Podcasts about kpis

On this episode of The Buzz, powered by Toyota Automated Logistics, hosts Scott Luton and Karin Bursa welcome Philip Vervloesem, Chief Commercial and Markets Officer at OMP, for a wide-ranging conversation on the forces reshaping global supply chains. From extreme weather and transportation disruptions to China's rapidly expanding automotive industry, the team explores today's biggest supply chain headlines before diving into AI, decision velocity, always-on planning, and the evolving role of supply chain professionals. Supply chain leaders have more data, technology, and intelligence at their fingertips than ever before, but the real competitive advantage comes from turning those insights into the right decisions faster. Scott, Karin, and Philip examine how organizations can use scenario planning, external market signals, AI agents, and connected decision-making to respond more effectively to disruption and uncertainty. They also explore why successful AI adoption isn't simply about automation or replacing people. Instead, the future belongs to organizations that combine intelligent technology with human judgment, collaboration, trust, and business context. Key Takeaways Resilience happens before disruption. Scenario planning and decision intelligence give organizations more options while there is still time to act. External signals matter. Weather, climate patterns, market conditions, and other syndicated data can help companies anticipate disruptions and continuously refine supply chain plans. Decision velocity is becoming a competitive advantage. Leading organizations aren't simply collecting more data—they're connecting data to decisions and executing those decisions across the enterprise faster. Agentic AI's greatest opportunity is augmentation. AI agents can identify issues, evaluate scenarios, coordinate information, and recommend actions, while people provide judgment, context, governance, and leadership. Always-on planning is changing traditional planning cycles. Planning isn't disappearing, but waiting for weekly or monthly cycles to respond to change increasingly will. The planner of the future needs strong human skills. Business knowledge, communication, influence, collaboration, storytelling, and the ability to navigate trade-offs will become even more valuable as technology advances. The future of supply chain planning isn't simply about moving faster—it's about making better decisions with greater confidence. As AI, intelligent planning platforms, and always-on capabilities continue to evolve, successful organizations will be those that connect technology with human expertise and turn complexity into action. Tune in to hear how leaders can prepare now for a more adaptive, resilient, and decision-driven supply chain. Additional Links & Resources: Toyota Automated Logistics: https://toyota-automated-logistics.com/ Enterprise Unleashed: The Biggest Lessons from 2026 So Far: https://streamyard.com/watch/CBk6F4Dgtwk3 The Peak Readiness Index Report 2026: https://bit.ly/Peak-Readiness-Report Low Rhine levels disrupting German industry: https://reut.rs/45BdaL8 Corporate concern over El Nino hits multi-year high: https://reut.rs/4xPGVnI There Aren't Enough Ships to Handle China's Booming Car Exports: https://on.wsj.com/4bXfZd8 OMP: https://omp.com/ Connect with Philip on LinkedIn: https://www.linkedin.com/in/philipvervloesem/ Upcoming Live Programming: https://supplychainnow.com/upcoming-live-programming/ Supply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/ Learn more about our hosts: https://supplychainnow.com/about Learn more about Supply Chain Now: https://supplychainnow.com Watch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVk WEBINAR- SAP AI Inside the Supply Chain: From Silo to Orchestration: https://bit.ly/4bvpz6K WEBINAR- Operational AI in the Supply Chain: How context empowers agents and humans to operate side by side: https://bit.ly/4x7Vd2Z WEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iem This episode was hosted by Scott Luton and Karin Bursa, and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit the dedicated episode page at: https://supplychainnow.com/buzz-decision-velocity-ai-agents-future-supply-chain-planning-1628 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Your front desk can look busy all day and still leak production, profit, and patience. When phones, check-ins, insurance questions, and balance collections are treated like one giant job, “urgency” wins every time. The ringing phone gets answered, the insurance fire gets put out, and the real growth work quietly disappears: filling tomorrow's hole, following up on that $10,000 treatment plan, and building systems that keep the practice steady even when someone is out.We walk through a cleaner way to think about dental practice management by creating levels inside your admin department. Foundational front desk skills can be trained fast, which means you can hire great people with the right attitude and communication even without deep dental experience. From there, you intentionally develop advanced roles like insurance, treatment coordination, and true leadership. That structure gives your team a path to grow, makes onboarding easier, and stops your practice from depending on one superhero employee who “knows everything.”We also get honest about the office manager role. Promoting the best insurance expert and changing nothing else is not management, it is a title swap. A real dental office manager needs protected time to coach people, track KPIs, improve systems, and drive proactive work that increases case acceptance and reduces schedule chaos. If you want a front desk team that scales, you need clear ownership and redundancy so every critical function has at least two trained people.If you found this useful, subscribe, share the episode with another practice owner, and leave a review so more dentists can find the show. What role on your admin team needs the clearest definition right now?Join Us at our Upcoming Retreat October 2nd and 3rd.  Click Here to Register If you are ready to increase your new patients and start growing your practice, visit www.relevanceonlinemarketing.com and see what you've been missing with your current company. Take Control of Your Practice and Your LifeWe help dentists take more time off while making more money through systematization, team empowerment, and creating leadership teams.Ready to build a practice that works for you? Visit www.DentalPracticeHeroes.com to learn more.

Running a great remodeling business is not about one magic bullet. It is a combination of a lot of little things done consistently well! Coming off the Rise Conference 2026, Kyle shares several ideas and reminders from the two days spent with 100+ remodelers. From thinking through what your biggest constraint is right now, to how delegation can unlock growth, to why tracking the right KPIs matters more than tracking everything, Rise 2026 was full of great sessions and ways you can strengthen your remodeling business. 

There was no shortage of great content and even better conversation and Kyle is already looking forward to making 2027 even better!Explore real client results and case studies at Contractor Growth Network Results, learn how they help remodelers build marketing that works at Contractor Growth Network, and check out their Podcast for weekly insights designed to help remodelers grow smarter.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!Key Takeaways Systematic marketing of projects to local neighborhoodsImportance of post-project reviewsUsing story selling to build trustImplementing EOS for business managementTracking KPIs for project successBatching tasks to improve focusAdjusting gross profit margins for profitabilityBuilding a strong team through training and delegationThe power of peer groups and roundtablesMindset shifts for overcoming challenges

You've gotta do the homework before you have the conversation. Is your discovery process actually moving the needle for your buyers, or are you stuck in old habits that no longer deliver results? This episode features Becc Holland, a leading voice in sales strategy, who dives into how most sellers misunderstand the discovery process.  The conversation challenges outdated tactics and explores the power of uncovering what buyers don't know about their own needs. Listeners get a preview of new approaches to building trust, asking smarter questions, and turning KPIs into powerful sales tools. Don't miss this chance to learn what truly sets top sellers apart in today's market.

You love your business, but is it taking too much from you? Most entrepreneurs didn't start a business because they wanted to work all the time, carry every decision, or spend their evenings thinking about what still needs to get done. They started because they wanted to build something meaningful and have freedom in their lives. In this episode, Melissa Kay and Kaitlyn Adelle are having a real conversation about what it means to take your life back from your business–and why we believe you can build a successful, profitable business without sacrificing the life you're building it for. If your business is successful but still depends too heavily on you, this conversation is for you. Profit by Design is a Tap the Potential production. Show Highlights:Melissa's perspective on the mission of Tap the Potential and what they want to accomplish in the lives of entrepreneursThe importance of celebrating wins with our clientsTime with your loved ones is one thing you can't get more of once it's gone.Kaitlyn's perspective on the mission to allow entrepreneurs to have more LIFEUsing motivators to hold our clients accountableThe common struggles most business owners face: overworking, underperforming team members, untracked KPIs, and insufficient job descriptions and onboarding plans, The root of the overwhelm is a systems-and-people problem.Addressing the higher-level problem is key. Resources:Ready to build a business that supports your life instead of consuming it? Book a call with Kaitlyn at www.tapthepotential.com.

In real estate, moving faster doesn't always mean getting ahead. Sometimes, the smartest thing you can do is slow down. In this episode, Gino Barbaro breaks down the idea of “slowing down to speed up” in real estate investing — a strategy built around creating clarity, making better decisions, and avoiding costly mistakes before they happen. From buying deals to operating properties and scaling a portfolio, Gino explains why rushing into opportunities can lead to years of problems — and why taking a few extra days to analyze the numbers, verify assumptions, and understand the market can save you years of pain. One of the key principles: No deal is better than a bad deal. When evaluating a property, don't simply trust the projections. Slow down and verify the rents, expenses, occupancy, market conditions, CapEx, and the actual condition of the property. A deal only becomes an opportunity when the numbers work at a realistic price. Gino also explains how this principle applies to operating multifamily properties. Before trying to fix a problem, slow down and diagnose what's actually causing it. He uses the Four Ps — People, Price, Product, and Promotion — as a framework for identifying what's really happening inside a property. And when it comes to scaling, the same principle applies. Adding more units isn't necessarily progress if your infrastructure can't support the growth. Before scaling, ask: • Do we have the right people? • Do we have clear processes? • Are we tracking the right KPIs? • Does everyone know what they're accountable for? • Can the business operate without everything going through the entrepreneur? If the answer is no, it may be time to slow down and build the infrastructure before adding more units. Gino also shares the “Stop Audit” — an exercise designed to help real estate investors identify the areas where they're constantly putting out fires and determine what can be systemized, delegated, or eliminated. The goal isn't to hesitate. It's to create clarity first, then move fast. Slow down. Analyze the numbers. Remove the emotion. Make the decision rationally. And once you know the deal works, that's when you speed up and execute. Because in real estate, moving fast on the wrong decision can cost you years. If you're a real estate investor, multifamily operator, or entrepreneur looking to make better decisions and build a scalable business, this episode is for you.

Transaction volume across the country is down roughly 35% from a few years ago, and wholesalers and fix and flip investors are feeling it in every part of the business. Brian Snider walks through the top ten issues hitting real estate investors right now, from tighter underwriting and softening buyer demand to inconsistent marketing and thin exit strategies. He also covers where AI belongs in your workflow, why offers made is the one KPI worth tracking above closings or profit, and the budget rule he applies to every marketing channel he tests.   KEY TALKING POINTS: 0:00 - Top 10 Issues Intro 2:40 - Tighter Underwriting 3:39 - Managing Your Data 5:16 - Using AI the Right Way 6:31 - Softening Buyer Demand 7:39 - Consistent Marketing 9:18 - Sales Conversion Skills 11:22 - Multiple Exit Strategies 12:19 - KPIs and Tracking Offers 13:52 - Finding Support & Community 15:03 - Outro   LINKS: Instagram: Brian Snider https://www.instagram.com/theindysnider/   Website: Collective Genius https://thecollectivegenius.com/team-members/brian-snider/   Instagram: David Lecko https://www.instagram.com/dlecko   Website: DealMachine https://www.dealmachine.com/pod   Instagram: Ryan Haywood https://www.instagram.com/heritage_home_investments   Website: Heritage Home Investments https://www.heritagehomeinvestments.com/

Key performance indicators are fundamental to a successful practice. But what about their dark side? Kiera shares how to know whether those metrics are telling you the right information or not, including what a false sense of KPI security can look like, common mistakes when reviewing those numbers, and how to keep your greater vision in tune with the indicators. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera (00:00) Hello, Dental A Team listeners, this is Kiera, and today's topic makes me giggle. because I feel like I'm such like hot to trot on KPIs, and I talk about them all the time. And this is gonna be like the other side of the coin of KPIs. And are your KPIs actually lying to you? Dun dun dun, like are those metrics actually not telling you what you want to know on it, like makes me giggle. And I loved because we've been podcasting for golly, so many years. I mean, I think about the conversations we've had together, the   tactical tips, the leadership growth, the confidence in becoming a CEO and running your business. And if you're not there, great. Come join us. Like let's take the easy route. You don't have to listen to all thousand plus episodes. you can take the like hit that easy button. My last name used to be Staples. So hit that easy button and come join us. But I felt like today would be a fun twist for myself as a podcaster and a podcast host of let's talk about like when do your KPIs actually lie to you because you can have some sexy numbers but still not be making money. And you'll be like, well what is going on?   Right? Your CP is like, you're doing great. And you're like, but I feel broke. your trainer at the gym is like, you're doing great. And you're I don't have the six pack. I feel like KPIs can be lying to you. And so I think it's a like, let's make sure that our numbers are telling us the entire story. And let's make sure that if they're healthy, our practice really is healthy and you know how to use your KPIs rather than be used by those KPIs. So number one, I hope you're tracking KPIs. If you don't know what a KPI is, it's a key performance indicator. I call them the vitals of your practice. So let's make sure that our   Our height, our weight, our blood pressure, our heart rate, all those are healthy and that they're tracking correctly. And if not, then like let's figure out how to fix those for your practice. Because they're not like our KPIs aren't a report card. They're KPIs are clues. And our whole consulting team, we have a KPI scorecard, and we all know that that is like the tip of the iceberg. And if one of those numbers is off or if all of them aren't looking right, we need to go and dig and dig and dig to make sure that they're correct. So I want to walk you guys through how something like KPIs can create some false sense of security, which ones to look for.   What are some mistakes that people often have when they do review their numbers? And then what are like maybe a couple of ways for us to make sure that those metrics are actually helping you to make better decisions? So, as you guys know, we're Dental A Team. I'm Kiera Dent. I'm obsessed with all things dentistry and obsessed with you. I want you to have your yes success life. I want you to have everything you want. I want your practice to serve your life. I want you to be profitable and successful. I want you to have structure and systems and stability where you just feel confident to be able to scale to the level that you want. There is no   Check mark and Dental A Team There is no you need to hit this level of practice ownership. It is what is your life? What is your dream? Let's make that a reality. And then let's make sure that you're doing it in the easiest, most efficient, fun way. Our job is to Posivate, impact the world of dentistry in the greatest way possible. And I'm so happy you're here. If I could give you a giant hug, I would. If I could give you a high five and tell you you're doing better than you think you are, I would. So just take those today. Give yourself a squeeze, give yourself a high five. And just remember, as business owners, it can be hard, it can be challenging, but it doesn't need to be.   So let's make sure that we're we're showing up, that we're rising up, and that we're being the best that we can be. And today I really want you to like stop chasing numbers and actually like understand your KPIs and what it's actually telling you. So step number one is gonna be like let's stop looking at KPIs in isolation. So like one KPI does not tell you the whole story. And so like a lot of times we'll say like production's up, we're all celebrating, but our profit's down. You're like, this doesn't make sense. Like we're producing more, but we're not profitable. Like it feels like this like very off-kilter scale.   That's like, well, if production goes up, my profit should go up. But that's not always the case. What about like our new patients are up, but our schedule still isn't full? Like, what is this? Or maybe like collections, they're up, like we're hitting at collections, but our AR is growing and our bank accounts not getting better. Like, why? Like that number is healthy with air quotes. So what we've got to look for is like, what is the relationship between the numbers and what's the driving result of the KPI and using the KPI as a system, not just an isolated piece. So   When we look at this, we want to make sure that like while production could be high, let's make sure our payroll and our overhead's actually where it needs to be. Because sometimes our production can go up and our payroll goes up. So we're hoping that production and profit go hand in hand, but sometimes they don't. So we need to figure out like numbers don't lie, but they can mislead us. So I don't want you sitting there like, well, my production's great. That could be false. Our profit could be high. That could be false. We need to be looking at the whole story, the entire, like it's.   you know, I can have good blood pressure, but what if my heart's not doing as well? Or what if my, I don't know, my I don't know all the medical terms, but there's other things like what if my cholesterol's not doing well, but that would never show up if you're looking at my heart rate. So there's just different ways and I think it's the same thing. So when we look at the vitals, this is why we get labs that are comprehensive on us. That's why we look at multi data points of our bodies. It's the same thing with your practice. So let's make sure that it's like KPIs are clues, but they're not a conclusion. And you gotta know the whole   the whole picture of this. So what I would do is like when we look at it, production should be tied. Like I usually look like my my first step is going to be looking at your production collection, making sure those are sitting at like a 98% ratio of each other. I'm looking at your like and I want net production, not gross production. Then I'm gonna be looking at the profitability of your practice because those ones are going to tell me a lot, just production collection and profitability. Those ones are going to tell me a lot. And if one of those is off, then I know can I go dig into this, this or this? Like   If your production's not hitting what we need it to be, fantastic. We need to go dig. We need to look at our case acceptance. We need to look at our hygiene. We need to look at our period. Like those things are gonna help us. I'm gonna look at your block scheduling, but that's gonna dip. Now, if our collections, they could be high, but we need to make sure like again, if our profitability is not there, collections could be high, but what's our AR? Ped practices have like two to five million sitting in AR and they didn't even know that. Well, that would make sense when you're like, well gosh, I feel broke.   You could be having 105% collections, but you're broke because we didn't collect that money last year or months prior. So again, they don't they need to go hand in hand, which then ties into like step two, which is going to be focus on the leading indicators, not the lagging ones or results. And this I think is really tricky with KPIs because a lot of our KPIs are lagging indicators, like production, collections, profitability, where the leading indicators, and I always hated lag and lead. I like, these people are so dumb. I don't understand it. Like, ugh, like.   But they do like what leads into production? Well, that's gonna be unscheduled treatment. That's gonna be our case acceptance, that's gonna be our hygiene reappointment percentage, that's gonna be how full our schedule is, that's gonna look at our new patient conversion, it's gonna look at our block scheduling. Those are gonna be leading indicators. So we could be tracking how many unscheduled treatment calls did we make. We could be tracking what our case acceptance is to see are we closing enough cases? We should be looking at our hygiene reappointment rate that's gonna help me see if my hygiene schedule is full.   We're gonna look to see how filled out our schedule is at certain points in the month to see are we filling enough? Are we diagnosing enough? We can also be looking at our diagnosis percentage and see how much we're actually diagnosing. All those things are gonna drive you to where you actually can see, is my practice healthy? Is my practice not healthy? So when we do these items together, they're going to give you visible warning signs before you hit a plummet. So if you're just looking at production, collection, profit, which are the main ones I go after, because like, hey, if those are there, they're usually pretty good.   But what leads to it. And sometimes what can happen is collections can dip automatically very quickly and be like, whoa, whoa, whoa. Or production can drop really quickly. If you're not looking at case acceptance, unscheduled treatment, reappointment percentages, those quick items, you can get into hot water real fast because we could be like production, production, production, and then all of a sudden we have a September. Okay, well, why do we have a September? Please. And everyone's like, it's because kids go to school. And I'm like, is there a way though that even with kids going to school and this and that, if we knew that?   If we strategically scheduled and we called all of our unscheduled treatment, because not everybody is going back to school, you still have elderly people that are not in that population. So what if in August we started targeting elderly populations that do not have kids at school? We're not targeting those younger families and we're making sure that they're in there, that they've got deposits paid for their treatment. We're calling on scheduled treatment starting in July. And August, we're calling our recare and we're making like 50 outbound calls a day. That's going to help proactively prevent this.   Those are leading measures that don't hit us on the lag when our productions all of a sudden suck Tember. Can we look for this? Can we look cyclically across the board of which are my lower months? Can we schedule vacations during that time if we know they're historically lower? Can we proactively put like ortho cases? Let's do an Invisalign day where we actually pump our September. So we're always doing ortho and September like back to school braces or those types of things. Like, could you start doing some of those things? Those are leading indicators that make it to where.   Before the production drops, we are proactively looking ahead. So I love to have KPIs that are leading and lagging, but the best KPIs are going to predict the future, not explain the past. So when I get my PL from ICPA, that's why you're all annoyed because you're like they said I did great, but now I feel broke. Well, it's because they're always looking one month retroactively and you're living in real time today. Your bank account doesn't match. Like you did great. And you're like, yeah, but I already spent it. It's because your PL is such a lagging measure.   You get it, but there's nothing. So what's our leading? What could we be doing? What do we look at? Let's look ahead. Let's see how far booked out we are. Let's see our new patient conversion rate. Let's see how many case acceptance we have. Let's look at how many patients are on our unscheduled treatment list. Let's look at our recare list. Now, if those are up to date and current, then we know we need to be pumping more new patients in there. But if we're not watching those leading measures, which those are the annoying ones to track, those are the annoying ones. People don't want to live in leading measures. Nobody out there wants to be like, okay, care, I made my like 25 calls of unscheduled treatment today.   Team members are like, I'm so busy answering the phone and just keeping the schedule full. But what they don't realize is if you make those outbound calls every single day, every day, non-negotiable, just like we brush our teeth, have that as part of it, those leading measures. If we are reviewing our cases every single week to see how we did so we can proactively improve our case acceptance every single week, we are proactively doing those things and we just stick them in on routine, you're not gonna have the dips nearly as often as you currently do. We tend to live in firefighting reactive KPIs.   rather than in proactive looking to see what we can do. For us it was always like, okay, how many, how many calls have we booked? That is such a lagging measure versus how many outbounds did we make? We can control the outbounds, but yet so many people don't want to do that. So I'd recommend absolutely 100% step two is let's make sure we're also tracking leading measures, not just lagging measures. And then the other piece is like don't just chase a metric where we're ignoring like   what actually is happening. Like why are we even looking at this metric? So if we're only looking at production, well then we can have like stress and we forget about patient experience and all that. So again, numbers are should be like like I feel like they're the table of contents of the book. And we don't miss the book because we read the table of contents. It gives us the quick highlight. But ultimately production's impacted by great patient experience. It's going to be impacted by   having great case acceptance. It's gonna be having that warm connection with each other. And so when we look at these KPIs, and this is where a lot of times KPIs like they should drive behavior. Like they should tell us where we're lacking, where we're dropping the ball, where we could improve. They should be telling us what behavior should change in the practice. That's why we look at them as a key performance indicator. It's like the lights that pop up and they tell us like, hey, we're going too fast or we're going too slow. Like great, it should be telling us how we're tracking on those.   But it shouldn't be replacing stress. And like that's the only thing we care about. we don't want to have it to where we're like so many times people are like, well, we could get more patients in if we just cut hygiene and we've dropped it to 45 minutes. And I'm like, you're not wrong. But like, what's our ultimate goal? Like, what are we ultimately trying to achieve? And is there a space where if we kept 60 minute hygiene appointments, could we maybe possibly serve our patients more? So let's do a focus of we're all gonna hit our fluoride.   We're gonna do fluoride, that's a great thing. Then we're gonna move it into fluoride therapy where we do fluoride and toothpaste. Then we're gonna make sure that we're doing scans in the next six months. Like I do them in six month chunks for hygiene. I know like we can't like dump everything on the hygienist. They gotta have like a few things. If we know September's coming, let's start doing scans in Q2 so that way we have all of our orthoscans already pre-done for three months before we even get to that level where we start to have it where it's gonna drop on us.   That's where we become obsessed with making sure we focus on the patients and we use our KPIs. To me, they're like a forecast and a projections if you use them correctly. They can also be a like nail in the coffin and you're like, well, shoot, our production's down, our collections are down, we got to fix that. So it's how can I look retroactively and see what do we do? How can I use leading measures to proactively make sure that we don't get into that? But then put those two together and ultimately tie those under the vision and the goal and make sure that they're driving us towards that.   That's what it should be. The top of everything, the umbrella over all those. Like if you want to think of an umbrella and your KPIs are like the the spokes that hold the umbrella, the the core umbrella over the top is what's our vision and what's the purpose of our practice? and if your KPIs like if you're just production, production, production, that's not who you ultimately want to be. Like if we're just profit, profit, profit, like yeah, you should be. But ultimately, like, yeah, I'm gonna say like profit's number one. To me, we have a rule.   We don't lose money. That's been my rule. That's been my standard since I started the company. And I stand by that because cash flow is the most scary thing as a business owner, in my opinion. so profit is number one for me, and I will always make decisions based on that. but profit in conjunction with possibly impacting the world, the dentistry in the greatest way possible. Pro profitability in conjunction with having a place where team members love to work. You can have both. It can be an and it doesn't need to be an or.   You can have both of those. You can be obsessed with a patient experience and production. You can be obsessed with having the best patient experience and having a very profitable business. Both of those coexist. And so using your numbers as a compass, using them as a guide, and making sure that we're we're headed towards the ultimate destination of our our vision and our mission, which is why it doesn't only we do business fundamentals. We're going to work with you on getting your vision and your mission and your core values like.   What ultimately is your goal as a business owner? What do you want your life to be? That's the ultimate goal. Jump more freedom. And guess what? It's written in pencil. You can erase it, you can redraw it any day you want. It doesn't have to be set in stone and like we we chiseled that sucker out. No, this is a like, it's in pencil. So what does I what do I want my life to look like today? Because when we achieve it, we might want it to look differently. Or as we're walking up that mountain, we might say,   You know, I really thought that I only want to work three days, but I love dentistry and I want to work four days. I just want to do this type of procedure. Or I love to be in the practice, but I want to do two days clinical and I want to do two days of mentorship. That is totally allowed. Your business should just serve that. Your business should be the one that's there. So that's the ultimate arching is your KPIs then should be like the guiding pillars to that in leading and lagging measures. So this is where your KPIs, KPI numbers don't lie.   But isolated numbers can definitely give false positives and false negatives if they're not seen altogether. So, like just a quick recap is don't look at your KPIs in just isolation. Make sure that we're tracking leading and lagging indicators. And then make sure that ultimately all of those are headed towards our greater vision of where we ultimately want to go. That's how we use KPIs. That's how we use numbers too, to make sure that we're actually headed in the direction we want to go.   And you are welcome to have one of those in isolation. You're welcome to have KPIs that just sit on their own. You're welcome to have where we only are tracking lagging measures. You're welcome to have like we only think about our vision and our mission, and that's what we care about, and everything will follow. I will say you're welcome to do that. I would say an easier path that helps you have all the data and the best data points is going to be where you put all three of those together, where you're able to look at them simultaneously, use them as data points to ultimately make your best decisions because KPIs are incredibly powerful.   But only if they're used correctly, even if they're used to be tools, not like like goals or stars to guide by, not sticks to beat ourselves with. I don't care. Like we're just we're like, I don't believe in failures. I just believe that there are results. So are we getting the result we're looking for or not? And if not, let's change and adjust. if we're constantly missing production, what are maybe a couple leading measures that we could do? Also having too many KPIs, you get lost in data and you can't actually see what you need to do. So simplifying it, having less is more.   making sure we're actually tracking outcomes rather than activity. Like what I usually say like reduce unscheduled treatment by 10% every single month. So I don't care how many calls you make. Yes, I know I said like make 25 calls. You can do task or you can do outcome. I prefer outcome based, but you might just be starting out and can't figure out that outcome. So like let's start with 25 calls a day. It's easy, all of us can do it. We can track it. Ultimately the goal is that our schedule is always full and we're putting enough outbound calls to make sure that when patients are canceling, which is gonna happen, they're gonna move their appointments.   that we're always able to get our schedule up to what we want it to be and we're not stressed, we're not going chaotic. So if you feel like you listen to this, you're like, you're I don't even know where to start, or like we're kind of doing this, we're halfway doing it, or I'm looking at this, but I don't know how to get my team bought into it. This is what we do. This is how we're able to help you. We're able to help you put it all together. Let's build your vision, let's build that mission, let's figure out where we're headed with no guilt, no judgment, just your life. Like, hey, grab the crayons, grab the confetti, like let's make what you want this life to be.   Then let's figure out which KPIs are going to lead us to that. Let's figure out which leading measures we need to help your team get on board with and why. Get them bought into the vision and the mission. And then we're able to help maintain and contain that consistency for you. So this is the zone. You usually don't need like a lot more reports. We just need clarity to cut through and to look at the things that really matter and put them together so we're not doing them in isolation. So you're not getting hit with those surprises, but actually being able to be proactive on that. So this is where I'm obsessed with helping offices have their dream life, look at the numbers.   use the numbers, not be used by the numbers and to get a team bought into it at whatever level you want. There is no set path. There is no set, every team has to do this. It's what's your vision, what's your life? How do we make sure that you're profitable and successful? And then how do we build the systems, the structure for scalability for you of whatever that looks like for you. So reach out. I'd love to help you out. Hello@TheDentalATeam.com. And as always, thanks for listening and I'll catch you next time on the Dental A Team podcast.

Soft freight demand would normally suggest plenty of available trucking capacity. Q2 2026 told a different story.   In this episode of Supply Chain Now, Scott W. Luton is joined by Karin Bursa, Bobby Holland, Director of Freight Business Analytics at U.S. Bank, and Dr. Jason Miller, Eli Broad Endowed Professor of Supply Chain Management at Michigan State University, to unpack the latest U.S. Bank Freight Payment Index. They examine why shipments remained subdued while shipper spending climbed sharply, including a nearly 28% year-over-year national increase in spending.   The conversation covers regional freight conditions, tightening capacity, housing weakness, import activity, fuel costs, and the surge in physical infrastructure supporting AI and data centers. Bobby and Jason also share what supply chain leaders should watch as the market moves through the second half of 2026.   Jump into the conversation: (00:00) Intro (06:51) The central theme of the Q2 2026 Freight Payment Index (09:29) How the Freight Payment Index works (11:29) National freight market outlook (16:40) West region: Strongest annual growth (20:49) Southwest: The largest volume-spending disconnect (23:59) Midwest: Data centers offset softer freight demand (27:18) Housing market headwinds (30:10) Northeast: Flat volume and rising spending (33:41) Southeast: Data centers drive freight growth (37:14) AI's rapidly expanding physical supply chain (44:42) Freight market predictions for the months ahead (48:55) Where to find the Freight Payment Index (50:34) Karin's biggest takeaway for supply chain leaders   Additional Links & Resources: Connect with Dr. Jason Miller: https://www.linkedin.com/in/jason-miller-32110325/ Connect with Bobby Holland: https://www.linkedin.com/in/bobby-holland-4a9355/ Connect with Karin Bursa: https://www.linkedin.com/in/karinbursa/ Learn more about Eli Broad College of Business: https://broad.msu.edu/ Learn more about U.S. Bank: https://www.usbank.com/index.html Learn more about U.S. Bank Freight Payment Index: https://www.usbank.com/corporate-and-commercial-banking/industry-expertise/transportation/freight-payment-insights.html Learn more about our hosts: https://supplychainnow.com/about Learn more about Supply Chain Now: https://supplychainnow.com Watch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://supplychainnow.com/media-kit/ WEBINAR- SAP AI Inside the Supply Chain: From Silo to Orchestration: https://bit.ly/4bvpz6K WEBINAR- Operational AI in the Supply Chain: How context empowers agents and humans to operate side by side: https://bit.ly/4x7Vd2Z WEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iem   This episode was hosted by Scott Luton and Karin Bursa and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated show page at: https://supplychainnow.com/analysis-q2-2026-us-bank-freight-payment-index-1627 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

People are one of the hardest parts of a practice. Even with careful hiring and a great culture, you'll still deal with turnover, performance issues, and the occasional wrong fit.  In this episode, I sit down with Amy Anderson of ACG Practice Partners to talk about when people problems are actually process problems. We cover retention, compensation, hiring, transparency, and the operational leaks that get more expensive as you grow. Make It Easier for Good People to Stay  You can't guarantee every great provider will stay, but you can make sure they understand their role, how they're evaluated, and how compensation works. Clear job descriptions, check-ins, and transparency around gross margin and pay can prevent confusion.  Before You Blame the Person, Look at the Process  If a different person stepped into the role tomorrow, would the same problem still happen? If yes, look at the system before replacing the person.  Before you hire again, review:  Job descriptions and onboarding  KPIs and compensation plans  Lead handoffs and manual work  Hiring criteria  Small inefficiencies add up fast as the team grows.  (00:05:48) Retaining good providers (00:25:56) Diagnosing people versus process problems (00:35:33) Improving hiring decisions (00:40:08) Finding workflow inefficiencies and revenue leaks (00:44:29) Building accountability into operations  Share the Numbers Your Team Can Actually Influence  You don't need to hand everyone your entire P&L. Give your team the metrics tied to their work, like gross margin, booking rates, follow-up, or conversion. Then performance conversations have something concrete to work from. Small Operational Problems Get Bigger With Growth  A small inefficiency can become wasted payroll, missed revenue, and unnecessary headcount as the practice expands. Start with what's costing the most time or money. Stronger systems help good employees work without the owner constantly stepping in, leading to better accountability, healthier margins, and less stress. About Amy Anderson:  As a nationally recognized expert and CEO of ACG Practice Partners, she brings over 20 years of hands-on, non-clinical experience in the aesthetics industry. Known for her practical leadership and human-centered approach, Amy has guided practices of all sizes, from startups to multi-specialty groups, on optimizing operations, building strong teams, and achieving sustainable growth. She is especially sought after for her ability to empower leaders and tailor strategies that fit each practice's unique culture. Amy is a frequent national speaker and trusted advisor to surgeons and their teams.   Connect with Amy: ACG Practice Partners: https://acgpracticepartners.com/amy-anderson/ LinkedIn: https://www.linkedin.com/in/amyandersonmba  Instagram: https://www.instagram.com/amyandersonmba/reels/  MedSpa Pro: https://www.medspaproevent.com/expert/amy-anderson.html  Follow Shannon & Keep What You Earn:    Shannon Weinstein is the founder of a fractional CFO firm specializing in helping 7-figure aesthetics and wellness practices scale with clarity, cash flow, and confidence. She is committed to helping med spa owners understand, fix, and maximize their business's enterprise value, offering actionable advice and resources, including a popular free video series specifically for aesthetics practice owners.  Fractional CFO Services and Executive Financial Review: https://www.keepwhatyouearn.com/   Connect with Shannon: https://www.linkedin.com/in/shannonweinstein   Watch full episodes: https://www.youtube.com/@KeepWhatYouEarn   Listen on your favorite podcast app: https://pod.link/1580071347   Instagram: https://www.instagram.com/shannonkweinstein/   The information shared is for educational purposes only and is not individualized financial advice. Aesthetics practice owners should consult a qualified professional before implementing financial strategies discussed here.  

Ordinary companies chase quarterly earnings. Legendary companies play an astonishingly long game.Amazon's Jeff Bezos insisted that decisions must make sense 5–7 years out—not just next quarter. In a Bain & Company survey, 81% of top-performing firms said they tie major initiatives to long-term value creation, not just near-term KPIs. These companies innovate patiently, hire strategically (you can't have an A-grade business with C-level players right?), and invest like they'll own the future.Not only that, the best firms get that “when you take care of the relationship the money takes care of itself.” So they are obsessively relational versus merely transactional.My latest book “The Wealth Money Can't Buy” is full of fresh ideas and original tools that I'm absolutely certain will cause quantum leaps in your positivity, productivity, wellness, and happiness. You can order it now by clicking here.FOLLOW ROBIN SHARMA:InstagramFacebookYouTube

stop the bleeding assess the cause create KPIs take action

Slow season doesn't have to wreck your home service business.In this episode of Owned and Operated, John Wilson and Jack Carr break down how they prepare for shoulder season when inbound demand slows, the call board gets lighter, and every lead becomes more valuable.They cover how to fill the board with outbound calling, when to use specials and discounts, why sales KPIs can actually improve during slower months, and how tightening labor, marketing, and spending can turn shoulder season into a stronger cash-producing period. They also explain why preparing months ahead and building a customer contact list during peak season makes the slowdown much easier to manage.━━━━━━━━━━━━━━In This Episode━━━━━━━━━━━━━━• Why August and September can be some of the slowest months of the year• How to use outbound calling to fill the board when inbound demand drops• Specials, BOGOs, tune-ups, and other ways to drive shoulder season leads• Why you should lean on proven marketing instead of taking new risks• How to get more revenue from the leads already on your board• Why average ticket and conversion rates can improve during slow season━━━━━━━━━━━━━━Connect━━━━━━━━━━━━━━John Wilsonhttps://www.linkedin.com/in/johnbwilson1/Jack Carrhttps://x.com/thehvacjackOwned and Operatedhttps://www.ownedandoperated.com/━━━━━━━━━━━━━━Sponsors━━━━━━━━━━━━━━FieldPulseReady to ditch the whiteboard and spreadsheets? See how FieldPulse helps home service companies simplify scheduling, dispatching, invoicing, and more. Book a free demo: https://landing.fieldpulse.com/owned_and_operatedSend Us Mail!More Ways To Connect with O&OJohn's Podcast YouTube ChannelOwned and Operated Newsletter Bonus Videos From JohnLeave a ReviewJohn Wilson, CEO of Wilson CompaniesJack Carr, CEO of Rapid HVAC

MustangSoccer.com: Fred Wilson's club in the East Bay. Founded 1972, roughly 5,400 players across Mustang and the Mt. Diablo Mustang affiliate. Fred's email is fred.wilson@mustangsoccer.com and he means it when he says he will take the meeting. Mustang Soccer Data and Analytics: The club's public page on what they measure and why. BeyondPulse.com: Heart rate and workload monitoring worn on a belt, no vest to plug in. Matt Pell is the CEO. All 445 competitive players at Mustang are on it. Bepro.ai: Game analytics AI that tags 74 match moments per player with a video clip attached to every one. FIFA approved and used at the professional level. Pixellot.com: Mustang's main camera supplier for automated game filming. WinningLeader.com: Jeremy Boone's leadership program. Mustang ran their leadership group and then their coaches through it from August to December. CoachingYouthHoops.com: The one stop shop for youth coaches. Practice plans, season planning, and the resources behind this show. HeySai.com: Text based assistant that takes the administrative pain out of youth sports. Get on the wait list, launching this fall. (Say it "Hey Sammy," spelled H E Y S A I.) Coach Bill sits down with Fred Wilson, a Bay Area youth soccer legend who started as a volunteer rec coach at Mustang Soccer in 1989 and now oversees one of the largest and most respected clubs in the country. Along the way he helped launch the San Jose Earthquakes Academy and spent eight years there. The conversation opens with the hard question. Mustang measures heart rate, workload, game analytics, and eventually psychological profiles. So at what point does helping a kid improve turn into watching a kid too closely? Fred's answer is the thread that runs through the whole hour: the data is only ever a starting point, because you cannot measure head and heart, and none of it works without the relationship. From there it goes into the tech stack, the culture work Mustang did with Winning Leader, how a volunteer board evolved into a collaborative governance structure, why kids should play multiple sports, and a rapid fire round that every club director should sit with. Fred's central caution about the data era. All the biodata, game analytics, and psychological profiling in the world still leave out the intangibles a kid brings to the field. The measurement only earns trust when there is a real relationship behind it with the player and with the family, and when everyone understands the purpose clearly. The purpose is an objective basis from which a player can improve. Nothing more, nothing less. When Fred started down this road, a friend told him he did not want to, because he would drown in data and need a data scientist to explain it. That turned out to be exactly true. Mustang had spreadsheets full of statistics and players looking at them asking what any of it meant, with no comparative and no predictive value at the youth level. Two people fixed it. Dana Taylor, a former Quakes colleague, came in as the data scientist who made it usable for coaches. And a parent in the club who does analytics across industries looked at roughly 800 to 900 games of data and found patterns. That analysis surfaced 19 algorithms hiding in the data that identified KPIs tied to winning. The one Fred quotes: when Mustang broke the defensive third of the opponent more often than the opponent broke theirs, they won 94 percent of the time. Those were being pulled manually at first. Mustang went back to Bepro and asked them to generate it inside the system. Now a coach opens it and sees Learn more about your ad choices. Visit podcastchoices.com/adchoices

Clay Clark is the co-founder of five kids, the host of the 6X iTunes chart-topping ThriveTimeShow.com Podcast, the 2007 Oklahoma SBA Entrepreneur of the Year, the 2002 Tulsa Metro Chamber of Commerce Young Entrepreneur of the Year, an Amazon best-selling author, a singer / song-writer and the founder of several multi-million dollar businesses. Top 3 Value Bombs 1. Leads drive growth, even the best products need a consistent lead generation system. 2. Systems create scalability through documented processes, scripts, and measurable KPIs. 3. Don't just satisfy customers, wow them to earn referrals and build lasting growth. Visit ThriveTime Show to schedule a free 13-point business assessment - ThriveTime Show Check out Robert's website - San Diego Soft Wash Sponsors HighLevel - The ultimate all-in-one platform for entrepreneurs, marketers, coaches, and agencies. Learn more at HighLevelFire.com. Nexus Install - Have a high-ticket offer? Nexus Install builds you a custom LinkedIn prospect booking system designed to generate more quality sales calls. Email JLD at John@EOFire.com to learn more. Framer - Learn how you can get more out of your site from a Framer specialist, or get started building for free today at Framer.com/fire for 30 percent off a Framer Pro annual plan. Rules and Restrictions May Apply.

In the world of physical health, we use so-called “key performance indicators” (KPIs) to help measure and improve our fitness. In today's episode, Cal proposes a collection of three KPIs for measuring and improving your *cognitive* capabilities – a small step toward his larger vision of a cognitive fitness revolution.   Below are the questions covered in today's episode (with their timestamps). Get your questions answered by Cal! Here's the link: https://bit.ly/3U3sTvo   Video from today's episode:  youtube.com/calnewportmedia   (0:00) How to build a cognitive training plan (29:48) What is Cal's opinion on information fatigue syndrome? (37:04) Comments on the new book, “Pardon Our French: The Parisian Way to a Happier Life” (40:17) An interesting way to think about AI and thinking (47:37) An article about Disneyland, high quality leisure, and deep living (57:53) What Cal is up to   August 2026 Books   The Laws of Thought (Tom Griffiths) This is For Everyone (Tim Berners-Lee) Into the Deep  (Bob Ballard and Christopher Drew)202    Links: Buy Cal's latest book, “Slow Productivity” at www.calnewport.com/slow Get a signed copy of Cal's “Slow Productivity” at https://peoplesbooktakoma.com/event/cal-newport/ Cal's monthly book directory:  bramses.notion.site/059db2641def4a88988b4d2cee4657ba? https://workplacepsychology.wordpress.com/2011/05/18/information-overload-when-information-becomes-noise/ https://scholarlykitchen.sspnet.org/2026/08/12/reading-between-the-lines-part-1-a-cognitive-framework-for-ai-in-scholarly-publishing/ https://pluralistic.net/2021/07/18/boredom-and-its-discontents-part-ii/ https://pluralistic.net/2026/08/12/insurance-value-of-biodiversity/ https://archive.ph/WvW1F Thanks to our Sponsors:   https://www.calderalab.com/deep (Use code “DEEP) https://www.vanta.com/deepquestions https://www.gusto.com/deep https://www.babbel.com/deep   Thanks to Jesse Miller for production and mastering, Jay Kerstens for the intro music, and Nate Mechler for research and newsletter. Learn more about your ad choices. Visit podcastchoices.com/adchoices

AI adoption in supply chain is moving from curiosity to business-critical execution. The companies pulling ahead are not chasing shiny tools. They are finding root causes, cleaning up messy data, and using technology to reduce wasted time across procurement, planning, inventory, and fulfillment.   In this episode of Supply Chain Now, Scott W. Luton and Karin Bursa speak with Wiley Jones, co-founder and CEO of DOSS, about the Enterprise Unleashed series and what leaders should take from the first several conversations. Wiley shares why culture, clarity, and leadership ownership are central to successful AI programs.   The conversation also covers touchless procurement, master data, decision support, workflow redesign, and why the best companies are willing to question how work gets done.   Jump into the conversation: (00:00) Intro (03:52) Favorite outdoor adventures (06:36) How the enterprise landscape is changing (09:54) From AI curiosity to AI of consequence (11:51) Solve root causes, not symptoms (15:16) Major AI developments in supply chain (20:39) Lessons from Enterprise Unleashed (21:44) Putting people and culture first (25:16) Leadership's role in transformation (28:28) Defining success and increasing decision velocity (32:07) What to do when leadership doesn't embrace AI (34:14) What the most innovative companies do differently (37:48) Challenging legacy processes and assumptions (40:56) Doss and the impact of touchless procurement (44:39) Using AI to drive growth (46:00) The future of the AI-native enterprise   Additional Links & Resources: Connect with Wiley Jones: https://www.linkedin.com/in/wileycwjones/ Learn more about Doss: https://www.doss.com/ Connect with Karin Bursa: https://www.linkedin.com/in/karinbursa/ Learn more about our hosts: https://supplychainnow.com/about Learn more about Supply Chain Now: https://supplychainnow.com Watch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://supplychainnow.com/media-kit/ WEBINAR- SAP AI Inside the Supply Chain: From Silo to Orchestration: https://bit.ly/4bvpz6K WEBINAR- Operational AI in the Supply Chain: How context empowers agents and humans to operate side by side: https://bit.ly/4x7Vd2Z WEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iem   This episode was hosted by Scott Luton and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated show page at: https://supplychainnow.com/enterprise-unleashed-biggest-lessons-2026-1626 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Thema: "Wo liegt die Zukunft der PR Agenturen?" Die „Ich rede schon seit einem Jahr von einer Renaissance von PR.“ In der neuen Episode von #WhatsNextAgencies spricht Kim Notz mit Maximilian Ziche, Gründer und CEO von getpress, darüber, warum PR ausgerechnet im KI-Zeitalter wieder an Bedeutung gewinnen könnte und wie sich damit die Rolle von PR-Agenturen verändert. Maximilian beschreibt einen „Visibility Collapse“: Menschen suchen Informationen zunehmend über ChatGPT, Claude oder KI-basierte Suchsysteme statt über klassische Links. Für Marken wird es deshalb wichtiger, in glaubwürdigen und autoritativen Quellen stattzufinden, auf die diese Systeme zurückgreifen. Gleichzeitig wächst in einer Welt synthetischer Inhalte der Wert von Vertrauen und Reputation, beides lässt sich nicht innerhalb weniger Tage aufbauen oder kopieren. Im Gespräch geht es außerdem darum, was PR-Agenturen von Start-ups lernen können. Maximilian plädiert für mehr Geschwindigkeit, klare KPIs und ein stärkeres Commitment auf Ergebnisse. Mit KI verschiebt sich dabei auch die Wertschöpfung: Viele wiederkehrende Aufgaben lassen sich automatisieren oder deutlich verbessern, während strategisches Denken, menschliche Beziehungen und das Gespür für relevante Geschichten umso wichtiger werden. Damit stellt sich auch die Frage nach dem Geschäftsmodell der PR-Agentur der Zukunft. Maximilian gibt Einblicke, warum getpress sich zunehmend als „PR Company“ versteht und wie aus dem Zusammenspiel von Menschen, Daten und eigener Technologie ein Modell entstehen kann, bei dem nicht mehr eingesetzte Stunden, sondern Wirkung und tatsächlicher Kundennutzen im Mittelpunkt stehen.

In episode 69 of Wake Up to Wealth, Brandon Brittingham interviews the operations powerhouse Matt Breidenstine,  as he shares how he transformed from a hands-on operator to a mentor and leader who consistently turns green recruits into top producers.  Tune in for an episode that is packed with motivational insights and practical strategies that will give you an edge—whether you're leading a sales team, launching a business, or scaling your investment portfolio  SOCIAL MEDIA LINKS Brandon Brittingham Instagram: https://www.instagram.com/mailboxmoneyb/ Facebook: https://www.facebook.com/brandon.brittingham.1/   Matt Breidenstine Instagram: https://www.instagram.com/matbreidenstine/   WEBSITES Brandon Brittingham: https://www.brandonsbrain.org/home ========================== SUPPORT OUR SPONSORS: Accruity: https://accruity.com/

The Buzz, powered by Toyota Automated Logistics, is back with another timely look at the news and trends shaping global supply chain. In this episode, host Scott Luton is joined by Paul J. Noble and special guest Lora Cecere, founder of Supply Chain Insights, for a wide-ranging conversation on agentic AI, supply chain fraud, manufacturing, forecasting, lead times, and why decades of technology investment still haven't delivered better results for many organizations. From the growing role of AI agents in commerce to the increasing sophistication of supply chain fraud, this episode tackles some of the biggest challenges and opportunities facing supply chain leaders today. Scott, Paul, and Lora explore why trust and data verification will become even more critical in an agentic world, what current manufacturing data really tells us about the economy, and why organizations need to rethink long-standing approaches to forecasting and inventory management. Lora also challenges the industry to move beyond so-called “best practices” that may actually be outdated historical practices. The conversation digs into the importance of dynamic lead-time data, predictive analytics, balanced scorecards, and cross-functional decision-making and asks a critical question: If supply chain technology has advanced so dramatically, why are so many supply chains still underperforming? Additional Links & Resources: Toyota Automated Logistics: https://toyota-automated-logistics.com/ With That Said: https://bit.ly/WTS-15-Aug-2026 Paul Climbing Mt. Rainier: https://www.linkedin.com/posts/pauljnoble_climbing-the-vertical-equivalent-of-everest-ugcPost-7480348179654275073-cwS1/ The 2026 MHI Annual Industry Report: https://www.mhi.org/annual-industry-reports Vitol, Cargill, Glencore cut ties with Radiant World - report: https://reut.rs/3UBBEkZ The AI Buildout and the Economy: Publicly Available Data to Assess AI's Impact: https://www.federalreserve.gov/econres/notes/feds-notes/the-ai-buildout-and-the-economy-publicly-available-data-to-assess-ais-impact-20260717.html Manufacturing PMI® at 55.6%; July 2026 ISM® Manufacturing PMI® Report: https://prn.to/4xHjigG Syncing to Market Actuals: https://www.linkedin.com/pulse/syncing-market-actuals-lora-cecere-ukgqe/ What Have We Learned Thus Far From AskLora.Ai? https://streamyard.com/watch/fxjWYRFvdfHe Blame Follows the Messenger: https://supplychainnow.com/blame-follows-the-messenger/ AskLora: https://asklora.ai/ VDSAI: https://www.vdsai.net/ Connect with Paul on LinkedIn: https://www.linkedin.com/in/pauljnoble/ Connect with Lora on LinkedIn: https://www.linkedin.com/in/loracecere/ Upcoming Live Programming:  https://supplychainnow.com/upcoming-live-programming/ Supply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/ Learn more about our hosts: https://supplychainnow.com/about Learn more about Supply Chain Now: https://supplychainnow.com Watch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now   Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join   Work with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVk WEBINAR- SAP AI Inside the Supply Chain: From Silo to Orchestration: https://bit.ly/4bvpz6K WEBINAR- Operational AI in the Supply Chain: How context empowers agents and humans to operate side by side: https://bit.ly/4x7Vd2Z WEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iem This episode was hosted by Scott Luton and Paul Noble, and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated episode page at: https://supplychainnow.com/buzz-fixing-supply-chain-performance-ai-era-1625 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Anika sat down with Leysan Zigangirova to explore how marketing leadership must evolve as artificial intelligence makes content creation almost free. The conversation revealed a crucial truth: AI cannot replace human judgment, strategic risk-taking, or deep audience insight. Leysan's 15-plus-year background spanning Procter & Gamble, Philip Morris, Microsoft, Nebius, and now Async offered practical insights into transitioning from consumer marketing to tech startups, rebranding major products, and keeping human taste at the center of innovation.   In This Episode The early career roots in consumer market intelligence at P&G and managing the Marlboro Gold original rebrand Shifting from fast-moving consumer goods to enterprise tech at Microsoft Building Yandex Cloud from scratch and leading the visual identity and brand name creation for Nebius Taking a 15-country sabbatical around the world and how it built mental agility for the AI era Why marketing must share a revenue KPI with sales to eliminate department silos The danger of waiting for perfect data versus making bold, human-driven decisions Why Async shifted from Podcastle to focus on asynchronous creativity and editing co-creation The growing importance of human taste as a competitive advantage against AI-generated "slop"   Timestamps 04:11 — Managing the Marlboro Lights rebrand to Marlboro Gold and navigating ethical challenges within restricted tobacco markets. 07:13 — Transitioning into the technology sector at Microsoft and working on the Azure cloud rollout. 08:58 — Building Yandex Cloud from scratch and co-founding the brand identity for Nebius, leading to $700 million in strategic financing. 10:33 — Taking a life-changing 15-country global sabbatical and using that mental agility to adapt to fast-paced AI environments. 16:11 — Unifying metrics: Why marketing and sales must share revenue KPIs to build trust and eliminate departmental silos. 18:37 — Navigating uncertainty: The danger of waiting for complete data and why human risk-taking separates leaders from AI. 21:30 — Balancing AI automation with human judgment, resource reality, and operational limitations. 23:48 — The evolution of Async: Transitioning from Podcastle to an AI-native editing co-pilot for asynchronous creativity. 25:44 — The value of human taste: Why subjective perspective and authentic quality serve as the ultimate competitive defense against AI "slop". 31:47 — Advice for modern founders: Starting with core user conversations and anchoring strategy in founder passion.   Key Insights & Takeaways   Insight 1: AI Lacks Resource Reality and Risk-Taking   While AI optimizes productivity and text/image generation, it cannot comprehend internal team dynamics, operational capabilities, or resource realities. Furthermore, AI avoids risk, whereas human leadership relies on making bold decisions with incomplete data.   Insight 2: Marketing Must Share Revenue KPIs   Treating marketing purely as a brand equity exercise builds a wall between departments. When marketing shares a revenue KPI with sales, data tracking improves, inter-departmental hostility dissolves, and both teams work cohesively.   Insight 3: Speed Trumps Perfect Data in Fast-Moving Markets   Planning cycles have shrunk from annual strategies down to monthly or bi-weekly alignments. Waiting for complete data causes organizations to miss their window; modern leaders must embrace calculated risks and navigate blind spots faster than competitors.   Insight 4: Human Taste is the Ultimate Competitive Advantage   As AI-generated content increases, the internet is flooded with low-quality "slop". True market distinction stems from human taste, subjective perspective, and genuine emotional connections that technology cannot replicate.   Insight 5: Rebranding Requires a Deep Structural Pivot   A successful rebrand goes far beyond semantics. When Podcastle evolved into Async, it mirrored a complete structural shift toward asynchronous video creation, ensuring the brand identity aligned directly with evolving user needs and product reality.   Resources & Links Mentioned Async (formerly Podcastle)  Nebius Microsoft Azure   About Leysan Zigangirova Leysan Zigangirova is a seasoned marketing leader with over 15 years of experience scaling global brands. Starting her career in consumer and market intelligence at Procter & Gamble and managing iconic portfolios at Philip Morris, she later transitioned into technology. She spent four years at Microsoft, helped build Yandex Cloud from scratch as a founding member, created the brand identity for Nebius—which attracted $700 million in financing—and traveled across 15 countries on a life-changing sabbatical. Today, she serves as the Chief Marketing Officer at Async, helping creators and teams embrace asynchronous video creation and AI-driven editing.   Connect with Leysan LinkedIn: https://www.linkedin.com/in/lzigangirova/ Website:  https://async.com Like the show? Leave us a rating or review: https://lovethepodcast.com/67940257010b317cdaa9d857Follow the Show: https://followthepodcast.com/67940257010b317cdaa9d857Send a Message: https://podcastfeedback.com/67940257010b317cdaa9d857Check out our Website: https://www.yourbrandamplified.comSpeak to my Delphi Clone: https://www.delphi.ai/amplifywithanika Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Founder values must be translated into systems: His grandfather's attention to every patient had to become a measurable standard the rest of the hospital could follow. What clinics can't afford, Wattanapat built: Small clinics can't afford the specialists or the equipment for serious cases. Wattanapat built that capability instead, adding specialists like neurosurgeons and cardiologists. Local healthcare providers can be partners rather than competitors: Community clinics handle the basic cases and send Wattanapat the ones that need emergency, inpatient, or specialist care. It's not competition; help flows both ways. Growth requires selective investment: The hospital doesn't try to offer every procedure; it invests where there's real patient need and refers rare cases elsewhere. Even the offices are bare; every baht goes to equipment instead. People are the real growth constraint: Keeping the right people is what limits growth. On Samui, specialists come from elsewhere and tend to leave. On the mainland, the problem is finding department heads who are managers, not just clinicians. Subscribe to our free Substack: https://uncoveredthaistocks.com/LEADER DNAChane Laosonthorn had not planned to work in healthcare. He studied management, marketing and accounting in Australia before building experience in finance and human resources. Chane was preparing to accept a promotion in Perth when his grandmother told him that the family hospital was struggling. His grandfather, the hospital's founder, had suffered a health setback, and the family faced a choice between selling, running, or diversifying the businessChane chose to return to Thailand with no clinical background and limited knowledge of hospital operations. The decision was personal before it was strategic: protecting his grandfather's legacy and testing himself against a genuinely hard problem.Chane's outsider perspective became an advantage. Rather than approaching the hospital solely as a medical institution, Chane examined its systems, people, finances, and organizational structure. He preserved the founder's commitment to patient satisfaction and quality care while replacing dependence on individual personalities with measurable standards, specialist capacity, and professional management.His leadership philosophy is to calculate the risks carefully, decide whether the opportunity is worth pursuing, and, once the decision is made, commit to delivering it.What Chane sharedFounder values must be translated into systemsValues cannot depend entirely on the personality of a founder. Wattanapat translated Dr Wittaya's attention to patients into operating procedures, performance indicators and measurable service standards.Clinical depth creates a stronger business modelThe hospital expanded its specialist and sub-specialist capabilities while investing in biomedical equipment that smaller clinics could not economically provide. This allowed Wattanapat to handle more complex cases and build a strong referral network.Local healthcare providers can be partners rather than competitorsCommunity clinics treat basic conditions and refer patients who need emergency, inpatient, or specialist care. Wattanapat supports these clinics instead of trying to replace them, creating a healthcare network that benefits every provider.Growth requires selective investmentThe hospital does not attempt to offer every possible procedure. It invests where there is sufficient patient volume, clinical need, and revenue potential, while referring rare or highly specialized cases to appropriate partners. Also, by design, the management offices at WPH are plain. Every baht saved on non-essentials goes toward biomedical equipment and specialist capacity, the things that actually differentiate patient care.People, not capital, are the real growth constraint.Capital and market demand are important, but hospitals cannot grow safely without qualified clinicians, department heads and managers. With hospital financing secured through its stock listing, WPH's bottleneck is finding and retaining the right department heads and specialists, particularly on islands like Samui where staff often relocate away eventually.Welcome to Business DNA, a chance for us to delve into the essential make-up of business leaders and their organizations. Our focus is not on the short term but instead on understanding the driving forces behind business. Our guest today is Chane Laosonthorn, Chief Financial Officer (CFO) and Director of Wattanapat Hospital.Take a moment to introduce yourself, your background, and your story.Chane: I am currently Deputy CEO and CFO of Wattanapat Hospital. I have worked with the organization for about 11 years. Before returning to Thailand, I studied and worked in Perth, Australia. I did my bachelor's and master's there, then worked for about six years. I studied management and marketing, then a master's in accounting, honestly more out of practicality than passion. I looked at what credentials Australia wanted at the time, which was accounting, and that's what I pursued. I started as an accountant, and when a payroll officer left with no notice, I stepped in and got it right the first time. That opened the door to HR, and eventually another company recruited me into a more senior HR role.Why did you leave Perth to come back to Thailand?Chane: I had no intention of ever leaving Perth. One day, my manager came into my office and told me she had very good news. I knew she was about to offer me a promotion. Before she could continue, I went to the bathroom and called my grandmother. She had been telling me that the hospital in Trang was experiencing serious problems and that I needed to return. I asked whether the situation was genuinely that serious. When she confirmed that it was, I returned to my manager and declined the promotion. The decision happened very quickly. I knew nothing about the hospital business, and I had never studied medicine. My grandfather and I were very close. He got sick and could no longer be the doctor he once was, and I wanted to come back and protect his reputation. It was also, I think, a rare kind of opportunity to take something from bad to good. Not many people get that chance.Tell us about your grandfather and how the hospital started.Chane: My grandparents founded the hospital. My grandfather was a brilliant student who got top marks in the country in math, science, and physics. He went to study in Bangkok before returning to his home province to start a small clinic, just two rooms. He became so well known that an intersection in Trang is named after him, Dr. Wittaya Intersection. At his peak, around 1,700 patients wanted to see him personally, which obviously wasn't possible, so he referred people to other specialists. That referral instinct became the foundation of how the business runs today.What shaped his philosophy, and how did it carry through as the business grew?Chane: Two stories stand out to me because at the time they made no financial sense. He would travel abroad and rack up 300 to 500 baht in phone calls just to check on patients, for a doctor's fee of only 50 to 100 baht. From a financial perspective, the calls made no sense. From his perspective, caring for the patient was more important. And once, he sold a large piece of land, worth hundreds of millions today, to buy the province's first ultrasound machine. The machine was so outdated by the time I returned that its screen was smaller than an iPhone's. I asked him if it was worth it. He said absolutely, because before that machine, Trang had no access to ultrasound at all, and people were dying without it. That's when I understood his DNA. As he aged and the systems around him weakened, we had to translate that same instinct (intense, individual attention to every patient) into strategy, KPIs, and measurable results the whole organization could deliver, not just one person. That is how a founder's philosophy becomes scalable. Patients should receive attention from the moment they enter the hospital.How does a private hospital generate revenue?Chane: A hospital's main revenue begins with outpatients. An outpatient visits the hospital, receives a consultation, undergoes diagnostic tests, and may be given medication to take at home. Patients with more serious conditions may be admitted to an inpatient ward. The most serious cases may require intensive care or surgery. Healthcare differs from many service businesses because the customer does not decide the level of service. In a hotel, a guest chooses whether to book a standard room or a villa. In a hospital, the doctor determines whether the patient requires outpatient care, admission, intensive care, or an operation. Referrals are another important revenue source. Approximately 30 percent of our revenue comes from referred patients. These patients may initially visit a primary or secondary care provider that cannot manage the complexity of their condition. They are then transferred to Wattanapat for a higher level of care.How do you manage a

Servant Leadership: Are You Avoiding It? What if the biggest leadership breakthrough of your career isn’t a new strategy, a new title, or a new set of KPIs — but a philosophy you’ve been overlooking your whole career? That’s the question at the heart of today’s show. At 5pm Eastern on “A New Direction with Coach Jay,” I’m sitting down live with Mark Miller — co-author, alongside legendary leadership expert Ken Blanchard, of the newly revised and expanded 4th edition of “The Secret: What Great Leaders Know and Do.” Blanchard and Miller say 82 percent of managers struggle to lead effectively, and their answer to why is deceptively simple: servant leadership. If that number makes you uncomfortable, good — that’s exactly why this conversation matters. “The Secret” isn’t your typical leadership book stacked with theory and jargon. It’s a business fable — the story of Debbie Brewster, a newly promoted executive who’s drowning in low morale, high turnover, and a team that’s losing faith in her. Her mentor hands her one deceptively simple truth: great leaders serve. That’s servant leadership in action, and it plays out through the five practices of the SERVE model — seeing the future, engaging and developing others, reinventing continuously, valuing both results and relationships, and embodying the values you claim to hold. What makes this conversation especially powerful is who’s sitting across from me. Mark Miller didn’t study servant leadership from a distance — he lived it. He walked into Chick-fil-A as the company’s 16th employee, starting out in the warehouse and mailroom, and spent the next 45 years working his way up through Corporate Communications, Field Operations, and Training and Development before retiring as Vice President of High-Performance Leadership. That’s a quarter century spent directing research and initiatives worth tens of millions of dollars to figure out, test, and validate what actually works when you’re trying to lead people well.  This is a man who has been in the trenches — which means today’s conversation isn’t theory, it’s tested truth. So here’s what we’ll be digging into together: why so many capable, hardworking managers still fail to lead effectively — and what the small percentage who practice true servant leadership are doing differently. We’ll talk about what it really means to “see the future” as a leader, why reinventing yourself never stops being optional, and how you rebuild trust and credibility once it’s been damaged.  Whether you’re leading a team of two or two thousand, this episode is going to hand you a servant leadership framework you can start using before the day is over. If you would like engage Mark’s services you can call him on his cell phone directly: 678-612-8441 or email Mark, mark@leadeveryday.com Ken Blanchard & Mark Miller‘s book, “The Secret: What Great Leaders Know and Do, , 4th Edition, Revised and Expanded” is what I would refer to as a timeless guide for those seeking to be great leaders.  Why do I say timeless?  Because the principles in this book would work in the first century and will work any time in the future. I had never read the previous versions of the book, so I do not know what to compare it to, but I can tell you that was fundamental mind shifts in every single chapter.  The book is counter-intuitive for those leaders that believe they must be in control.  Yes, you need to be valuing results, but if you want your leadership to translate into great results you need to value those relationships both inside and outside of your organization or business. You have probably heard the term “servant leadership”.  But you may have not really thought how a leader actually serves others.  Well, this is where the book sets itself apart from other books.  It doesn’t just talk about it as a philosophical ideal, but puts into practical terms that translate into greater profits, and truly having a great team. I truly enjoyed reading every page of this book.  What I pulled from The Secret was more than a great story that surrounded the main principles of SERVE, but also the valuable practical nuggets that made me think, and that I could apply to my own leadership immediately.  Do yourself and your business a huge favor and get it. You can get your copy of The Secret by clicking here. Please reach out and thank the sponsors of  A New Direction and bringing you great guests like these: Linda Craft Team Realtors. So what can you say about a real estate company that has spent more than 40 years at the top of their game? Well the first thing is you have to admit that their customers and clients continue to drive their business…but why? That's because the Linda Craft Team continue to believe that every person and every relationship is important, not just now, but even in the future. It is why she is devoted to continually adding value to her clients and community by serving them in ways that matter…it is also why their clients say, “The Linda Craft Team have legendary customer service!” When it comes to real estate start with the legends start with Linda Craft & Team, Realtors – www.LindaCraft.com Hey…do me a favor and please tell your friends to subscribe to A New Direction on their favorite podcast platform and give us a 5 star rating we are so grateful when you do! ABOUT YOUR HOST Meet Jay Izso Executive Performance Coach  |  Host of A New Direction Every week on A New Direction, I sit down with CEOs, founders, and the researchers behind the science of leadership performance. The conversations go deep. We talk about the decisions that built companies, the mistakes that nearly destroyed them, and the personal breakthroughs that changed everything. But here's what most people don't know about me: the show is an extension of the work I do every day with executives behind closed doors. Who I Am I'm an Executive Performance Coach. I work with CEOs and founders of $5M-$50M companies who have hit a wall they can't explain. The marketing looks fine. The team is capable. The market is there. But the business won't move. The problem, almost every time, is the person running it. I find the personal behavioral patterns that are driving the business dysfunction. Then I help the CEO disrupt those patterns so the company can grow. That's it. No motivational platitudes. No vision boards. Diagnostics, intervention, results. Where This Comes From My approach comes from two places most coaches never set foot in. The farm. I grew up as a farmhand in Ithaca, Nebraska—population 100. I started working at nine years old. By the time I left for college, I'd spent a decade learning that you can't cheat the harvest, pain is part of the job, and the work has to get done whether you feel like it or not. I was fourteen the first time I had to castrate boars. Nobody was going to do it for me. That lesson never left: sometimes you have to do things afraid. The forensic psychology unit. In graduate school at Washington State University, I trained under Dr. Thomas Brigham—co-author of the Handbook of Applied Behavior Analysis—in a human behavior lab focused on real-world problems. I then served in a Clinical Psych II role at Eastern State Hospital in Medical Lake, Washington, a forensic setting where I conducted psychological evaluations of individuals charged with the most serious criminal offenses. Sixteen months assessing human behavior at its most extreme taught me how to cut through defenses, identify what's really driving someone's decisions, and see what they can't see in themselves.

Most business owners think their exit value will come down to EBITDA and an industry multiple. But buyers are not only evaluating what the company earns; they are deciding how much risk they would inherit.  That risk can show up in customer concentration, weak financial reporting, founder dependence, an incomplete leadership team, or a business that has not been prepared to operate without its owner.  In this episode of Money School Elite, I sit down with Mike Bennett, founder of Crewe Capital, to examine what sophisticated buyers actually look for and why strong exits often take years to build.  We also explore why a business does not have one fixed value, how multiple indications of interest can create competitive tension, and why the right buyer may see strategic value that another completely misses.  What You'll Discover In This Episode    Why buyers price a business according to risk, not the effort it took to build The operational weaknesses that can quietly reduce your exit valuation Why founder dependence can make an otherwise profitable company harder to sell How tracking the right KPIs helps you understand whether your business is truly ready for market Why speaking to one buyer can leave significant value on the table How multiple indications of interest reveal what the market actually believes your company is worth Why the highest-value buyer may come from outside the traditional private equity landscape   About the Guest Mike Bennett is the Managing Partner of Crewe Capital. Mr. Bennett held senior positions with three different investment banking firms before this. Mr. Bennett provides capital solutions to middle-market companies and alternative investment advisory to institutional clients. Mr. Bennett has completed over 100 investment banking transactions. Expertise includes mergers, acquisitions, corporate finance, strategic advisory, fundraising, and direct investment in real estate, private equity, and private credit. Mr. Bennett sits on multiple boards and is actively involved in his community by participating in various organizations with a charitable focus. He is a graduate of Brigham Young University and the Saïd Business School at the University of Oxford. To learn more, visit crewe.com and send an email to m@crewe.com.     About Your Host From pro-snowboarder to money mogul, Chris Naugle has dedicated his life to being America's #1 Money Mentor. With a core belief that success is built not by the resources you have, but by how resourceful you can be. Chris has built and owned 19 companies, with his businesses being featured in Forbes, ABC, House Hunters, and his very own HGTV pilot in 2018. He is the founder of The Money School™ and Money Mentor for The Money Multiplier. His success also includes managing tens of millions of dollars in assets in the financial services and advisory industry and in real estate transactions. As an innovator and visionary in wealth-building and real estate, he empowers entrepreneurs, business owners, and real estate investors with the knowledge of how money works. Chris is also a nationally recognized speaker, author, and podcast host. He has spoken to and taught over ten thousand Americans, delivering the financial knowledge that fuels lasting freedom.   Resources Private Money Guide:  https://go.moneyschoolrei.com/book-podcast Wealth Wednesday Webinar: https://go.moneyschoolrei.com/wednesday-webinar-podcast Mapping out the Millionaire Mystery:  https://go.moneyschoolrei.com/newbook-podcast    

C'est Carmine, une freelance que j'adore suivre, qui m'a soufflé l'idée de cette Minute Marine.Parmi ses KPIs, elle suit… son panier moyen. Et là, je me suis dit : mais oui, évidemment.Dans cette Minute Marine, je t'explique pourquoi c'est un indicateur hyper utile, comment on peut le calculer, et surtout comment on peut l'augmenter — sans forcément se transformer en machine à upsell.Et toi ?– Tu connais ton panier moyen ?– Tu saurais comment le faire grimper ?(Pour me répondre, envoie-moi un mp sur Linkedin

Re-releasing a Dental A-Team podcast fan favorite! Britt is fresh off visiting a ton of practices, many of which are part of dental support organizations (DSOs), and she's sharing her insight. With Kiera, she talks about the foundational pieces to set up DSOs for success — everything from training the leadership team, setting up KPIs, providing profit and loss statement education, and allowing culture and patient experience to grow in each practice while keeping an overall brand. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners. This is Kiera. And today we are bringing you something so special. I am so excited because this is one of our most popular episodes from the archives. Whether you're hearing this for the first time or catching it again, I am so excited because it's jam packed with a ton of takeaways that you can start using right now in your practice. We have released thousands, literally thousands of episodes. And I wanted to start bringing a few of these amazing episodes back for you. So I hope you enjoy. And as always, thanks for listening and I'll catch you next time.   on the Dental A Team podcast.   speaker-0 (00:31) and I've got the one and only Brittany Stone back on the pod. Guys, she has been a freaking road warrior, traveling to seven offices in one day. Dang, Britt. Welcome back. How you doing? How you feeling? How are you today?   speaker-1 (00:45) I'm good. You made me sound better than I was in one day. Seven in a week. Still a lot, but seven in a week.   speaker-0 (00:51) Yeah, that's exactly what I meant. We could edit that or you guys can just know. in my mind, I think it felt like you were seven in a day. Like you were cruising   speaker-1 (00:58) Yeah.   speaker-0 (01:00) to practices. Seven in a week is so many offices. But guys, don't worry, Britt wasn't like leaving them high and dry hanging out. You were seeing it kind of walk us through. I know you went to quite a few DSOs that had multi practices, multi locations. Kind of what was that like and and how does that even look when you're going to multiple practices like that?   speaker-1 (01:19) Yeah, it's fun. So that was it was a week of my like multi practice location. So one had three offices, one had four offices, the two groups that I work with last week. And so it's fun. It's fun to see one you get to know kind of like the visionaries who who started a thing, whether it's just an owner or multiple partners that are involved in it, get to see kind of their vision and it's it's fun to see   the different also types of practices that are underneath their umbrellas and how they run 'cause usually we've got some different sizes, obviously different locations. So so yeah, I got to go in, meet everybody, go see all the different practices, kind of see what's going on with them, what things we could help with on an individual practice level and then also as an organization. So it was a good time.   speaker-0 (02:07) That's a lot. And I I do think it is fun when you go see multiple practices because this whole idea of DSO is that we want all of our practices to run exactly the same. And I know when I was a regional manager of ten practices, the bottom line is there is no such thing as running every practice the same. I think it's more like getting rid of that illusion that they're all going to be the same. And it's more what are the foundational pieces and the the silver lining strings that we want running amongst them all. Britt, I know you had one practice,   that kind of wanted to do their own thing within a group. Like, how do you how do you get like one, paint the vision of all the practices needing to be at least fundamentally pretty consistent and similar. And then also helping the doctors and the team members understand like, I get it, it might be annoying for you, but for the greater good of all the practices, it really does make everything easier when we run the same. Because I know a lot of practices just want to run as solo practices, but when you're in a group and multi-offices   that no longer serves the greater organization. Like what was kind of your findings with that? How do you how are you finding to get people on board? Is that something you were running into? Just kinda give us your thoughts around that.   speaker-1 (03:16) Yeah, I think every DSO probably struggles or like group practice struggles with all right, how much do we have the same and like where can we kind of let them be their own and shine in their own way? And also from the business side of things for the DSO, right? What things are more financially beneficial for us to be able to do them the same and have on the same system? so that we run it across all offices and get the true benefit of the DSO.   And so that's where you s kind of start to to figure out, all right, there's gonna be a lot of systems that one, yes, anything that impacts other offices or the group overall, we've gotta make the best decision for the group on how we want that to run, whether it's but easy things like payroll is a pretty pretty common one that's gotta be obviously the same across all over offices. If we're using the same software, right, the way we run our schedule, who's allowed to be on our schedule.   All of those things kinda need guidelines that go across the board. So we all know a little bit of the rules of engagement on things like the schedule. So that's kinda I start to think of it as all right, what are the most important things that impact each other that we need to have the same that's also gonna allow us to be most financially beneficial for the DSO? And then what things don't necessarily impact the other offices where those offices can start to really like, all right, what are procedures you do? Great, go run with it, build it up and   Even if we can get some referrals from other offices for that thing, fantastic and they kinda kinda do their own a little bit.   speaker-0 (04:48) For sure.   And but I was thinking like it actually might be fun on this podcast for us to dive into when you're in a DSO, because Br I know your private practice sold to a DSO. I work with lots of DSOs. You work with lots of DSOs. And I think DSOs are a pretty hot buzzword right now in dentistry. of kind of what are some of those things that you should have standardized. I love that you brought up the payroll for sure. for me, some of the things I know I'm looking at is I really am just looking at   Key metrics amongst all practices. And I know, Britt, with a lot of the DSOs that you and I are consulting together, that is one of the biggest things of making sure all of them are hitting the metrics. And then whatever they want to do outside of those metrics, it's pretty much free reign from there. So, like we're talking labs, supplies, overhead, production per hour per provider, hygiene production.   those are like my main things. Case acceptance is another one I really like to watch. Number of new patients per practice is another key indicator that I really love watching. but those are kind of the main things. And then I really feel like in DSOs and multi practices, some of the biggest things that get lost are culture and patient experience. And those are to be different shades for every practice. And I really I like practices to think in like, no, you want the patient to feel the exact same way whether they come to this location.   Or whether they're going to another location. It is that way. And having practices and offices think like I've got one right now and they just acquired another practice. And they're really doing a divide between the offices. And they're they're labeling each office based on the city. I was like, whoa, whoa, whoa. let's call them all the practice name. So we are all, let's just say, healthy smiles. It's not healthy smiles of probos and healthy smiles of orum. It is   Healthy smiles, and then we have our Aurum location and our provo location. Those are just a quick way because I think when you can have it as an umbrella of all the practices operate as this way, and then here's these different locations, but helping everyone realize there is the healthy smiles way. And we operate on healthy smiles first. Secondary is going to be our location. Are those some of the things you've seen? Like those are one, the key indicators I like to look at. And then secondly, making sure that people realize like the culture and the patient experience.   really need to be dialed in in my opinion, to really help these DSOs grow and flourish.   speaker-1 (07:09) Mm-hmm. I'm with you on KPIs, right? Teaching office managers how to be able to kind of take charge of those, know what's going on in their practice, and that we're all watching those important numbers to be healthy for sure. That's an across the board thing. and then I'm with you on capitalize off the brand. from a lot of the DSOs we work with, where it's a few different locations, usually I feel like a lot of them are gonna be like five or less, where you can truly   make sure that we are maintaining our standard, maintaining our brand, and then capitalize off of that brand for all practices to where there might be a patient who's looking to go to the office, but maybe it's a little bit farther. great, they've got a location that's closer than to me. Awesome. Let me just go ahead and go to that closer location. And agreed. You've got to keep then the culture and the patient experience up to be number one. And what does that look like? What does it stand for? And there are   I will say different pieces that go into that when it comes to maintaining that culture in our practices and that experience. And I think those would be some non-negotiables like you start to build in if it's we're on time, right, with our appointments as much as possible. So that's something we really drive with our teams. We're always friendly with our patients, we're always welcoming. How do we present on the phone?   you can start to dig into some of those things that you really want to represent as a practice and make sure it's ingrained in our team members and how we present.   speaker-0 (08:41) Yeah. And I think like you said it's that culture in that brand. And honestly, I think people forget that that's actually why you became successful. Like that culture, that brand you started developing, that's how you're able to multiple scale across other practices. And I feel like offices that that see all the practices as one company and then the the different locations are just extensions of that company are the ones that really flourish. In that same thing, I feel like Britt, something you and I have really been   trying to hone in on with offices is to make sure that they have a key leadership team. So people that are really in sync to make decisions. and that's for your operations, for your labs, for your supplies, and and then making sure that things can actually execute forward. Because I feel like when we get a lot of partners involved, what happens is everybody has a strong opinion, but those opinions actually are great unless they stop all the the forward progress   And I think they really just have to be key decision players that everybody elects. It's almost like a board. I feel like all the practices are almost like a neighborhood and you need an HOA, like somebody who can actually just make the decisions and execute in the best interest. And maybe you've got a few of them. So you've got, say, your regional manager who's overseeing all of the practices, the overhead, the operations really. You've possibly got a clinical manager on there who's really looking at the hygiene, the dental assistants.   Then you've got probably a dentist on the board who's making decisions as far as what are the clinical diagnoses, what are the supplies that all dentists need across the board. And then you're probably gonna have somebody who's your finance person. So someone really looking at the financials of the practice. And if you can have one of those key players, I feel like just get that honed in. Then you can have all the practices have their own like little leadership teams and whatnot.   But really you've got those four players who can make very strong decisions. And maybe the dentist is the same person as the clinical lead. Maybe that we don't need an extra person there, maybe not. But I think if you can really get that dialed in, you're going to be able to make a lot stronger decisions and be able to move things forward more. Britt, what are you seeing? Like you were literally just in DSOs. Are you finding that that type of structure helps move things along? Or are you finding like, no, we need to have key leaders in other areas?   Wha what's kind of your take on how to make sure decisions can be made? Because I truly feel like once you get the the KPIs dialed in and everyone's reporting in, once you get your office managers looking at their practices, making sure they're profitable and reporting in, then you got your culture and your brand, it's really about getting decisions made quickly and moving things along rather than getting stagnated with so many opinions.   speaker-1 (11:20) Mm-hmm. And I am big on agreed. You've got to figure out who are your key players, what leadership team do you need in place. I am in big support of having someone who's a strong regional manager in place to help make a lot of those kind of smaller decisions for offices, the offices need support on and empowering office managers to make decision decisions within the balance that you give them.   I think the more you expose your office managers and teach them some of the business side to where they really know what those KPIs are, they really know what they're watching, they know how to influence it, you'll become more confident in their decision making as they see things at a kind of higher level, a bigger picture. but when they can have that information, know how to see it from a little bit higher level, start giving them   the the opportunity to make decisions within their practice. So one, they can kind of see the fun and feel empowered to where they really can run that team and own that office. and they don't feel like they're just kind of sitting waiting for people to tell them what to do. and then that they've got a really strong regional behind them who also has the ability to make decisions within the parameters that if it's partners or owner gives them.   to keep moving things forward and same thing. It's a super empowering thing to where they can get more creative and think of o opportunities for the practices than just feeling like they need to wait because they can't make a decision or do anything because someone's not gonna approve of it.   speaker-0 (12:47) And I really love that you talked about having that regional manager understand the business. I feel like in DSOs, you have to have somebody who understands the business and can think like a business owner. That way they can make decisions. Britt, what were some of the things that as you were basically their regional manager, you were in that DSO role? What were some of the things you felt helped? Because I I think I think sometimes business owners forget everything they've learned. So having somebody come through, it's almost like we've forgotten what business 101 is.   of what things we really need to teach them. What have you found that was maybe helpful for you, for your owners to teach you so you could be more successful in your role within that DSL?   speaker-1 (13:28) Sure. I think one of the first things is helping the office managers and regional managers understand what a PL is. Like, and it doesn't even have to be like the terms of this is a PL, but understanding, I like to relate it to it's just like at home if we have a budget, right? And what money do we have coming in, what things are we spending money in, and at the end, you know, what do we have left over? Just helping them understand not overall.   kind of equation of how the business runs and what are the different pieces within that that they can impact, which is ultimately how many patients we have, how much we treatment plan is truly our ultimate potential as an office. And then what we close, what we schedule, what we collect on, and then controlling our expenses, so then we can have a greater kind of profit left over at the end. So helping them understand that big picture and then helping them to understand within each of those little sections, which are   Then KPIs, what are the more like tangible things that we can track that impact that bigger equation to the business? And agreed, I think we don't realize how much we've learned along the way or people have taught us along the way, even myself kind of running through sometimes these KPIs when you haven't seen them before and you don't understand one, maybe where they come from, or two, why would we even track it? And three.   What could I even do to change that number? Like those are things you have to learn over time and someone's gotta gotta actually take the time to invest in teaching you.   speaker-0 (14:59) Which I I don't think people realize that PNL. When I first looked at a PL, I'm like, this looks like a straight up foreign language. Like I don't even know what ninety percent of this means. And so just imagine, if you will, if you've been running a business, you've been looking at PNLs, pretend you were just plunked into like for me, I do not speak Chinese. So being stuck in a class speaking Chinese and them handing me a report and saying, Kiera, you need to be able to read this and figure it out and tell me what I should do with my business.   I would literally look at that and want to cry. And then I'd probably take a picture with my phone and I'd start Googling and I'd hope and pray I could find some type of Google Translate to figure it out. That like I feel is a good way for you to really understand like what it feels like to be those team members when they first start looking at PL. So I think one of the best ways is just practice. and what I've done is like Britt said, is really just   Sit with your regional. Also, you can do this with your office managers, especially in DSOs, because the more your office managers understand the PL and what it should look like, that can help. So it's really just dial into that. tell them what a healthy payroll like payroll should be sitting at less than 30% of our total collections every month. Our lab should be at less than 9% of our total collections every month, supplies 5%, and just go down the list with them so they can see is this good or is this bad?   I love HDA accounting. I think they do a great job. Profy is another one. I'd Bailey is another one. those are just some some accounting companies. I like when they send the P and L because it's red and green. Like HDA is like you get a thumbs up or you get a thumbs down. Makes it a little bit easier. But then asking your regional or your managers to say, Hey, when you look at this P N L, what do you see that's going really, really well? And what do you see are some of the areas that might be trouble areas and why? Because I feel like when you can start to almost   quiz them and role play with them and have more of a collaboration with them, they start reading that PL and figuring it out rather than you always telling them. But like Britt said, you've got to take the time and invest with them. That way they can look at a PNL. I know Shelbi's been doing RPLs. She sends it to me every week and finally I said, Shelbs, what do you see on this? And that was the first time she'd really looked at it. Sha I just had an assignment for her to send them to me every week, which she does great. But then I started asking her to look at them and then we start diving into it and looking at different numbers.   And it's crazy how when you just spend a little bit of time, people can really start to find things that you as the owner might even be missing. And then they can take the accountability and the ownership of it. But just realize like it is a completely foreign language for these poor people. Let's not forget to train them and educate them so they can be set up for success.   speaker-1 (17:38) Mm-hmm, for sure. And I think also when it comes down to it, when you start looking at some of these numbers and you haven't looked at it before, so even office managers, when they look at it and they haven't seen it or regionals, they're gonna start to understand and like it it's fun in in a way to see their eyes kind of open to like, I understand why like I really want to be able to hire an additional team member, but here's where we are, so it makes sense now why now's not the time to hire.   And we need to work on some other things so we can afford to hire another team.   speaker-0 (18:10) Exactly. And then you're no longer as the business owner, the bad guy or the good guy. When your regional says, Hey, I want to hire, you say, Prime, can we afford this? What does the PNL say? And they then are the ones who are answering the question rather than you being like giving the green light or giving the thumbs down. And then they are more again a partner with you. Britt, as a regional, and I'll give my insights of how it felt for me, how does that make you feel when you can as a regional start making those business decisions and truly be like a trusted   side partner where you're like really, really informed in the business. How does that make you as the regional manager, you as the manager, the practice like, what do you feel like when you feel that competent reading PNLs and understanding the business?   speaker-1 (18:54) I loved it. I loved it for one of the biggest reasons is because I'm in a practice, especially as OM, like I'm in a practice every day and can see what I have and what I need and what's actually going on like as close to the ground as possible. So when it's something like this, we're like driving numbers in a certain direction, I'm like, all right, I can see multiple things kind of in the puzzle that I can start to manipulate or impact.   to be able to drive those numbers, drive the results, or if it's like, hey, we want to get new technology, what do we need to do to get there? Great, we want another ITero. Here's a plan of how we can afford to get that new piece of equipment.   speaker-0 (19:33) Exactly. And it it feels so good. Like for me, it just felt like the I like to win. And I felt like it was finally my my roadmap to being able to be successful and and hit the goals that my doctor had, but literally have like the optics, if you will, for success. And so I think it's super paramount of teaching your team members and empowering them. Like even as team members, I know Tiff, Britt, Shelbi, like our whole team. They'll look like, Kiera, can we actually afford that?   That is like one of the happiest days of all of my business time because I'm like, they're actually looking to see, can we afford that? Can we do this? Does this make sense for the business? And it's not me just carrying the weight anymore. So I feel like it's really important for for offices, especially DSOs. Like I would say if we were to recap this and Britt, it's fun that you just came in off of DSO. So I thought, like, hey, let's dive into DSO success of one.   Like set up your KPIs. Make sure you've got all practices reporting in and they understand and like truly spend the time to teach your office managers at each practice what those KPIs need to look like, how to get the information, and then have a set cadence where they're really reporting in with you. The next thing is like build up that leadership team within the DSO of the strong people that can actually make the decisions and they have the autonomy and the authority to execute. And then third, train the team members to really look at these PL so they understand.   Before all that we did talk about like having the standardization of culture, the name, making sure those things run the same. And I feel like within DSOs, you are way, way, way more needed to be structured and to over-communicate than you are in solo or even secondary practices. Like the type of communication, the amount of communication, the amount of I would say like rules with massive air quotes. Like people just need to know the guidelines of what we can or can't do, and they've gotta be black and white. That's kind of like my recap of everything we talked about, Britt.   Of like DSO success, but is there anything I may have missed or things you want to just highlight on your own that you feel really really makes or breaks a DSO from your perspective?   speaker-1 (21:35) I think those are all key pieces that ultimately build to like there's no one or three people at the top that depending on how big you get, right? They can be responsible for making all decisions. So a lot of it is making sure you've got that flywheel of culture going to where you don't have to put so much effort into controlling it. And then you've got key people and support so that the people kinda at the top or the the OGs, the originals who kind of started it.   that you build in support for yourself and you're not having having to make all of those decisions for everybody.   speaker-0 (22:10) Think that that's actually one of the like key pieces that I hadn't even realized is this allows more freedom of those visionaries to go and make decisions, but have a team that can also make decisions and think like that visionary more so. So, like, and to be honest, a lot of people get excited about going and buying the practices that they forget. You need to have that foundation, those guidelines, those ways for people to make decisions without the OGs being there to answer everything. And if you don't have that in play.   Get that in play, hire a coach. That's what we do. We literally help offices get these things set up, things they might not have thought about. Be that mediator who can really remind, show, guide people to get things done. But make sure you have that in play as you're building, but or I would truly suggest before you do it. However, I know all visionaries just go and they buy the practice and then figure it out. So like it's cool. We we know you, we see you, but really getting that ability for people to be it have autonomy.   And so that way the owners don't have to always be making every decision. I think one just empowers everyone and two, it's an easier flowing process for sure.   speaker-1 (23:16) Mm. Absolutely.   speaker-0 (23:17) So guys, there you go. There's Road Warrior Britt coming back in off of a DSO week. We love our DSO practices. But really, I just thought it'd be fun for us to highlight today of what are some of the the key sticks success for DSOs. And Britt, I know you came from a very successful DSO before joining Dental A Team. And so I feel like you just have such a knack for it. And offices who work with you, shoot. You got some of the most raving reviews from the offices you were with. Like I got personal text messages from those doctors thanking you for being there and how much   you're able to clarify. So Britt, kudos to you. it's fun to have you share on DSO secrets and success.   speaker-1 (23:53) Thanks. I do love my D SOs.   speaker-0 (23:56) They're just fun. Britt and I giggle were like, we loved our our new practices, but man, those DSOs, they're like puzzles for us to have to try and figure out, put together. Britt and I will collaborate on these all the time, and it's so fun for those DSOs.   Kiera Dent (24:12) I hope you all loved today's episode as much as I did. It is crazy to think that this many episodes have been released since we started the Dental A Team Podcast. And I started looking to say, my goodness, our listeners need to be reminded of some of the things they may have learned a year ago or two years ago or five years ago, because so many things in our practices weren't relevant back then when we heard them, but they are relevant today. And I would be doing you a huge disservice if I didn't re-release some of these episodes for you to remember, to refine.   to optimize and really truly if you ever need a topic or you're like, my gosh, I wonder if the Dental A Team has anything like this, go onto our website, TheDentalATeam.com, click on our podcast tab and you can literally search any topic. So whether it's overhead or hiring or firing or team morale or engagement or case acceptance or hygiene or associate onboarding or whatever it is, we have so many episodes for you. And so I am going to intentionally be   re-releasing some of the top best episodes for you, pulling back some of the ones that I needed to remember, some of the things that I feel for you to really, really relearn right now and to re-remember, or if it's the first time, welcome. I'm so happy you're listening to it, but I hope you truly enjoyed today's episode. I hope that you share this with somebody. I hope that you go and implement today because we only have one day. We only get today. And so making today the best that it possibly can be. If we can help you in any way, shape or form, reach out Hello@TheDentalATeam.com.   And as always, thanks for listening and we'll catch you next time on the Dental A Team Podcast.  

How will AI reshape supply chain teams, technology investments, and the future workforce? In this episode of Supply Chain Now, Scott W. Luton is joined by Mike Griswold, Vice President Analyst at Gartner, for another conversation in the Supply Chain Today and Tomorrow series. Mike shares his perspective on AI strategy, supply chain technology, inventory management, and the decisions leaders must consider as business expectations continue to change. The conversation explores why organizations should be careful about replacing entry-level roles with AI, how supply chain teams can balance technology with human expertise, and what future leaders need to learn about data, decision-making, and operational excellence. Listeners will learn how to think differently about AI adoption, why high-tech companies offer valuable lessons for supply chain teams, and what skills may define supply chain leadership in the years ahead.  Jump into the conversation: (00:00) Introduction (08:36) Why more data does not always create better decisions (09:48) The future of just-in-time inventory strategies (11:31) Building alignment across business, supply chain, and AI strategy (15:36) Supply chain technologies worth investing in (18:31) Mike's supply chain hot take on AI and workforce changes (24:44) What supply chain can learn from high-tech companies (28:10) The moments that shape supply chain transformation (31:31) What future supply chain leaders will study in 2050 (33:34) How supply chain education programs need to evolve   Additional Links & Resources: Connect with Mike Griswold: https://www.linkedin.com/in/mike-griswold-6a68922/ Learn more about Gartner: https://www.gartner.com/ Gartner Announces 2026 Rankings of the Global Supply Chain Top 25: https://www.gartner.com/en/newsroom/press-releases/2026-06-17-gartner-announces-2026-rankings-of-the-global-supply-chain-top-25 Learn more about our hosts: https://supplychainnow.com/about Learn more about Supply Chain Now: https://supplychainnow.com Watch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://supplychainnow.com/media-kit/ WEBINAR- From Disruption to Stability: Building Resilient Logistics Solutions in a Rapidly Changing Global Market: https://bit.ly/3TguZMt WEBINAR- SAP AI Inside the Supply Chain: From Silo to Orchestration: https://bit.ly/4bvpz6K WEBINAR- Operational AI in the Supply Chain: How context empowers agents and humans to operate side by side: https://bit.ly/4x7Vd2Z WEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iem This episode was hosted by Scott Luton and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated show page at: https://supplychainnow.com/lightning-round-returns-9-key-questions-1624 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Work With Me To Scale Your Business: https://go.scalingwithsystems.com/AlexTemiz ———————————— Be On The Next Constraint Call: https://www.scalingwsystems.com/constraint-call-application ———————————— Watch Me Fix $1M+ Businesses Live: https://youtube.com/playlist?list=PLF-fSrHojCgG8V5-7AKVrKgcbtsd-BXti&si=kEOVnNFnLhhhDbYA ———————————— Join Our Team: https://www.scalingwithsystems.com/careers ———————————— In this episode of the Constraint Call, Ravi helps a founder of a $5M+ automotive content agency identify why he's still trapped in day-to-day operations and redesign the company around clear ownership, delegation, and CEO-level KPIs.

Thanks to our Partner, AppFueledSEO can easily turn into a game of watching rankings, reporting what happened, and waiting to see what happens next. But what if there was a better way to know exactly when it's time to stop focusing on one keyword and start going after the next opportunity?Brian Walker sits down with Shop Marketing Pros Director of SEO Michelle Travis to break down the new SMP Proactive Keyword Lifecycle System and how it changes SEO from reactive to proactive. They dig into how keywords are discovered, qualified, accelerated, validated, and eventually “graduated” once they reach meaningful and stable positions in search.They also get into why SEO timelines can look completely different for a rural shop versus a shop surrounded by hundreds of competitors in a major metro area, how keyword difficulty affects expectations, and why focusing on 20 keywords doesn't mean your shop will only rank for 20 keywords.And the early numbers behind the system are pretty impressive. During beta testing, 31% of the tracked keywords graduated within the first 30 days, with nearly all of those maintaining their graduation status during the following 30 days.If you want a better understanding of what your shop's SEO company should actually be doing behind the scenes and how a real strategy should keep moving forward instead of sitting in maintenance mode. Listen to the full episode.Show Notes with TimestampsIntroduction to Stan Stokes and GuestX (00:00:10) Host Brian Walker introduces guest Stan Stokes and his company, GuestX, which analyzes phone calls for auto repair shops.The Origin of the Partnership (00:01:32) Brian explains how his marketing agency started using GuestX's AI to replace manually listening to and analyzing client phone calls.The Problem with Marketing Leads (00:03:20) Stan discusses how shops often blame marketing for slow business, when the real issue is converting phone opportunities into actual customers.Analyzing the Data: Booked Appointment Rate (00:08:10) Stan reveals a 37% booked appointment rate from a sample of over 17,000 calls from top-tier auto repair shops.Reasons for Missed Opportunities (00:09:08) A breakdown of why appointments aren't booked, with 65% of the time being because the service advisor never offered one.The Financial Impact of Missed Calls (00:11:44) Stan calculates that improving the booking rate by just 10% could equate to an average of $10,000 per shop.Understanding New Customer Behavior (00:13:54) Discussion on the difference between planned and unplanned service needs and why new customers often lead with questions about price.The "Price Shopper" Misconception (00:17:08) Brian argues against labeling customers as "price shoppers" just because they ask about cost, calling it an arrogant perspective.The Power of a Simple Question (00:20:27) Stan explains how asking "what concerns are you having?" can completely change the outcome of a call with a new customer.Real-Time Recovery and Coaching (00:23:00) The discussion turns to using call analysis data for real-time recovery of missed appointments and for targeted team coaching.The Handoff from Marketing to Sales (00:27:17) Brian emphasizes the critical point where marketing efforts end and the shop's sales and customer service performance takes over.The Success of Top-Performing Shops (00:32:16) Brian highlights shops that excel at converting calls, noting their high booking rates are due to focusing on phone skills.Knowing Your Key Performance Indicators (KPIs) (00:35:47) Stan stresses the importance of knowing front-of-house KPIs, like the percentage of new versus returning customers, to guide strategy.How to Contact Stan Stokes (00:39:50) Stan provides information on how listeners can get in touch with him and learn more about his company, GuestX.How To Get In TouchJoin The Auto Repair Marketing Mastermind Group on FacebookMeet The ProsFollow SMP on FacebookFollow SMP on InstagramGet The Ultimate Guide to Auto Repair Shop Marketing BookEmail Us Podcast Questions or Topics Lagniappe (Books, Links, Other Podcasts, etc)GuestXEpisode 159 - There's No Such Thing As A Price ShopperThanks to our Partner, AppFueledAppFueled at appfueled.com. “Are you ready to convert clients to members? AppFueled™ specializes in creating custom apps tailored specifically for auto repair businesses. Build your first app like a pro.”The Automotive Repair Podcast Network: https://automotiverepairpodcastnetwork.com/Download Our Free Mobile Podcast App: https://automotiverepairpodcastnetwork.com/app/Remarkable Results Radio Podcast with Carm Capriotto: Advancing the Aftermarket by Facilitating Wisdom Through Storytelling and Open Discussion. https://remarkableresults.biz/Automotive Field Theory with Matt Fanslow: From Diagnostics to Quantum Physics and Mental Health, Matt Fanslow is Lifting the Hood on Life. https://mattfanslow.captivate.fm/Business by the Numbers with Hunt Demarest: Understand the Numbers of Your Business with CPA Hunt Demarest. https://huntdemarest.captivate.fm/The Auto Repair Marketing Podcast with Kim and Brian Walker: Marketing Experts Brian & Kim Walker Work with Shop Owners to Take it to the Next Level. https://autorepairmarketing.captivate.fm/The Weekly Blitz with Chris Cotton: Weekly Inspiration with Business Coach Chris Cotton from AutoFix - Auto Shop Coaching. https://chriscotton.captivate.fm/Speak Up! Effective Communication with Craig O'Neill: Develop Interpersonal and Professional Communication Skills when Speaking to Audiences of Any Size. https://craigoneill.captivate.fm/

As “Married at First Sight” season 20 draws closer to decision day, the pressure on the seven couples is growing – and one has, blessedly, buckled underneath it. After Nick and Courteney wisely remove themselves from the experiment, we're left with six couples who, in Adam's parlance, are trying to just vibe and full send it, but are mostly cooked. Adam has imperceptibly tweaked his intensity level downward, while Marissa looks more dead behind the eyes in every scene. Mecca decides that a group dinner is the perfect time to announce that his first impression of Belléjolie was, “she's not pretty enough for me.” Caitlin is trying to lean into her feminine by introducing Devin to Taylor Swift. Nikki and Shawn put intimacy on the agenda… and hit their KPIs. Felipe realizes that commitment just means thinking Tori is hot in this moment. And though Cam has begun to waver at the idea of a relationship lasting longer than six months, he and Michelle are feeling sufficiently superior to the other couples to put themselves in charge of who should say “yes” on decision day.

We describe the moment every practice owner knows: you block CEO time to build better systems, then lose it to nonstop interruptions and tiny fires. We share how protecting leadership time, setting clear availability rules, and focusing on KPIs turns you from the bottleneck into the builder of a practice that runs without you. • why CEO time disappears faster than clinical time • protecting leadership time like production time • the difference between reacting all day and creating real growth • a simple closed-door boundary for uninterrupted work • what to do when CEO work feels uncomfortable • starting with KPIs, a problem list, and one-on-ones • spotting repeat questions and turning them into systems • training the team to make decisions without you You can book a strategy, call it dentalpracticeheroes.com/slash strategy. And if this episode resonated with you, I would really appreciate it if you left a review. Use the same marketing company as Dr. Etch!Get your free demo with Relevance Marketing by Clicking HereTake Control of Your Practice and Your LifeWe help dentists take more time off while making more money through systematization, team empowerment, and creating leadership teams.Ready to build a practice that works for you? Visit www.DentalPracticeHeroes.com to learn more.

When Phong Nguyen stepped into the CEO role at Modus—a technology platform processing over $2 Billion annually in driver reimbursements—he skipped the victory lap and did something his team was terrified to arrange: he got on a call with one of their biggest, angriest ex-customers.The client "ripped them a new one," exposing a hard reality: Modus had lost its innovation edge and treated them transactionally. But instead of getting defensive, Fong took a walk to cool down, gathered his leadership team, and used that uncomfortable call to recalibrate the company's "true north". Within 12 months, they won that customer back.In this episode of Lead The Team, host Ben Fanning sits down with Phong Nguyen to discuss:The Ex-Customer Playbook: Why calling lost accounts yields the rawest, most valuable strategic data.Customer Centricity vs. Customer Success: Why true customer focus is a business strategy, not a metrics-driven department.Leading Through Perspective: How growing up as a Vietnamese refugee shaped his long-term view on work ethic, discipline, and opportunity."Liked vs. Respected": The screaming match early in his career that forced him to develop his own philosophy on modern management.Uncovering Hidden Signals: Moving past surface-level KPIs to align with actual customer business outcomes.Resources & LinksGet Weekly Insights: Receive vital takeaways from every episode directly to your inbox at benfanning.com/insight.Rate & Review: Enjoying the show? Take 10 seconds to rate, follow, and drop a review on Spotify or Apple Podcasts to help more leaders discover the show.-----Connect with the Host, #1 bestselling author Ben FanningSpeaking and Training inquiresSubscribe to my Youtube channelLinkedInInstagramTwitter

You can be profitable and still run out of cash.In this supercut episode of Owned and Operated, featuring insights from several episodes, John Wilson breaks down the cash flow, sales, and KPI systems that helped him scale a home service business from $1M to roughly $40M in revenue.Learn why profit doesn't equal cash, how to improve average ticket by solving higher-value problems, and the five numbers every home service owner should track to find problems faster and scale with more control.━━━━━━━━━━━━━━In This Episode━━━━━━━━━━━━━━• Why profitable home service businesses still run out of cash• How to improve cash flow and get paid faster• The systems John would implement at $1M in revenue• How to increase average ticket with a value ladder• Why training and ride-alongs drive better sales performance• The 5 KPIs every home service owner should track• How to diagnose lead, booking, closing, and average ticket problems• Why “number of options” is a critical sales metric• How scorecards and daily KPIs create accountability━━━━━━━━━━━━━━Connect━━━━━━━━━━━━━━John Wilsonhttps://www.linkedin.com/in/johnbwilson1/Jack Carrhttps://x.com/thehvacjackOwned and Operatedhttps://www.ownedandoperated.com/━━━━━━━━━━━━━━Sponsors━━━━━━━━━━━━━━Service ScalersGet more high quality leads with marketing built for home service companies. Book a free strategy call with Service Scalers and see what's driving real jobs: https://os.servicescalers.com/go/oao_podcast/referral/podcastQuick StaffersHire trained HVAC and plumbing CSRs without the overhead of traditional hiring. Save $500 on your first placement with Quick Staffers: https://www.quickstaffers.com/Send Us Mail!More Ways To Connect with O&OJohn's Podcast YouTube ChannelOwned and Operated Newsletter Bonus Videos From JohnLeave a ReviewJohn Wilson, CEO of Wilson CompaniesJack Carr, CEO of Rapid HVAC

You can close the sale, deliver an incredible result, and still lose the client. Not because you failed them. Because you never made them feel at home after they said yes. The moment someone buys is the moment most businesses go quiet and that silence is costing you referrals, retention, and relationships you didn't even know you were losing. This is a private framework George has never shared publicly, the same one he uses with every client, every offer, every engagement. The Completion Compass is a four-phase customer journey framework built to create structured fulfillment and retention after the sale. Ignite, stabilize, stretch, anchor. George breaks down the purpose of each phase, how long each lasts, and the KPIs to measure whether it's working. What You'll Learn In This Episode: The four phases of the Completion Compass and what each one is designed to do Why most businesses accidentally start the relationship wrong and how to fix it The difference between ignite, stabilize, stretch, and anchor in your delivery KPIs to measure by phase so you always know where a client is stuck How micro and macro customer journeys work together in one looping system Why the anchor phase is not one-and-done and what it actually does for referrals Why it's never the content that loses the client, it's always the context Key Takeaways: ✔️The ignite phase (24–72 hrs) has one job: create safety. Clarity, safety, momentum. If they don't feel at home immediately, the rest of the journey is fighting an uphill battle. ✔️The stabilize phase (7–14 days) builds rhythm, nurtures confidence, and addresses doubt. If they're ghosting you after onboarding, check this phase first. ✔️The stretch phase (21–30 days) is where the real work happens. Deeper breakthroughs. Resistance comes up here. Your job is to support them through it, not panic. ✔️The anchor phase celebrates and locks in progress. You can't ask for a referral from someone who can't see how far they've come. ✔️After every milestone, the cycle resets: stabilize → stretch → anchor. Every single time. ✔️Time to first win and onboarding completion rate are the two most important KPIs in the ignite phase. ✔️If nobody's hitting milestones in the stretch phase, don't patch the stretch phase. Look at ignite and stabilize, that's almost always where the breakdown started. ✔️It's never the content of the offer that loses the client. It's always the context around it. Timestamps & Highlights: [00:00] — You can deliver great results and still lose the client. Here's why. [02:04] — The restaurant that ignored you: what onboarding actually feels like from the inside [05:30] — Introducing the Completion Compass: four phases, every client, every offer [07:00] — Phase 1: Ignite — creating clarity, safety, and momentum in the first 72 hours [11:00] — Phase 2: Stabilize — building rhythm, nurturing confidence, addressing doubt [15:00] — Phase 3: Stretch — deeper breakthroughs and working through resistance [19:00] — Phase 4: Anchor — celebrating milestones and locking in progress [22:00] — KPIs by phase: what to measure and what it's telling you [26:00] — The loop: how macro and micro customer journeys run together [28:30] — The homework: audit your customer journey through these four phases today Your Challenge This Week: Walk through your current offer or service and ask: does my customer journey have all four phases? Where does it break down? If you want George's help building this, email him, text him, or reach out at mindofgeorge.com. This is what he does every day. Follow George: @itsgeorgebryant Work with George: The Alliance — Community for entrepreneurs building world-class customer journeys.  1:1 Coaching — Limited spots. Apply at mindofgeorge.com/coaching-consulting/   Live Retreats — In-person experiences where the frameworks get built, not just taught.

In the second episode of our Big Shift series, Emma sits down with Phil Camarota, Chief Creative Officer at Flywheel, to explore how fragmentation shows up in a brand's creative experience.Phil explains why fragmentation is more than disconnected teams or KPIs. It can also break the brand story consumers experience across creators, retail media, ecommerce, stores, and the shelf. He breaks down why consistency does not mean repeating the same message everywhere, how physical and digital retail should play complementary roles, and why the store still matters as a place for reassurance, immersion, and relationship building.The conversation also covers creative commerce, AI's impact on real-time commerce, what Total Commerce means in practice, and why brands should take a closer look at how their integrated agency teams are actually collaborating.This episode builds on ideas from The Big Shift: From managing to mastering fragmentation. Read the full whitepaper for the complete story.

How many new patient appointment slots does your practice really need to hit its monthly goals? Dr. Killeen sits down with Ryan Gross to break down the numbers behind new patient scheduling, why a one-to-one ratio doesn't work, and how cancellations, limited hygiene availability, and emergency exams all impact your ability to grow. They discuss strategies like dedicated hygiene and emergency blocks, the 24 to 48 hour scheduling rule, ghost columns, and why every practice needs to find the scheduling formula that fits its unique setup.They also explore how your schedule can become the biggest bottleneck in your new patient funnel, referencing concepts from The Goal and explaining why practices may need 30, 40, or even 50 percent more available appointment blocks than their monthly target. A preview of Ryan's session at the Fall Dental CEO Bootcamp coming up in November is discussed, where he'll share practical ways to improve marketing, optimize KPIs, and use AI to drive practice growth one percent at a time. Visit https://www.addisonkilleen.com/events/ to learn more and sign up for the limited spots available for this event.

Hiring an office manager can add leadership and structure to a dental practice, but the title alone will not solve problems with communication, accountability, or culture. In this episode, Kirk Behrendt talks with Lorie Streeter, a longtime dental office management advocate and MaxAssist team member, about what practices need to have in place before adding an office manager. They discuss when the role becomes necessary, the leadership qualities to look for, how to define decision-making authority, why regular communication matters, and how dentists can protect strong managers from burnout. To better understand what makes the dentist-office manager relationship work, listen to Episode 1086 of The Best Practices Show!Main Takeaways:A practice should consider adding an office manager when greater leadership and coordination are needed between the clinical and front teams.A strong office manager needs leadership ability, business awareness, level-headedness, and the capacity to manage multiple areas of the practice.Longevity in a practice does not automatically qualify a team member to become the office manager.Dentists and office managers should have consistent business-focused meetings in addition to their daily patient and team communication.Dentists need to clearly define which decisions an office manager can make independently, which require discussion, and which remain the dentist's responsibility.Trust between the dentist and office manager should include appropriate oversight of KPIs, scheduling issues, unscheduled treatment, and other important business indicators.Office managers need support, communication, continued education, and clear boundaries to reduce the risk of burnout.Episode Chapters:00:00 What dental practices should know before hiring an office manager.01:37 Lorie Streeter's background in dental office management.05:19 AADOM and Office Manager Support07:00 Why an office manager will not automatically solve practice problems.11:20 Indicators that a practice may need an office manager.13:08 Leadership skills and responsibilities of an effective office manager.16:13 Office manager workload and the risk of burnout.19:07 Communication rhythms between dentists and office managers.21:52 Defining decision-making authority and responsibilities.24:23 Managing communication in multi-doctor practices.27:13 Balancing trust with appropriate oversight.31:00 Qualities to consider in a prospective office manager.31:04 Transitioning from clinical roles into practice administration.35:00 How MaxAssist supports practice teams and tracks team activity.38:00 Final guidance for dentists and office managers.Guest Bio:With nearly three decades in the dental industry, Lorie blends deep field experience with a passion for growth and connection. As a former dental office manager and past Vice President of The American Association of Dental Office Management (AADOM), she understands firsthand the challenges and opportunities practices face. Her focus at MaxAssist is to expand impact through relationship-driven strategy, smart technology, and a heart for office managers.Episode Resources:AADOM: https://learn.dentalmanagers.com/Dental Assistant to Practice Administrator course from AADOM: https://learn.dentalmanagers.com/products/dental-assistant-to-practice-administrator-da-to-pa-curriculumMaxAssist: https://maxassist.com/lorie/https://www.instagram.com/loriestreetermaxedout/linkedin.com/in/loriestreeterhttps://www.tiktok.com/@loriestreetermaxedoutMore Helpful Links for a Better Practice & a Better Life:Contact Gina to learn more about ACT: gina@actdental.comThe Best Practices Show: https://www.actdental.com/podcast/Smile Source Community Hub: https://www.actdental.com/community-hubUpcoming Events & Workshops: https://www.actdental.com/events/Smile Source: https://www.smilesource.com/Subscribe on Apple Podcasts: https://podcasts.apple.comSubscribe on Spotify: https://open.spotify.com

Growing faster doesn't have to mean becoming a settlement mill. The firms that scale successfully know exactly which numbers prove they're delivering better outcomes—not simply processing more cases. Thaddeus Wendt is the Founding Partner and CEO of Feller & Wendt, a multi-state personal injury firm with more than 120 years of combined experience and over $100 million recovered for clients. As the firm expands across Utah, Idaho, and Arizona, Thaddeus has built an operating model focused on speed, efficiency, and consistently achieving policy limit settlements without sacrificing client care. In this episode, Thaddeus explains the two KPIs his firm uses to measure quality, why reducing time on desk improves both client outcomes and firm cash flow, and how a radically different medical treatment strategy can accelerate case resolution while increasing settlement values.  You'll learn: What policy limit settlement rates reveal about the health of a personal injury law firm. Why reducing time on desk improves both client outcomes and contingency fee cash flow. When fast-track pain management outperforms the traditional treatment timeline. How in-house marketing teams and agency partners can work together to scale a PI firm. The operational metrics that help growing firms avoid becoming settlement mills. If you're ready to build a beast of your own, you can't rely on cookie-cutter campaigns. You need a team that knows the PI landscape inside and out. Head over to Rankings.io. Like what you hear? Hit Subscribe! We do this every week. If you want to keep learning from the best voices in PI, join us at PIMCON 2026. Buy your tickets now! Subscribe to our newsletter and get the freshest news every Monday: newsletter.rankings.io Get Social! Personal Injury Mastermind w/ Chris Dreyer powered by Rankings.io is on Instagram | YouTube | TikTok

The biggest decisions in your home service business usually don't feel big when you make them.In this episode of Owned and Operated, John Wilson and Jack Carr break down the $1 million decisions contractors make without realizing how much they can impact the business over time.They discuss hiring the right people, choosing technology that can scale, building a membership program, reinvesting profits, making smarter marketing bets, and why seemingly small decisions can shape the next decade of your business.━━━━━━━━━━━━━━In This Episode━━━━━━━━━━━━━━• Why small decisions can compound into million-dollar outcomes• How hiring the right people can change the trajectory of your business• Why your CRM, payroll, phones, and technology stack matter as you scale• How membership programs create long-term customer value• Why reinvesting profits can accelerate growth• Why John and Jack prioritize executors over “strategic” hires• The two areas they would focus on first at $5M: people and leads• How training, KPIs, and better data create a long-term advantage━━━━━━━━━━━━━━Connect━━━━━━━━━━━━━━John Wilsonhttps://www.linkedin.com/in/johnbwilson1/Jack Carrhttps://x.com/thehvacjackOwned and Operatedhttps://www.ownedandoperated.com/━━━━━━━━━━━━━━Sponsors━━━━━━━━━━━━━━AvocaSee how Avoca helps home service companies book more jobs with AI that handles calls, texts, follow ups, and dispatching without adding more chaos. Book a demo: https://www.avoca.ai/partners/oaoService ScalersGet more high quality leads with marketing built for home service companies. Book a free strategy call with Service Scalers and see what's driving real jobs: https://os.servicescalers.com/go/oao_podcast/referral/podcastSend Us Mail!More Ways To Connect with O&OJohn's Podcast YouTube ChannelOwned and Operated Newsletter Bonus Videos From JohnLeave a ReviewJohn Wilson, CEO of Wilson CompaniesJack Carr, CEO of Rapid HVAC

What if payroll wasn't your biggest expense, but your biggest profit driver? The most profitable business owners don't focus on keeping payroll costs under control, but they help every person on their team create more value. The difference in perspective about payroll is everything. If your team members don't know what success looks like and how they create value, solve problems, and make decisions, they become very expensive task-doers. If you develop leaders instead of simply managing employees, your team begins to solve problems before they reach you, improve the customer experience, eliminate costly mistakes, increase efficiency, and create more profit without adding more work to your plate. In this episode, Melissa Kay and Kaitlyn Beaver are sharing why the most profitable businesses have a leadership development strategy that dissolves payroll problems. Join us now to learn how your team can make your business stronger every single day.Profit by Design is a Tap the Potential production. Show Highlights:Supporting your team and driving profit for your businessYour team members' time is worth $10,000 an hour, too! (Do they know your vision, mission, and purpose?)Find where profit is leaking with your team and turn it into growth and opportunities.A personal example from Kaitlyn's career when she was looking for a chance to growCreating roles based on what your business needsTurning payroll into your profit driver requires alignment among your vision/mission/values, team members' roles, their key results, and KPIs.Helping your team members shine as they achieve (and exceed!) their key resultsIf you want to turn your payroll into your biggest profit driver, book a call with us today!Resources:If today's conversation made you realize your business may be relying too heavily on you, take the Better Business, Better Life Assessment. In about 10 minutes, you'll discover the biggest constraint holding your business back and learn where to focus next.

In this episode of the InsuranceAUM.com Podcast, host Stewart Foley, CFA sits down with Tom Milewski, Managing Director and Head of Portfolio Management at Deerpath Capital, to discuss why active portfolio management can be just as important as underwriting in private credit. Tom explains how managers can use monthly financials, borrower-specific KPIs, dashboards, and early warning triggers to identify developing risks, learn from portfolio trends, and make more informed investment decisions.   They also explore where outcomes begin to diverge between private credit managers, the difference between covenant-light, covenant-loose, and meaningful covenant structures, and why reacting early to signs of stress can help preserve value. Tom also shares what insurance investors should consider when evaluating a private credit manager's approach to portfolio oversight, including how managers apply lessons learned and adjust their strategies over the life of an investment.

On today's episode, Dr. Addison Killeen speaks during the Dental Success Summit 2026 about building a stress-free hygiene system that creates clarity, consistency, and less decision fatigue inside the practice. He breaks down the real stress many dentists are feeling right now, from staffing shortages to burnout, and explains why weak hygiene systems can spill over into the entire practice.  Dr. Killeen introduces a practical five-by-five method: five meetings over five weeks focused on clinical protocols, standardized verbiage, stronger handoffs, the right hygiene KPIs, and a functional block schedule. He also shares how better systems can help hygienists communicate more confidently, improve perio diagnosis and treatment acceptance, protect valuable appointment blocks, and give doctors more energy for the decisions that matter most. Be sure to check out the full episode from the Dentalpreneur Podcast! EPISODE RESOURCES https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast

Work With Me To Scale Your Business: https://go.scalingwithsystems.com/OmarMuhammed ———————————— Be On The Next Constraint Call: https://www.scalingwsystems.com/constraint-call-application ———————————— Watch Me Fix $1M+ Businesses Live: https://youtube.com/playlist?list=PLF-fSrHojCgG8V5-7AKVrKgcbtsd-BXti&si=kEOVnNFnLhhhDbYA ———————————— Join Our Team: https://www.scalingwithsystems.com/careers ———————————— In this episode of the Constraint Call, Ravi helps a founder of a $5M+ automotive content agency identify why he's still trapped in day-to-day operations and redesign the company around clear ownership, delegation, and CEO-level KPIs.

Following our eye-opening episode on Australian optometrists unionizing in response to growing corporate pressure, The 20/20 Podcast turns to the United Kingdom—and the warning signs are just as important. Dr. Harbir Sian sits down with Dr. Keyur Patel, an experienced UK optometrist who has worked across corporate, hospital and independent practice settings and also trained in the United States. Together, they examine how decades of undervaluing clinical services, increasing corporatization and a growing dependence on retail revenue have reshaped optometry in the UK. Keyur also shares his own experience of being dismissed from a refractive surgery company despite no concerns about his clinical ability—because he was not converting enough patients to laser surgery.The conversation then moves to one of the most consequential issues facing the profession: workforce oversupply. With more optometry schools opening and more graduates entering already saturated markets, compensation can be driven lower while individual optometrists lose negotiating power. Keyur and Harbir discuss reports of locum positions paying as little as £25 per hour and the uncomfortable economics behind it: when there are more optometrists competing for fewer desirable jobs, employers gain leverage, salaries decline, and clinicians may feel increasingly pressured to accept working conditions or business models they otherwise would not. Combined with low reimbursement for eye examinations and diagnostic services, that environment can push practices further toward KPIs, spectacle sales and other commercial metrics simply to remain profitable.For optometrists in Canada and the United States, the UK and Australia may offer a glimpse of what can happen when these changes are allowed to compound over decades. More schools, more graduates, lower professional compensation, weaker negotiating power, increasing corporate influence and the gradual erosion of clinical autonomy do not happen overnight—but they can fundamentally change a profession. At the same time, Keyur offers a powerful counterexample: his independent practice walked away from the low-fee NHS sight-test model and built a practice where patients willingly pay more because they value the quality of care, relationships and experience they receive. The message is clear: if optometrists do not actively protect the value of their clinical services and the independence of the profession, others will define that value for them.Love the show? Subscribe, rate, review & share! http://www.aboutmyeyes.com/podcast/

Cameron is joined by Rechelle Trejo, owner and founder of Auri Aesthetics, and they discuss the journey of building a thriving practice, the importance of recognizing personal strengths and weaknesses in business, and the strategies for enhancing patient consultations. Rechelle shares her experiences in training others and the significance of creating a supportive team environment to ensure business success. They emphasize the need for practice owners to understand their roles and prepare for future transitions while maintaining a focus on patient care and operational efficiency.Cameron and Rechelle talk about the importance of role playing in team training, the need to identify performance gaps, and the significance of letting go of ego in patient care. They explore the development of Rechelle's academy, which aims to train the next generation of aesthetic providers, and the importance of creating accessible training opportunities. They also touch on the necessity of experience in training and navigating the aesthetic industry landscape. Listen In!Thank you for listening to this episode of Medical Millionaire!Takeaways:The journey to success involves learning from failures.Training others can deepen your own understanding.Recognizing your strengths and weaknesses is crucial.Building a strong team is essential for growth.Consultation processes should focus on patient needs.Effective communication is key in patient interactions.Creating a supportive business culture enhances retention.It's important to prepare for future business transitions.Understanding KPIs helps in tracking business performance.Practice owners should focus on their unique skills. Role playing is essential for developing soft skills.Identifying gaps in team performance can lead to growth.Letting go of ego allows for better patient care.Building a strong team is crucial for business success.Training should focus on both technique and communication skills.Creating accessible training opportunities benefits the community.Experience is vital for effective training and mentorship.The brand's reputation is more important than individual providers.Investing in training is an investment in the future of the practice.Navigating the aesthetic industry requires understanding and expertise.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.

Farmers around the world are being asked to become more sustainable—but who pays for it, and how do we decide what "sustainable" actually means?In this episode of the AgCulture Podcast, Paul sits down with fellow dairy farmer and Nuffield Scholar Wilco Brouwer de Koning to explore what he's learned studying biodiversity across dairy systems around the world. From the Netherlands' intense regulatory environment to New Zealand, Japan, Brazil, Canada, and the United States, Wilco has discovered that sustainability priorities can look dramatically different depending on where you farm.The conversation digs into the tradeoffs between climate, biodiversity, water quality, food production, animal welfare, and farm profitability—and why improving one metric can sometimes make another worse. Wilco also explains how the Netherlands is using standardized farm data and KPIs to reward farmers through milk premiums and lower interest rates, offering a glimpse of what a market for biodiversity and sustainability could eventually look like globally.If farmers are going to be asked to produce more than food, Wilco argues they also need a system that recognizes—and rewards—the additional value they create.MEET THE GUESTWilco Brouwer de Koning is a third-generation dairy farmer from Heiloo in the western Netherlands, where he operates Farm Ter Coulster with his family. The farm milks approximately 180 cows across 125 hectares in one of the most densely populated areas of the country, creating a unique intersection between commercial dairy farming, nature, and the surrounding community.Wilco's approach to farming centers around three pillars: grazing, working alongside nature, and connecting agriculture with society. The farm includes 35 hectares dedicated to nature, while Wilco and his family actively engage their local community through direct sales, social media, farm events, and their well-known spring "dancing cows" celebration.Beyond the farm, Wilco is active with LTO Netherlands and represents dairy farmers within the International Dairy Federation. He has been particularly involved in developing Key Performance Indicators that can measure—and ultimately reward—farmers for improvements in biodiversity and sustainability.As a Nuffield Scholar, Wilco is traveling globally to study how different dairy industries measure and reward biodiversity. His goal is to help develop systems where farmers aren't only recognized for the milk they produce, but also for the environmental and societal value their farms provide.ABOUT THE PODCASTDiscover the world of agriculture with the "Ag Culture Podcast".This podcast will be a gateway for those passionate about agriculture to explore its global perspectives and innovative practices.Join Paul as he shares his experiences in the agricultural industry, his travels, and encounters with important figures around the world.Available on YouTube, Spotify, and Apple Podcasts.Subscribe at http://www.agculturepodcast.com and keep an eye out for future episodes, bringing insights and stories from the vibrant world of agriculture.

We've been taught that healing is something you power through. Overcome the fear. Crush the goal. Cut the cord and move on. Danielle LaPorte says that's exactly why so many high-achieving women are still stuck in the same loops they swore they'd released; they were given the wrong instructions. In this episode, Dr. Stephanie (a self-described mechanist who wanted KPIs for her soul) gets Danielle to make "spiritual fitness" as concrete as a training program: a framework, metrics, and skills you can actually practice. They get into why cutting cords usually leaves you more hooked, not less; the fear of rejection quietly driving the woman who never misses a workout; the difference between ego goals (no party, no rest, onto the next thing) and heart-centered goals; and why the answer to a hard emotion is to bless it, not banish it.

Micromanagement does not just waste time. It wastes money. In this episode of The Level Up Podcast, Paul Alex breaks down the hidden financial cost of constantly stepping into work you already hired someone else to handle. When you pay an executive to own a responsibility and then redo their work yourself, the company is paying twice for the same outcome. Your time as the founder should be spent on the decisions and opportunities only you can handle. In this episode, you'll learn: • Why constantly redoing your team's work destroys profitability• How micromanagement pushes elite operators out of the company• Why clear KPIs create accountability without constant supervision• How effective delegation turns payroll into leverage instead of overhead The truth is simple: You hired talented people for a reason. Set the expectations. Define the metrics. Review the results. Then get out of their way. When you stop controlling every detail, your team gains ownership, your time becomes more valuable, and the business becomes far more scalable. Delegate the work. Protect the margin. Lead from the top. Your Network is your NETWORTH! Make sure to add me on all SOCIAL MEDIA PLATFORMS: Instagram: https://jo.my/paulalex2024Facebook: https://jo.my/fbpaulalex2024YouTube: https://www.youtube.com/channel/UCGhDAD1JyGGzSQUPD9lc9HQLinkedIn: https://jo.my/inpaulalex2024 Looking for a secondary source of income or want to become an entrepreneur? Check out one of my companies below to see if we can help you: www.CashSwipe.com FREE Copy of my book “Blue to Digital Gold - The New American Dream”www.officialPaulAlex.com Learn more about your ad choices. Visit megaphone.fm/adchoices

I believe one of the biggest challenges in the aesthetics industry isn't clinical skill, it's business education. In this episode of Business on Top, I'm sharing why so many talented providers struggle with leadership, finances, hiring, and scaling their practices, despite being exceptional at what they do. If you've ever felt confident in the treatment room but uncertain reading your financials, leading a team, or making strategic business decisions, this conversation is for you. I dive into why this gap exists, how it keeps high-achieving founders stuck, and why mastering your craft isn't enough to build a sustainable, profitable business. I also share why I created Aesthetic Business School, a six-week accelerator designed to give aesthetic founders the practical business education they never received in school. We'll talk about leadership, financial literacy, hiring, KPIs, operations, and the mindset shift required to step into the role of CEO. My goal is to help you stop relying on talent alone and start building a business that creates freedom, impact, and long-term success. If you're ready to think like a business owner, not just a provider, this episode is for you. Resources → Watch this episode on YouTube → Learn more about Aesthetic Business School → Subscribe to our weekly newsletter, The Blueprint → Learn more & book a call with our team to learn if the POP Leadership Academy is right for you! → Follow Kaeli on Instagram: @kaeli.lindholm