Podcasts about kpis

Battery storage is scaling fast.But scaling portfolios exposes weaknesses most owners never see coming.As projects move from single sites to gigawatt-hour fleets, many IPPs discover something uncomfortable: they have dashboards - but not decision-grade visibility.In this Episode, Lennart Hinrichs, EVP and General Manager of the Americas at TWAICE, explains what actually changes once batteries begin operating at scale.We discuss:Why state of charge (SOC) is foundational — but insufficientHow LFP chemistry complicates measurement more than most assumeWhat derating really does to revenue and dispatch confidenceWhy overbuild can mask deeper performance issuesWhat actually causes most battery fires (and what doesn't)How data transparency reshapes warranty disputes and financial riskThis isn't a founder story.It's a practical conversation for asset owners, operators, and performance engineers who want fewer surprises over the life of their storage assets.If you operate or finance battery projects, this episode will sharpen how you think about KPIs, safety, and operational confidence.Listen in.Are there other technologies you've scouted on the frontlines of the Clean Energy Revolution that you think we should be covering here on SunCast?Hit us up - team@suncast.me with your feedback & recommendations.Check out OpenSolar OS 3.0 at: https://suncast.media/opensolarIf you want to connect with today's guest, you'll find links to their contact info in the show notes on the blog at https://suncast.media/episodes/.Our Platinum Presenting Sponsor for SunCast is CPS America!SunCast is also sponsored by Nextpower!You can learn more about all the sponsors who help make this show free for you at www.suncast.media/sponsors.Remember, you can always find resources, learn more about today's guest and explore recommendations, book links, and more than 875 other founder stories and startup advice at www.suncast.media.Subscribe to Valence, our weekly LinkedIn Newsletter, and learn the elements of compelling storytelling: https://www.linkedin.com/newsletters/valence-content-that-connects-7145928995363049472/You can connect with me, Nico Johnson, on:Twitter - https://www.twitter.com/nicomeoLinkedIn -...

If your dental practice isn't growing, it's tempting to blame marketing, staffing, or “the economy.” But what if the real problem is leadership avoidance?  In this episode, we break down the uncomfortable truth behind scaling a dental practice: growth requires change, and change requires discomfort. If you want to increase case acceptance, improve phone conversion, reduce no-shows, build a stronger team, and create consistent profitability, you can't keep running your practice like a group chat where everyone has opinions and nobody has decision rights. We talk about why cash flow, KPIs, referrals, and profitability are lagging indicators, and how the leading indicators (cadence, training, oversight, systems, and consistent leadership) are what actually create a scalable dental organization.  This is for dentists, practice owners, and DSO-minded operators who want real practice growth, stronger culture, better execution, and a business that doesn't collapse under pressure. If you're ready to stop avoiding hard conversations and start leading like a true Dentist CEO, this episode is your wake-up call. Highlights: → You'll learn why most “people problems” in a dental office are actually leadership problems, and how oversight and training fix what software can't.  → We unpack how to tell the difference between leading indicators vs lagging indicators in your dental practice KPIs, and why profitability can hide a fragile culture.  → You'll hear why consistency matters more than charisma for dentists who want trust, retention, and execution.  → And we lay out how a real operating cadence, scorecards, communication rhythms, and clear decision rights, turns chaos into scale. To connect with Dr. Buske follow the links below -  LinkedIn Instagram Facebook Limitless Dentist Academy Join Dental Syndicate HERE Learn more about your ad choices. Visit megaphone.fm/adchoices

Many groups calling themselves teams are actually "TINOs" (Teams In Name Only) — collections of individuals focused on their own functional KPIs rather than collective goals. Transforming them into real teams needs three critical elements: a shared goal that transcends individual targets, genuine interdependence through cross-functional strategies, and executing together on making work visible and collaborative.Three reasons to listenIdentify the telltale signs you're in a Team in Name OnlyTransform TINO behaviour into genuine teamworkBuild psychological safety and interdependence amongst team members so they feel supported rather than isolatedEpisode highlights[00:01:58] What is a TINO?[00:05:31] Defining a clear team[00:10:27] The challenges of increased visibility[00:12:53] You don't need to wait for a crisisLinksTrack and improve your team performance with SquadifyLeave us a voice note

In this episode of Storage Wins, Alex Pardo works with Dan Wentzel to confront two of the biggest silent killers of progress: over-preparation and inefficiency. What starts as a check-in on wins and challenges quickly turns into a deep dive on mindset resistance, wasted time, and why "getting ready" often becomes the reason offers never get sent.   Alex challenges Dan to stop treating seller calls like exams, start having real human conversations, and simplify the process of getting offers out the door. This episode is a blend of mindset reset and tactical clarity—designed to help action-takers stop overthinking and start executing.     You'll Learn How To: Break free from over-preparation that's killing your momentum Have confident seller conversations without scripts or perfect data Identify and track the KPIs that actually drive acquisitions Simplify the offer process so speed doesn't come at the cost of confidence Reclaim wasted time and refocus on needle-moving actions     What You'll Learn in This Episode: [1:16] Why this season is built on real-time accountability [4:37] The mindset voice that tells you to quit—and how to shut it down [9:41] Why unmet expectations fuel doubt and hesitation [13:36] Massive imperfect action vs. waiting for certainty [19:18] "Data, not drama": why KPIs matter more than feelings [23:13] The four acquisition KPIs Dan must track weekly [29:15] How over-preparing for calls is costing deals [32:07] The only information you truly need to make an offer [34:39] Why counting units online is a waste of time [37:47] Making conservative offers without killing opportunity [45:09] Simplifying the process to increase offers and conversations [50:28] Structuring the day for efficiency instead of burnout [55:44] Dan's commitment going forward       Who This Episode Is For: Investors who feel busy but aren't producing offers Listeners stuck overthinking calls, deals, or next steps Anyone struggling to balance preparation with execution People who need clarity on what actions truly matter     Why You Should Listen:   Most people don't fail in self-storage because they lack knowledge—they fail because they create friction where none is required. This episode shows how overthinking, inefficiency, and poor time use quietly stall progress.   If you've ever said, "I just need to prepare a little more before I act," this episode will help you recognize the trap—and get out of it.     Follow Alex Pardo here: Alex Pardo Website: https://alexpardo.com/ Alex Pardo Facebook: https://www.facebook.com/alexpardo15 Alex Pardo Instagram: https://www.instagram.com/alexpardo25 Alex Pardo YouTube: https://www.youtube.com/@AlexPardo Storage Wins Website: https://storagewins.com/     Have conversations with at least three storage owners, brokers, private lenders, or equity partners inside the Storage Wins Facebook Group. Join for free here: https://www.facebook.com/groups/322064908446514/  

This episode is a masterclass in what it actually takes to build a real business, not the Instagram version, not the overnight-success fantasy, but the gritty, human, systems-driven reality of creating something that lasts.In this powerful conversation, Josselyne Herman-Saccio sits down with Dr. Susie Carder, known as the “Profit Queen,” to unpack the truth behind money, systems, leadership, and what happens when passion turns into pressure. Susie's story doesn't start with spreadsheets or venture capital. It starts with survival. As a single mom with no back door, no alimony, and no safety net, she learned business because she had to. What followed was a rise from hairdresser to six-figure solo entrepreneur, to salon owner, to industry leader, to building and scaling multiple multimillion-dollar companies across industries.You'll also hear a grounded, practical breakdown of what actually builds multimillion-dollar companies, without hype or shame.In this episode, you'll learn:Why having “no back door” forces clarity, action, and resultsHow passion can turn into burden if systems and profit aren't designed intentionallyWhy most entrepreneurs underprice, and how pricing mistakes quietly destroy profitabilityThe difference between busyness and a real businessWhy metrics, KPIs, and financial roadmaps matter more than motivationHow trauma, failure, and loss become accelerators when integrated instead of avoidedIf you're ready to stop surviving your business and start leading it, this conversation will meet you exactly where you are.Get Your Free Freedom With Money Workshop with Tyrone Jackson, Josselyne and Robin Quivers from The Howard Stern ShowDr.Susie Carder  Million Dollar Business Health Assessment Totally Free! https://www.videoask.com/f0n3b2r7nFind Dr.Susie Carder At:Website: https://drcardersystemscheck.com/Connect With JosselyneWebsite: beunmessablewith.comInstagram: @beunmessablewithFacebook: UnmessablewithnessLinkedIn: josselyneherman-saccioYouTube: @beunmessablewith

Financials don't have to be intimidating and in this episode of Roots of Success, you'll learn why! Join hosts Jason New, Chris Psencik, and Jim Cali as talk with fellow ACE facilitator Jennifer Murray, a former banker and finance professor, and Ian Hanemann, ACE Peer Group financial analyst, to break down the essentials of financial checkups, valuations, and benchmarking for landscaping professionals. Discover the real stories behind business transformations, tips for leveraging KPIs, why "live" numbers matter, and how team involvement turns financial goals from solo stress into company-wide wins. Whether you're planning for growth, exploring acquisitions, or just want the confidence to make smarter business decisions, this episode is the episode for you.  THE BIG IDEA:   Let numbers drive decisions  KEY MOMENTS:  [00:00] "Financial Insights for Business Growth" [05:14] "Ian: The Voice of Confidence" [08:08] "Learning Business Beyond Landscaping" [10:22] Peer Group KPI Analysis Process [14:00] Business Financial Health Checkup [18:36] Critical Business Planning Insights [20:43] "Shifting Trends in Business Acquisitions" [24:58] "ACE Program: Master Your Financials" [27:23] "Mastering Business Financial Language" [29:41] "Tracking Cash Flow Strategically" [35:01] "Valuing Businesses via EBITDA" [38:06] "Working Smart, Not Hard" [41:27] Importance of Live Financials [43:30] "Client's Breakthrough with Finances"  QUESTIONS WE ANSWER  What are some of the key financial metrics that companies should focus on to drive their business forward?  How does understanding trailing 12-month numbers help landscaping businesses mitigate the effects of seasonality?  Why is benchmarking considered a valuable tool for business owners in the green industry?  Can you describe the process and impact of conducting a financial health checkup for a business?  What is the significance of having a proactive plan regarding cash flow when taking on new contracts or expanding capacity?  In what ways do team members beyond the finance department contribute to improving a company's key performance indicators?  How can companies benefit from knowing the difference between direct, indirect, and overhead expenses?  What are some real-world examples of how businesses have used financial benchmarking or evaluations to inform acquisition decisions?  Why might maintenance revenue streams be valued higher than installation services during a business valuation?  What practical steps can a business owner take to ensure their financial reporting is both timely and actionable for operational decisions?   

In this episode of Mastering eCommerce Marketing, host Eitan Koter sits down with Megan Vasquez, Director of Creator Strategy and Strategic Marketing at Grin.Megan shares what she has learned from working across beauty brands, agencies, and large e-commerce companies. Creator marketing is no longer a side project. It is expected to deliver results.They cover how to forecast revenue from influencers, how to align campaign goals with the right creators, and why reducing friction in the buying process makes a big difference.Megan also talks about TikTok Shop, affiliate strategy, and the importance of long term creator relationships.If you want a clearer view of how creator marketing drives sales today, this episode is worth listening to.Website: https://www.vimmi.netEmail us: info@vimmi.netPodcast website: https://vimmi.net/mastering-ecommerce-marketing/Talk to us on Social:Eitan Koter's LinkedIn | Vimmi LinkedIn | YouTubeGuest: Megan Vasquez, Director of Creator Strategy & Strategic Marketing at GRINMegan Vasquez's LinkedIn | GRINWatch the full Youtube video here:https://youtu.be/4J9Dit-kIC4Takeaways:The creator economy is evolving and growing rapidly.Data-driven marketing is essential for success in the creator space.AI can help streamline processes and enhance creativity.TikTok has revolutionized e-commerce and product discovery.Brands must focus on building authentic relationships with creators.Neglecting brand affinity can lead to poor performance in campaigns.Long-term contracts with creators foster trust and better results.Clicks and audience sentiment are crucial KPIs for campaigns.User-generated content often outperforms traditional marketing.Grin is focused on meeting market needs with innovative solutions.Chapters:00:00 Introduction to the Creator Economy02:29 The Evolution of the Creator Economy05:18 Data-Driven Marketing in the Creator Space08:14 Balancing Self-Service and Hand-Holding in SaaS11:08 The Role of AI in Marketing and Content Creation13:49 The Impact of TikTok on Social Shopping16:45 Common Mistakes in Creator Programs19:49 Building Long-Term Relationships with Creators22:47 Key Performance Indicators for Campaign Success25:26 Future Plans for Grin and the Creator Economy

Most data teams do not have a tooling problem. They have a customer service problem.Mo Villagran, Associate Director of Insights, Analytics, and Data at Cambrex, argues that stakeholder expectation management is the difference between being a trusted advisor and being an order taker."In a simple word, it's really just customer service."In this episode, Mo breaks down how to manage stakeholder expectations, define expected delivery value, and keep projects aligned to real business outcomes instead of chasing rebranded tools. She shares why simple solutions often win, how to show progress even when the work is plumbing, and why qualitative stakeholder testimony beats dashboard count KPIs. You will also hear how she thinks about AI as a tool, when it works, when it is just a cool toy, and how to build trust by demoing in real time.00:02:00 Stakeholder expectation management is customer service00:03:00 Why skeleton teams can still deliver value00:06:00 Who defines expected delivery value, and how to shape it00:09:00 Negotiate expectations, do not become an order taker00:18:00 How to show progress when there is nothing visual00:21:00 Stop chasing quantitative KPIs, win with testimonySubscribe and share this episode with anyone who is knee deep in stakeholder management.

Qualytics is redefining enterprise data quality by positioning it as a collaborative business function rather than an isolated data engineering problem. Founded at the start of the pandemic by Gorkem Sevinc - a former CTO and CDO who spent years managing reactive data quality firefights - Qualytics emerged from a clear practitioner pain point: writing endless custom rules to catch data issues after they'd already broken dashboards and KPIs. The company raised pre-seed and seed rounds while building with beta customers, then closed a Series A as repeatability patterns emerged in their POC process. Now, as enterprises scramble to operationalize AI initiatives, Qualytics is experiencing explosive inbound demand from organizations realizing their data foundations aren't ready for democratized data access. Topics Discussed The practitioner insight that sparked Qualytics: reactive rule-writing doesn't scale Leveraging existing CTO/CDO networks and PE portfolio connections for beta customers The evolution from free POCs to paid POCs as a mutual commitment mechanism Identifying repeatability through week-by-week POC conversion patterns Building practitioner credibility into the sales motion while hiring for enterprise sales grit The decision to hire sales and marketing leadership simultaneously post-Series A Tracking in-product engagement metrics (DQ operations frequency, anomaly detection, rule editing) as churn prevention Positioning data quality as vertical-specific business problems (premium leakage, regulatory compliance) The timing advantage: AI adoption forcing enterprises to treat data governance as mandatory infrastructure GTM Lessons For B2B Founders Talk to 100 prospects before writing code—even with deep domain expertise: After burning 18 months building a radiology second opinion product that patients didn't want (they didn't even know radiologists were doctors), Gorkem adopted a hard rule: validate with 100 conversations before building. His advantage as a former CTO who lived the data quality problem created false confidence. Practitioners often assume their pain is universal, but buyer awareness and willingness to pay are separate questions. Start with NSF I-Corps-style problem validation: show rough sketches, probe what happened when they hit the pain point, understand how it hurt them financially or operationally. Repeatability appears in micro-conversions during trials, not just closed-won rates: Gorkem didn't declare product-market fit when deals closed—he declared it when he could predict POC behavior by week. "Week two, I'm expecting this. Week three, I'm expecting this." That predictability enabled ROI calculators and internal champion enablement materials. For technical founders, this means instrumenting your trial or POC to track leading indicators: specific features activated, data volumes processed, number of team members engaged, frequency of logins. When those patterns stabilize across prospects, you have a repeatable motion. Use paid POCs as a procurement front-loading mechanism, not a revenue play: Qualytics charges nominal amounts for some POCs—not for the revenue, but to get the MSA signed and force both parties through legal/security review upfront. This eliminates the pattern where free POCs succeed technically but die in procurement. Large enterprises often refuse to pay for POCs, which Gorkem accepts—but only if they commit equivalent effort (executive time, cross-functional teams). The paid POC is a qualification tool: if they won't commit anything, they're not a real opportunity. Hire sales and marketing leadership in parallel and hold them to unified GTM metrics: Gorkem regrets hiring early sales reps before leadership and delaying marketing investment. Post-Series A, he hired both leaders simultaneously and holds them jointly accountable to pipeline generation and velocity—not siloed MQL counts or quota attainment. This structural decision forces collaboration on messaging, ICP definition, and campaign strategy from day one. For technical founders who "figured out" founder-led sales, resist the urge to replicate your motion with more SDRs. Bring in strategic leadership that can build a scalable system. Instrument product engagement as your earliest churn signal—then intervene immediately: Beyond quarterly NPS and executive QBRs, Gorkem tracks granular product usage: how many data quality operations users run, how many anomalies they discover, how actively they're editing rules. When engagement drops, he doesn't wait—he jumps into the customer's existing weekly meetings to diagnose and course-correct. For B2B founders building complex products with long time-to-value, passive health scores aren't enough. You need active usage telemetry and a low-latency intervention process. Translate technical capabilities into vertical-specific business outcomes: Gorkem doesn't pitch "data quality for data engineers." He talks about premium leakage with insurance companies and OCC/SEC data controls with banks. This reframing works because buyers recognize their problem, not a vendor category. The shift requires research: understand each vertical's regulatory environment, operational pain points, and the business metrics executives care about. When you walk in speaking their language about their P&L impact, you're not another vendor—you're someone who gets it. Time your market entry to when "nice-to-have" becomes "must-have": When Qualytics launched, some enterprises called data quality a "nice-to-have." AI adoption changed that calculus overnight. Organizations planning to let 20,000 employees interrogate data through AI interfaces suddenly realized they need robust data governance, quality controls, and cataloging first. Gorkem's timing wasn't luck—he built during the "nice-to-have" phase so he'd be ready when AI budgets made it mandatory. Technical founders should identify the external forcing function (regulation, technology shift, economic change) that will transform their solution from vitamin to painkiller. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

Most brands think viral marketing takes months of planning and massive budgets. Nick Tran engineered it in 72 hours. In this segment from Marketing Trends, the former Global Head of Marketing at TikTok breaks down the exact reverse-engineered playbook that turned unknown creators like the Ocean Spray skateboarder into overnight viral sensations, and why the traditional 2-3 month campaign timeline is dead. From understanding why Nick tells marketing leaders to "kill your KPIs" and hire for intuition instead, to learning how he identified viral potential before it happened, this is a masterclass in speed-to-market and cultural relevance. If your team is still running 90-day campaign cycles while competitors are shipping in weeks, this framework will show you exactly what you're missing, and how to move faster without sacrificing quality. Chapters:00:00 - The Reverse-Engineered Playbook04:32 - Project Cheetah: 72 Hours to Viral09:15 - Moving Upmarket Without Losing Your Soul13:48 - Five Things Marketing Leaders Must Unlearn  This episode is brought to you by Lightricks. LTX is the all-in-one creative suite for AI-driven video production; built by Lightricks to take you from idea to final 4K render in one streamlined workspace.Powered by LTX-2, our next-generation creative engine, LTX lets you move faster, collaborate seamlessly, and deliver studio-quality results without compromise. Try it today at ltx.studio Mission.org is a media studio producing content alongside world-class clients. Learn more at mission.org. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Why do the most profound learning experiences often feel like getting lost in a good game?In this episode, Brian sits down with Christopher Icks, a philosopher, applied linguist, and experiential learning designer, to explore why "play" isn't just for kids—it's a vital engine for deep, transformative learning. From his work at the University of Oregon's CASTLES to his stewardship of Eugene's eclectic Resonance Building, Christopher reveals how we can design spaces and experiences that foster genuine connection, wayfinding, and what he calls "vital surplus."They dive into the tension between rigid institutional metrics and the messy, beautiful reality of how we actually learn. Get ready to question the classroom circle, embrace a little vertigo, and discover why a "Bring Your Own Puppet Party" might just be the future of professional development.

Procurement's biggest measurement problem isn't that "savings" is incomplete. It's that "savings" has become a substitute for truth. In the first Buy: The Way…To Purposeful Procurement episode of 2026, co-hosts Philip Ideson and Rich Ham unveil the first of the show's new procurement "Buy-laws." It's the one that almost every serious practitioner agrees with, but very few organizations are ready to operationalize: replace savings with defined value. That doesn't mean adding a few extra KPIs in addition to savings. It means removing the word entirely and replacing it with a primary metric that includes verified spend reduction and revenue generation, plus company-specific priorities like emissions reduction, process improvement, resilience, risk reduction, and anything else the business actually cares about.  To help map what this kind of "value" can and should include, Phil and Rich are joined by Omer Abdullah, co-founder of The Smart Cube and co-author of Risk and Your Supply Chain: Preparing for the Next Global Crisis. Omer has spent decades close to the function, advising teams, building intelligence services around procurement decisions, and now working at the intersection of startups, go-to-market strategy, and what he calls a "post-AI" future for procurement. The idea of "post-AI" matters more than it sounds. Omer isn't talking about a world where AI fades away. He's talking about the moment when AI becomes a hygiene factor – embedded, expected, and no longer a differentiator. The result is uncomfortable: once AI takes the transactional load, procurement doesn't automatically become "more strategic." Not unless leaders define what that actually means, what outcomes it should produce, and how to measure those outcomes without defaulting back to the simplest (and most misleading) number on the page. The conversation also goes straight at one of procurement's most corrosive incentives: short-termism. The function keeps making long-term sacrifices for short-term wins because the system asks it to. Rich calls it a "scourge," and Omer lays out what a healthier alternative could look like. He recommends a scorecard that includes in-year expectations, multi-year outcomes that reflect how value compounds over time, and a controlled level of discretionary evaluation to capture the contributions that matter but refuse to sit neatly inside a spreadsheet cell.  Underneath all of this is a truth that the episode doesn't dodge: none of it works without executive support. The CFO and CEO have to buy into procurement's expanded definition of value. Procurement can't wait to be understood; they have to be sold. Procurement is a business within a business, and the C-suite is its most important customer. If leaders don't see the function's potential, it's on procurement to advocate, educate, and prove (through better definitions and better scorekeeping) that the status quo isn't merely outdated. It's actively harmful. Links: Omer Abdullah on LinkedIn Rich Ham on LinkedIn Learn more at FineTuneUs.com  

Every business owner exits eventually.But will you do it voluntarily, at peak value, or reactively because you had to?Marvin Karlow focuses on helping founders get maximum market value for their businesses before burnout, bankruptcy, partner disputes, or life events force their hand. In this episode, we break down how business valuation actually works, why most deals die in due diligence, and what it really takes to build a company that buyers compete for.In This Episode, We Cover✅ What Your Business Is Really WorthWe break down EBITDA vs SDE, valuation ranges, and how multiples are determined. You can't control market conditions, but you can control where you fall within the range.✅ Are You Selling a Business… Or a Job?If the company depends on you, buyers discount the multiple. The litmus test? Can you leave for a month without the business breaking.✅ Operational Readiness Drives ValuationIt's not just profit. It's systems, KPIs, team structure, brand equity, and how attractive your operation looks to a buyer.✅ Why Most Deals Die in Due DiligenceLOI is not the finish line. Due diligence is designed to uncover problems. Marvin explains why preparing upfront prevents deals from collapsing.✅ Sell on the Way UpHolding too long often destroys value. Peak performance, strong projections, and upward momentum create the most attractive exit environment.

Everton's Home vs. Away Divide: The Statistical Truth EXCLUSIVE NordVPN Deal ➼ https://nordvpn.com/efc Try it risk-free now with a 30-day money-back guarantee Everton are seemingly a different  beast away from home compared to at the waterfront. In this episode of the Royal Blue Podcast, Ian Croll and Chris Beesley dig deep into the numbers to solve the mystery of Everton's fluctuating form. Key numbers explained: https://tinyurl.com/ChrisBeesleyArticle180226 With the move to the brand-new Hill Dickinson Stadium, expectations were high for a fortress-like atmosphere, but the statistics tell a more complex story. Using Comparisonator's MyTeam2MyTeam tool, Ian and Chris conduct a forensic examination of the last five Premier League fixtures. They strip away the emotion to compare Everton's home figures directly against their away performances from the same block of games. Ian and Chris take a look at the key performance indicators (KPIs) where Everton excel on the road but struggle at the Hill Dickinson Stadium. Tactical Shifts: Are David Moyes' side playing a different style of football in front of the home crowd? Using Comparisonator Analysis and the MyTeam2MyTeam tool, the pair highlight the percentage differences in defensive solidity, chance creation, and clinical finishing between home and away matches. Whether it's a lack of "clinical edge" at home or a more resilient defensive shape on the road, the lads break down exactly what the data says about Everton's current identity. Get exclusive Everton FC content - including podcasts, live shows and videos - everyday.  Subscribe to the Royal Blue Everton FC YouTube Channel and watch daily live shows HERE: https://bit.ly/3aNfYav Listen and subscribe to the Royal Blue Podcast for all your latest Everton FC content via Apple and Spotify: APPLE: https://bit.ly/3HbiY1E SPOTIFY: https://bit.ly/47xwdnY Visit the Liverpool ECHO website: https://www.liverpoolecho.co.uk/all-about/everton-fc Follow us on Twitter: https://twitter.com/LivEchoEFC Follow us on TikTok: https://www.tiktok.com/@royal.blue.everto Follow us on Facebook: https://www.facebook.com/LiverpoolEchoEFC Learn more about your ad choices. Visit podcastchoices.com/adchoices

In Episode 354 of UNSCRIPTED, we explore how QuidelOrtho transformed field service from a cost center into a strategic business differentiator. Matt Tice, VP of Global Services, shares six practical strategies for driving customer retention, gaining executive leadership buy-in, aligning KPIs with customer expectations, strengthening frontline leadership, and leveraging AI to elevate the customer experience.If you're a service leader looking to reposition service as a growth engine, not just a post-sale function, this episode delivers actionable insights you can apply immediately.

Manufacturers do not have a data problem. They have an execution gap. The dashboards exist. The reports are generated. The KPIs are reviewed. Yet too often, action stalls between insight and impact. In this episode, Jan Griffiths and Tom Roberts sit down with Zack Sosebee, SVP of Operations & Customer Success at Redzone, to explore what changes when data moves beyond visibility and into the hands of the people closest to the work.Zack shares a clear and practical vision of the connected workforce. Not as another layer of software. Not as another reporting system. But as a system of action. By giving frontline operators simple, real-time visibility through red, yellow, and green performance signals, manufacturers create clarity in the moment decisions are being made. That clarity builds accountability. And accountability drives results.What makes this approach powerful is its simplicity. Instead of overwhelming teams with endless metrics, Redzone focuses on a few meaningful signals that operators can influence hour by hour. When teams see performance in real time, they respond in real time. Maintenance is called sooner. Problems are escalated faster. Peer-to-peer competition becomes a positive force. Execution accelerates because ownership shifts to the frontline.But technology alone does not transform a factory. Coaching does. Zack explains how culture change happens when leaders reinforce new behaviors, close feedback loops, and respond quickly to issues raised by operators. When a long-tenured employee logs a safety concern and sees it fixed the same day, trust is built. When a retiring expert captures knowledge that strengthens the next generation, pride returns to the shop floor. These are not software wins. They are human wins.This conversation is a reminder that digital transformation is not about collecting more data. It is about empowering people to act with confidence and clarity. When operators think like supervisors and supervisors think like leaders, performance improves. More importantly, culture evolves. And in today's manufacturing environment, the companies that win will be the ones that move from reporting yesterday to deciding what happens next.Themes Discussed in This EpisodeWhat “connected workforce” really means in manufacturingWhy digital transformation often stalls at dashboardsOverall Equipment Effectiveness explained in simple termsRed, yellow, green real-time visibility on the shop floorCoaching vs training in culture changeTurning skeptics into championsEliminating paper logs and manual downtime reportingUsing simplicity to accelerate adoptionTechnology as an enabler of ownership, not oversightEmpowering operators to think like leadersFeatured GuestName: Zack SosebeeTitle: SVP Operations & Customer Success, RedzoneAbout: Zack is Senior VP of Operations & Customer Success at

This isn't a “sit back and listen” episode.This is a hands-on, action-packed planning workshop designed to help you map out your most successful, productive, and intentional 2026 — starting with Q1.Grab your workbook, get your pen and paper ready, and give yourself the space to actually think (not just react to life).Inside this workshop, I take you through the exact process I've refined since 2019 — the same framework I use with my clients and at retreats — to help you turn big dreams into a real plan you can execute.In this episode, we'll work through:Why I don't do fluffy webinars — and why this workshop gives you the what + the howThe “overwhelmed business owner circle” (and how to get out of survival mode)A rapid-fire 2025 reflection so you don't drag the same patterns into 2026Rating your life + business (so you know what actually needs attention)A short vision exercise to create clarity for your “best year” directionYour Misogi: one bold, scary moment that upgrades the other 364 daysOne winning habit per quarter (so you don't overload yourself and quit)Your North Star (purpose/values) so your plan doesn't fall apart mid-yearTurning goals into KPIs, priorities, and action steps (the cake analogy you'll never forget)Building your Q1 plan so you can have the strongest first quarter you've ever hadThis is the kind of episode you'll pause, rewind, and come back to.Because the goal isn't motivation — it's transformation through execution.

Why did we think this was an interesting episode?Paul & James are regularly involved in ecommerce redesign projects, either in an advisory capacity or helping drive the design thinking.This episode explores the reasons why brands decide to invest in a redesign:Brand refresh or a full rebrand.Brand elevation of the online UX e.g. premium positioning.Improved user journeys to fix legacy constraints.Outcome focused e.g. fix navigation and browse journeys.It then teases out the justifications for redesign projects, sharing views on how design can and should be measured objectively.James & Paul also dissect the intangible goal of many design projects: to elevate the brand positioning, to create a premium look & feel.Goals like this need clear definition and framing to ensure the design outputs work towards a clear vision and execution. They also need tangible measurements of success, even if they're not conversion focused.The key take-away is that design has to be measured, and the metrics you use need to be agreed upfront. If there are no hard & fast commercial success metrics like conversion and AOV, then take a sensible approach to measuring customer impact, for example customer satisfaction & NPS.Chapters:[00:30] Introduction to Redesign Metrics[03:40] Understanding Brand Elevation[06:10] Balancing Design and Ecommerce[09:00] Defining a Premium Experience[12:30] Measuring Redesign Success[15:25] The Role of User Testing[18:15] Navigating Redesign Challenges[21:10] The Importance of KPIs[22:46] Final Thoughts on Redesigns

I'd love to hear from you 'text the show'Today I'm joined by Nicola, my COO in Thrive, and we're getting into a topic that can feel a bit uncomfortable, but it is one of the most important conversations you can have if you want your clinic to grow.Episode SummaryIn this episode, Nicola and I talk about the things clinic owners tolerate that quietly erode performance over time. We explore why leadership can feel triggering, especially if you have come from workplaces where leadership looked more like dictating, bullying, or conflict.We also talk about how easy it is to swing too far the other way. Wanting to be liked, avoiding difficult conversations, and telling yourself you do not have time can all become patterns that keep you stuck.If you keep discussing the same person, you have tolerated it too long.Avoidance often looks like empathy, but it drains you and the business.Most “team problems” are unclear expectations.If you are not tracking numbers, nobody is.Set simple KPIs per role, for therapists: conversion, visits, occupancy.Check process and training before blaming the person.Lead tough chats with curiosity, not aggression.Leadership is learned, get support and practise it.Your clinic grows as your leadership grows.SponsorToday's episode is sponsored by Jane, a clinic management software and EMR. The Jane team knows that when your workday is spent providing care, admin can easily spill into your evenings. Jane's user friendly online bookings let patients book at their convenience, manage appointments, complete intake forms, and receive SMS and email reminders through a secure portal, saving you from doing it all manually. Head to the link in the show notes to book a personalised demo, and use code Thrive1MO at sign up for a one month grace period applied to your new account.Treat Your Business podcast is proudly sponsored by MBST, the groundbreaking technology revolutionising recovery and rehabilitation. Offering a non-invasive, drug-free solution for musculoskeletal conditions and nerve injuries, MBST works at a cellular level to stimulate regeneration. Expand your services and deliver long-term patient improvements without increasing your workload.Learn more at mbstmedical.co.uk. Come and join me over on YouTube https://www.youtube.com/@thrivebizcoach?sub_confirmation=1  Resources & Links Clinic Growth Live: https://events.thrive-businesscoaching.com/cgl-tickets-2026

Today, we're talking about ways to structure your business to be sold, even if you're not actively thinking of selling. In this episode, Eric breaks down the five critical elements you need to consider to make a business sellable. Stay tuned for five game-changing elements that will help you build a valuable and scalable business that runs successfully, with or without you. Can It Be Sold? If your business cannot be sold, you don't own a business — you own a job. The real test is simple: what happens if you disappear for 90 days? A true business will survive your absence. That standard forces you to build something transferable, stable, and valuable. Predictable Revenue Creates Stability You need clear visibility into where your future income will come from. Contracted recurring revenue is the gold standard, and repeat clients follow closely behind that. Revenue predictability allows you to plan investments, manage your cash flow, and reduce risk. Diverse Client Base Avoid over-relying on any single client. Overreliance on a single client erodes a business's value and increases its vulnerability. It's best to diversify your client base so that no single client accounts for more than 20% of your profit. Documenting Processes Document everything. If your systems are not documented, the company has little transferable value. A sales playbook defines your positioning, messaging, objections, and communication style. Standard operating procedures outline your service delivery. Onboarding systems create consistency for clients and vendors. Financial dashboards track KPIs, leading indicators, and lagging indicators. Strong Leadership A business that depends entirely on you is fragile, whereas a business supported by capable people is resilient. Delegation increases your business's scalability and protects you from burnout. If no one else can run your sales, operations, or administration, you become a bottleneck. Strong leadership involves building a team that can take on the business's responsibilities.  Clean Financials Buyers look for clarity, transparency, and realistic compensation structures. Messy books reduce confidence and valuation. Always separate your personal expenses from your professional expenses. Maintain a clean profit and loss for the last three years, at least. Understand your margins per project. Create cash flow plans for every confirmed project and consolidate them into a company-wide forecast. Strategic Positioning Know your niche. Be clear on how you differentiate yourself. A "me too" business competes on price, and a strategically positioned business competes on value. Brand equity, specialization, and a clear point of difference will increase your profitability and make your business more attractive to buyers. Freedom The less the business depends on you, the more valuable it becomes, and the more leverage you gain to shape your future. A sellable business gives you the freedom to focus on what you do best. It reduces stress, allowing you to work on the business instead of constantly working in it. Connect with Eric Rozenberg On LinkedIn Facebook Instagram Website Listen to The Business of Meetings podcast Subscribe to The Business of Meetings newsletter  

Are you hitting every metric but still losing clients? You might be a transactional service provider instead of a transformational strategic partner.In this episode, Dr. Mira Brancu sits down with "Revenue Architect" Rebecca Jenkins to dismantle the myth that "culture is soft." Rebecca shares her harrowing story of nearly losing a multi-million pound account with The Body Shop—despite hitting 100% of their KPIs. They dive into her 5-stage framework for evolving your business from a transactional vendor to an indispensable strategic partner. Learn why your revenue stalls when your culture isn't designed to scale and discover the psychological distinction between "responsibility" and "true ownership" that empowers teams to innovate.If you want to build a business that is transformational, not just transactional, subscribe to the Hard Skills Podcast now!IF YOU ENJOYED THIS EPISODE, CAN I ASK A FAVOR?We do not receive any funding or sponsorship for this podcast. If you learned something and feel others could also benefit, please leave a positive review. Every review helps amplify our work and visibility. This is especially helpful for small women-owned boot-strapped businesses. Simply go to the bottom of the Apple Podcast page to enter a review. Thank you!Subscribe to my free newsletter at: mailchi.mp/2079c04f4d44/subscribeWork with me one-on-one: calendly.com/mira-brancu/30-minute-initial-consultationConnect with me on LinkedIn: www.linkedin.com/in/MiraBrancuLearn more about my services: www.gotowerscope.comGet practical workplace politics tips from my books: gotowerscope.com/booksAdd this podcast to your feed: www.listennotes.com/podcasts/the-hard-skills-dr-mira-brancu-m0QzwsFiBGE/

Podcast Summary (Show Notes Style)In this episode, Jordon Comstock talks with Dan from Elevation Association about why dental insurance—especially Delta Dental—is becoming a bigger threat to independent practices, and how practices can successfully transition to fee-for-service without destroying their schedule.Dan explains that Delta is making aggressive moves, including owning dental practices, which gives insurers more control locally and reduces their reliance on independent offices. He also warns dentists not to assume associations will protect them, arguing the industry landscape is shifting fast.The conversation then turns practical: Dan breaks down what it really takes to exit PPOs strategically. The key is preparation—especially having a patient membership / benefit plan in place before going out of network, so patients can move “laterally” into the practice's own plan. He emphasizes aligning the entire team around the mission, using incentives when appropriate, and building strong patient communication to counter misleading insurer letters that make patients think they “can't” stay with the practice.Dan shares that the transition isn't instant—it can take about a year to stabilize, with the first quarter or two feeling messy as hygiene schedules fluctuate and patients test the financial impact. The practices that win dedicate staff to proactive recall/outreach, driven by real data (they use Dental Intel), to refill the schedule and reduce attrition.The episode closes with the payoff: the move is described as freeing and energizing, with fewer write-offs, more control, and the ability to slow down while improving focus and profitability—especially when practices don't try to do it alone and instead leverage coaching, tools, and a clear plan.TL;DR (30 seconds)Delta is tightening control (even buying practices), so dentists need a strategy to regain power: prep your team + track key KPIs + build a membership plan first + over-communicate + run recall/outreach, and expect a ~12-month stabilization period after the PPO exit. The result: less write-off pain and way more freedom.

In this resurfaced 2019 conversation, Ryan Honeyman speaks with Vincent Stanley, Director of Philosophy at Patagonia, about what it really takes to operationalize values at scale. The discussion covers KPIs, pricing, materials, fair trade labor, transparency, repair, and the internal systems Patagonia uses to stay accountable as it grows. Vincent also explains how Patagonia's benefit corporation structure, reporting tools, and employee practices translate purpose into day-to-day decisions.View the show notes: https://go.lifteconomy.com/blog/patagonia-case-study-4-of-4-operationsCertifying as a B Corp is only the beginning. Our free B Corp Values Assessment helps you see where values are holding and where they're under pressure. lifteconomy.com/values

We unpack how search is changing as LLMs reshape discovery and why revenue, not rankings, should anchor your strategy. Corey Morris joins Matt to map a practical path: entity clarity, brand differentiation, GA4 fixes, and forward-looking KPIs that speak C-suite.• shifting from keyword rankings to revenue KPIs• LLM visibility layered on modern SEO foundations• entity clarity, consistent data, and brand trust• quality content over AI slop with lived expertise• GA4 configuration and custom attribution• dashboards that follow dollars not vanity metrics• podcasts and thought leadership as ROI channels• forecasting, risk assumptions, and boardroom languageGuest Contact Information: Website: coreymorris.comLinkedIn: linkedin.com/in/coreymorrisMore from EWR and Matthew:Leave us a review wherever you listen: Spotify, Apple Podcasts, or Amazon PodcastFree SEO Consultation: ewrdigital.com/discovery-callWith over 5 million downloads, The Best SEO Podcast has been the go-to show for digital marketers, business owners, and entrepreneurs wanting real-world strategies to grow online. Now, host Matthew Bertram — creator of the LLM Visibility Stack™, and Lead Strategist at EWR Digital — takes the conversation beyond traditional SEO into the AI era of discoverability. Each week, Matthew dives into the tactics, frameworks, and insights that matter most in a world where search engines, large language models, and answer engines are reshaping how people find, trust, and choose businesses. From SEO and AI-driven marketing to executive-level growth strategy, you'll hear expert interviews, deep-dive discussions, and actionable strategies to help you stay ahead of the curve. Find more episodes here: youtube.com/@BestSEOPodcastbestseopodcast.combestseopodcast.buzzsprout.comFollow us on:Facebook: @bestseopodcastInstagram: @thebestseopodcastTiktok: @bestseopodcastLinkedIn: @bestseopodcastConnect With Matthew Bertram: Website: www.matthewbertram.comInstagram: @matt_bertram_liveLinkedIn: @mattbertramlivePowered by: ewrdigital.comSupport the show

Episode Description: In this insightful episode of the Stuck In My Mind Podcast, host Wize El Jefe welcomes Shirley Hayden, founder and president of Aspire Sales Management Solutions, for her very first podcast appearance. Drawing from over 25 years of executive sales leadership experience and Harvard Business School strategy training, Shirley Hayden shares her expertise on what it takes to build sales systems that not only drive growth, but also endure. The conversation, both conversational and deeply practical, begins with Shirley Hayden recounting her journey from sales representative to executive leader. She discusses how natural leadership tendencies and a keen eye for systems propelled her career, and shares lessons often missed by others—including the importance of speaking up, asking for help, and maintaining open communication with those she leads. Throughout the episode, Wize El Jefe and Shirley Hayden unravel the nuanced relationship between personalities and systems in sales teams. Shirley Hayden emphasizes that while likability and interpersonal skills matter, the foundation of sustainable sales is process-driven. She notes that effective salespeople whether extroverts or introverts succeed by asking the right questions, genuinely seeking to solve customer pain points, and engaging deeply in the mental game of sales. Listeners gain valuable insights into the real-world challenges faced by sales leaders. Shirley Hayden describes turning around an underperforming New England sales team by introducing structured onboarding and operational processes, dramatically reducing the time it took for new hires to become profitable. This experience sets the stage for a broader discussion about the universal need for systems, illustrated not only in sales but also through Wize El Jefe's own experience structuring his podcast for greater efficiency and growth. The episode dives into the continuous evolution of leadership philosophies. Shirley Hayden advocates for ongoing education, firsthand customer interaction, and persistent exposure to current industry trends—especially the transformative role of AI and new technologies in sales acceleration. Both speakers highlight the power of attending summits and conferences for networking, education, and staying ahead in a fast-moving landscape. One of the most resonant themes is the challenge of strong products underperforming due to weak sales processes. Shirley Hayden systematically breaks down common pitfalls: poor onboarding, lack of infrastructure, mismatched sales personalities, and absent assessment tools. She explains the importance of identifying whether a salesperson is a hunter, farmer, or account manager, and ensuring roles align with individual strengths. The episode explores what separates teams that merely survive from those that scale. Shirley Hayden stresses the necessity of a buildable, scalable, and repeatable sales process. She introduces the concept of a customized sales playbook, recounting a case study with a law firm where lack of process led to inefficiency and redundancy. Her discovery approach focuses on streamlining systems to increase efficiency and communication, and reduce errors. Accountability and data-driven decision-making emerge as cornerstones of successful sales leadership. Shirley Hayden details how key performance indicators tracked in a CRM system empower organizations to manage, coach, and forecast effectively. Weekly one-on-one meetings, structured feedback, and clear benchmarks keep teams on track and motivated. As the episode delves into scaling sales teams from small businesses to national organizations, Shirley Hayden emphasizes the engine-like importance of sales, the limits of relying solely on marketing, and the advantages of hiring fractional leaders for specialized expertise without the high cost of full-time executives. She outlines the significance of sustainable, repeatable growth: proper forecasting, data-driven strategy, ongoing training, weekly troubleshooting, and competitor awareness. Addressing common blind spots among founders, Shirley Hayden observes that founders often promote trusted associates into sales roles without proper assessment or process, leading to mismatches and inefficiencies. She warns that 80% of small to mid-sized businesses lack a documented sales process, hampering their ability to scale. The episode offers advice for struggling businesses especially those plateaued or stalled in growth. Shirley Hayden recommends starting with a sales assessment, reaching out to a fractional VP for a complimentary evaluation, and evaluating compensation structures to ensure that sales teams remain incentivized and motivated. Culture, compensation, and legacy are tackled head-on. Shirley Hayden talks about cultivating A-players not just through money, but by providing pathways for advancement and a positive workplace environment. She underlines the essential role of organizational culture in attracting and retaining top talent, encouraging leaders to revisit and live their guiding principles, and to celebrate wins to foster morale and drive continual improvement. Personal anecdotes from Wize El Jefe bring these concepts to life. He shares stories about employee recognition and the importance of celebrating achievements, highlighting how meaningful leadership practices create lasting impact in every organization. The episode closes with Shirley Hayden's contact details and a call to action for founders, leaders, and business owners: structure and systems are the keys to unlocking clarity, confidence, and scalable success. If you're ready to rethink sales and drive sustainable growth, this conversation is essential listening. Key Topics Covered: Sales leadership evolution and common pitfalls The importance of systems over personalities in sales Building and onboarding effective sales teams Continuous education, networking, and leveraging AI Sales processes, playbooks, and infrastructure Accountability, KPIs, and data-driven leadership Scaling from small teams to national organizations (including fractional leadership) Sustainable growth principles in today's climate Blind spots around hiring, promotion, and processes for founders Compensation strategies to attract and retain top talent The role of culture, principles, and celebration in strong sales organizations Real-world anecdotes illuminating leadership and team motivation This episode of Stuck In My Mind Podcast is a masterclass in sales systems, leadership, and the psychology of growth as relevant for business owners, sales professionals, and anyone looking to build lasting organizational success.

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Welcome to the award-winning FCPA Compliance Report, the longest-running podcast in compliance. In this episode, we replay a recent webinar Tom Fox participated in, hosted by EQS. The panel moderator was Steph Holmes, and the panelists were Tom Fox, Mary Shirley, and Matt Kelly. The session focuses on six key 2026 trends for ethics and compliance programs: (1) AI moving from experimentation to operational use, emphasizing deliberate scaling, human-in-the-loop oversight, governance frameworks, monitoring, and managing “shadow AI,” with practical use cases such as policy chatbots, gift/travel/entertainment reviews, and AI-enabled third-party risk lifecycle management; (2) enforcement “volatility” and unpredictable regulatory signals, with emphasis on returning to fundamentals such as documenting program inputs and outcomes, and noting continued activity, including record FCA resolutions and a DOJ whistleblower program award leading to a rapid antitrust settlement; (3) shifting employer–employee dynamics, including Gartner survey findings that 40% of employees would intentionally miss a compliance requirement to harm their organization, discussion of trust, employee sentiment, multi-generational communication differences, and the need to partner with HR while staying within organizational lanes; (4) heightened third-party and supply chain risk expectations, including cybersecurity, tariffs/tariff evasion, export controls, and the need to unify siloed risk views into a holistic third-party risk assessment; (5) anticipated increases in whistleblowing and investigation demands amid volatility, highlighting the importance of preventing retaliation, keeping reporters feeling heard through responsive communications, triage protocols, and anonymized case examples to build trust; and (6) measuring program effectiveness through a shift from outputs to outcomes, including reviewing KPIs and key risk indicators, peer review of investigations, hotline “mystery shopping,” and gap analyses against the DOJ's ECCP and compliance program hallmarks, with special emphasis on third-party documentation and ongoing monitoring. Resources: Mary Shirley on LinkedIn Steph Holmes on LinkedIn Matt Kelly at Radical Compliance EQS Tom Fox Instagram Facebook YouTube Twitter LinkedIn Returning to Venezuela on Amazon.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Running your clinic with your partner - but feeling out of sync, stuck talking about work nonstop, or quietly building resentment? In this episode of the Grow Your Clinic podcast, we unpack what actually makes working with your spouse work. We dive into the power of regular check-ins, clear roles, and intentional boundaries that protect both the business and the relationship. You'll hear real lessons on avoiding misalignment, structuring productive conversations, setting KPIs, and separating work from personal time - without letting important issues fester. We also explore how to handle money conversations with transparency, create accountability without tension, and why external support can be a game-changer. If you're building a clinic with your partner and want alignment, clarity, and a relationship that thrives alongside the business, this episode lays out the framework.Need to systemise your clinic? Start your free trial of Allie! https://www.allieclinics.com/ In This Episode You'll Learn: 

Content. Courses. Community. Cash. If you're a creator in 2026, this isn't about posting more.It's about running a real creator business.You're not just a content creator — you're the CEO. In this episode, I'm breaking down the 5 creator tools that run my entire business — whether I'm in Bali, Peru, or Atlanta.These aren't trendy apps.They're the backbone of my content, courses, community, and cash flow.We're diving into:

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.

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: