet certain objectives as an organization. Chip Griffin: I mean, that’s better, but I’ll be honest, I still don’t like it. Gini Dietrich: Yeah. It works for us. It’s highly motivating for us. Chip Griffin: And that’s, the thing. I mean, the, as we say at the end of every, episode, it depends. So even these things where Gini Dietrich: mm-hmm. Chip Griffin: You know, we may disagree, you know, where David has different ideas than we do, that doesn’t mean that, that none of them can work in your agency. Right. and I think that it’s, that’s a point that, that he made in a LinkedIn conversation that, that we had, recently as well. You know, some of these may be good ideas, some of them may be bad ideas. Some of them may be good ideas, but you know, wrong place, wrong time or wrong agency, wrong time. And, some of these ideas are good at different stages of the lifecycle of even your own agency. So something that works when you have two employees may not work when you have 20 or 200. Right. And so, you know, I just, I, love articles like this though, because it gives you that food for thought. It makes you think, it makes you, you know, to test your assumptions. You know that I’m a huge, advocate of curiosity generally. And so, you know, making you think about things is helpful. And so hopefully we’ve made you think just as David made us think. And, so we, appreciate that and, we hope that we’ve given you those insights here that may help you think through decisions for your own agency. And of course, you know, check out the full article for many, many more ideas beyond what we were able to cover today. Gini Dietrich: Yeah, absolutely. It was a really good, really good article. Chip Griffin: Absolutely. So thank you all for joining us. That will conclude this episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: I’m Gini Dietrich, Chip Griffin: and it depends.

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.

In this episode, we sit down with Aaron Moore, President of PPD Painting and Co-Founder of the Commercial Painting Industry Association, to explore how industry-specific peer forums transform insight into action—and relationships into a powerful retention engine.Aaron shares his journey from Chicago startup to buying out a partner, scaling a commercial painting company, and building CPIA around a forum model inspired by EO and YPO. We unpack the structure behind high-performing groups: non-competing peers across geographies, monthly virtual meetings, in-person sessions, and a deceptively simple update framework that surfaces what's working, what's draining energy, the best idea, the most important action—and the one thing you don't want to talk about.The game-changer? Experience-sharing over advice. Speaking from lived wins and losses lowers defenses, accelerates learning, and drives clearer action.We also explore how forum habits migrate inside companies—leaders replacing certainty with curiosity, teams balancing KPIs with the human layer that drives execution, and members navigating ownership transitions, succession planning, and tough decisions with greater clarity and confidence.If you lead a trade, run a chapter, or want a serious leadership edge, this episode is a practical playbook for building high-trust peer groups that actually move the needle.Please visit www.internationalfacilitatorsorganization.com to learn more about Mo Fathelbab and International Facilitators Organization (IFO), a leading provider of facilitators and related group facilitation services, providing training, certification, marketing services, education, and community for peer group facilitators at all stages of their career.

Professional Builders Secrets brings you an exclusive episode featuring Erika Mosse from JobTread, and Russ Stephens, Co-founder of APB. Recorded during our webinar series for the 2026 State of Residential Construction Industry Report, the two unpack what actually drives the most profitable projects, pairing real data with real-world insights.This episode is sponsored by Apparatus Contractor Services, click the link below to learn more:hubs.ly/Q02mNSsG0INSIDE EPISODE 225 YOU WILL DISCOVER Why profit “disappears” even when jobs seem healthy How scheduling delays quietly destroy margins The importance of knowing your fixed expenses per job per day Where change orders and selections cause the biggest profit leaks How systems, KPIs, and client handbooks tighten project delivery And much, much more.ABOUT RUSS STEPHENSCo-founder of the Association of Professional Builders, Russ is a data analysis expert who has introduced data-driven decision making to the residential construction industry. Russ is also a proud member of the Forbes Business Development Council.Connect with Russ: linkedin.com/in/russstephensABOUT ERIKA MOSSEExperienced, dynamic business leader with a proven track record in content strategy, operational excellence, and editorial craftsmanship. Skilled in mentoring high-performing teams and fostering a collaborative environment. Passionate about innovation, great storytelling, and connecting with an audience. Believer in the joy of driving a fast car with a manual transmission.Connect with Erika: linkedin.com/in/erika-mosse-56488535/TIMELINE 2:30 Why builders don't see profit problems coming8:45 Scheduling delays as the “silent killer” of profit15:30 Fixed expenses per job per day (and why builders must know this number)22:10 How change orders and selections derail timelines33:40 The importance of systems, KPIs, and one source of truth45:20 Pricing for profit and running tighter, more disciplined projectsLINKS, RESOURCES & MOREAPB Website: associationofprofessionalbuilders.comAPB Rewards: associationofprofessionalbuilders.com/rewards/APB on Instagram: instagram.com/apbbuilders/APB on Facebook: facebook.com/associationofprofessionalbuildersAPB on YouTube: youtube.com/c/associationofprofessionalbuilders

Send a textSchedule an Rx AssessmentRapid growth is exciting but without the right metrics, culture, and plan, it can quietly put your pharmacy at risk.In this episode, Scotty Sykes, CPA, CFP®, Bonnie Bond, CPA, MBA, and Austin Murray sit down with Jim Hrncir, R. Ph. FACP, Owner of Las Colinas Compounding Pharmacy and Wellness Center veteran compounding pharmacist and owner, to unpack what it really takes to run a sustainable compounding pharmacy through industry cycles, GLP-1 volatility, and ownership transitions.We cover:The KPIs Jim actually tracks to manage a complex compounding operationWhy cash position may be the most overlooked metric in pharmacyHow GLP-1s changed the business—and why diversification still mattersInternal succession vs. private equity: the real tradeoffsAnd more!More About Our Guest:Jim Hrncir RPh and wife Jan founded Las Colinas Pharmacy, Compounding & Wellness in 1984. Recognized as one of the pioneers of modern pharmaceutical compounding, Jim's 1986 creation of Estradiol Transdermal Gel was the first of its kind in the United States. He is responsible for the formulation of many Bio-Identical Hormone, Dermatological, Nutritional, and Anti-Aging compounds in wide use throughout the United States. Jim was named the 2017 Compounding Pharmacist of the Year by Professional Compounding Centers of America (PCCA) and is a Fellow of the Alliance for Pharmacy Compounding (FAPC). NCPA's magazine America's Pharmacist featured Jim and Las Colinas Pharmacy as the cover story for December 2018.Jim has received extensive continuing education in the areas of Bio-Identical Hormones, Nutrition, Anti-Aging Medicine, Weight Management, Pain Management, Neurotransmitter Management, Natural and Functional Medicine including the use of botanical medicines, nutritional supplements, Detoxification and Purification, homeopathy and lab testing. He has lectured across the country on a variety of topics including Clinical Patient Consulting, BHRT Assessment and Case Management, Low Dose Naltrexone, Traumatic Brain Injury Treatment Protocols, and Ketamine for Treatment-Resistant Depression and PTSD.Jim is a member of Professional Compounding Centers of America (PCCA), American Academy of Anti-Aging Medicine, Age Management Medical Group, Texas Pharmaceutical Association, Alliance for Pharmacy Compounding, and the National Association of Community Pharmacists.Stay connected with Jim and Las Colinas Pharmacy: Jim's LinkedInLas Colinas Pharmacy WebsiteLas Colinas Pharmacy FacebookLas Colinas Pharmacy TikTokLas Colinas Pharmacy InstagramLas Colinas Pharmacy LinkedInStay connected with us: FacebookYouTube LinkedInInstagram More resources on this topic: Podcast - Driving Independent Pharmacy Profitability in 2026Podcast – The Startup Compounding Pharmacy Playbook

What if landing a $200K Customer Success role has a lot less to do with your title and a lot more to do with one thing almost no one is tracking?In this episode, I went full data-nerd and analyzed 10 recent clients who all accepted Customer Success offers between $175K–$230K. I pulled apart their resumes, KPIs, career paths, and job search histories to uncover the patterns that actually showed up at this level — not the advice we think matters, but what the data clearly revealed.I'm breaking down the types of companies paying top dollar, why domain depth quietly beats title chasing, and the specific metrics that consistently showed up across every high earner. We'll also talk about why “just CSM” titles aren't the red flag people think they are and what truly drives compensation once you're aiming for $200K and beyond.By the end of this episode, you'll have a much clearer roadmap for where to focus and what to stop stressing about if a $200K role is your goal. If you've been questioning whether you're on the right path, this will give you answers. Hit play and let's dive in.And if you're ready to position yourself as the obvious choice for a high-comp Customer Success role? Apply to work with my team HERE.02:11 – Why High-Paying Customer Success Roles Are Tied to “Mission Critical” Software Companies04:14 – What Building Domain Depth Actually Looks Like (and Why It Matters More Than Job-Hopping)06:47 – The Truth About Job Titles: Why “CSM” or “VP” Alone Doesn't Guarantee a Bigger Paycheck08:54 – The Real Drivers of 200k Salaries in Customer Success: Scope, Revenue, and Accountability12:15 – Why Non-Linear Careers (and Resume Gaps) Won't Hold You Back From Earning More13:43 – How Even Top Candidates Struggle to Land Interviews (and Why Selling Yourself Is Everything)16:18 – The Actual Checklist for Breaking Into the 200k+ Customer Success Club17:16 – Why Tweaking Your Job Seeking Skills (Not Your Experience) Is the Ultimate Career Growth HackFREEBIES & RESOURCES:

Strong Environments. Strong Teams. Strong Outcomes.Building a high-performance culture starts with leadership—and it starts before the workday even begins. In this episode of the Blue Collar Nation Podcast, Eric and Larry break down what it really takes to create a winning team in the home service industry, from leading by example to setting clear expectations and accountability.They dive into daily habits, personal discipline, and coaching over managing, explaining how sleep, health, punctuality, and preparation directly impact performance. You'll hear practical strategies for gamifying performance, using public accountability, setting KPIs by role, and building systems that scale—whether you have two employees or two hundred. If you want a team that buys in, performs at a high level, and protects your culture, this episode lays out the playbook.TITLE SPONSOR:Super Tech UniversityDramatically improve your team's performance with a system of short daily video lessons training your team in soft skills. When you invest in your team and teach them soft skills, your team can make you more profit. Go to https://supertechu.com/ for more info.Click here for a discount: https://supertechu.com/register/podcastoffer/.Here is an entrepreneur's story you will relate to.SPONSOR: C&R MagazineC&R magazine is the leading periodical in the Cleaning and Restoration industry. Owner and editor Michelle Blevins has brought printed copies back from the dead to increase reader experience. Go to www.candrmagazine.com to get your free copy sent directly to your home or business.

What does it truly mean to lead a growing, family-owned business into a high-trust, high-performance culture? This week, we talk with Chad Peterman — President and CEO of Peterman Brothers, a family plumbing and HVAC business in Indiana — about transitioning, building culture, and hiring right.Chad shares insights from taking over his father's business and crafting a vivid, evolving vision to unite the team around shared goals. He opens up about his leadership philosophy which revolves around empowering the tradespeople in his company to grow without limits, putting values into consistent practice, and modeling accountability daily.He stresses the importance of showing care for employees above all else, linking employee wellbeing directly to customer service and business growth. Chad walks us through his robust one-on-one meeting rhythms, the integration of KPIs with individual development, and how consistent communication keeps his team aligned and motivated.Drawing on his sports background and hands-on experience, Chad also discusses handling conflict, unlearning old habits, and embracing accountability to create lasting organizational change. He reflects on the balance of family and business leadership, and how core values continually shape his approach.Whether you're stepping into leadership or scaling a family business, this episode offers practical strategies and inspiration for leading with heart, integrity, and vision.Learn more about Chad: https://chadmpeterman.com/Learn more about Peterman Brothers: https://petermanhvac.com/

You've been showing up, doing the work, trying to live with integrity—and the results aren't there. Policies get worse. People leave. Relationships fracture. So you're left with a brutal question: Is any of this actually worth it? This sermon explores the prophet Jeremiah, who preached justice for 23 years and saw zero measurable success. Through his story and the words of Martin Luther King Jr., we examine what happens when we stop measuring our faithfulness by outcomes and start asking a different question: What if the rightness of something doesn't depend on whether it's winning? What would it mean to commit to a long obedience in the same direction—not because the KPIs look good, but because the work itself is true? For anyone exhausted by activism, burned out on hope, or wondering if they should just give up—this is about finding a way to keep going that doesn't rely on immediate success. It's about planting seeds underground where nobody's watching, trusting what you cannot yet see.

Cameron discusses the critical role of practice owners in managing their medical practices effectively. He emphasizes the importance of accountability, understanding financial metrics, and making data-driven decisions rather than relying on feelings. He also highlights the need for effective marketing strategies and the transition from being a practice owner to a CEO and investor in the practice. The conversation aims to empower practice owners to take control of their business and achieve financial success.Listen In!Thank you for listening to this episode of Medical Millionaire!Takeaways:The biggest problem in practice management is often the practice owner themselves.Accountability is crucial for financial freedom and practice success.Relying on feelings rather than data can lead to poor business decisions.Understanding financial metrics is essential for evaluating practice performance.Marketing strategies should be data-driven to effectively grow the practice.Transitioning from practice owner to CEO requires a focus on numbers and strategy.Investing in business education and consulting can enhance practice management skills.Effective communication with patients about services can drive sales.Practices should analyze their service distribution to identify growth opportunities.Becoming an investor in your practice is key to long-term success.Medical Millionaire: The Blueprint for Scaling a World-Class Medical Aesthetics PracticeWelcome to Medical Millionaire, the go-to podcast for forward-thinking Medspa owners, Medical Aesthetics leaders, Plastic Surgery & Dermatology practices, Concierge Wellness clinics, and Elective Healthcare entrepreneurs who are ready to scale with intention and operate like a true, high-performing business.If you're building, growing, optimizing, or preparing to exit your aesthetics or wellness practice, this show is your competitive advantage.Hosted by Cameron Hemphill Your Guide to Sustainable, Scalable Growth Your host, Cameron Hemphill, is one of the most trusted growth strategists in Medical Aesthetics and Elective Wellness.With over 10 years in the industry, Cameron has helped scale 1,000+ practices and more than 2,300 providers, working alongside the most recognized KOLs, national brands, EMRs, tech companies, and private equity groups, shaping the future of aesthetics. From marketing to operations, from finance to leadership, Cameron brings a real-world, data-driven perspective on what it takes to turn a practice into a powerful business engine.What This Podcast Is All About: Each episode takes you behind the scenes of the fastest-growing practices in the country, revealing the systems, strategies, and mindset required to win in today's Medical Aesthetics landscape.Expect tactical insights, step-by-step frameworks, and conversations with:Industry thought leadersTop injectors & medical directorsEMR & tech innovatorsOperations expertsMarketing strategistsPrivate equity & M&A advisorsWellness and longevity pioneersThis is where aesthetics, business, technology, and wellness converge. What You'll Learn on Medical Millionaire Every week, you'll access expert guidance to help you scale profitably and predictably, including:Marketing & Brand PositioningCRM + Lead Management SystemsPatient Acquisition & ConversionEMR Optimization & Tech Stack ArchitectureSales Psychology & Consultation MasteryFinance, KPIs, and Practice EconomicsOperational Workflows & AutomationIndustry Trends Backed by Real Benchmark DataPatient Retention & Lifetime Value ExpansionMindset, Leadership & Team DevelopmentWhether you're opening your first location or running a multi-million-dollar enterprise, you'll gain the clarity and direction to grow with confidence. A Show Designed for Every Stage of Practice Growth Medical Millionaire breaks down the journey into four essential stages, showing you exactly how to move from one to the next:Startup – Build the foundation and attract your first wave of patientsGrowth – Scale revenue, expand services, and strengthen operationsOptimize – Increase efficiency, margins, and customer experienceExit – Prepare your practice for maximum valuation and acquisitionIf You're Ready to Grow, This Is Where You Start. Tune in weekly for actionable insights, expert interviews, and the exact playbooks high-performing practices use to dominate their markets. This is the podcast for Medspa owners who want more than a job; they want a scalable, profitable, industry-leading business. Welcome to Medical Millionaire.Let's build your practice into the empire it deserves to be.

You've got £250K in the bank. You're profitable. Everything looks fine.Then your VAT bill hits and you're scrambling. Or a major client payment is 60 days late and suddenly you can't make payroll.Marc Obrart has seen this exact scenario play out dozens of times. As co-founder of Fin House, he provides finance teams and CFOs to 50+ scale-ups. And the pattern he sees most often? Founders managing by their bank account instead of understanding the two stories every business tells.Here's what makes this different:Marc's not talking about hiring expensive CFOs or implementing complex ERP systems. He's talking about getting the basics right - and most founders don't have them in place.His approach is simple: finance should be embedded in your business, not isolated in a dark corner. When finance is done right, you have access to forward-looking data that lets you make confident decisions about hiring, marketing spend, and growth.You'll learn:Why your bank balance is a terrible way to manage your business. It tells you where you are now, not where you're going. Founders look at £250K and think they're fine—then their VAT bill goes out in three days and they've forgotten to connect the dots.The rolling 13-week cash flow framework and why this specific timeframe matters. In 13 weeks (roughly 3 months), you should know everything: new hires coming in, monthly payroll, payment terms from customers (30-90 days), supplier obligations. This is your Bible. If you don't have this, you're flying blind.Why VAT catches founders out more than margins, profitability, or any other metric. It's a red herring—you're collecting it, sitting on it, and then suddenly you owe £150K and don't have the cash because you thought it was available. Ring-fence it. Track available cash separately.The two stories your business tells: your profit story (management accounts) and your cash story (cash flow). These are completely different. You can be profitable and run out of cash. You can have cash and be unprofitable. Get your profit wrong, you have time to fix it. Get cash wrong, you're out of business in 30 days.Why you probably don't need an ERP system or NetSuite. Most businesses can run on Xero with proper bookkeeping, controls, and forward-looking insights. Don't overcomplicate it.How to know if your finance setup is useful. If you're skipping pages in your management pack, they shouldn't be there. If you don't understand something, it's not simple enough—and that's the finance team's fault, not yours.Marc also shares his background as an FA-qualified football coach and how explaining tactics to 9-year-olds taught him to simplify finance for founders. The crossover is remarkable: clear, concise messaging that people can actually understand and act on.The reality check:This isn't about fancy systems or complicated models. It's about nailing the basics: up-to-date bookkeeping, a rolling 13-week cash flow, and understanding your 3-5 key KPIs (not 25). If you don't have these in place, you're managing by gut feel—and that's how businesses end up in trouble.If you've been managing by your bank balance or avoiding your finance function because it feels too complicated, this episode shows you exactly what to fix.One action: Listen to the end for Marc's single recommendation every founder should implement immediately.Questions? Email hello@peereffect.com or find us on LinkedIn.More from James: Connect with James on LinkedIn or at peer-effect.com

Host Justin Lake interviews Carlos Linares, founder and CEO of FoodOpsIQ and Third Wish Food Services, about using AI and technology to empower frontline food-service teams. Carlos explains his global experience, the idea of "virtual OPEX," and how voice-enabled generative AI can augment workers in kitchens and service roles. They cover practical change management: designing with operations, running pilots, building trust, measuring baselines and KPIs, and keeping solutions simple to increase adoption. Carlos shares a smart-kitchen example that cut costs, improved safety and sustainability, and boosted staff engagement. The episode highlights a people-first approach to digital transformation, arguing that AI should elevate frontline workers and the guest experience rather than simply replace jobs. YouTube: https://youtu.be/HYIWYAOryDo Carlos' LinkedIn: https://www.linkedin.com/in/clinaresb/ Find more episodes of Frontline Innovators at https://www.skyllful.com/podcast

KPIs, NPS, churn—oh my! Data doesn't have to be daunting. Ty Houglum, CIO at ECE Fiber, shares how his team turns numbers into action, building a culture that makes data meaningful, not mysterious.Notes: Filmed at Calix ConneXions conference.

In this episode, we host Professor Simon Grima to explore why risk management is too often treated as paperwork and how it can become a genuine strategic superpower when anchored to clear objectives and stakeholder needs.  We unpack what “good” risk management looks like in practice: defining risk appetite, separating risk from uncertainty, avoiding box-ticking frameworks, and building indicators and registers that stay alive as the world changes. From challenging the "three lines of defence" to making space for observation, communication, and adaptable KPIs, this conversation offers practical insight into why organisations still get the basics wrong and how they can start doing risk management in a way that actually supports better decisions, resilience, and opportunity.Professor Simon Grima is the Dean of the Faculty of Economics, Management and Accountancy, a professor, and Head of the Department of Insurance and Risk Management at the University of Malta. Simon has served as President of the Malta Association of Risk Management (MARM) since 2023, and as President of the Malta Association of Compliance Officers (MACO) from 2013 to 2015 and from 2016 to 2018. He is also Co-Chair of the Scientific Education Committee of the Federation of European Risk Managers (FERMA) and a member of the Strategic Risk Leaders Association (SRLA).Simon's research focuses on governance, regulation and internal controls, and he has over 30 years of experience in financial services, academia and public entities. Simon acts as an independent director for financial services firms, sits on risk, compliance, procurement, investment and audit committees, and carries out duties as a compliance officer, internal auditor and risk manager.The International Risk Podcast brings you conversations with global experts, frontline practitioners, and senior decision-makers who are shaping how we understand and respond to international risk. From geopolitical volatility and organised crime, to cybersecurity threats and hybrid warfare, each episode explores the forces transforming our world and what smart leaders must do to navigate them. Whether you're a board member, policymaker, or risk professional, The International Risk Podcast delivers actionable insights, sharp analysis, and real-world stories that matter.The International Risk Podcast is sponsored by Conducttr, a realistic crisis exercise platform. Conducttr offers crisis exercising software for corporates, consultants, humanitarian, and defence & security clients. Visit Conducttr to learn more.Dominic Bowen is the host of The International Risk Podcast and Europe's leading expert on international risk and crisis management. As Head of Strategic Advisory and Partner at one of Europe's leading risk management consulting firms, Dominic advises CEOs, boards, and senior executives across the continent on how to prepare for uncertainty and act with intent. He has spent decades working in war zones, advising multinational companies, and supporting Europe's business leaders. Dominic is the go-to business advisor for leaders navigating risk, crisis, and strategy; trusted for his clarity, calmness under pressure, and ability to turn volatility into competitive advantage. Dominic equips today's business leaders with the insight and confidence to lead through disruption and deliver sustained strategic advantage.The International Risk Podcast – Reducing risk by increasing knowledge.Subscribe for all our updates!Tell us whTell us what you liked!

In today's FittBite, we walk through a practical, low-effort framework to secure your first 50 orders without relying on paid ads. The focus is on controlled outreach, buyer intent, and simple proof systems that move people from interest to purchase. You'll see how to structure a short 7–14 day sprint with clear daily actions and KPIs that remove guesswork. Tune in to follow the process step by step and apply it immediately.Book a 1 on 1 with our host, Shadi for personalized advice on how to create and grow your fashion business: https://www.fittdesign.com/services/consultation Design your own collection with our instantly downloadable factory ready tech pack templates: FittDesign Tech Pack Templates Follow our host on instagram: https://www.instagram.com/shadiadada/ https://www.instagram.com/fittdesign/ Got any other questions, email us for an instant response at: studio@fittdesign.com Subscribe to our weekly fashion design podcast (New episodes every Thursday at 4pm CST): https://podcasts.apple.com/gb/podcast/the-fittdesign-podcast/id1454410683 Visit our website:https://www.fittdesign.com/ Follow us on:https://www.linkedin.com/company/fittdesign/ https://www.facebook.com/fittdesign https://www.pinterest.com/fittdesign/ https://www.behance....

This episode is all about the (sometimes surprising) benefits of comprehensive financing! Kristy breaks down why putting together a FULL plan for health will help patients and your practice in the long run. 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. Thank you so much for being here. I want you to know that the Dental A Team, we truly, truly love what we do. And I wanna start this out by just thanking all of you for allowing us to be here. I know we're with you in your car or while you're getting ready in the morning or while you're falling asleep at night, I don't know, maybe in your team meeting, but we're here with you somewhere or I wouldn't be able to say this and we value and appreciate that, the consulting team specifically.   We love what we do, we love helping clients, we love helping people, we love helping practices and practice owners build a business that works for them and not them always working for the business. So I'm just super excited to be here today. I wanted to just shout out you guys, massive thank you for the support that you give us, that you continue to bring to us and just know we're here. Dental A Team is here for all of your needs and just reach out, Hello@TheDentalATeam.com anytime you need us. And I have with me today,   Kristy, Miss Kristy, I adore you. Thank you so much for being here. I said on a different podcast we recorded that we have a slew of time together today and I'm just, I love it. It is the best way to end a call week. So thank you, Kristy, for being here with me today. How are you? And I'm excited because I think you're really excited about this topic. So how are you doing, Kristy?   The Dental A Team (01:17) Yeah,   I'm doing well. I'm grateful to have time with you. We don't always get time during the week, so I'm getting some extra Tiff time and it feels good to end the week this way.   The Dental A Team (01:30) I agree. I agree. I committed recently, just so everyone knows, to being more intentional about my one-on-one time with the consultants. it really made me not just podcasting, but like actual one-on-one time. But it made me think yesterday while I was going through the schedule, kind of figuring it out, it made me think of doctors too and practices. And this is not in alignment with our, get to it, we'll get to profit in a second, but it is kind of in alignment with profit because   We tend to forget, we just get in the machine of doing and in the machine of business and we forget that there's people and that you're not the only one who's busy or stressed or what have you and that the team is counting on you, the team needs you. So my leads and my doctors, it's just like a friendly nudge, a friendly reminder that if you're feeling stressed, you probably need to open up some time in your schedule to insert some team time. And while we push our clients to do one-on-ones, I do one-on-ones every month.   with our consultants, but sometimes you just need one-on-one time that's not a one-on-one. You know what I mean? You just need connection. And that's what I call it, is I call it our connection time. So we have our one-on-ones, and then we have our connection time. And I think in office, it's a little bit easier, because you guys are side-by-side and you're talking, but still, to just have that 10, 15 minutes, it's like, hey girl, tell me how your life is. What's new? What's going on? And really connect with people.   It's my strong nudge to remind you guys to give the kudos, give the connection, and make time for the people who are there doing this with you. So, Kristy, thank you. Thank you for bringing that up. And I am thoroughly enjoying this because I've had so much Kristy time and I get time tomorrow morning. So I am really enjoying this week and it really lights my life up. So thank you. Now.   The Dental A Team (03:17) You're welcome.   I was going to tell you, I love that you say that and I truly do believe this does tie to profits. And I know in practice we're super, super busy. I like to call it, go break bread with your people. Like be intentional with the time, even if you have to combine it, go break bread, take them out, get the work done on reviewing what you need to review, but then connect as people. And I do think that that reaps rewards in your profits because   The Dental A Team (03:24) I agree.   The Dental A Team (03:47) The teams that do this are more connected and they jive together. So I do think it ties together.   The Dental A Team (03:53) I agree, thank you, I agree.   Now tell me, Kristy, we've got quick tips to increase profit, and honestly, this is a quick tip to increase profit. We'll get you a couple more, but Kristy, tell me, because I agree, I think the connection does, but what about the connection do you think it is that does help the profit? It does help people really be on the same page and same team? What is that doing for the bottom line from a numbers standpoint? Because we can see it from an emotional standpoint and the relationship, but from a numbers standpoint, what do you see?   in those practices that do go break bread together.   The Dental A Team (04:26) Yeah, I love that you say that because it's connecting as humans and also like letting us see each other in different ways. It again, we talk about this so much. We look through loops, the providers do looking for problems. So really good at being nitpicky and finding problems. And you know, maybe you have the teammate that was late three times this week. And when you actually sit down and find out   my gosh, their grandma's going through cancer and you didn't know. It just sheds things in a different light and it lets us serve each other versus when we're in that critical mindset, we pull apart. So it really does connect us together. And when we're connected together, even the person that's going through the trauma or turmoil, they feel safe in the environment and protected and lifted up by their team. So they can leave it at the door.   I know we talk about that all the time and as humans, it's almost a false thing to say, because when you're in turmoil, it just doesn't stop. But when you know people understand, it can be your freeing space for just a few minutes or a few hours while you're at work. So it creates a different understanding and it allows you to connect as a team.   The Dental A Team (05:42) Yeah, and thank you. I agree. And that in itself, I think allows you all to be on the same ⁓ wavelength, like the same page we're connected where we're able, well, we're able to ask better questions and we're more comfortable, we're more vulnerable, and we're able to say when we need help. And I think that's massive because when we can be vulnerable with each other and say, hey, I'm not, I don't know what this means. I don't know how to credential a doctor.   tell me what do you suggest? Where can I learn it? Or we're just able to speak to problems that we're having or areas we need help in. Makes it easier to ensure that we are hitting those goals, because otherwise we're kind of faking it till we make it, thinking I'm the only one with an issue and I'm the only one who's stressed out and I'm the only one sitting in this space. But when you do have that alignment and connection, it's much easier for a team to be vulnerable with each other.   And then we actually can push KPIs and we can push goals and we can create profit because we're in alignment.   The Dental A Team (06:46) Yeah, you know what's funny? I went through a HR course one time and I remember them saying the biggest thing that's going to determine a new employee staying is how well they feel received. And I like to say truly, like, that goes for all your team members. And sometimes when we get in the rut of our day to day and we see the same faces every day, we forget to take care of each other. And so taking   Like I said, it doesn't have to be fancy, but get out of your space and reconnect as a human. It's gonna reap rewards on how they serve your patients too. They're gonna show up differently for each other and patients.   The Dental A Team (07:23) Yeah. Yeah.   ⁓ that's a massive one. Yeah, you're right. You're right. I love it. Thank you, Kristy That was that was fun. I know that wasn't ⁓ what you had in mind yet, but I it. I liked it. So everyone, there's one quick tip. ⁓ I think it's quick. think it's it's easy, but it's intentional. So you have to be very intentional about your schedule and how you're going to accomplish it. So set your goal. Do the thing. Now, Kristy, I am really intrigued and excited to hear your   Quick tip on, what do we call it? Increasing profit is what we're calling this one. So your quick tip on increasing profit. What is your, what is it? I'm so excited. You guys, she just like lit up when I told her. She's like, I've got an idea. And I'm just as shocked as you all are to hear it here. We're all hearing it the first time together. Let's go, let's hear it.   The Dental A Team (08:15) You think I'm going to say AR and I'm not.   The Dental A Team (08:18) I did!   The Dental A Team (08:21) Actually, it is part of it and we'll get to it. But the one that I'm thinking about right now is get to comprehensive financing. Everybody wants to just phase out phase one and you guys are tripping over dollars to make two. Like find a solution that gets people healthy. Then you can always back up to phase one if we can't find a solution. But so many times we dive into just the first phase.   The Dental A Team (08:29) Mm.   The Dental A Team (08:48) and we tap people out and then it's not till next year. So just try something different and get permission to share all you see clinically so your TC's can present comprehensive finances.   The Dental A Team (09:05) my gosh, you did. You came in swinging with that one. Okay, thank you. That is brilliant and I love that. And it is a quick tip. Now explain, define, make definitions here. So what would comprehensive financing by that, what do you mean?   The Dental A Team (09:19) What I mean is out of everything the doctor talked about, the total cost to get you healthy is, right? Presenting and finding a solution so they have a plan to get healthy. We're always gonna let the patient be in the driver's seat so we can do it in their timeframe or however their budget allows. But for the most part, give them a plan to be healthy, especially if that's what their goal is versus I don't wanna shock them. Literally the other day I had   a doc on and I was like, okay, so what you're telling me is if I come into you as a new patient and you're my doctor and you think I have cancer, you're not going to tell me that you're going to like just plant a little seed and then you're going to it come back and you're going to spring it on me. get permission. Well, number one, get in relationship with your patient and find out what their goals are and then get permission to share. And then also tell them we're going to   The Dental A Team (10:01) haha   The Dental A Team (10:15) we're gonna do this, they get to decide how fast or how slow we go. And so with that, then it can guide you because so many times I was telling, I remember back when I very first started, there was a doctor and he'd treatment plan crowns in all quadrants. And of course it was an elderly lady that had a budget, lived on a fixed budget. And I thought I was doing great, because I was just gonna get the first tooth done that was broken and obvious.   And one month later she called and was like, all I was doing was eating bread and that tooth broke. And I was like, so truly had I presented a solution that fit in her budget and she could get them all done at the same time, it would have been better for her and the practice. So I'm just challenging you to start with everything and then you can always go backward and you will capture more.   The Dental A Team (10:48) no.   The Dental A Team (11:12) doing that.   The Dental A Team (11:14) I love that idea. how does, thank you for the definition, how does that improve the profit point for them?   The Dental A Team (11:22) Yeah, you're doing more treatment on one person. It doesn't take as many patients and ⁓ I can schedule it all right now. And in fact, know, the same doctor that I was talking about, and I say this when I'm coaching my clients, I wish I was a brilliant person that thought about it, and I didn't even think about it at the time. It was years later when I learned better, but that doctor used to do wisdom teeth and practice.   And so I'd sit there and we'd diagnose people with fillings all over their mouth and he'd say, ⁓ you don't want to be numb on both sides. It's so uncomfortable. We'll do this side, then that side. And the next patient would come and they'd need wisdom teeth and he'd go, ⁓ you want them to do them all at the same time. You don't want to go through that again. Just we'll up everything. And I'm like, wait a minute. It was good for this person, but not that. How about we just let them decide? Do you want to do more, right? Versus, or do you want to do less and come more often?   The Dental A Team (12:13) Yeah.   The Dental A Team (12:19) So again, it doesn't take as many people and it slows down your day if we're doing getting people healthy.   The Dental A Team (12:19) Yeah.   Yeah, I love that because it's building better blocks in your schedule. It's utilizing your time. Your dollar per hour is going to increase and you're not as busy. You're not running around from patient to patient and room to room quite as much because you've got bigger cases that you're working on at a time. Yeah.   The Dental A Team (12:49) You got it. And naturally,   your overhead goes down. I used one instead of five bibs. I used one saliva ejector instead, you know.   The Dental A Team (12:53) Yeah.   Mm   hmm. Yeah. Yeah. And time in the chair, marketing dollars spent. Yeah. And you're targeting a different demographic of patient avatar, because you're targeting a patient avatar that wants to get healthy and can figure out the finances with you rather than just new patients who might need things diagnosed. I love that. Well, you you shocked me. You did it. I love that. So   The Dental A Team (13:03) Yeah.   You got it.   Yeah.   The Dental A Team (13:26) And I think actually those really tie in together now that I was going to repeat them and really in order to comprehensively diagnose and finance, right, to get the dollars for that, the team has to be in alignment. Like those things just don't, they don't happen for teams that aren't on board with your dental philosophies. And in order to be on board with your dental philosophies, you got to be connected as humans.   or they do start, I'm hands down telling you the truth from experience. If you lose the connection, they start to doubt you and what they're doing and what you're doing. They start really looking with a fine tooth comb at the things and it's just not worth it. So the connection piece, I do believe, like you said, it helps the profit points in multiple ways. And I think that's how to spearhead the comprehensive diagnosis and financing.   The Dental A Team (14:00) you   The Dental A Team (14:23) Also because then I can see a hygiene department who's on board with getting people healthy, co-diagnosing more comprehensively and pushing doctors to remember to diagnose comprehensively, which also will help on all areas, obviously.   The Dental A Team (14:38) Absolutely. I love that you say that. And I always use the saying Tiff, ⁓ happy team creates happy patients. You know, it happens by default. If you have a happy team, they serve the patients well and the money follows.   The Dental A Team (14:53) Yeah.   Yeah, absolutely. I totally agree with you. think everything that we do in life, if we can come at it with the right mindset and the right energy, we're pouring out the right, if we're pouring out the energy we want to receive, we can only see that energy. And so we only receive that energy. And even when people come across with a different energy, we're like, ⁓ dang, but it doesn't hit, it doesn't penetrate. It doesn't shake our whole days. And I remember so many times having team members that are like,   this Tiff, this patient said this, this and this that ruined my whole day. And I'm like, well, why the, why are you giving them that power? Like, what do you mean? It's 11 a.m. Like we got, we got six more hours together, lady. Like, what are we doing here? So when you have that connection and I have had, know, when I was in office, I was office manager, I did all the things wrong and I did some things right. And I learned and I, and I failed and I stumbled and I got back up and   I know one of the hardest pieces of culture was towing that line of being the supportive, you can come vent, friend, manager, and being the accountability space of like, we're gonna find solutions and just building the culture and the energy. it's not easy, it's hard and it takes work and it really takes, think everyone, you said it earlier, just really being in alignment.   with where we're headed and being connected on a relationship level that isn't just, it's personal and we've got this tangible relationship in between us, but it's also here because of those goals, because of what we're after, because of what we're doing, if that makes sense, rather than it just being the friendship. Yeah.   The Dental A Team (16:45) Yes, 100 %   I agree with you.   The Dental A Team (16:49) ⁓ I love that. So comprehensive diagnosis in general, I think helps profit points and then allowing your team the space and the ways to finance. What have you seen, Kristy, in your ⁓ experience, the best ways to do that? you said, within a budget, what are they doing? How are they doing this?   The Dental A Team (17:12) Yeah, well, again, I think it's getting in relationship with the patient and finding out what they really want, what's bringing them in. I mean, we talk about you got to, I say patients buy what they want, not necessarily what they need, right? And in dentistry, again, I'm there with you, we do things backward. We all want to say they're buying implants. No, no, no, they're buying what the implant gives them. They're not buying implants, but we want to   focus on, look at this, you know? And so we have to get to their level and figure out what is it gonna give them and tie everything back to that. And when you achieve that and you can show them how to get what they want, you're gonna win, you're gonna win. And then it's just about making it fit in their budget. So.   The Dental A Team (17:43) Yeah.   Yeah, to the patient drivers. Yeah. Yeah,   I remember I had ⁓ one of the first all on four cases that my doctor I worked for ever did. He, it was in the TC room and I remember hearing the treatment coordinator being like, what about that? Like, what do you miss eating? And the guy was like, I want a steak. I haven't had a steak in so long.   because he just had regular dentures. He's like, I want to chew a steak. And I remember, he wasn't buying an all-in-four denture. He was buying the steak. He was buying the lifestyle that he wanted to live. And I remember him coming back later and being like, I ate so much steak. He was just so happy. And the issues or the... ⁓   Like the rubbing, know, there's just so many, there's so many tweaks all in fours. They come with so many headaches, that's okay. He was like, I'm fine with it. I can still, I can eat my steak. Like let's fix it, let's keep going. But you're right. And anything we do in life in general, Brody used to say to me, we go to the store. He still does this, he's 17. But he's like, is it a want or a need? Mom, is it a want or a need? Yeah, my little four year old in the cart. I'm like, bro, we're here for me. So you don't need to ask me those questions.   But is it a want or a need? And I'd be like, well, it's a want that serves a need. And so we're buying, I'm buying it, right? But those are the spaces that we think people are buying for need, right? And that it's like, I'm buying an implant because I'm missing a tooth, but we're buying an implant because I want to be able to eat. We don't buy things just for need, we buy things typically.   I'll buy the expensive toilet paper because I want an expensive toilet paper lifestyle. I need the toilet paper, right? Like you're gonna, everything you do in life is based off of a want. So I love that you said that, Kristy, thank you. And you did, you came in with a shocker. I was so excited and my gosh, you nailed it. It was a home run. So I love it. I think we gave two quick tips on how to increase profit. I think they're very easily implemented. Again, easy versus intentional.   The Dental A Team (19:52) Yeah.   The Dental A Team (20:15) Be intentional and Kristy, thank you so much. I can go all day on action items, but if you had to serve them with two action items today, what would you tell them to do?   The Dental A Team (20:27) Ooh, boy, get in relationship with your team and see them as humans first and foremost, and then choose to get out of your comfort zone and share with your patients everything. Get permission to share everything and ease them and tell them you're gonna be here for the journey and we're gonna do it in their timeframe. Let them choose, don't choose for   The Dental A Team (20:49) nailed it. Yep, I love it. Thank you. Awesome. All right, listeners, I hope you loved this one as much as I loved this one. I had fun. Kristy, thank you for taking us down that journey. It was beautifully expansive. And if you guys can even just take a little glimpse into what it's like working with Kristy, today was your day. And Kristy, your phenomenal consultant, all of your years of experience and intuitiveness, if I might say.   Really provide you with some stellar services to give to our clients and the the Dental A Team listeners So thank you for being here Kristy and thank you for your knowledge everyone listening Drop her a five-star freaking review you guys. This is Kristy nailed it today and I want to see those five stars So drop us a five star below. Let us know that you enjoyed this topic Let us know what you're implementing right away and as always you can reach out to us at Hello@TheDentalATeam.com and   at TheDentalATeam.com website. You can sign up for a quick little consult with us, you guys. Our team is phenomenal. We're really great at keying in on some easy, implementable things that you can do right away, whether you start working with us or not. We will always give you some tools. go reach out and we cannot wait to hear from you all. Thanks.  

Most practices track numbers, but very few track the metrics that actually drive growth. Dr. Pete and Dr. Stephen break down the ten measurements that determine whether a practice is building momentum or quietly leaking it. This conversation reframes metrics away from surface-level activity and into leadership tools that reveal retention, stability, and profitability. By clearly separating practice metrics from business metrics, the framework shows how operational performance and financial outcomes are directly connected. The result is clarity and control. When the right metrics are measured consistently, decisions become simpler, leadership becomes stronger, and growth becomes predictable.In This Episode You Will:Understand the10 core metrics that determine retention and long-term growthLearn how practice-side metrics and business-side metrics work togetherSee why retention begins at conversion and compounds through complianceDiscover which numbers reveal truth versus vanityClarify how better measurement leads to better leadership decisionsEpisode Highlights06:34 - Dr. Pete frames the series around the two sides of the coin and why commitment is the center that makes both work08:30 - Dr. Stephen clarifies the three identities required to grow: doctor, operator, and business owner14:26 - The conversation defines KPIs as the measurement system that organizes focus and exposes what to fixPractice Metrics19:14 - Stick rate defines how long people stay under care and where retention breaks down by visits, months, or milestones22:32 - Kept visit average (KVA) is introduced as the daily retention signal showing how consistently people show up as scheduled25:24 - Compliance percentage is established as the core retention driver indicating whether patients follow care recommendations26:37 - Inactives and churn rate expose how many people are silently leaving and why defining “active” matters31:30 - Total active patients reframes growth away from visits per week and toward the size of the active care baseBusiness Metrics33:29 - Collection visit average (CVA) measures what the practice collects per visit and can be segmented by stage of care35:06 - Lifetime value (LTV) connects retention to economics by combining patient visit average with collection visit average39:49 - Total revenue is tied back to retention through volume of visits driven by people staying in care40:29 - Monthly recurring revenue (MRR) and annual recurring revenue (ARR) are positioned as the stability engine of the model41:51 - Retained revenue measures the durability of the recurring model by showing how much revenue stays after churn 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.

In this special "Best Of" episode of Body Bangin', we are shifting gears from KPIs and cycle times to the most important asset in your shop: your people.The collision industry has one of the highest rates of su*cide across all industries in the United States . It is a high-pressure, male-dominated environment where the "tough guy" culture often prevents us from seeking help .This episode is a reminder that you are not alone, and that taking care of your mind is just as important as fixing the cars.What You'll Learn in This Episode:

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...

Send a textBuilders are spending to generate leads, then failing to respond fast enough (or at all). In this episode, Anya Chrisanthon sits down with Leah Fellows (Blue Gypsy Inc.) and Carol Morgan (Denim Marketing) to break down the 2025 Online Homebuyer Mystery Shop and what it reveals about speed-to-lead, follow-up quality, and the widening gap between builders with and without Online Sales Counselors (OSCs).Download the Full Report HEREWe cover what the mystery shop tested (50 builders, real form submissions, 30-day tracking), why “no personalized email within 5 minutes” is still a thing in 2025, and what builders can do immediately without over-automating their prospects into oblivion (yes, we're talking 74 marketing emails in 30 days

Gavin sits down with Canberra-based Josh Morrissey, founder of Hive Property, to unpack what it really takes to build an elite real estate business from the ground up, and sustain performance at scale. From starting Hive with no money in the bank, a newborn baby, and four staff working out of a concrete garage, to becoming the only independent agency to hold second market share across the ACT, Josh breaks down the mindset, discipline, and systems behind long-term success. This conversation dives deep into compounding time, building high-performance ecosystems, ruthless accountability, and the one percenters that separate good operators from truly elite ones, all while balancing family, health, and leadership at scale. Episode Breakdown 00:00 – 05:00Introduction to Josh Morrissey and Hive Property; early parallels with Gavin’s journey; overview of Hive’s growth, positioning, and vision in the Canberra market. 05:00 – 10:00Founding Hive from scratch, leaving the franchise model, starting with a newborn and no capital; the importance of clarity, vision, and committing before conditions are perfect. 10:00 – 15:00Early-career struggles, burning the ships at 27, losing time due to lack of discipline, and the moment accountability became non-negotiable. 15:00 – 20:00Compounding time through project marketing, delayed gratification, doing the work others avoid, and accelerating wealth creation through leverage. 20:00 – 25:00Building momentum through high-end results while monetising volume stock; running parallel business models to scale faster and smarter. 25:00 – 30:00Discipline, consistency, and accountability are the true differentiators; why most agents are consistent at being inconsistent. 30:00 – 35:00Time chunking, personal KPIs, and managing energy; structuring days for performance without burnout. 35:00 – 40:00The real cost of business ownership: leadership pressure, sacrifice, family strain, and the realities behind polished brands. 40:00 – 45:00Running a real estate business like a professional sports team: culture, retention, standards, and why elite environments attract elite performers. 45:00 – 50:00Results-based selling, market mastery, and adapting strategy to micro-markets; auctions versus private treaty and protecting vendor outcomes. 50:00 – EndOne percenters, brand consistency, belief, and playing the long game; why success compounds quietly before it becomes visible.See omnystudio.com/listener for privacy information.

Nina Lewis, Vice President of RCM at Zimworks & SupportDDS joins the show to discuss: RCM & its impact on cash flow Leveraging tech & human capital KPIs to measure for healthy RCM To learn more, email Nina here - nina@supportdds.com or book a discovery call here - https://supportdds.com/book-discovery-call/

What would you do if your team told you they don't want targets, incentives or KPIs? This episode was inspired by a real question from a salon owner navigating some tricky conversations…  Some of her team members have said they just want to come to work, do their job, and that earning more money doesn't motivate them. She's constantly getting messages about time off... And now she feels stuck between holding standards and the risk of losing her team. Tune in to find out: 3 Reasons You Need to Listen Why a team saying they “don't want targets” is rarely about money (what it'sactuallysignalling instead will surprise you…)What your role is as a Salon CEO when expectations start feeling negotiable1 simple focus so performance conversations stop feeling personal or awkward This episode is a must-listen if you're feeling overwhelmed about how to lead your team into the next stage of growth… Because removing targets doesn't remove pressure. It just hands it back to you. Get the Guide - 5 Salon Meetings That Rule Them All

In this episode of The Dental Boardroom Podcast, host Wes Read is joined by Megan Shelton (Shelton Solutions) and Michael Anderson (co-founder of Wondrous) for an in-depth executive session focused on one of the most challenging stages of practice ownership: scaling without creating chaos.The conversation explores the concept of “No Man's Land” the phase where a dental practice is too big to operate informally, yet not structured enough to run like a true organization. The panel breaks down what typically breaks first as practices grow, why culture and clarity often erode before financial performance does, and how intentional systems, leadership layers, and data-driven decision-making can help owners scale sustainably.This episode is especially relevant for dentists approaching $1.5–$2.5M in revenue, adding providers, or feeling increasingly busy, stressed, and constrained despite apparent growth.Key Topics CoveredThe “No Man's Land” phase of practice growthFounder vs. CEO identity shiftsCulture, values, and psychological safety as scaling foundationsMeasuring quality beyond production and revenueMarketing ROI, lead quality, and tracking systemsOperational dashboards, KPIs, and accountabilityDelegation, leadership development, and team structureCommon myths and misconceptions about growthKey Takeaways1. Growth Without Systems Leads to ChaosWhen revenue outpaces infrastructure, practices experience rising stress, declining consistency, and fractured operations even if production looks strong on paper.2. Culture Breaks Before the Numbers DoTeams feel instability before leaders can name it. Communication breakdowns, confusion, and burnout are often the earliest warning signs of unhealthy growth.3. Identity Must Be Defined Before ScaleClear mission, values, and standards create alignment and serve as a filter for decisions around hiring, marketing, scheduling, and patient care.4. Quality Requires Measurement, Not AssumptionsTrue quality indicators include:Case acceptance consistencyPatient retention and re-treatment ratesTeam turnover and engagementDiagnostic alignment across providersCash flow clarity5. Marketing Success Depends on End-to-End VisibilityMore leads don't equal better outcomes. Practices must track where patients come from, how they convert, and which channels actually drive ROI.6. Delegation Is Essential for Sustainable GrowthScaling requires owners to let go of certain roles and build leadership layers while maintaining accountability through systems and metrics.7. Many Owners Want Relief, Not More VolumeWithout structure, adding providers, patients, or locations...

You're tracking revenue, margins, and performance—but ignoring the metrics that are actually running the show.In this episode of The Obedient Rebel Podcast, we unpack the internal leadership KPIs every executive feels but rarely names:• Internal pressure• Self-trust• Joy• PresenceThese aren't “soft” metrics.They're the difference between sustainable success and silent burnout.If leadership feels heavier than it should—This episode will put language to what your system already knows.

Send us a textMost leaders don't lose trust because of a bad post—they lose it in the silent spaces where replies never come, assistants answer for them, and messages drift away from the expertise that made them credible. That's why this conversation goes straight to the root: aligning who you are with how you show up in public, so visibility becomes leadership, not performance.We sit down with executive visibility strategist and author Melanie Borden to map the difference between credible and performative visibility, and how to sense when you're crossing the line by chasing algorithms or trends. Melanie explains why trust is built in comments and DMs, not just in keynotes and thought pieces, and how to avoid the common missteps that erode confidence before you speak. We dig into the fears that hold experienced leaders back—overediting, legal bottlenecks, and groupthink—and we offer a practical reset: speak from lived experience, define guardrails, and let your distinct point of view lead.AI has reshaped search and discovery, but it can't manufacture presence. Melanie shows how to use AI as a thought partner without diluting your voice, then shares non-traditional KPIs that capture real influence: dark social signals, silent followers who surface months later, and even negative comments as proof of impact. The ripple effects inside a company are real—when executives lead in public, teams gain permission, recruiting gets easier, and customers see people instead of a logo. We close with a simple mindset tool to quiet imposter syndrome: keep receipts of your wins, revisit them, and move forward with clarity.If this resonated, follow, share with a colleague who needs it, and leave a quick review—your feedback helps more leaders find the show.This episode was recorded through a Descript call on January 6, 2026. Read the blog article and show notes here: https://webdrie.net/leading-in-public-without-losing-yourself-with-melanie-borden/..........................................................................

We know the stats: turnover in the automotive industry is hovering near 46%, and for service advisors specifically, it's nearly 49%. Why are dealership struggling to keep their best people? This week on VADA Live, host Dan Carrigan sits down with Christopher Craig – Author, Fixed Ops Expert, and U.S. Army Reserve Officers – to answer that question. Christopher argues the industry is full of "Managers" who managers, but lackss "Leaders" who lead people. In this conversation, we move beyond the spreadsheets to discuss the human side of service operations. Learn to establish a communication "rhythm" that eliminates friction for customers, structure KPIs that don't pit your team against each other, and why the next generation of technicians care about more than just a paycheck.

I'm digging into a frustrating reality many teams face: even technically superior analytics and AI products routinely lose deals—not because the KPIs or models aren't good enough, but because buyers and users can't clearly see how the product fits into their day-to-day work. Your demos and POCs may prove what's possible, but long time-to-understanding, heavy thinking burden on the user, and required behavior or process changes introduce risk—and risk kills momentum. When value feels complicated, sales don't move forward.     Adding to the challenge is that many sales efforts focus almost entirely on the fiscal buyer while overlooking the end users who actually have to adopt the product to create outcomes. This buyer–user mismatch, combined with status quo bias, often leads to indecision rather than change. To address this, I explore the idea of thinking about the sales challenge as a product problem—and I introduce the idea of achieving Flow of Work Alignment (FOWA). The goal isn't better persuasion—it's clearer value. Strong FOWA means transitioning from demonstrating capabilities to helping customers see themselves—and their workflows—represented in your demos and POCs. The result? Prospects understand your value quickly, ask deeper, contextual questions, and deals move forward.      Highlights/ Skip to: Data products must work harder to expose value clearly to avoid the dreaded “closed-lost” deal stage in your CRM (1:38) Making your data product's value instantly obvious (5:18) How the “old model” of selling based on capabilities and feature demos can lead to lost sales (7:22) What  Flow-of-Work Alignment is and how it can help you unlock deals (13:02) How to know if you have achieved FOWA or not in your product and sales process (13:58)

Cameron is joined by Kristina Thissen, a successful entrepreneur and owner of Remedy Medical Aesthetics and Wellness. Kristina shares her journey from being a physician assistant in plastic surgery to launching her own aesthetics practice during the pandemic. The conversation delves into the importance of creating a unique patient experience, the role of follow-up in patient retention, and the significance of investing in education and training for injectors. Kristina also discusses her vision for the future of her practice, emphasizing the integration of wellness services and the evolving landscape of the aesthetics industry.Listen In!Thank you for listening to this episode of Medical Millionaire!Takeaways:Christina's journey from PA to business owner is inspiring.Creating a unique patient experience is crucial for retention.Follow-up and treatment planning are key to patient loyalty.Investing in education and training is essential for injectors.The aesthetics industry is evolving towards wellness and holistic care.Building a strong team culture enhances practice success.Understanding business metrics is vital for growth.Social media presence is important for attracting patients.Quality of care and patient safety should be prioritized.Continuous learning and adaptation are necessary in the aesthetics field.Medical Millionaire: The Blueprint for Scaling a World-Class Medical Aesthetics PracticeWelcome to Medical Millionaire, the go-to podcast for forward-thinking Medspa owners, Medical Aesthetics leaders, Plastic Surgery & Dermatology practices, Concierge Wellness clinics, and Elective Healthcare entrepreneurs who are ready to scale with intention and operate like a true, high-performing business.If you're building, growing, optimizing, or preparing to exit your aesthetics or wellness practice, this show is your competitive advantage.Hosted by Cameron Hemphill Your Guide to Sustainable, Scalable Growth Your host, Cameron Hemphill, is one of the most trusted growth strategists in Medical Aesthetics and Elective Wellness.With over 10 years in the industry, Cameron has helped scale 1,000+ practices and more than 2,300 providers, working alongside the most recognized KOLs, national brands, EMRs, tech companies, and private equity groups, shaping the future of aesthetics. From marketing to operations, from finance to leadership, Cameron brings a real-world, data-driven perspective on what it takes to turn a practice into a powerful business engine.What This Podcast Is All About: Each episode takes you behind the scenes of the fastest-growing practices in the country, revealing the systems, strategies, and mindset required to win in today's Medical Aesthetics landscape.Expect tactical insights, step-by-step frameworks, and conversations with:Industry thought leadersTop injectors & medical directorsEMR & tech innovatorsOperations expertsMarketing strategistsPrivate equity & M&A advisorsWellness and longevity pioneersThis is where aesthetics, business, technology, and wellness converge. What You'll Learn on Medical Millionaire Every week, you'll access expert guidance to help you scale profitably and predictably, including:Marketing & Brand PositioningCRM + Lead Management SystemsPatient Acquisition & ConversionEMR Optimization & Tech Stack ArchitectureSales Psychology & Consultation MasteryFinance, KPIs, and Practice EconomicsOperational Workflows & AutomationIndustry Trends Backed by Real Benchmark DataPatient Retention & Lifetime Value ExpansionMindset, Leadership & Team DevelopmentWhether you're opening your first location or running a multi-million-dollar enterprise, you'll gain the clarity and direction to grow with confidence. A Show Designed for Every Stage of Practice Growth Medical Millionaire breaks down the journey into four essential stages, showing you exactly how to move from one to the next:Startup – Build the foundation and attract your first wave of patientsGrowth – Scale revenue, expand services, and strengthen operationsOptimize – Increase efficiency, margins, and customer experienceExit – Prepare your practice for maximum valuation and acquisitionIf You're Ready to Grow, This Is Where You Start. Tune in weekly for actionable insights, expert interviews, and the exact playbooks high-performing practices use to dominate their markets. This is the podcast for Medspa owners who want more than a job; they want a scalable, profitable, industry-leading business. Welcome to Medical Millionaire.Let's build your practice into the empire it deserves to be.

Send us a textHeadlines collide when you put workers' rights, political power, and culture on the same table. We start with UK TikTok moderators who say they faced harassment, punishing KPIs, and union busting while screening the content the rest of us never have to see. From there we unpack Pat McGrath Labs entering Chapter 11 Bankruptcy in the US and what it reveals about cash flow, innovation, and the realities of scaling an iconic beauty brand. Then we go straight at the BBC's move to explore licence fees tied to streaming services like Netflix, asking who benefits, who pays, and what accountability looks like when public funding models lose trust.The latest Epstein file releases expose how institutions decide who gets grace and who gets the door. We lay out Peter Mandelson's rehabilitation arc beside Diane Abbott's treatment to show how power redistributes consequences then follow the fallout from Starmer's short-lived plan to send Mandelson to Washington. Across the pond, Don Lemon's arrest after reporting on a protest raises hard questions about press freedom and political optics, while Bad Bunny's integrity-led choices demonstrate how representation becomes strategy when safety and voice are at stake.Finally, we turn the lens inward. Golden handcuffs hurt, but leaving in a contracting market can be costlier than staying. We reframe stillness as positioning: stay with terms, build leverage, and set a timed plan to move when the market and your momentum align. If power protects itself, we protect our agency through unions, smart consumer choices, and career strategy that compounds.Sponsorships - Email me: hello@toyatalks.comTikTok: toya_washington Twitter: @toya_w (#ToyaTalksPodcast) Snapchat: @toyawashington Instagram: @toya_washington & @toya_talks https://toyatalks.com/ Music (Intro and Outro) Written and created by Nomadic Star Stationary Company: Sistah Scribble Instagram: @sistahscribble Website: www.sistahscribble.com Email: hello@sistahscribble.com

Get InTouch with Terri! Terri Ross Website: Click Here Terri Ross Patreon: Business and Sales Mentorship 4S Summit Info: For more details, look up 4S Summit to understand its role in providing strategic business consulting in the aesthetics industry https://4ssummit.com/ Terri Ross is a renowned expert in the aesthetic industry, specializing in sales training, strategic growth consulting, and business transformation. As an accomplished author and international speaker, Terri has dedicated over two decades to elevating businesses in the aesthetic field with a ground-up approach focused on sustainability, profitability, and scalability. Her experience is rooted in working with Fortune 500 companies like Medicis and Zeltique, where she developed a deep understanding of market dynamics and strategic sales methodologies. Season 11 Kickoff: Business Evaluation 101 Season 11 starts with one of the most important conversations in aesthetic business success: why every practice needs a comprehensive business evaluation. Terri breaks down what a true evaluation looks like (spoiler: not a surface-level audit), why 90% of practices don't measure their data, and how that leads to chaos, burnout, missed profit, and stalled growth. If you're serious about 2026 goals, scaling, improving profitability, or becoming exit-ready, this episode is your "lift the hood" moment. In this episode, Terri covers: Why being "busy" doesn't automatically mean you're profitable What a real business evaluation includes (a full diagnostic of your practice) The most common blind spots costing practices major revenue The KPIs that reveal where profit is being drained or blocked Why more marketing, more equipment, and more discounting often won't fix the real issue How better scheduling, utilization, pricing, and conversion tracking can drive fast gains Why retention and patient lifetime value are profit levers most practices ignore How aligned compensation plans can reward the right behaviors and stabilize teams What you get: questionnaire + financial uploads + formal report + 90-minute findings call + step-by-step action plan

Ready for calmer projects and stronger profits? Join our free February 24 web class to learn the six-step system top contractors use to build rock-solid teams while maintaining a balanced life. Reserve your spot: https://trybta.com/CGMFB26To learn more about Breakthrough Academy, click here: https://trybta.com/EP258 Download the accountability resources Nick used to scale from $4M to $12.5M here: https://trybta.com/DL258 If you're working 70+ hours a week, micromanaging every detail, and acting as the bottleneck in your own business, you are doing it wrong.In this episode, Breakthrough Academy Member and owner of Willie C. & Sons Landscaping Nick Cloutier explains how to shift your mindset from "Boss" to "Coach" and implement the 3 essential tools—Job Descriptions, KPIs, and GSR Meetings—that allow you to delegate with confidence. In this episode, we cover:The "Warrior Mode" Trap: Why working 80 hours/week is a sign of a broken system, not a badge of honor.$4M to $12.5M Blueprint: The specific acquisition strategy and systems used to scale rapidly in 2025.The 3 Essential Accountability Tools: How to build Job Descriptions that "teach to win," Deliverables (KPIs), and clear Org Charts.The GSR Method: Why "Goal Setting & Review" meetings are the single best thing you can do for employee retention.Financial Mastery: How to reverse engineer a 20% Net Profit budget using LMN.Check out Nick's business, Willie C. & Sons Landscaping: https://williecandsonslandscaping.com/00:00-Intro01:22-Trajectory of Business Growth and the Shift in the Owner's Mindset05:07-Implementing Job Descriptions and Deliverables (KPIs)10:58-Defining Deliverables and Setting Measurable Goals17:56-The Organizational Chart and Determining Capacity20:09-Leveraging Numbers and Data for Predictable Growth23:00-Goal Setting and Review (GSR) Meetings34:09-Prioritizing Work-Life Balance and Seasonal Employment39:09-Financial Planning, Budgeting, and Understanding the Numbers43:46-The Strategy and Confidence for Acquisition50:23-Final Advice on Building a Successful Team

In this episode of Building the Premier Accounting Firm, Roger Knecht and guest Matt Putra discuss the critical differences between budgeting and forecasting in accounting, emphasizing data-driven decision-making for e-commerce businesses. They explore how financial management, including KPIs and cash flow strategies, helps fast-growing consumer brands optimize profitability and scale effectively, with a focus on AI's transformative impact. In This Episode: 00:00 Introduction to Matt Putra and 8x 01:03 Matt's Journey to 8x and Data-Driven Decisions 02:52 Budget vs. Forecast: Key Differences 05:57 The Importance of Budgeting and Planning 08:24 Budgeting for External Stakeholders and Accountability 11:18 Lessons Learned from Ambitious Budgeting 15:00 Financial Management for Scaling Businesses 17:49 Scorecards vs. KPIs and Dashboards 21:55 Go-To Metrics and the Island Analogy 24:51 The Impact and Application of AI in Business 31:11 Advising Founders: Selling Peace of Mind 34:16 Gratitude and Divergent Thinking 37:51 Closing Thoughts and Resources Key Takeaways: Differentiate between budgets as fixed annual plans and forecasts as malleable, frequently updated financial outlooks for data-driven decisions. Implement scorecards with 5-15 critical metrics and clear targets to simplify problem-solving and boost team accountability. Prioritize cash flow management, customer lifetime value (LTV), and customer acquisition costs (CAC) for sustainable business growth and profitability. Integrate AI into business operations to enhance efficiency, reduce costs, and gain a competitive edge in the accounting profession. Understand that financial management services sell "peace of mind and confidence" rather than just data or models, addressing emotional components for founders. Featured Quotes: "If we're not in the, call it the top 10% of AI adopters, we're going to be left behind fairly quickly." — Matt Putra "We don't sell financial models. We do not sell cash flow forecasts. We do not sell scorecards. We sell peace of mind and confidence." — Matt Putra "If the business owner can hit within, say, 5%, 10%, their budget for the next year, it means they know well that business model." — Roger Knecht Behind the Story: Matt Putra recounts his transition from a CFO role with a grueling commute to founding eightx, a financial operations company. His desire for work-life balance during COVID-19 propelled him to create a business that simplifies finance for e-commerce brands. He stresses the emotional aspect of financial consulting, focusing on delivering confidence rather than just numbers. Matt Putra also shares a personal anecdote about his wife's support, which allowed him to take significant risks in building his company. Conclusion: Thank you for joining us for another episode of Building the Premier Accounting Firm with Roger Knecht. For more information on how you can establish your own accounting firm and take control of your time and income, call 435-344-2060 or schedule an appointment to connect with Roger's team here. Sponsors: Universal Accounting Center Helping accounting professionals confidently and competently offer quality accounting services to get paid what they are worth.   Offers: I'll have a call with someone to help them go from 0-1 on their first AI agent Be more efficient and improve your profit margin with AI Connect with Matt on LinkedIn: https://www.linkedin.com/in/mattputra/  matt@eightx.co    Get a FREE copy of these books all accounting professionals should use to work on their business and become profitable.  These are a must-have addition to every accountant's library to provide quality CFO & Advisory services as a Profit & Growth Expert today: "Red to BLACK in 30 days – A small business accountant's guide to QUICK turnarounds" – This is a how-to guide on how to turn around a struggling business into a more sustainable model. Each chapter focuses on a crucial aspect of the turnaround process - from cash flow management to strategies for improving revenue. This book will teach you everything you need to become a turnaround expert for small businesses. "in the BLACK, nine principles to make your business profitable" – Nine Principles to Make Your Business Profitable – Discover what you need to know to run the premier accounting firm and get paid what you are worth in this book, by the same author as Red to Black – CPA Allen B. Bostrom. Bostrom teaches the three major functions of business (marketing, production and accounting) as well as strategies for maximizing profitability for your clients by creating actionable plans to implement the nine principles. "Your Strategic Accountant" - Understand the 3 Core Accounting Services (CAS - Client Accounting Services) you should offer as you run your business. Help your clients understand which numbers they need to know to make more informed business decisions. "Your Profit & Growth Expert" - Your business is an asset. You should know its value and understand how to maximize it. Beginning with the end in mind helps you work ON your business to build a company you can leave so that it can continue to exist in your absence or build wealth as you retire and enjoy the time, freedom, and life you want and deserve. Follow the Turnkey Business plan for accounting professionals.  This is the proven process to start and build the premier accounting firm in your area.  After more than 40 years we've identified the best practices of successful accountants and this is a presentation we are happy to share.     Also learn the best practices to automate and nurture your lead generation process allowing you to get the bookkeeping, accounting and tax clients you deserve.  GO HERE to see this presentation and learn what you can do today to identify and engage with your ideal clients.   Check it out and see what you can do to be in business for yourself but not by yourself with Universal Accounting Center.   It's here you can become a:   Professional Bookkeeper, PB Professional Tax Preparer, PTP Profit & Growth Expert, PGE   Next, join a group of like-minded professionals within the accounting community.  Register to attend GrowCon and Stay up-to-date on current topics and trends and see what you can do to also give back, participating in relevant conversations as they relate to offering quality accounting services and building your bookkeeping, accounting & tax business.   The Accounting & Bookkeeping Tips Facebook Group The Universal Accounting Fanpage Topical Newsletters: Universal Accounting Success The Universal Newsletter   Lastly, get your Business Score to see what you can do to work ON your business and have the Premier Accounting Firm. Join over 70,000 business owners and get your score on the 8 Factors That Drive Your Company's Value.   For Additional FREE Resources for accounting professionals check out this collection HERE!   Be sure to join us for GrowCon, the LIVE event for accounting professionals to work ON their business. This is a conference you don't want to miss.   Remember this, Accounting Success IS Universal. Listen to our next episode and be sure to subscribe.   Also, let us know what you think of the podcast and please share any suggestions you may have.  We look forward to your input: Podcast Feedback   For more information on how you can apply these principles to start and build your accounting, bookkeeping & tax business please visit us at www.universalaccountingschool.com or call us at 8012653777  

If we're curious about the full story behind data, our marketing puzzles become more interesting and a lot more human. And they show us when we're looking at the wrong metrics, too. Tamara El Jurdi, Global Marketing Communications Lead - Durex & Veet at Reckitt, joins us on the Shiny New Object podcast to discuss why marketing should be seen as a system and shared KPIs are the way forward to ensure creative effectiveness. We also talk about the critical importance of slowing down. No one's found inspiration in a pitch deck - let your creativity get soul nurturing inputs. #datadrivenmarketing #shinynewobjectpodcast #marketingpodcast #marketingsystems

No matter what position, no matter how many years someone's been in their position, every team member likes to know that they're doing a good job. Tiff and Kristy talk about why defining duties and responsibilities—and then measuring metrics against those duties and responsibilities—is so critical to "winning" at your job. 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. I am so excited to be here with you today I know I see that every single time but I hope you guys know how much I truly love podcasting it is a time away from like we'll call it work I feel like podcasting just isn't work for us and we love Speaking to you guys. love getting all this information out there for you and we love our time together So you guys afford us that and today I have an all-time fave I actually I know this is gonna make you blush but   I get some pretty incredible feedback. Kristy, I have Kristy here with us today. I get some pretty incredible feedback from a lot of our clients and a lot of listeners on the podcasts that we do together. So Kristy, I am here today in your presence and it just makes me feel so good. And I'm here to pick that brilliant brain. So thank you for showing up, bringing it and giving me, we've got an ample amount of time this afternoon together. So thank you, Kristy.   The Dental A Team (00:54) Yeah.   I always have fun when I'm here with you. You know that. It's just so natural that we can rip off each other. And ⁓ I don't know, you do a good job at picking my brain and pulling it out. So it's always fun. look forward to our time together.   The Dental A Team (01:09) Thank you.   Thank you. Thank you, Kristy. You guys should know something about Kristy. She is an incredible consultant and I know that this is our time that I get to kind of share and spread some light and joy on our consulting team. And Kristy, I think it's imperative for the world to know that, gosh, you have just an amazing list of clients who are really seeing some impressive results recently. We're into the new year. We're like,   Now when this releases two months into the new year, which is freaking wild, but that's fine. But so many of your clients saw so many successes last year and in those successes we're seeing systems development and within those systems development, really seeing goals being pushed, being reached, being surpassed. You've got some clients that I know you were looking at the goals that they were setting for themselves and you were like, yes, and that's one of my favorite Kristy-isms. Yes, and, yes, and.   I think you can do more. So you like are pushing them outside of their comfort zones and really projecting for them things that I don't think that a lot of your clients even see possible. I just think it's really cool. And today we're talking really about how accountability is gonna help reduce stress within the practice. And I say all of these things that you're doing really well for your clients right now, Kristy, because it takes so much accountability to be able to perform those pieces without   an overload of stress. You can grow and not have accountability. You can spin your wheels and cycle in the negative or however you want to say it. But when that accountability piece is also attached to the things that you're implementing, I think that's really where you see the true results. And that's where we've gotten some incredible feedback that Kristy is amazing. And ⁓ you've taught them so many skills that they can then take them themselves.   and carry it on. And I think it's really cool. It's just really valuable what you've been able to implement for practices. So my question, my first question to you, my first brain pick is why do you find it so important to uphold the accountability levels that you hold for your clients and that you train them to hold for their teams by proxy? Why is that so important to you and so valuable in the coaching that you do?   The Dental A Team (03:31) Yeah, I love that question because even us in what we do, we want to know if we're winning or not. Right. And so every team member, doesn't matter what job you're doing. You want to know if you're doing a good job and if you're winning. And if we don't have KPIs to measure or clarity in our roles, we're just, we're going day by day by default, you know, and we could have a success, but like you said, it's   How do we repeat it if we don't even know what we're looking for? So number one is defining those duties and understanding what am I responsible for and how do I know if I'm winning or   The Dental A Team (04:15) Yeah, I love that. you said a couple of things there that I keyed in on, but you said duplicate. So making it repeatable and making it so that that system can be driven by anyone. like anyone can do it, it can be duplicated and you can take a same or similar system and copy and paste it into a different department or a different goal. And I totally agree. Now, when you have something that's duplicatable, it's just kind of   I don't want to say on autopilot, but it feels more on autopilot because you're not having to put quite so much like thought process on everything, you know? It is kind of on autopilot. When you're able to do that, how does that, what level of accountability does that require? I guess is the question. Like we've got to, we can have all the systems in the world and the clarity and the job roles, we think we have the clarity and we hand it to them and then we walk away.   what's the next step? We've got the clarity, we've got the job descriptions. What does the accountability look like for those things and why is it so important to the overall stress of the team?   The Dental A Team (05:23) Yeah, again, in everything we do, it's either by default or by intention, right? And I'd rather be intentional. So using those duties and then following up. I'm a firm believer of performance reviews outside of wage reviews. Can they tie together? 100 % they can tie together. But I also feel as leaders in the practice, we have a responsibility to grow our people, not just grow our practice, but grow our people, right?   And so having those conversations to measure against their duties and the KPIs, not a feeling, I feel like I did a good job, right? ⁓ Having those to measure against, lets them know, they know before they even come in that they're winning or not. And it also gives us the opportunity to coach them up, right? If they're not winning or, you know, what's getting in the way of it, or really it could be an opportunity to coach them and train them.   And it doesn't necessarily mean us as leaders have to be the one to do it, but we can provide resources and we can get commitments around it so that we can measure, again, we don't have to hit perfection, but are we trending in a growth pattern? And the more that we grow our people, the more that our practice grows, you know?   The Dental A Team (06:43) Yeah,   yeah, that makes sense. So you're tying that accountability measurement, that accountability piece is less micromanaging and oversight and like, are you doing the thing but it's tied into the results being driven. So if we're tracking the KPIs, we're tracking the results that we're desiring and we're seeing, are we on track, off track? Are we growing? Are we declining? That's the accountability measurement and then inspiring our team to want to win within that.   that provides that feedback system, I guess, that loop back where they're like, hey, I'm seeing a downtrend. Maybe they're at a point now where they're inclined to speak up and ask for help or they see something that needs to be adjusted or switched and so they're doing it on their own rather than that micromanaged ⁓ over the shoulder accountability. Because I do think, Kristy, that a lot of times the definition of the word accountability can be   It's like ASAP, like when can you come ASAP? That could mean anything. Your ASAP versus my ASAP is who knows what that means. So that accountability piece, I think we all have our own definition or our own variation of defining it, but your version here is really looking at the results driving it and then constantly coming back to it. So I love that. are you having your doctors and your practices?   look at those results and talk about them because there's the one piece to assume that we're all adults and we're all going to look at them, we're all going to fill them in, we're all going to come to our leadership when we need help. But then that's where I get the phone calls from the doctors that's like, I thought I employed adults and they're not doing the thing. And they're well, we get busy too. So it doesn't always happen that way. So when are you suggesting or having your doctors and your practices really look at those results to bring that fold of accountability measurement into it?   At the one-on-ones for sure, is there anything else that you're adding in there?   The Dental A Team (08:42) Yeah, for sure. think that truly there's daily, weekly, monthly, quarterly, and yearly metrics, and they can be broken out. ⁓ Yes, one-on-ones are specific to them, but it's also a team sport, right? And so, again, I think I encourage everybody to be doing meetings.   If in a perfect world, I'd love them weekly and they're strategic to work on the business, not just in the business and in the ones that are doing it with intention and having those meetings and dialing in on those metrics. And, you know, they can tell if they're winning or not. It gives you the strategy to be able to course correct sooner than later. And it lets everybody know where they are and we can be support to each other. So to your question,   I don't think it's cut and dry, but I do think there's daily, weekly, monthly numbers that we should be having a pulse on. I don't want to wait till November to know I'm $100,000 behind for the year. It gets a little harder to chunk down. So ⁓ the other thing that you said, Tiff, too, is when you were saying accountability, I think that word in and of itself tends to have a negative connotation.   The Dental A Team (09:48) Yeah. Yeah.   The Dental A Team (10:01) I want to challenge our members and people listening to see it as a positive thing. Like literally it's your time to invest in your people. I literally just got off the phone with one that, and it's funny because our admin team, it's usually where it falls. It's like, hey, I need you to credential this doctor. Okay, I don't even know how to do that. whose doctors don't even know how to do it. So how is that team member going to know how to do it? Right?   Where do I start? And in fact, the doctor doesn't know how to do it. So sometimes it's, we can't just leave them out on an island and expect them to win. And if we check in early, we can provide resources. Again, I don't, a doctor, maybe they don't need to know how to do it, but can they guide them?   and give them the resource. And in doing that, look how much more valuable they've just made that team member.   The Dental A Team (10:55) I think you're spot on there. just that statement there of the team member, like I can picture is we want to talk about how accountability reduces the stress. And that's that scenario you just gave. I can picture the office manager being like, yeah, okay, I'll figure it out. And then all that does is add this underlying unknown stress in the back of her mind or his mind. They're thinking, I got to figure this out. I got to make this work. I got to   I gotta do it, but I've got all these other things first. And then dot comes in and is like, hey, did you do that? And they're like, no, like, right? And now we're stressed and we're freaking out. And it's like, there's that unknown space that we don't always know what we don't know. So we don't always know the questions to ask, but just really having that feedback system of accountability within the results, I think is the key there.   The Dental A Team (11:45) you one of the things we fail at as leaders is painting that clarity. Again, even if I asked you to do that, did you give me a timeframe? Because you might've wanted it done yesterday. I'm thinking, I could do it in the next month, you know?   The Dental A Team (12:00) Yeah, yeah, yeah, which is what I do, right? I'm like, yep, got it, it's on my list. But I've got 60 other things that are also on my list that if I'm not given a prioritization, I'm gonna prioritize it myself, right? And that's, it's gonna fall where it falls. And then you come back and you say, where's that thing? I'm like, well, it's on the back end of my list, because what does it trump? So what does it go above that I can replace?   it with, know, whatever. So you're spot on there. I love that, that it all loops together because in the beginning you said, then you just said to you like painting that clarity. And I always tell practices, and I know you do too, when you're building out the job descriptions and the org charts, you need one to three key metrics of results. What are the one to three things that this position is after? We want, you know, a schedule full to daily production goal. That's our schedulers goal.   So all of those little pieces that get us there, we don't tackle those until we're not reaching goal. So if we're not reaching that big overarching metric, that's when we say, okay, what system is broken? But I think, Kristy, what tends to happen is that people are like, no, accountability causes stress. Like Tiff, Kristy, you're crazy. The accountability causes stress because we're micromanaging the systems.   that get us to the result rather than holding the accountability lever to the result.   The Dental A Team (13:31) I agree with you 100 % and truly looking at the person as a human and how can I develop this within them, right? I don't think anybody walks in on any given day thinking how can I make this day horrible, right? They want to please their leaders and it's just sometimes they don't understand how. They don't really have the clarity on how and more so they don't know what   The Dental A Team (13:39) Yeah.   bright.   The Dental A Team (14:00) what winning looks like.   The Dental A Team (14:02) Mm-hmm. Mm-hmm. No, I think you're spot on there and you're making me think that clarity piece,   clarity piece and knowing how to make someone happy, right? How do I thrive in this position and make my doctor or my manager, whomever my lead, happy also ties back to when accountability is only held in the negative. It's very easy to start to feel like   you're not, you can't win. There's no positive being brought to light. So it's it's celebrating when cause for celebrating and it's tackling system when cause for tackling systems and never tackling the person. Unless it's a personality, personnel issue that's separate, but when it comes to accountability results and driving the practice, it's more about celebrating and tackling as you need to and not only tackling, which in the dental industry,   The Dental A Team (14:43) You got   The Dental A Team (14:58) Our jobs, I tell practices all the time, patients come here so we can tell them what's wrong with their teeth. They don't come here so we can say, my gosh, that's the best smile I've seen all day. Like we want to say that, right? But when we see that good smell, we're like, you're all good, nothing here, right? That's not a celebration. We're just like, no problems. See you later. And we tend to do that in our KPI meetings too, where it's like, cool, you're good, you're good, you're good. you're not good, let's focus on you today. And it's like, well, shoot, when do I win?   I think you keyed on something really big there. I think deducting all of those pieces that you mentioned today, Kristy, it feels like the stress is typically going to be seen in more of an emotional capacity than in a physical can-do capacity. So it's in a mental capacity that turns into an emotional capacity that brings on the stress of the world and really just keying in on how to remove the emotion.   from it, bring in the black and white and celebrate those pieces.   The Dental A Team (16:02) I agree with you 100%. And I think it's why we always are speaking to right people, right seat, right? And I always joke when I tell my clients this, I almost think it should be right seat, right people instead of, you know what I mean? Yeah. yeah, spot on.   The Dental A Team (16:14) Yeah. Yeah, no, that's fair.   I love it. If you were to pick two or three things that a practice could do today that might be not like, I don't wanna say surface level, because I don't think it's surface level, but maybe not digging deep and uprooting a whole system. But what are some things that they could implement today or they could take a look at flushing out if they were to try to reduce stress today in their practice?   The Dental A Team (16:44) Yeah, I truly, I think the first thing would be, there one or two metrics that aren't where you want them? Let's pull out that system or identify what duties or what things do we do every day that contribute to that number and then pull out those systems and figure out it. It can be process or it can be people, meaning   Maybe as a person, I change the recipe, right? I always tell people, you change the chocolate chip recipe for a cup of salt, when it called for cup of sugar, you don't get to say the recipe doesn't work, right? So pull it back out. Let's look at it. Is the recipe, we tailored it and it's not working? Let's just get back to it. know, recommit, recommit as a team or an individual and then remeasure. Is it working? Right? So,   The Dental A Team (17:22) That's fair.   Yeah. Yeah.   The Dental A Team (17:38) That would be my thing and get energized behind it.   The Dental A Team (17:42) I love it. Well, thank you. It amazed me. actually just last night I altered I altered a recipe. I make these biscuit things for Brody and I was like, I'll do a gluten free flour because then I can have some too. And I really like bell peppers. So I'm gonna take the bell peppers out. But I didn't change the amount of flour. So they are real dry, you know, and Brody this morning was like, maybe you need a new recipe. And I was like, well, no, it was.   because I didn't have enough wet ingredients because I didn't put the bell peppers in there and to it I didn't reduce the flour so it's just funny that you said that because Brody was ready to throw out the recipe and find a whole new recipe but it wasn't the recipe it was me so I appreciate that you say that at home today. ⁓   The Dental A Team (18:22) You   I think   the with that though, you know, the ironic-ness that you just said that my son has celiac. So in the very beginning, we were learning to cook different. It's funny how you have to transition. I would encourage you to use applesauce in your... It puts it back to nobody's trying to make the day difficult. We're all trying to do our best and, you know, celebrate your people. Try to recognize the wins.   The Dental A Team (18:28) Yeah.   Yeah.   ⁓ smart! Yes, I do forget about that.   The Dental A Team (18:55) and the areas that aren't improving, address them as needed.   The Dental A Team (19:00) Yeah,   I love that. Thank you. Thank you. And thank you for the tip. Everybody has a gluten-free flour tip now as well. We're here for all of the things. Awesome, Kristy, thank you. And I hope you guys can see some spaces in your practice where you can dial in the accountability. I don't wanna say ramp up the accountability. I think it just needs to be dialed in and it just needs to be in alignment with what your goals are.   The Dental A Team (19:05) Right   The Dental A Team (19:27) And if your goals are to have a stress-free practice, it doesn't mean you remove the accountability. It just means that you find the alignment of the accountability to sit with your goals. take a look. You guys, think you know, Hello@TheDentalATeam.com is where to send questions. We are here for it. And a lot of those questions, just so you know, if they are tailored to specific things like this, they get sent to the consultant team and we are the ones that are providing the answers for them to respond to you guys. So you have us at your fingertips, just like our clients do if you are a client.   Reach out to your consultant, she's there to help you. We love what we do. you guys, drop a five star review below. We love hearing what you love. And you know what, when you use that applesauce, let us know how that goes too. So, Kristy, thank you so much for your time today. And with that, you guys, it's a wrap. We'll catch you next time.  

Close More Deals | Jerry Green breaks down why many real estate investors lose opportunities even with strong lead flow, and how a repeatable sales process can increase conversions and margins. Jerry shares how he got started in wholesaling in the 1990s, how his business evolved over 30+ years, and why most teams rely on dysfunctional "traditional" sales habits that go against how people actually make decisions. The episode covers simplified acquisition training, program-based selling, building trust in a "trust recession," avoiding the mistake of overthinking numbers, and scaling like a real company with clear roles, systems, and KPIs. _______________________________ If you want to learn how to run your business in 5 hours or less.... Go to https://www.5HourBusiness.com Subscribe to my YouTube channel:    / @tonyjavierbiz   And if you're into flying and want to follow my Aviation journey, check out my other YouTube channel at    / @tonyjaviertv   _______________________________ Follow me on Social Media: Tiktok -   / tonyjavier.tv   Instagram -   / tonyjavier.tv   Facebook Personal -   / tonyejavier   Facebook Business -   / realtonyjavier   ________________________________________ If you want to dominate your Real Estate Market with TV commercials, go here: https://www.ClaimMyMarket.com If you want to connect with me and my network, go to https://tonyjavier.com/connect If you want to check out Tony's Real Estate Resources and Vendors go to https://www.TonyJavier.com/resources ________________________________________ Tony is the owner of an INC 5000-rated Real Estate Investment Company. He has been featured in Bigger Pockets, Wholesaling INC, Steve Trang's Real Estate Disruptors, Joe Fairless' Best Ever Podcast, and many other top podcasts and platforms. When Tony is not working on his business, he enjoys flying his plane. You can see videos on that and how he uses airplanes to save money on taxes. Don't forget to like the video, comment, subscribe to my channel, and share this with a friend if I'm doing my job and providing value to you and your network. If I'm not doing my job please let me know in the comments how I can be better, your feedback is greatly appreciated. See you in the next video!

Want to grow a billion-dollar business? You need better systems, not just better ideas.Adam James has had a front-row view as Energy Impact Partners has scaled from a $500M fund into a multi-billion-dollar force as a clean energy VC. But, as he shares, the secret to success isn't capital or flashy pitch decks. It's an obsession with infrastructure, team building, and doing the messy work of aligning people and process.In this candid conversation, Adam breaks down his methodology for scaling fast-growing organizations. From audits and goal-setting to the surprisingly overlooked art of hiring with intentionality. He also shares why most business books are garbage (except one), and why being “like bamboo” might be your best leadership model.Expect to learn:

#307 Most business owners track revenue. Some track expenses. Very few track the numbers that actually determine freedom and long-term wealth. In this episode, I break down the Top 3 KPIs almost no one is tracking and why ignoring them keeps smart, hardworking owners stuck. KPI #1: Taxes We talk about: The real difference between Schedule C and K-1 income Why "not paying taxes" usually means one of two things: You don't actually have profit Or you're kicking the can down the road in a way that will eventually cost you How taxes are not the enemy but a signal of real progress If you want to build wealth, taxes are part of the deal. KPI #2: Your Sales P&L Most people look at revenue. Very few look at what it costs them in time and energy to create that revenue. We cover: How much time you're really spending on sales and marketing Why "being busy" is not the same as being effective How to think about sales like an investment KPI #3: Personal KPIs That Actually Matter This is the one almost everyone ignores. We talk about tracking: Time with your kids Nights home Weekends off Vacations taken Mental bandwidth and margin Because what's the point of a profitable business if it costs you the life you were trying to build? Bonus KPI: Net Worth Revenue is noisy. Profit is helpful. Net worth tells the truth. I share why tracking net worth changes how you make decisions and keeps you focused on the long game. If you want a business that supports your life instead of consuming it, this episode will hit home.

Growth does not break down because chiropractors lack passion. It breaks down because conversion systems and metrics are either unclear, slow, or unmanaged. Dr. Pete and Dr. Stephen break down the exact conversion and sales metrics that separate busy offices from scalable, profitable businesses, and why mastering them is no longer optional in 2026. They unpack how speed, clarity, and conviction drive patient commitment, how operational KPIs translate into real revenue, and why recurring metrics reveal the true health of your business. This conversation reframes conversion as belief transformation, sales as service, and growth as a measurable, repeatable outcome.In This Episode You Will:Break down which conversion numbers actually matter and which ones are noiseWalk through the five KPIs that determine whether patients commit or disappearUnderstand why speed, timing, and follow-up now decide conversion outcomesSee how recurring revenue reveals the true health of your businessIdentify the knowledge gaps that quietly cap your growthEpisode Highlights01:15 – Why this episode marks the shift from marketing conversations into conversion and sales as the next growth constraint08:09 – How ROI should be evaluated through lifetime value, not short-term expense09:33 – The financial reality of stagnation and why not growing creates compounding problems10:26 – Redefining success benchmarks and why three million has become the new one million14:37 – The core truth that frames the episode: you can only help the people you convert15:02 – Reframing sales as care, conviction, and responsibility rather than persuasion18:05 – Breaking down attraction, conversion, and retention as a sequential operational system25:28 – Introducing the Rule of 72 and how speed now determines conversion outcomes30:14 – What actually drives Day One to Day Two follow-through and patient commitment36:15 – Translating conversion into business health through recurring and reactivated revenue 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/Golden Ticket Giveaway to the Upcoming Immersion - DM the words ‘Podcast Business Immersion' on The TRP Instagram page - https://www.instagram.com/theremarkablepractice/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.

Point systems are everywhere. Ready for movie night? Consult Rotten Tomatoes. Vetting a new pediatrician? See how many stars they have. At work, it can be even more pervasive: There's KPIs and ROIs because success has to be measurable.  But what happens when we boil something down to one nice number? What do we lose? Philosopher C. Thi Nguyen, author of the new book The Score, joins Host Flora Lichtman to explore how metrics can be soul-crushing in work and in life, yet keeping score is freeing in the world of games. Read an excerpt from The Score: How to Stop Playing Somebody Else's Game.Guest:Dr. C. Thi Nguyen is a philosophy professor at the University of Utah in Salt Lake City. He's the author of The Score: How to Stop Playing Somebody Else's Game.Transcripts for each episode are available within 1-3 days at sciencefriday.com. Subscribe to this podcast. Plus, to stay updated on all things science, sign up for Science Friday's newsletters.

If you've ever felt chained to your practice and the thought of stepping away for an extended period of time felt impossible, I PROMISE you do not want to miss this inspiring and yet very pragmatic conversation. Dr. Jeremy Ciano joins me back on the show to share his journey of taking a recent sabbatical and what it taught him about business and life.   We talk about the challenges of stepping away from a practice, the importance of intentional planning, and building a team that can operate without the owner being involved day to day. Jeremy also reflects on the personal growth that came from taking time off and why being intentional with both your business and your life matters more than most practice owners realize.   Resources: Book a Triage call with Adam Download the Practice Owner's Financial Toolkit 20/20 Money Ultimate Financial Success Masterclass OD Mastermind Interest Form Tim Ferriss's Fear Setting Die With Zero (book by Bill Perkins) I'VE BEEN HACKED!!! A 20/20 Money TAKEOVER by Drs. Jennifer Stewart and Jeremy Ciano Cold Start & Satellite Expansion Edition w/ Drs. Jeremy Ciano & Jennifer Stewart ANOTHER 20/20 Takeover: Your favorite KPIs (and why?!) w/ Drs. Jennifer Stewart, OD & Jeremy Ciano, OD How to Think About Vision Plans and Profitability in Your Practice with Drs. Jennifer Stewart & Jeremy Ciano The How and Why of Having an Accountability Partner as an Optometrist with Drs. Jennifer Stewart and Jeremy Ciano The "how" behind what made 2020 the best year ever for one high-producing practice owner with Dr. Jeremy Ciano The Dose Episode 11 – Inside the Mindset and Methods of a Multi-Million dollar, single OD practice w/ Dr. Jeremy Ciano The Dose Episode 14 – Financial Decision-Making for Optometrists with Dr. Jeremy Ciano   ————————————————————————————— Please rate and subscribe to 20/20 Money on these platforms Apple Podcasts Spotify ————————————————————————————— For past episodes of 20/20 Money with full companion show notes, please check out our episode archive here!

Laura Andersen is the owner and managing director of AlumiTubs. Made to handle it all, AlumiTubs is made to last for generations. Obsessively designed to outperform and outlast, it's the classic cedar hot tub, upgraded for a lifetime of performance.AlumiTubs is 100% Canadian handcrafted from materials made to stand the test of time. It's perfect for the backcountry or the backyard, with flex heating for 365 days of use, wherever you find your escape. With 1000s in the wild since 2001, AlumiTubs are home to Canada, now available for properties across the globe. Where artistry, craftsmanship, and considered design intersect, the AlumiTubs wood fired, electric and hybrid hot tubs come in 3 sizes with endless heat options, advanced filtration for at-home use, a 50% bigger firebox and 3 layers of insulation for less smoke, less water, and nothing wasted along the way.It is not an average hot tub, AlumiTubs is guaranteed to get hot and stay hot, no matter how cold it is outside. Bringing people and those they share it with, closer to nature. AlumiTubs was made for more of the good stuff.In This Conversation We Discuss:[00:00] Intro[00:40] Sponsor: Taboola[01:53] Spotting demand beyond your original offer[03:14] Balancing careers while building a startup[06:04] Bringing an offline product to the internet[08:55] Sponsor: Next Insurance[10:08] Applying career skills to a new venture[13:49] Letting users shape your marketing message[15:40] Optimizing basic SEO for discovery[17:55] Sponsor: Electric Eye[19:03] Balancing capacity with customer trust[23:17] Complementing skills to build longevity[26:00] Building a business on a great product[28:46] Callouts[28:56] Hedging bets while testing business ideas[31:10] Adding value without reinventing the wheelResources:Subscribe to Honest Ecommerce on YoutubeWood-fired & electric cedar hot tubs alumitubs.com/Follow Laura Andersen linkedin.com/in/lauraandersendigitalmarketing/  Reach your best audience at the lowest cost! discover.taboola.com/honest/Easy, affordable coverage that grows with your business nextinsurance.com/honestSchedule an intro call with one of our experts electriceye.io/connectIf you're enjoying the show, we'd love it if you left Honest Ecommerce a review on Apple Podcasts. It makes a huge impact on the success of the podcast, and we love reading every one of your reviews!

Lauren Cobello is the CEO and founder of Leverage with Media PR, a boutique public relations agency that helps authors, entrepreneurs, and thought leaders use media strategically to build authority, credibility, and growth. Before launching her agency, she spent nearly two decades building her own personal brand as a personal finance expert, becoming a three-time author and regular national TV personality on shows like The Today Show, Good Morning America, Dr. Oz, and Rachael Ray. After scaling her personal brand to seven figures, she sold that company and bootstrapped Leverage with Media PR from zero to a million-dollar agency in just 10 months.​ On this episode we talk about: How Lauren paid off 40,000 dollars in debt and built a personal finance brand from a couponing blog.​ How national TV appearances became top-of-funnel “ads” that fueled her seven-figure business.​ Why she sold her first company, downsized her lifestyle, and went all-in on starting a PR agency debt free.​ The truth about the PR industry, including low-quality agencies, profit-first models, and why so many founders feel burned.​ How traditional media, podcasts, and social platforms now work together to build authority in 2026.​ Why relationships and senior-level publicists are the real differentiators for landing meaningful TV and podcast placements.​ The realities of getting on top podcasts like Joe Rogan and why most entrepreneurs need a more strategic, ego-free media plan.​ Top 3 Takeaways Media is a multiplier: When used strategically, every TV appearance, podcast, or feature should act as top of funnel that drives people into a sales ecosystem and builds trust before you ever enter the room.​ Not all PR is created equal: Most agencies optimize for profit, staffing junior or outsourced teams, while the firms that actually move the needle rely on senior publicists with deep relationships and clear KPIs.​ Traditional media isn't dead—it's leveraged: In 2026, the strongest brands blend traditional TV, podcasts, social, and newsletters, using prestigious earned media (like major TV shows) for credibility and association that makes everything else easier.​ Notable Quotes "Every single TV appearance that I did became top of funnel—an ad that went into my sales funnel and got people to trust me before I even walked in the room."​ "PR is not marketing, and most PR agencies are full of it because they sell promises junior teams can't fulfill."​ "You probably aren't going on the top five podcasts you're dreaming about, but the right ‘smaller' shows can move the needle more than the ones with fake followers and vanity metrics."​ Connect with Lauren Cobello: LinkedIn: https://www.linkedin.com/company/leveragewithmediapr Facebook: https://www.facebook.com/leveragewithmedia Instagram: https://www.instagram.com/lauren_cobello Other: Leverage with Media PR  Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency. Capture leads, nurture them, and close more deals—all from one powerful platform. Get an extended free trial at gohighlevel.com/travis. Learn more about your ad choices. Visit megaphone.fm/adchoices

Sponsors:◦ Visit Buildertrend to get a 60-day money-back guarantee on your Buildertrend account◦ Marvin Windows and Doors◦ Sub-Zero Wolf Cove Showroom PhoenixConnect with Tiffany Rosenbaum:◦ https://www.instagram.com/tiffanymrosenbaumConnect with Brad Leavitt:Website | Instagram | Facebook | Houzz | Pinterest | YouTube

John Casmon interviews Reed Goossens, who reflects on more than a decade in multifamily investing and how market cycles, technology, and investor behavior have reshaped the business. Reid explains how the long stretch of cheap debt and rapid appreciation masked operational risk, and why today's environment demands far greater discipline around underwriting, expense control, and asset management. The conversation dives into rising operating costs, insurance inflation, labor challenges, and why the idea of “set it and forget it” investing no longer applies. Reid shares how increased competition and tighter margins have pushed his firm to underwrite significantly more deals while becoming more selective in what they buy. He emphasizes that staying active in the market and deeply familiar with real operating data is now essential to avoiding mispriced risk. Reid also discusses expanding beyond multifamily into acquiring CPA and accounting firms, explaining how private-equity fundamentals like KPIs, systems, culture, and cash flow translate across industries. This matters because transaction-driven income has become less reliable, and operators increasingly need complementary cash-flow businesses to stabilize their platforms while continuing to invest in real estate. Reed GoossensCurrent role: Founder, RSN Property GroupBased in: United StatesSay hi to them at:https://www.instagram.com/reedgoossens | https://www.linkedin.com/in/reed-goossens/ Visit ⁠www.tribevestisc.com⁠ for more info. Try QUO for free PLUS get 20% off your first 6 months when you go to quo.com/BESTEVER  Join us at Best Ever Conference 2026! Find more info at: https://www.besteverconference.com/  Join the Best Ever Community  The Best Ever Community is live and growing - and we want serious commercial real estate investors like you inside. It's free to join, but you must apply and meet the criteria.  Connect with top operators, LPs, GPs, and more, get real insights, and be part of a curated network built to help you grow. Apply now at⁠ ⁠⁠⁠www.bestevercommunity.com⁠⁠ Podcast production done by⁠ ⁠Outlier Audio⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices