Podcasts about Lane Community College

This week on Herbal Radio, we sit down for an educational and thought-provoking conversation with our long-time friend and local Oregonian partner, Erik Burke. Erik is the Eugene Director of Friends of Trees, and has been a passionate advocate for trees his whole life.

In this episode in honor of Mother's Day, we revisit some clips from past All In podcast student guests who are moms. The host Marc Goldberg also interviews his own mom, Nancy Yelenik Goldberg, who describes her experience as a returning, parenting student at the local community college in the 1970's taking classes in the emerging field of computer science. She elaborates on the trailblazing career she had as as a programmer and eventual executive leader in the technology field and talks about the civic engagment she is involved in these days.  The first All In clip is from an early season one episode of the podcast during the pandemic with Nellisha Moore, a student from Chemeketa Community College. The next one is from a conversation with Cristina Cruz, an early childhood education career pathways student from Lane Community College. Following that are highlights from an interview with Shalease Williams from Portland Community College in season one. The  next clip is from Emily Geise, a graduate of Klamath Community College and employee of Cascade Comprehensive Care. Lastly, there are highlights from an interview with Lynne Hamblin, a student at Rogue Communtiy College. Each of these All In moms share different thoughts about the intersections between their community college experiences and their own children and families. The All In: Student Pathways Forward podcast is a part of Oregon's participation in the National Skills Coalition SkillSPAN network and supported by the Lumina Foundation.

In this episode host Marc Goldberg interviews Lane Community College Culinary Commercial Cooking Certificate program graduate Barbara Graham-Adams, college president Dr. Stephanie Bulger and CEO and President of NACCE, the National Association for Community College Entrepreneurship, Dr. Rebecca Corbin. Barbara talks about her experience as a returning student who enrolled in a culinary career pathways program to enhance her skills for her existing food cart business, Irie Jamaican Kitchen, which has now led to new opportunities through the college. She offers helpful insights to college faculty and staff on additional ways to meet the needs of parenting students and gives great advice to other community college students. Dr. Bulger shares her reflections from Barbara's interview and touches on different programs and supports the College provides for small and emerging businesses through the Small Business Development Center, entrepreneurial academic programs and even through the College's procurement process. Dr. Corbin describes how NACCE supports colleges across the country in developing an entrepreneurial mindset with students and through college programs and touches on the power of this national network to learn together, co-create and take innovative action. The All In: Student Pathways Forward podcast is a part of Oregon's participation in the National Skills Coalition SkillSPAN network and supported by the Lumina Foundation.

The American Library Association’s “I Love My Librarian Award”  recognizes public, school, college and university librarians for their “exceptional” accomplishments and “outstanding public service.” Only 10 librarians across the country receive the award, and this year, one of the recipients is from Oregon. Claire Dannenbaum is a reference and instruction librarian at Lane Community College. We talk with her about the joys – and challenges – of her work.

Navigating the Tracks of Coaching and Equipment with Dan West Join host Mike Cunningham on the Connections Podcast as he engages in a rich dialogue with Dan West of Lane Community College and OnTrack and Field. Dan, with his multifaceted roles and passions in track and field, shares his journey, intertwining coaching and providing quality track and field equipment. He reflects, "I wish I'd had a Dan West coaching me... but it's what taught me how to be a coach." This episode is not just a journey through Dan's career but also a deep dive into the evolution of coaching and the pivotal role of appropriate equipment in track and field. Whether you're a coach, an athlete, or an enthusiast, Dan's insights provide a comprehensive look into the behind-the-scenes of track and field, offering valuable takeaways for all. Tune in and connect with the stories that shape the track and field world, only on the Connections Podcast. Check us out on YouTube, Twitter, GillAthletics.com, and more. Connect with host Mike Cunningham on Twitter (@MikeCunningham), email (mcunningham@gillathletics.com) or by text (217-898-3038).

It was an honor to have KP Khalsa on The Herbalist Hour. KP was my very first herb teacher. I took one of his lecture series at Lane Community College way back in the day.  He's from my hometown of Eugene, OR, so it was a blessing to have such an experienced herbalist in our community.  You can learn more about KP and his work at InternationalIntegrative.com. I really enjoyed getting to know KP in this conversation. I hope you enjoy it as well!  There's even a guest video question from our mutual pal, Rosalee de la Forêt. Thanks to KP for joinin' me, and thanks to you for listening! Until the next episode, ~Mason

Welcome to Season 8 of OEA Grow, an educator-led podcast, by members and for members. This season we are focusing on connection and collaboration between educators, students, families and guardians, and the community that supports public education. We are all in this together, and our host Beth Aydelott, will facilitate conversations to help us grow into that mindset. Beth is an instructor at Lane Community College and longtime OEA member. Her passion for connecting to her community college students will resonate in the conversations with others. Guests will reflect a variety of levels and roles within our public education system. There will be many things to learn as we take a deep dive into connection. Listen in to grow!    Resources:  Additional Professional Learning Opportunities Eye on Equity Interested in Hosting or Being a Guest on OEA Grow? OEA Grow is a member of the Labor Radio Podcast Network.

Workforce development initiatives can be difficult to arrange for communities in remote parts of Oregon. It can be expensive to hire outside providers for job training or career exploration opportunities, and time-consuming to send employees to outside training. One way to bridge the gap could be virtual reality headsets. Equipped with training simulations for industries like manufacturing, skilled trades and hospitality and tourism, the portable headsets could provide hands-on opportunities to more people at a lower cost over time.Patti Hyatt is the school to careers counselor for the Pendleton Chamber of Commerce and Justin Chin is the dean of workforce development at Lane Community College. They join us to talk about how they're using VR to bring career opportunities to rural areas near them.

“Their success is my success” states Beth Aydelott, popular writing and literature instructor at Lane Community College. Kayla talks with Beth this week about engaging and encouraging community college students. For Beth, this process starts before the semester begins when she sends a welcome email with access to the syllabus, readings, and the assignment list. Beth thinks this helps them feel a bit more secure before the first day of class. Beth and Kayla talk about many other strategies, most of which have relationship building at their core. Some of the strategies Beth explains include creating an informative yet concise syllabus, using a variety of formats for materials and communications in the learning management system, giving students choice, eliminating costly textbooks, and being available to students in-person, online, and over the phone. Students also feel supported by receiving prompt and thorough feedback on assignments. In addition to building relationships with her students by sharing information about herself and expressing authentic interest in her students' lives, Beth helps to build community between students. Because community college students vary greatly in age and life experience, they have a lot to learn from each other. Finally, Kayla and Beth discuss the importance of building confidence in K-12 students as a way of nurturing their success in college.    Resources: How and Why to Humanize Your Online Class - An infographic by Michelle Pacansky-Brock How to Check in with Students - University of Oregon Garrison's Three Types of Presence - Pierce College Library Resources as Course Materials - Open Oregon Educational Resources Open Educational Resources information page - Lane Community College

Charli sat down this week to talk with Brenda Cervantes. Brenda graduated from the Water Conservation program in 2013. She also received her GIS pathway certificate from Lane Community College. She worked at a local watershed council for a couple of years while in school. Then for City of Florence Public Works as a GIS technician. But she still wanted to make a bigger difference in the Water World. So now she is back at Lane Community College as a Project Manager adding to education on a couple of fronts. She is supporting the grant funded Energy Program Building Controls as well as the Water Conservation program. And recently began teaching the BOC water conservation class. She sees the opportunities for energy and water to work together!!Interview @ 5:20You can reach Brenda on LinkedInKeep up with events, there are so many coming up and we can't wait to see you!#EmpoweringWomen2022It's time to register!The Early Bird Registration is Open. Sponsorships still available. Sometimes when you are bringing a larger group - this is the best way to go and you get great exposure as leaders in the industry.Reliable Plant sessions can be found here Empowering Industry Podcast with Charli MatthewsSpeaker: Charli Matthews - CEO, Empowering BrandsDate & Time: July 26, 10:00 am - 10:50 am“Building and Sustaining a Strong Reliability Culture”Panel Moderated by Charli Matthews - CEO, Empowering BrandsDate & Time: July 26, 1:30 pm Panelists:Megan Johnson: Plant Manager, Blue BuffaloGarrett Bapp: Sr. Technical Services Advisor, Petro-CanadaNathan Wright: President, Transformational Performance SolutionsEmpowering Women in IndustrySpeaker: Charli Matthews - CEO, Empowering BrandsDate & Time: July 27, 11:00 am - 11:50 amFind us @EmpoweringPumps on Facebook, LinkedIn,  Instagram and Twitter and using the hashtag #EmpoweringIndustryPodcast or via email podcast@empoweringpumps.com

Mariela is the Program Coordinator from Escudo Latino. They provide bi-lingual resources to the community at large from the local government, school district and other community partners. She has been here in the Oregon since the age of one. She is the oldest of 8 children. Her parents brought her here from Mexico. She is a graduate of Springfield High School and Lane Community College. This is her story. --- Send in a voice message: https://anchor.fm/mark-molina4/message Support this podcast: https://anchor.fm/mark-molina4/support

This week we're excited to have Greg Sheley join Sam and myself for a conversation about success at the junior college level, the one thing he wishes he would could go back and tell his younger self about hiring a staff, and how to prepare for the big games. In his 30 year career, his teams have won 5 NWACC championships and he's accumulated over 700 wins. We can't wait to have you learn from his experiences in this episode.

This week, we discover just how well-versed Delma is in the nuances of Indigenous nations. Shadiin ponders the toll of white supremacy on BIPOC health over the long haul. They both discuss the importance of rest in the face of ongoing social turmoil, oppression, and upheaval. The DIJ hosts welcome Lori Tapahonso (Diné/Acoma Pueblo). Lori is a public relations specialist, a teacher, a consultant, a storyteller, a jeweler, and an actor. Lori discusses her role as the Native American Program Coordinator at Lane Community College where she manages the development and implementation of programming specifically geared towards Native students at Lane. Lori describes her strong tribal college background having worked at Haskell, SIPI (Southwestern Indian Polytechnic Institute) and six campuses of Diné College. The three also discuss the role of media representation and what it means to see yourself represented on screen for better and for worse.

This special edition of the All In: Student Pathway Forward podcast is focused on federal policy with a featured guest who is one of the strongest legislative champions in Congress for community colleges and workforce development, Congresswoman Suzanne Bonamici, serving Oregon's 1st congressional district. Congresswoman Bonamici discusses how her federal policy work supporting community college students and workers has been shaped by her own community college student experience at Lane Community College. The Congresswoman talks about her leadership on current legislation that addresses the unmet financial need of community college students and emphasizes the different paths a student or worker can take to thrive including community college and workforce development programs but also registered apprenticeships.  Katie Spiker, the Managing Director of Government Affairs at the National Skills Coalition, provides a valuable update from the Hill on the historic passage of the infrastructure bill and describes the status of the Build Back Better Act. She offers a helpful summary of what funding can assist higher education students, workers, apprentices and small and medium sized businesses in these two key pieces of legislation. Katie also shares how important it is for community college students, faculty, staff and champions to continue to advocate for legislation towards an inclusive economic recovery. The interviews with Congresswoman Bonamici and Katie Spiker were recorded prior to the House of Representatives passing the Build Back Better Act on Friday, November 19. 

Every job seeker knows the importance of networking. However, just talking to a lot of random people isn't the way to find your dream job. What you need is a strategy for intentional networking. Find Your Dream Job guest Justin Chin says that begins with reaching out to past colleagues and their personal connections. Justin recommends building a team of people who will ask you hard questions and challenge your assumptions. That team of folks can also provide you with warm introductions to the people you need to meet in order to get the position you want. About Our Guest: Justin Chin (https://www.linkedin.com/in/juschin/) is the director of high school connections at Lane Community College (https://www.linkedin.com/school/lane-community-college/). Justin is a leader in education and career and workforce development.  Resources in This Episode: Justin would love to connect with our listeners. Find him on LinkedIn at www.linkedin.com/in/juschin/. From our Sponsor: Find Your Dream Job is brought to you by TopResume (http://macslist.org/topresume). Top Resume has helped more than 400,000 professionals land more interviews and get hired faster. Get a free review of your resume today from one of Top Resume's expert writers. (http://macslist.org/topresume)  

Fresh off the first year in her pursuit of a Doctorate in Physical Therapy, former D1 soccer athlete Emily Walker joins me for this week's Keoni Chats. I met Emily during her playing days at Lane Community College and immediately got the impression that she is a fierce competitor. Emily comes from a military family, for which he brought a ferocious and intense mentality to the field and to the classroom. That same upbringing made it hard for her to accept help but when it came to her medical retirement from sports, she worked to overcome that hurdle. Follow her on these platforms: https://bit.ly/3j6gQNk; https://bit.ly/3D5XzUk;

https://www.youtube.com/watch?v=XdNT2JDRZiY Scott Brown, Cardinal Plaza Shell, Springfield, VA. The second-generation owner of Cardinal Plaza Shell, a 2,700 square feet, 5 bay independent repair shop and LEVEL 5 Solutions, an automotive technology company. Celebrated 50 years in business during 2019. Scott is a Member & Past President of Virginia Automotive Association, Member of Car Care Professional Network through the ACA. and founding partner of the Blue Ocean Buying Group for independent repair shops Craig Noel, Owner of 4 location Sun Automotive Springfield, OR. Craig graduated from Lane Community College in 1987 with a Bachelor of Science in Automotive Repair and quickly went to work. He worked for Ford as a Senior Master Technician and then working my way up through the ranks as Team Lead, Service Advisor, Assistant Service Manager. He has also built ground up Street Rods/Show Cars for over 30 years as a hobby. He was “headhunted” by the original owner of Sun Automotive in 2011 and became GM at that time. As of January 1st 2017, he is the proud owner of Sun Automotive. Listen to Craig's previous episodes https://remarkableresults.biz/?s=%22craig+noel%22 (HERE). Key Talking Points General Manager- “mini-me” and coaching process to get into COO role COO- confident trusting all aspects of the business including financial decisions Doesn't depend on locations, but more so on employee count and how much business, you're doing. You need someone to compliment you as an owner and it will be different with every business. They are “decision filters.” CEO/COO- training for both roles. Separated roles (guard rails) moving in the same direction. Learning about yourself, the business, and the relationship with roles  Attention to detail- helps with training advisors, inventory, processes etc CEO- stay in the future, manage team, set the vision/strategy, allocate resources  COO- stays in the now, managing own team, execute the vision, leads change “Make your presence present when you're not present.”- what would the CEO do? Make moral decisions, let go as an owner so they learn. Equal relationship- both doing equally important things in business Communication- both ways up and down especially in beginning, changing the habit of employees, they need to communicate with GM/COO. Consider taking a survey in your business on communication. Cheerlead them so they cheerlead others even when things are smooth. Bigger the position, the bigger the target for negatives. Keep supporting. “How am I doing? What's next?”- questions GM/COO will be asking. 70% mental positive deposits (emotional bank account), 30% withdrawals giving direction and guidance   Finding GM/COO- hardest job to fill, almost like entering a marriage. Hiring from outside can be difficult to fill the position. Internal candidates- task them certain things, what is their ability to think ahead multiple steps? A special thanks to Scott Brown and Craig Noel for their contribution to the aftermarket. Books Page https://my.captivate.fm/books/ (HERE) Listen to all https://remarkableresults.biz/remarkable-results-radio-podcast/ (Remarkable Results Radio), https://remarkableresults.biz/for-the-record/ (For The Record) and https://remarkableresults.biz/town-hall-academy/ (Town Hall Academy) episodes. http://on.fb.me/1OKap9H (Facebook   )http://bit.ly/1Qn68fO (Twitter  )http://bit.ly/1SVqRvh (LinkedIn   )https://www.instagram.com/remarkableresultsradiopodcast/ (Instagram)https://www.youtube.com/channel/UCX1YwTr7M2qRHPB2F7atB8g (  Youtube   )https://www.instagram.com/remarkableresultsradiopodcast/ (Email  ) https://remarkableresults.biz/listen/ (Mobile Listening APP's HERE) https://remarkableresults.biz/insider/ (Join the Ecosystem – Subscribe to the INSIDER NEWSLETTER HERE.) https://www.buymeacoffee.com/carm (Buy Carm a Cup of Coffee ) This episode is brought to...

Craig Noel, Owner of 4 location Sun Automotive Springfield, OR. Craig graduated from Lane Community College in 1987 with a Bachelor of Science in Automotive Repair and quickly went to work. He worked for Ford as a Senior Master Technician and then working my way up through the ranks as Team Lead, Service Advisor, Assistant Service Manager. He has also built ground up Street Rods/Show Cars for over 30 years as a hobby. He was “headhunted” by the original owner of Sun Automotive in 2011 and became GM at that time. As of January 1st 2017, he is the proud owner of Sun Automotive. Listen to Craig's previous episodes https://remarkableresults.biz/?s=%22craig+noel%22 (HERE). Key Talking Points Training- slow things down instead of hurrying and overpromising and underdelivering. Service advisers need to be trained to understand and layout how the repair process looks for the customer along the way to both educate them in the moment and to set the expectation of what to expect in the future. “Don't promise what you don't know.” Repair order audits- it needs to be clear and easy to understand that the spouse at home will know what's going on and the competitor be impressed. “Paint a good picture.” Technicians need to sell the job to the advisor that can be resold to the customer.    Education- vehicles now are 4 times more complex than the Apollo rocket. Being a rocket scientist 40 years ago was a recognized and respected career path. We are now automotive engineers and it should be plan A instead of plan B. Capture PTA/School boards and get in front of students and parents.  Culture- teaming together employees that have passion for people and the industry. Paid training during business hours. Respecting their family time.  Community- being involved and present. Always have a finger on the pulse of the community and get involved when you can.    Advice- don't get lost in the white noise when promoting who you are, pierce the white noise with a sincerity arrow.  Retention- both for employees and customers. Create an environment neither want to leave. Thanks to Craig Noel for his contribution to the aftermarket's premier podcast. Link to the ‘BOOKS‘ page, highlighting all books discussed in the podcast library https://remarkableresults.biz/books/ (HERE). Leaders are readers. Listen for free on Apple Podcasts, Google Podcasts, Spreaker, iHeart Radio, Spotify, Podchaser, and many more. https://remarkableresults.biz/app (Mobile Listening APP's HERE) Find every podcast episode https://remarkableresults.biz/episodes/ (HERE). Every episode is segmented by Series https://remarkableresults.biz/series/ (HERE). Key Word Search https://remarkableresults.biz/tag-cloud/ (HERE). Be socially involved and in touch with the show: http://on.fb.me/1OKap9H (Facebook   )http://bit.ly/1Qn68fO (Twitter  )http://bit.ly/1SVqRvh (LinkedIn   )https://www.instagram.com/remarkableresultsradiopodcast/ (Instagram)https://www.youtube.com/channel/UCX1YwTr7M2qRHPB2F7atB8g (  Youtube   )https://www.instagram.com/remarkableresultsradiopodcast/ (Email  ) https://remarkableresults.biz/insider/ (Join the Ecosystem - Subscribe to the INSIDER NEWSLETTER HERE.) https://www.buymeacoffee.com/carm (Buy me a coffee) As a member of the NAPA family, AutoCare Center owners can take advantage of the NAPA National Health Program from the NAPA Insurance Center. This “NAPA only” program gives you and your employees access to national “large group” rates on medical insurance with premiums discounted up to 30 percent. These rates are based on the collective purchasing potential of 22,500 NAPA locations including both NAPA AUTO PARTS stores and NAPA AutoCare Centers. The NAPA Insurance Center can help you with a variety of other insurance benefits too. For more information about The NAPA National Health Benefits program as well as all of the insurance benefits available to your AutoCare...

This episode features Lane Community College (LCC) student Maria Cristina Cruz, who is enrolled in an innovative Early Childhood Education program that integrates Career Technical Education coursework with foundational skills leading to a college credential. Cristina is a parenting student who has found employment in her field of study while still in school and has accessed different resources at LCC to make it all work. Lane Community College President Dr. Margaret Hamilton shares her enthusiasm and commitment to the statewide Pathways to Opportunity framework as a racial equity strategy and discusses the importance of the Navigator role to help students maximize benefits to complete college.Judy Mortrude, Senior Technical Advisor at National College Transitions Network/World Education, Inc, talks about the importance of adult integrated education and training career pathways programs, like the PASS Lane Early Childhood Education program at LCC, and how these efforts are part of the federal Workforce Innovation and Opportunity Act (WIOA) of 2014 and fit in with broad college-wide Guided Pathways initiatives.

Holli stopped by the podcast today to share her journey in preparation to this "Call to Duty" that is upon her to run for this publicly elected position. This is her story. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/mark-molina4/message Support this podcast: https://anchor.fm/mark-molina4/support

This is the fifth in a series of episodes dedicated to the fundamentals of community college governance. In this series, Jaci King, co-editor of the recently released Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, interviews chapter authors about how to govern. In this episode, Ken Burke and Dr. Mary Spilde discuss the relationship between a board and CEO. Ken serves as the Clerk of the Circuit Court and Comptroller for Pinellas County, Florida. Burke has served on the Board of Trustees of St. Petersburg College, and was also elected to the Association of Community College Trustees (ACCT) Board of Directors in 2001. In 2005-07 he served as Chair of the Association. Dr. Mary Spilde served as president of Lane Community College for 16 years. She was named President Emerita upon her retirement from the college in June, 2017. She is a nationally respected authority on community colleges, workforce development, leadership and sustainability. Dr. Spilde has 37 years of experience in higher education. To purchase Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, visit the ACCT Bookstore online. Additionally, please feel free to get in touch if you have ideas for future episodes. Thanks for listening, we’ll see you next week.

Cristian stopped by the podcast today to share his story. He migrated here from Mexico with his family at the age of 5. He became a resident at 14. This last week he became a US Citizen! He is a graduate of Lane Community College, Univerity of Oregon and Willamette University! He is an employee of Portland General Electricl. This is his story. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/mark-molina4/message Support this podcast: https://anchor.fm/mark-molina4/support

Margaret stopped by the podcast today to share her leadership story. She has her Bachelor's, Master's and PhD. She is also are an RN! She share her amazing leadership journey from her first assignment to the ICU, to a Community Nurse in the most violent city in America at that time, Camden, NJ. She discussed the mentors along the way who introduced her to teaching. She expressed how many individuals invested in her development through the process of mentoring as she ascended to Deanship's and Vice Presidency's of college's and universities. She shared how she developed her clarity of vision and purpose in serving at the local community college level. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/mark-molina4/message Support this podcast: https://anchor.fm/mark-molina4/support

https://youtu.be/CY5NhAqzOx0 Greg Skolnik is the owner of Motor Works, Inc. in Rockville, MD.  He is certified as a Master Automobile Technician and holds the prestigious L-1 advanced engine performance and emission analysis certification. Greg also received his (AMAM) degree from the Automotive Management Institute. Greg has a four day work week and has been doing pre-scheduling for years. He is also a part-time coach for Elite World Wide. Listen to Greg's previous episodes https://remarkableresults.biz/?s=%22Greg+Skolnik%22 (HERE). Bill Thompson is the President of IMR Inc. Founded in 1975, IMR conducts syndicated and proprietary market research studies that focus on the automotive industry including the automotive aftermarket, heavy-duty, and fleet segments. Since Bill joined IMR in 2003, the company has expanded its research portfolio and service offerings to provide a wide range of strategic and tactical solutions that provide insight into your most pressing questions. With a focus on industry trends, consumer and repair shop purchasing behavior, channel trends, and many other important metrics, IMR’s research provides insight into your market that can bring you closer to your customers, distribution channels, and market opportunities. Listen to Bill’s previous episodes https://remarkableresults.biz/?s=%22bill+thompson%22 (HERE.) Craig Noel, Owner of 4 location Sun Automotive Springfield, OR. Craig graduated from Lane Community College in 1987 with a Bachelor of Science in Automotive Repair and quickly went to work. He worked for Ford as a Senior Master Technician and then working my way up through the ranks as Team Lead, Service Advisor, Assistant Service Manager. He has also built ground up Street Rods/Show Cars for over 30 years as a hobby. He was “headhunted” by the original owner of Sun Automotive in 2011 and became GM at that time. As of January 1st 2017, he is the proud owner of Sun Automotive. Craig was also on the Academy discussion on https://remarkableresults.biz/a020/ (250K Maintenance Program.) Key Talking Points IMR Charts How worried are you about being exposed to Covid-19 by taking your car to a repair shop? If a vehicle in your household needed repair today would you research reviews for vehicle repair shops? If a vehicle in your household needed repair today would you choose a repair shop that offers a ‘Touchless’ customer experience? If a vehicle in your household needed repair today would you take advantage of a financing option for a major repair? If a vehicle in your household needed repair today would you accept an appointment in the future for your vehicle’s next scheduled maintenance?  Schedule in advance like you do the dentistPencil them in on a certain date Follow up a week or two prior to confirm Sell it as ‘you want to make sure the right technician is here to accommodate the repairs or maintenance needed for this appointment’ Get the customers conditioned to this process  What if the customer says noWhy be penny wise pound foolish with your car Explain to them why it’s important Extend the life of the car/investment Scheduling ahead is a piece of mind for the customer How do we go about doing this?What are the processes in place here? Create a ‘canned jobs’ services sheets Create a series of processes by your front office We are in the relationship business At the beginning, you might get some pushback, but eventually, your customers will ask you about scheduling the next appointment Offer a credit for pre-scheduling appointments  Phone rings and service advisor needs to spend 10 minutes booking an appointment vs the pre-scheduling appointmentsProactive internal and external communication Imagine the freed-up time you get with clients Move from a reactive shop to an action focus Move the process forward Offer a limited loaner car and you want them to be able to get one Final ThoughtsBill...

Was Shakespeare anti-semitic? In this bonus episode, Tim chats about this question with special guest Judith "Sparky" Roberts. Sparky comes from a Jewish background and was a theatre teacher at the University of Oregon and Lane Community College. Her graduate study, at Brandeis University, was under the great American Shakespearean actor, Morris Carnovksy. See acast.com/privacy for privacy and opt-out information.

Greg Evans is an educator at Lane Community College in Eugene, OR. He has dedicate his life to social change. Evans has created a program that seeks to give the young people in the minority community a sense of purpose and belonging. Take a listen and see if your community has anything similar. If not maybe it's time to create one.#ritesofpassage #community #communityservice #Gregevans #LaneCC

Episode 10! Very excited to have a conversation with Trevor Casanova! He is currently a catcher in the Minnesota Twins Organization. Coming from a tough spot in his life, Trevor stopped playing baseball as a whole his freshman year in college and decided to work a "Nine to Five" job at a furniture store. With motivation and determination, in 2017, he enrolled at Lane Community College in Eugene, Oregon. Trevor was then drafted by the Seattle Mariners that same year but instead chose to enroll at Cal State Northridge for a specific reason. In 2018, he put up BIG numbers and again was drafted but by the Minnesota Twins and decided to sign. Curious to know why someone would go back to school after being drafted? Take a listen! . Trevor's social media handles. Instagram: @t_casanova33 Twitter: @TrevorCasanova   Make sure to subscribe and share! Patreon.com/Loadedbasespodcast Instagram: @loadedbasespodcast Twitter: @Mason_LBP Website: LoadedBasesPodcast.com

Chloe and I met in 2014 and took a one-time tinder date into a life-long friendship. Our educational paths are also similar as we both attended Lane Community College then transferred to the University of Oregon at the same time. While graduating from the UO's School of Journalism and Communication as their 100th graduating class is special, sharing that day with her made it even better. While it took me some time to get a job pertaining to my degree she was able to jump in right out of the gate. She is currently working with Facebook as a Community Manager.#kcmedia #keonichats #chloeshaugnessey #facebook #uo #uosojc #connection #marketing #sf #pnw #friendship

Treylon Day joins the podcast as a (remote) interview guest. Day is an Event Planner, Promoter, Talent Scout, Entertainment Coordinator, and the owner and founder of DayInTheLife Entertainment. DayInTheLife Entertainment is an independent business that helps support and promote the talent of an individual's artistry. Day is also the President of the Black Student Union and Library Student Ambassador at Lane Community College. FB: facebook.com/ItsAWonderfulDayInTheLife/ IG: @TreyDay97 Hosted by Patty Rose To support the podcast with a one time or monthly donation go to strpod.com/sponsors Ending Track “Dear Best Friend” By ChoSin soundcloud.com/chosin-dawn/dear-best-friend Sponsored by Oregon Cash Flow Pro Oregoncashflowpro.com To listen to all previous episodes, buy merch, and more go to strpod.com --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Rosie Pryor Board Chair and Marge Schott Dean of Lane Community College join the podcast to discuss the new bond measure that is on the November Ballot to increase support for the operational needs of the College that serves the County as a whole. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/mark-molina4/message Support this podcast: https://anchor.fm/mark-molina4/support

In this episode (Recorded Feb 24 2020), Adam chats with Jefferson Goolsby. A Pacific Northwest intermedia artist and faculty in the Media Arts (https://www.lanecc.edu/mediaarts) program at Lane Community College (https://www.lanecc.edu/) . His creative work integrates video (multi-channel, screen-based, expanded cinema, and live cinema); interactive systems; sound design; installation; performance; and image making. Jeff often works with his award winning music composer wife, Dr. Mei-Ling Lee.  Find out about the children stories they are working on. One is called, “The Ocean Thief.” A beautiful tale about the ocean taking stories. Somewhat performance art and hopefully coming to a book store near you. You may also get some insight on what it’s like to work with your partner. Good and bad.  PLEASE NOTE: This episode contains explicit content about spending time with other people experiencing ART in REAL LIFE. It was recorded pre-pandemic so listen at your own risk.  ;-) About EugCast (https://eugcast.com/about-eugcast/) : EugCast is a volunteer-powered, cooperative chit-chat where we talk with people who may or may not live in the Eugene, Oregon area. We think they have some really cool stories to share, but we’ll leave that up to you, the listener, to decide! https://eugcast.com (https://eugcast.com/) https://www.facebook.com/EugeneOregonPodcast/ EugCast is recorded at Trifoia (https://trifoia.com/) in Eugene Oregon!

Peter is a small business enthusiast. He works in the business development department at Palo Alto Software.peter leads business development, sales, and strategic partnership work for Palo Alto Software, makers of LivePlan, where he creates relationships and programs that help entrepreneurs succeed. Peter has also started and sold a successful business with revenues over $1MM, directed Strategic Partnerships for Nickelodeon and Comedy Central, organised local Start-up Weekend events, and judged business competitions for Rice, Princeton, Notre Dame, and others.Peter has taught contemporary business planning - from concept to execution - for many years in venues including Lane Community College, University of Oregon, Oregon SBDC, and Oregon SCORE. As a volunteer, Peter is the past president of the Board of Directors for Committed Partners for Youth in Lane county , formerly Big Brothers Big Sisters of America, and Board Director for Boys and Girls club of Emerald valley. He has also mentored individual local youth and local small businesses. Originally from the great state of Virginia, Peter is now enjoying the rain and the trees in Eugene, Oregon. He likes sandwiches, cats, and working on his car.  During this show we discuss: About a business plan Why should write your business plan How to write a good and effective business plan 3 important things you need to do before writing a business plan How to use accounting metrics to create your business plan 5 common business plan mistakes The importance of doing an analysis of your business in your business plan Resources every startup must know before writing a business plan to execution How to validate your business ideas without going broke 11 things every startup needs to include in their first business plan How technology can help you build your business plan How often you should update your business plan How long does it take to create a business plan that you can use for an SBA loan How business plan increases business growth rate Pitching for funding after building your plan And much more…

Voices In My Head Podcast Episode 345: Forgotten All-Star: A Biography of Gardner Fox with Author Jennifer DeRoss      Gardner Fox wrote over 4000 comic book stories, and co-created such enduring heroes as The Flash and Hawkman, Inspired a generation of comic book writers.  He wrote dozens of novels and yet his story has never fully been told, until now. From his youth in Brooklyn, to his decades as a pulp fiction and comic book author, to his lasting legacy, Jennifer DeRoss tells the timely tale Gardner Fox in her new book, Forgotten All-Star: A Biography of Gardner Fox. Jennifer DeRoss, welcome to Voices In My Head. Buy The Book:  https://www.amazon.com/gp/product/1683902009/ref=as_li_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=1683902009&linkCode=as2&tag=rickleejame00-20&linkId=30e2e620e3f7a915142a8b6fe346994f   About the Author: Jennifer DeRoss was born in San Jose, California, but spent most of her formative years in the foothills of the Sierra Nevadas. Living without electricity until the age of nine, reading was a main source of entertainment and comic books were included in her reading materials right from the start. As an adult, she moved to Eugene, Oregon, and earned her master’s degree at the University of Oregon, where she studied comics with a main focus on the modern American superhero. Her other fields of focus include queer studies, television studies, and biographical studies. She is currently a proud mother of two boys and working as an instructional specialist at Lane Community College, where she is helping to develop and implement an early outreach and referral program to better ensure student success. In addition, she co-founded, and contributes to, the female-led fandom website Sirens of Sequentials. She has previously written pieces on Swamp Thing, Buffy the Vampire Slayer, Orphan Black, and More. Jennifer DeRoss Web Site: https://comicfanjennifer.wordpress.com/author/tikamajere316yahoocom/ Jennifer DeRoss on Twitter Twitter: https://twitter.com/jenniferdeross   As Always...Thank You For Listening    About Your Host: Rick Lee James Official Web Site: www.RickLeeJames.com Get Rick Lee James Latest Album: https://fanlink.to/RLJThunder For Booking Inquiries  Click Here or contact Gary Stripling By Phone: 904.745.9151 By Email: gary@themanagementagency.com Management General Office Hours:Monday – 11Am – 5PM Tuesday – 11Am – 5PM Wednesday – Office closed Thursday – 11Am – 5PM Friday – 11AM – 5PM Saturday – 11AM – 5PM

Voices In My Head Podcast Episode 345: Forgotten All-Star: A Biography of Gardner Fox with Author Jennifer DeRoss   Gardner Fox wrote over 4000 comic book stories, and co-created such enduring heroes as The Flash and Hawkman, Inspired a generation of comic book writers.  He wrote dozens of novels and yet his story has never fully been told, until now. From his youth in Brooklyn, to his decades as a pulp fiction and comic book author, to his lasting legacy, Jennifer DeRoss tells the timely tale Gardner Fox in her new book, Forgotten All-Star: A Biography of Gardner Fox. Jennifer DeRoss, welcome to Voices In My Head.Buy The Book: https://www.amazon.com/gp/product/1683902009/ref=as_li_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=1683902009&linkCode=as2&tag=rickleejame00-20&linkId=30e2e620e3f7a915142a8b6fe346994f About the Author:Jennifer DeRoss was born in San Jose, California, but spent most of her formative years in the foothills of the Sierra Nevadas. Living without electricity until the age of nine, reading was a main source of entertainment and comic books were included in her reading materials right from the start. As an adult, she moved to Eugene, Oregon, and earned her master's degree at the University of Oregon, where she studied comics with a main focus on the modern American superhero. Her other fields of focus include queer studies, television studies, and biographical studies. She is currently a proud mother of two boys and working as an instructional specialist at Lane Community College, where she is helping to develop and implement an early outreach and referral program to better ensure student success. In addition, she co-founded, and contributes to, the female-led fandom website Sirens of Sequentials. She has previously written pieces on Swamp Thing, Buffy the Vampire Slayer, Orphan Black, and More.Jennifer DeRoss Web Site: https://comicfanjennifer.wordpress.com/author/tikamajere316yahoocom/Jennifer DeRoss on Twitter Twitter: https://twitter.com/jenniferdeross As Always...Thank You For Listening  About Your Host: Rick Lee JamesOfficial Web Site: www.RickLeeJames.comGet Rick Lee James Latest Album: https://fanlink.to/RLJThunderFor Booking Inquiries  Click Hereor contact Gary StriplingBy Phone: 904.745.9151By Email: gary@themanagementagency.comManagement General Office Hours:Monday – 11Am – 5PMTuesday – 11Am – 5PMWednesday – Office closedThursday – 11Am – 5PMFriday – 11AM – 5PMSaturday – 11AM – 5PM This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit rickleejames.substack.com/subscribe

Tonight’s guest is Brian Haimbach, writer, actor, and head of the theater program at Lane Community College. Brian and I talked a little about acting, a little about directing, a little about the theater program at LCC, a little about travel and a bit about his one man show “How to be a Sissy” that he was able to perform at Edinburgh Festival Fringe thanks to a grant from Oregon Arts Commission. There was also some mention of beards and how handsome Brian’s husband is. Music for all episodes by Jon Griffin. Subscribe and save! Disclaimer; you won’t really save, it’s already free yo. My own YouTube channel: https://www.youtube.com/channel/UCugOLERePPuD4nwtZO-Zwnw?view_as=subscriber My Instagram: joelyshmoley FaceBook: https://www.facebook.com/wereyoustilltalking/ Twitter: @JoelAAlbrecht

Guest: Robby Allen - Former Head of Sales @Mixmax (Founder @Buena Vista Ventures; Formerly @Flexport, @Zenefits) Guest Background: Robby was born and raised in San Francisco and knew from a young age that he wanted to build and scale companies. At Zenefits he took the outbound SDR team from 0-250+ reps. At Flexport he built a global outbound team across 3 continents. After that Robby was the head of sales at Mixmax, taking the team from a self-serve business to a B2B sales model. Currently, Robby runs his own consulting practice: Buena Vista Ventures. Buena Vista focuses on emerging technology companies, mainly SaaS businesses, looking to build and scale high performing and efficient sales organizations. Outside of the office, you can find Robby playing basketball or hiking to the top of a peak. Guest Links: LinkedIn Episode Summary: In this episode, we cover: - Scaling SaaS Sales Functions Across Multiple Growth Phases - Hiring & Onboarding Sales Teams at Massive Scale - Building Sales Development Engines - Sales Compensation Plans Full Interview Transcript: Naber:  Hello friends around the world. My name is Brandon Naber. Welcome to the Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest-growing companies. Enjoy! Naber:  Hey everybody. We have Robby Allen on the show today. Robby was born and raised in San Francisco and knew from a young age that he wanted to build and scale companies. At Zenefits, which had a $4.5 billion evaluation on $584 million capital raised, Robby took the outbound SDR team from 0 to 250+ reps. Then at Flexport, which had a $3.2 billion valuation on $1.3 billion raised, Robby built a global outbound team across three continents. After that, Robby was the Head of Sales at Mixmax. Mixmax has raised $13 million, and he took that team from a self serve business to a B2B sales model. Currently, Robby runs his own consulting practice, Buena Vista Ventures, Buena Vista focuses on emerging technology companies, mainly SaaS businesses looking to build and scale high performing and efficient sales organizations. Outside the office you can find Robby playing basketball or hiking to the top of a peak. Here we go. Naber:  Robby! Awesome to have you on the show today. How are you my man? Robby Allen:     I'm good. I'm good, Thanks for having me, Brandon. It's good to be here. Naber:  Good. Fresh off your recent trip to Europe. You're in a feel good mood. You've got good energy. I'm loving it. You and I have known each other for awhile, and I'm really happy and proud to be chatting with you today. I think there's a lot that the audience can learn from you. What I think we'll do, if it's okay with you, is we'll go into some personal stuff first - let the audience get to know you a little bit better. We'll go into a few different things around your basketball career. I want to talk about some of the things that you did growing up, get an idea for some of your interests, all the way from Robby as a kid and what you were interested in and what you were like, all the way through to the end of the end of school in Eugene. So, if you're okay with it, could you give us maybe five, seven minutes, and it will probably last a little bit longer than that because I'll ask questions, hopefully not too rudely, to explain a few things. But could you give us a few minutes on what Robby was like as a kid and what it was like being Robby Allen as a child growing up? Robby Allen:     Yeah, sure. And to start, I'm super excited to be here. Super excited you're doing this. and can't wait to see the first handful of these episodes released into the wild. I think, given your network and the people you know it's going to be fun. But yeah, a little on me. So I was born and raised in San Francisco. People tell me that's something unique that live here, because so many people scratch, and claw, and work hard to move to San Francisco because, in the world of tech, it's considered to be the land of opportunity. I was fortunate in some ways to grow up right in the middle of it. And I knew at a really young age that I wanted to build and scale companies. It was just something where when I was five years old, I used to tell my mom that I wanted to put a suit on and can go downtown to work. Obviously the suit thing has changed, people don't wear suits anymore in San Francisco, unless you're in finance or something like that. But from a young age, I've been very interested in this notion of building things from scratch, building wealth, building value for markets and that sort of thing... Naber:  Hey, can we pause on that just for a minute. Did you ever, did you have any businesses or ways of making money growing up? Well, actually there's a really good question that someone asked me the other day, and I want to pay it forward to the audience, and get your thoughts. What was your first way of making money? Robby Allen:     Yeah, that's a good question. So I used to hustle Pokemon cards, if you remember what those are. I had a little business that in elementary school - and for folks that don't know, Pokemon was a Japanese trading card game that got really popular in Japan, and then overtook my generation, I guess - and I went to a Japanese bilingual school in San Francisco called Clarendon. So everybody there was first generation Japanese where their parents immigrated from Japan, and I happened to grow up right around the corner from there. So I went to school there. And so there was a lot of popularity around that and I saw an opportunity, I think, that was one example. I got into sneakers, when I started to really get into basketball. And so I started to buy and trade sneakers that were,popular. I would buy them when they were released for a cheaper price and sell them for a little bit more. It didn't make a lot of money, but it was something where I was able to get good at it, so to speak. Those were, I guess those were a couple things. I think that eventually scaled up until I landed in the world of sales where I think I really enjoyed that because it was something where I could control my own destiny, so to speak. Naber:  Nice. Those are good examples. Wow. I mean...the purpose of the question, that comes from an executive that a at a company that I used to work at, but his take is that he believes that work ethic starts at a very young age and entrepreneurial spirit starts at a very young age. And that that is one of the hardest to teach in your twenties and thirties. And he feels that people don't necessarily develop that in their twenties and thirties. They actually develop it as at a really young age. So that was that's he purpose of asking that question. But you have some pretty kick ass examples. That's great. Quick insert here, what is your favorite sneaker you've ever traded for? Robby Allen:     Oh, man. Yeah, so I think it's kind of a random one that most people won't know, but it's the story here, it's a pair of Air Flight 89's and my younger brother and our mutual best friend, who grew up around the corner from us in the Haight-Ashbury in San Francisco. When I was really young, we'd sell lemonade on the corner on hot days in San Francisco, and we would play up the fact that my mom grew lemons in the backyard, but mostly it was just the concentrated lemonade that you'd get from Safeway. And so we'd sell this. And then I remember I'm, the listeners won't know this, but I'm very tall. And so at a young age I became really big, and the whole cute factor of selling lemonade certainly drifted away from me, and I was no longer necessarily somebody who was an obvious candidate to sell lemonade. So I, naturally the opportunity still being there, I recruited my younger brother and our buddy Ian. A I sort of operated in the background, refilling and getting them out there. And we made enough money one Saturday afternoon, a sunny afternoon in the fall in San Francisco, where we could all go to a sneaker store on Haight Street and buy a pair of Air Flight 89's. And so I guess you could say that was a trade of labor and lemonade for sneakers. But, I'll never forget that pair because all three of us walked out of the store with the same shoes. Naber:  That's a great story. Two things. One, what did you say something and lemonade? You said something and lemonade. Naber:  Labor and lemonade. Naber:  Labor and lemonade would be the title of your first book. Second of all, everyone of us mere mortals at six foot and under always wonders what it's to be tall. And, people always think of the upside, pun intended. But some of the downside could be you could retire from lemonade sales very early in your career. Which is, that could be a sad story. But it's a good story for you. Naber:  I had to let that drift away, yeah. Naber:  That's right, you're good. So let's talk about high school for a second. So you went to St I's College Prep in San Francisco, is that right? And played basketball? Robby Allen:     Yep. Saint Ignatius, that's where I really got into sports. And yeah, I played basketball and did high jump at SI. Naber:  Cool. What position do you play in Basketball? Robby Allen:     I was I played power forward. I was pretty new to it...I started playing basketball really in high school. I was a baseball player before that, but an injury prevented me from continuing that path. So, I was tall and I could jump and I was pretty quick. So I started to pick up basketball, and they stuck me in at power forward, and I didn't really have a ton of skill per se. I was just springy and my batteries we're always charged. So I did that for four years, and then I went to college up at Oregon, at University of Oregon. And I decided not to follow the basketball path, but after about a year, sort of missed it. Missed the organized sports, missed the competition, and was one of those guys in college who you could basically see me at the rec center seven days a week playing pickup basketball. So I actually ended up finding a local junior college called Lane Community College. I met the coach and I got to know him, and he gave me a full scholarship, and I ended up going and playing two years of basketball at a little junior college in town. I was still going to University of Oregon, and I went to the business school and took a full load of credits there. And then unbeknownst to most people I knew, I was also taking the bus on the other side of town and taking a full load of credits at Community College just to play basketball. And it ended up being this really fun thing because community college, most people, you and I work with and know didn't spend any time in community college, and this is a little secret I have. And it ended up being amazing thing for me. You get to meet, you meet a lot of people that are decades older than you, and they're just now getting to getting around to going to school to maybe get an associate's degree or something that, to up level a little bit. And so it was humbling in the sense that I, I really grew to appreciate what I had, at the University that I was going to across town, and I got to get my two years of basketball in at that level, and that was all I needed, and went back to U of O and finished up my degree. Naber:  Awesome man. Wow. Very cool. I love that you went after your passion, with a credits at this school, basketball at the school vengeance - missing your craft. One more thing, I think you've done some coaching in your, day as well while we're on the basketball. And when I say the basketball, I mean while you're on your basketball career? I got used to saying the basketball, or the football, or the baseball when I was in Australia. So sometimes I put the in front of a sport arbitrarily. Anyways, while we're on your basketball career. So let's talk about some of the coaching you did as well. What does your coaching career consist of? Robby Allen:     Yeah, so, after hanging it up so to speak, from a couple of years playing in college, I...one of my assistant coaches from my college team, actually took an off season job as the head coach of a local high school team for Mohawk High. It's about 45 minutes outside of Eugene, Oregon. And, to give you an idea, I mean this is high school, probably had 200 students and at the...and I come from a school where there were probably 65 kids who tried out for the varsity basketball team every year, and only about 10 or so made it, it was a big thing...Seven kids showed up to the tryouts, so all seven kids made it. And this is ranging ranging from kids who had played basketball to had never played in their life. So this is a very different challenge. I think the team had finished in last place out of 10 people for the last 10 or so years. And so myself, and I recruited another buddy who played on the team with me to come be an assistant coach for the team, and it was more than a challenge. Because you know, we did not have any real semblance of talent on this team. But you got to know this group of kids, and we would take a yellow school bus two hours north and south of Eugene twice a week to go play games. And in some of these towns that I probably never would have otherwise set foot in my life. And I actually remember, at halftime, there was a game in, I can't even remember the name of the city, it was a western Oregon town. There was a hoedown at halftime, where about 30 people came out in cowboy boots and did a cowboy hoedown. And they had a live auction, or so they had a live raffle. And so they drew a raffle prize. There's dust and hay now all over the court, these kids have to come out and play the second half still. And they draw a number and someone in the crowd wins, and they're going crazy, and we don't know what the prize is. And they walk like 1500 pound pig basically, from the locker room. And they auctioned off a full grown male pig and somebody took home the pig...just to give you an idea of the spirit of some of these games. But that was was a learning experience for sure. But, the end of the story is we ended up finishing in second place in the league, which was the best they'd ever done. And, while it wasn't necessarily the team I would have picked or recruited myself because, frankly, we had we had to take a...there wasn't enough interest in the school. I started to really figure out that coaching was something I was passionate about, and that was a takeaway I brought with me. And still to this day, it's a guiding thing for me in terms of looking for opportunities to coach. Because even when you're making a small difference in a group of kids that are never going to play basketball at a high level, you can still have an impact on their life in a positive way. So that was a fun experience. Naber:  Cool man. We're going to cover that in a little bit, a little bit more on coaching from a professional context. That's a great story. So that, that brings us to post-Eugene. You get out of sphere-O'Ducks in Eugene, and your first role after school is what? Robby Allen:     Yeah, so I'm actually at the time working for a craft beer company that was based in Eugene - a company called Ninkasi Brewing Company. Their CEO was a former Wall Street guy who came back to Eugene and built this really, really successful fast-growing craft beer company. And I was able to finagle a job at that company, which as you can imagine, was a really fun job to have in college, and it made me very popular, especially during the summertime. And part of me thought I wanted to pursue that post college, but the more I dug into it, it just wasn't, it was more of something that...I like the idea of building this business, but it wasn't necessarily the industry I wanted to work in. So I had some people that I was close with giving me the advice that, starting a career in sales would be a good place to start. And I ended up taking a job at this company called People Matter, which was an HR technology company. And frankly didn't really know a lot about the business, didn't really have a great why for why I picked it other than it was the first door when it was an opportunity that opened up to me. The role was just a straight up outbound SDR role., the first outbound SDR the company had ever hired, reporting directly to the VP of sales. Little to no training, threw you out into the wild. And I flailed a little bit for, for probably about a month until really starting to get the hang of it. And I think the thing that I liked about it was the challenge of being able to basically directly challenge and try to add value to people that were often 20 years my senior, and help book meetings and that sort of thing. And I did really well at it against all odds. It wasn't something where I was necessarily set up for a ton of success, and that was something that I remembered and brought with me in future roles where I was the one responsible for hiring and training folks in that role...and that office was a satellite office for a company based in South Carolina, and I'm remember I was on a camping trip with my wife, girlfriend at the time, and I came back and I turned my phone on and somebody, I had 15 will voice messages and all my colleagues told me, hey, they shut the office down. I was as Oh my God. So, they closed the office down. It was something that I think I just didn't have enough business aptitude or savvy to see something that coming, per se. I was just focused on my own success, but it ended up being a blessing in disguise. I got introduced to a company called Zenefits, where a friend of mine worked. I had been a successful AE for nine months and like any successfully AE of nine months was convinced I should be an AE, but decided to take a step back to take a step forward. So I actually came in as an SDR at Zenefits. And I was an early employee there, and it was an amazing atmosphere. I mean, it was the kind of place where the phones were ringing all day, and there weren't enough sales people to take the number of demos that we were setting and the deals we were closing. And, so I came in there and it was the start of a really, really interesting journey. And I, I went from the top performing rep to becoming a manager, and building out this outbound team. They were sort of an all inbound shop before that. I built out a team of about 20 SDRs in San Francisco, hired a manager and placed them there. And the CEO, Parker, approached me and asked me, "hey, do you want to move out to Arizona and build this at 10x the scale." And I remember telling him no at first. I was like I'm a San Francisco kid, my girlfriend's here, all my friends and family are here. And I remember he told me this thing that always stuck with me. He said, "Robby, once or twice in your career, if you're lucky, a big, maverick tidal wave will come up behind you. And it's your decision if you want to grab a surfboard and jump in and try to ride it or not. And when a CEO tells you something that, it's kind of hard not to get fired up...So about two weeks later I was on a flight to Phoenix, and was moving out there. And over the course of the next two and a half years I built, and this is always kind of wild to say out loud, I'd built and scaled out at an SDR team of about 250. So we were hiring 30 SDRs every month, and really going from product market fit to repeatability to full-on hypergrowth, in this really condensed time period. And there are a ton of learnings and I'm sure some things that we'll be able to unpack along that journey. And it was a big growth experience for me. I was 25 years old, in a room full of 200 people that I'd hired in this whole organization we'd built out. And so learning just how to grow, with this growing business, personally. And how to uplevel my skills, and understand what the things were that I could do to add value at the certain different stages we went through. I was an amazing experience. So we went on a journey from a zero to $70 million in ARR over those three years. Which was a lot, and an amazing journey. And when that journey concluded, I had done everything I've set out to do at Zenefits and wanted to move back to the Bay Area. And so I came back to SF and actually got introduced to a company called Flexport. My old, my former former boss... Naber:  Let's pause for a second because I want to keep your head space in the Zenefits zone for a minute because we'll hop into Flexport and a little bit. But there's just so much to unpack with Zenefits that while your head's on the space, I'd to keep it there for a few minutes. For those that are listening, you heard the amount of scale both from a hiring, bookings, and revenue perspective, and just an operational scale - just unbelievable. Somewhat unheard of hypergrowth scale you guys are operating at, and you being the spearhead of a lot of that operational execution for hiring to make sure that you're building pipeline and building the pipe for the sales team at scale. All the way through to making sure you have a pool of talent and a bench of talent to mobilize within the organization. All of that is obviously vitally important to the massive scale and results that you guys had. So let's pause on that for a minute. So first of all, let's talk about hiring teams. There's a lot of people that are going through either their version of hyper growth, or what would fit everyone's definition of hyper growth. Whether they're hiring a significant number of people in their head, or in reality they're hiring a lot of humans to do a various number of roles. So let's talk about that. So when you think about recruiting at massive scale, what are a couple of the fundamentals that people need to keep in mind and remember, or get right, that you think about as a framework for how you scaled that much growth for hiring? Robby Allen:     Yeah, a great question. And I think, with the benefit of hindsight, I can probably speak a little bit more intelligently to it, then I could at the time. Naber:  To all of our benefit actually, to all of our benefit. Robby Allen:     Yeah. So I think the first thing that's just so important that you hear time and time again, but I think that there is no amount of time that you can spend that is too much, is getting your foundational team - your founding team, you're first team - right. And in in my case, I had the benefit of building out a team in San Francisco, and was able to sort of, get a couple - two of the top reps, my friends Alex Snatch and Andrew Case, both of whom became very close friends, and were at my wedding. and to this day are still very close friends - top reps in San Francisco and were able to get them to move about the Arizona with me. And so having that institutional knowledge there on the ground made such a big difference because there's already this dynamic of what excellence looks for every new hire that comes in. And I think that that's really important, And I think that for folks that are, that are starting a new role or coming into a new environment, if you're in a sales leadership position, whether you're an SDR manager, or VP of sales, or a VP of marketing, or whatever the case may be, you should probably already know who the first two or three people that you're going to recruit and hire into the organization are going to be. And the reason for that is because you can create an environment that you've got a little bit more control over, and create a culture that you're comfortable with and familiar with and that you can help integrate your new people into. Because once you start to add new folk onto the team, if you don't already have that foundational culture in place, you can't go back in time and rebuild it. And that can be a recipe for disaster. And so I was very fortunate to have benefited from that without necessarily prioritizing it. But it's something that I've learned now over the years that you, you can't really spend enough enough time in the beginning recruiting and focusing on who is going to be my founding go to market team. Naber:  Yup. Yup. That makes sense. And then, let's talk about operationalization of that hiring as well. So your founding team, you need to get both the culture as well as that group right - the first few people on your team. Then we need to get into the actual operations of hiring that many people. Can you give us an understanding of...if you think about it this way - from the top of the funnel to the bottom of the funnel, or from one part of the operational execution to the other - what are some of the best practices from a recruitment perspective that you need to nail when you're hiring at scale? Robby Allen:     Yeah, so I think it's a great question. And we went through many iterations of this. We went through me being the sole owner of top to bottom recruiting for this organization to having an internal recruiting team of 15 recruiters that were sort of running an engine. And so I saw every evolution along the way. And I think there were a couple of takeaways that I recommend to folks when I talked to them. And the first one is, when you think about your role as a leader, at the end of the day, it's your call. And the success or failure of the sort of decisions that you make when you're hiring people rest on your shoulders. And so when you think about what is the highest point of leverage that you have throughout the entire recruiting process? In my opinion, it's two things. One, it's setting the tone in terms of what to look for, and what our criteria are, and making that very evident so that everybody who's involved with the recruiting process is aligned on the same page, right? So defining the role but also making sure that you walk the walk in terms of the team that you're building along the way. So it's self represented. And the second thing is when you think about the leverage that you have as a leader or a hiring manager, it's actually this final stage interviews and the decision of go/no-go, and the ability to close candidates and then everything that happens after that in terms of the successful ramp and management of the team. And so the thing that I suggest to most folks, is please negotiate with your CEO, or the leader, or the person who you're recruiting to, whether you've got internal recruiting resources or outsourced external resources. you need the support in terms of I prospecting and management. We've proven in so many different aspects of the business, and we can take sales as an example that specializing the sales process in terms of appointment setters, and deal closers, is just more effective. And from a recruiting standpoint, you should think about it in a similar way. And so there's just going to be...it's nice for all of us to think that we can take a sniper approach to recruiting and just pick the four people we want to hire, hyperfocus on them, and close three out of four of them. But the reality of situation is that it's never been more competitive to recruit, really in any market. And that it's a candidates market so to speak. And so you want to get recruiters working for you. And it is worth the cost of admission. And it's just something to think about when you're either taking a new role or managing up, that you really want to help define the amount of work that, that recruiter's going to do for you. And so in the beginning at Zenefits, we had a couple of SF based recruiting firms doing a lot of this recruiting for us in Arizona. And I would take flights out there twice a week and hold full on interview days where we would do upwards of 10-15 interviews, and do batch hiring. But it allowed me to really isolate and focus on being super present in the interview, and making conscious decisions to place the right bets on these people that we were hiring. And that combined with the support of the folks that I mentioned earlier who were already high performers being involved with the process, allowed us to get a lot of those early hires right, and that helped us along the journey. Naber:  Awesome, man. That's great. It's gold. One of the things that I always touch on with either my clients, or folks in groups, or keynotes, or whatever, is specialization. Once you get to specialization within the process of bringing great talent onboard and the operationalization of it - so bringing in sourcers, bringing in recruiters, and making sure you don't have generalists working on it, but specific people working on specific pieces of the process - it's a great analogy to sales that we've proven it out for SDR, for sales, for account management, customer success, the specialization across the entire spectrum. I mean it's just gold what just came out of your mouth. So I hope that people take that onboard. Two more things I want to talk about within Zenefits, and then we'll move on. So you're bringing in a shed load of those people all the time. And you're keeping your culture and your values in mind the whole time, while at the same time running at breakneck speed for bringing those people in. Two questions. One is, as you're evaluating talent at that scale - so some people that are listening are going to need to hire five people in a year, some people that are listening are gonna need to hire 500 people in a year, or maybe even 5,000 people in a year depending on,the level of responsibility that they have, listening on this conversation - So when you're thinking about bringing those people on board, interviewing all of them, sourcing all of them, what is the calibration method that you guys have used that has been most successful to make sure that you have multiple people inside the organization giving input on this person being the the right person to hire? So the right candidate, what's the calibration method that you found, that is most useful or valuable as you're going through that level of hiring at scale? Robby Allen:     Yeah, it's a good question because I think the thing that worked well for us in the beginning was not necessarily the thing that worked well for us on the pathway along the journey. And that transition wasn't super smooth. And so I was the single point of accountability, or single point of failure success, however you want to state that. And that I made the hiring decision for the first hundred or so sales reps that we hired, where I was in every single interview. And so, as you can imagine, this absorbed a ton of my bandwidth, but we were fortunate to have a lot of support in terms of ramping and making reps successful and then hitting their numbers, and we were able to stay ahead of that. So I was able to do that. Handing off that decision responsibility took quite a bit of calibration. And I think that at the end of the day with recruiting, it's nice for organizations to have a fully calibrated, well-oiled recruiting machine where you can predictably make the same decisions about hires based on an agreed upon set of criteria and principles. And I think that there's companies out there that do this really well. It's really hard to do during a hyper growth phase. And I actually recommend, to most folks, that you hold onto a single point of accountability or a single decision in terms of this hiring, as long as you can. And then as you get folks up to speed and you're able to delegate out some of some of the hiring responsibilities, do that. But I think it is really the single most important thing that you can do, when you're at a hyper growth stage. And narrowing that level of responsibility for decision down to the smallest group of stakeholders possible, it may sound counterintuitive because a lot of bigger companies do as well where it's delegated across many people. But in my opinion, I think it's better to hold on to it. And when you get to a point where you've got folks that are...Because when you keep in mind we're hiring 30 new people to start on the first Monday of every month, that by the time we've got a hundred people on board, the most ramped folks that we have on the team had been there for four months. Now this is an experience in scale that most businesses what won't necessarily have to deal with. But I think to some degree, many hiring managers have been in a position where next most tenured individual just doesn't have a ton of tenure. So you have to work with those folks, and help them become owners, and help them really understand that as an owner of the business these are the specific things that we look for, and here's how you embody those certain principles, and those are things you need to work on. But for me it would actually was holding on to that as one of the singular most important points in my job, as long as I could. Naber:  Yup. Solid. I like it. I lied, I actually have two more questions in addition to that other one. The next one in on onboarding. So, this is something that most people overlook and turn it into a checkbox exercise. What was it that you guys did to make sure that everyone - you mentioned this twice around setting them up for success - what did you do to make sure they were set up for success in the onboarding phase and anything after that? Anything you would include in that phase to make sure they're set up for success at massive scale, as you were bringing a lot of people on board in the sales function. Robby Allen:     Yeah, that's a good question. So a couple things. We, had an owner of the onboarding program from day one. So one of the things that we did was we hired somebody into a sales enablement capacity as one of the very first hires that we made. And they ran a two week bootcamp, where we put folks through everything from systems training, to market training, to competitor intel, to pitching, to live role play, and we actually would have folks get certificates. And this was something that we took really seriously because, two reasons...One, it allowed us to create a system of measurement where we can say, okay, if we are able to deliver x amount of training, what output can we measure with...months down the line, weeks down the line. And that gave us actually a feedback loop that tied back into our recruiting conversations were actually talking about ramp success of people that we had recruited three months prior, in recruiting meetings. And I think it's important that you've got that feedback loop of success on hires all the way back to recruiters that isn't just anecdotal, but it's actually looking at the data performance based on, based on how these folks got ramped. So one thing was just creating an owner early on with sales enablement was critical. Systematizing it and having a way to measure rep performance week over week and having benchmarks and then really sticking to those. Making it clear that if new hires didn't hit certain criteria along this journey in their first three months, there wasn't going to be a grace period. I mean, it really was you needed to perform at a certain level, even in the early days. And so that wasn't so much putting numbers on the board in the first month as it was showing competence, and learning, and demonstration of ability to be coached, and some of the things that we looked for. And so those were a couple of things. And to be frank, that onboarding program, we needed to tear it down and rebuild it every 90 days because what we were measuring and what we were coaching on needed to be updated based on how the business had evolved, because it was such a dense time period during hypergrowth. Then you really have to constantly be looking at it through the lens of, is the foundation correct, and do we need to rebuild it? And it turned out we needed to rebuild it every 90 days. And so it was a lot of work. But, it created a lot more relief for the managers of those people and for the people themselves once they were able to pick up their bag, so to speak, and know that they have the skills to succeed. Naber:  Cool. One more side question on that. Is there three things that you can say every person that is onboarding new sales development, sales talent, people within the sales and marketing org, or just generally onboarding...Are there a few things, maybe three things, that you have to put into or get right within your onboarding program or project? Robby Allen:     Yeah, that's a good question. So I think the first thing is it everybody needs a crystal clear understanding of what their role is, and what what the value is that they're adding to the business. And hopefully this is something you did in the recruiting process, and it sounds obvious, but helping people understand why, what it is that they're doing is so critical to the overall success of the company and the vision of the company, creates a lot of buy in early on. And for a lot of people it's one of the reasons why they consider and decide to take a job in the first place, is what's the impact that I can have? How is this going to help me grow personally, but also this business grow? And helping create that reminder is, I think, really important. And then helping people feel, helping people understand how they can fail and that failure is appropriate, I think is really important too. And I think you have to define what that failure means, but people need to feel safe, safe to fail. And by fail, I don't necessarily mean fail to show up to work,. What I mean is fail, fail in an effort to do the right thing, right? So maybe you decided to call the CEO of a company that you're prospecting into, and you get a connect, and maybe your pitch wasn't quite as sharp as you wanted it to be. But at the end of the day, you were doing the right thing, you were calling up in the organization. That's something that you want to celebrate and help people understand that that's actually something where you're doing the right thing here. Now let's talk about how we can perform better, in that specific scenario. And so creating that environment, I think is really important too. And I think the third thing is you have to create a rigorous system of measurement. So what a lot of sales leaders do is they'll pair up a new hire with the top rep on the team, tell him to sit in on demos and take notes, for as long as they need. And then after about four weeks, let's start funneling demos so that new AE, or if it's an SDR let's start or funneling leads to that SDR. And then it just becomes this sink or swim type of an environment. And you see this perpetuated I think get a lot of sales orgs, and it's understandable. I think that most of most sales leaders are great at what they do because they're looking at the bottom line results, not necessarily the top line inputs of pipeline or new talent. But if you're not really rigorous about these are the specific things that you need to do to be successful, you institute this feeling in a rep that there isn't necessarily a repeatable playbook for success, and it's actually their responsibility to create a path to success. And so what ends up happening is every rep does something different. And when every reps doing something different, you can't scale. And so you never cross that chasm, from product market fit, to repeatability, to hypergrowth. And so once you've actually got folks doing things repeatably, now you can really press the gas, and make things happen a lot faster because you've at least got the knowledge that everybody is executing and selling in a similar fashion. But you can't do that unless that folks are getting ramped up the same way. Naber:  Nice. Awesome. Man, great advice, Robby. Thanks. That's great. And then last question on Zenefits, and we'll move on after that. The machine that you put together, from a sales development perspective, from the outside looking in, just unbelievable - for all the different moving parts you had to piece together, and the best practices that you guys deployed while you were doing that. So someone that's building a sales development function, as you know, and as many people listening are going to have to do - either one, they're a sales leader and they're building sales development function. And a lot of people think that translates well, but oftentimes it doesn't. And number two, a founder, or someone that's never done this, or never been in sales before, or someone's the head of marketing, oftentimes they'll have to build sales development engine to try kick off and catalyze their first phases of growth, and then high growth, and then hyper growth. So when you're talking to people that are building sales development engines, like you did at Zenefits, and then ultimately you did at Flexport as well, which we'll get into in a second - what are the fundamentals, actually let's pull it back, not the fundamentals; What is your mindset when you're building a sales development engine, Robby? Let's start there. Robby Allen:     Yeah. Well I think, when we think about a sales development engine, your typically building this because you don't have a marketing engine pumping out leads, right? You aren't necessarily really building this engine as a first investment in the business, in a lot of cases. Typically you've already got some salespeople in the org, and closing some deals, and you want to scale that function up. But when you look at some of the other inputs into where the demand is being created, you don't necessarily have the level of confidence in what those inputs are to scale that. So you think about, okay, let's take this matter into around hands. And so I think you have to have a hypothesis about, okay, if we're going to make this investment, there's two things that we need to get right. And the first thing is the economics need to make sense, meaning we're going to need to know pretty specifically what kinds of deals and customers we're going after here, what what the win rates and conversion rates are going to be, so that we can understand if we hire one SDR how many AEs this is going to support, and ultimately how we can make the economics of the model work. So the first thing is just having a hypothesis about...and often for companies, if you're going outbound, that's going to be a slightly more upmarket targeted customer, a named account that you understand to be in your demographic of product market fit. That's pretty typical, but it can depend. And then I think the second thing is we're investing in building a talent funnel for for the business. And, this looks different at every company. If you're at a very technical enterprise sale, it can be really challenging to have a 20 year veteran AE and a one year out of college SDR, and how are you going to bridge that gap and promote that person. And in some cases you can't. So I think for the folks that are thinking about their own career paths, definitely look for the type of company where you can get promoted and elevate into full cycle roles and see growth there as well, where it's not such a big bridge to jump. But in any case, the business needs to think about what are we going to do from a talent perspective. And the best companies develop this talent pool, and and ended up recruiting directly out of their SDR organization. And, so for a much lower cost, and much faster ramp time,and typically much more successful rep, they're able to scale up the AE part of the business too. So I think about the economics of the role itself, and then the payoff being not just the output of the role, but the multi year promotion path that you're seeing for folks that you're hiring into that role. Naber:  Awesome. Awesome. Awesome. I mean, that's again, gold. Okay, cool. So let's walk Flexport now. So you get to a place where, you're ready to make a move. Why Flexport and tell us about that jump in a minute or so, and then we can talk about your experience there, and let us know what you did. Robby Allen:     Yeah. So my former boss and VP of sales at Zenefits, Sam Blond, who's now the Chief Sales Officer over at Brex, he was consulting at the time for Flexport, and was helping out specifically with their SDR team. And so he introduced me to Ryan, who's the CEO of Flexport, and I had the chance to meet Ryan and some of the other folks on the team. And, basically, Flexport is this interesting business where it's a SaaS business in a sense that they are building a software as a service product, but really it's a freight forwarding business. And I personally had not spent any time in the logistics or freight forwarding industry. So it was a new dynamic. I mean, I remember taking some supply chain classes that were required in college, and I was practically asleep the whole time. I didn't really understand contextually why it mattered, but Flexport really helped bring out that perspective, and maybe we can talk about that later. But, they basically, the business itself...Freight forwarding and logistics is an interesting supply demand business. where there isn't necessarily a lot of inbound demand regardless of where you are in the market. Essentially importers, people who make physical products overseas need to basically employ third party freight forwarders like Flexport to help them move those goods wherever they need to go in the supply chain. But they're not necessarily signing up for demos on websites the way that you would with Marketo, or Salesforce, or something like that. So they needed to have an outbound strategy for new logos. And at the time it was a little bit Willy Nilly. There were a handful of Sdrs in San Francisco. They were doing a good job, but it wasn't really set up to scale. And so I got introduced and it was a cool opportunity to be for me, one because it was a completely different industry and a new mental challenge that I was just interested in. But when I looked at the business, I saw a couple of things. One, it was growing really quickly, in spite of having basically no predictable demand generation model. So that told me that despite the fact that there's a gap here, the business is growing exponentially. And that was really exciting to me. And two, there was a unique opportunity, for me to learn, where I was going to get a chance to scale out a global team. So we needed to hire SDRs in New York City, and LA, and Amsterdam, and Hong Kong, and San Francisco, and a few other markets. And so that was, that was a unique opportunity where I had only really operated in the US before. So I came on board, shortly after leaving Arizona and coming back to SF and took a role there as the Head of Global SDR. Naber:  Very cool. So I have three things I want to talk about within your Flexport experience. Firstly, everyone has this moment, if they're going to look after global teams and businesses that have either global scale, global ambition, everyone has this moment where they move to a geographical diversification of focus and resources, away from just a single market or a single region within a market.This Is the first time, at least at scale, that you had had to do that, across different countries where you're diversifying both talent focus, resources that you're spending as well as using, and just your time management and decision making focus across multiple markets. What are some of the things that you learned, that someone needs to think about as they're diversifying across multiple markets, when you were doing this at Flexport? Robby Allen:     Yeah. So it's a great question, and there's a couple things that I learned, kind of after the fact, that I think I almost wished I'd known at the time. But the big question, and that we wrestled with Zenefits, or sorry, at Flexport, in regards to building this SDR team, was to centralize it or to decentralize it. And so at the time when I joined, we were centralized, meaning we were booking and setting demos where all of our global offices in one office in San Francisco. So we were calling out into all these different geos. And the thinking was that because it was centralized, we would be...there was a central knowledge hub. We could help ramp reps faster. We could institute best practices. We could roll out change faster. We can just generally move faster. And to remind, at Zenefits, we were a centralized model, right where we had this giant office in Scottsdale, AZ. But what we figured out was that these global markets were really different. Outbound in Amsterdam will look very, very little like does in San Francisco, or New York City. It's just, it's a completely different game. And, similar to Hong Kong, which is worlds away, in terms of being able to prospect into accounts. And so we ended up deciding to decentralize it, which was the right decision because most of the subject matter expertise for that local market lived in that local market. And so you had a GM and you had some senior salespeople in that local market who could partner up with an SDR to help target the right types of accounts. And so I think for me that was actually a big exercise and just letting go. And not being the one to control all the campaigns that we were running and all of the different messaging we were using. And the advice that I got from a senior executive at Flexport at the time was encouraging me to think about the function as a service to the global GM's that we were working with, as a service provider. And it a sales person, you're not, you don't typically think of yourself as a service provider. But basically what they were telling me was that to really focus on listening to what the unique problems where in each of these markets and provide expertise and consultation on how to solve them, but ultimately give that local GM the credence and responsibility to make that decision. And honestly, it was hard for me. I came from a place where I was successful because I was the one who is controlling and making decisions for this big organization at Zenefits. And so Flexport was a challenge for me just in the sense that, success meant letting go and I'm bringing subject matter expertise to the table and making recommendations and offering it more as a consultant, but ultimately leaving those decisions to the local GM's. And so, to come back to your question about how I'd recommend folks who have global geos that they're selling into. I think you have to treat each one its own unique problem set and hopefully get an expert in there to be the owner of that problem set sooner rather than later, and then just provide support. Naber:  Yeah, I see that a lot right now. Whether it is hyper growth businesses trying to scale from afar. So using SF or, or wherever their headquarters is, as a hub, and hiring a couple of people in a new office. Or whether they have a bunch of people in that new office or that new market and they're now moving to this model of having a GM where you have a local owner so that all of those issues, problems, and solutions can roll up through one person that understands the market versus multiple points of contact that need to then have multiple points of contact back at the hub where you've got different stakeholders that may or may not play ball, as well as others. And understanding that markets are different or situations are different. So I hear a lot of people talking about moving to that GM model as they, one, open up an office or, two, they move to it after they feel they've made enough mistakes with a non-GM model. I've heard a lot of tech businesses talk about that lately. How can you burn a lot of cash and a lot of resources as quickly as you make mistakes when you're in high growth or hypergrowth. So, I've heard a lot of people try to move away from that. The second thing I want to talk about with Flexport is Compensation Plans. So one of the things that - you and I have talked about this in the past a little bit - but one of the things that you did at Zenefits was you had to think about the construction, from a micro and mid macro perspective of putting together how people got paid, what the measurement was, and you guys have iterations and iterations of that over time. Especially as you scale, and as you either make mistakes or some things go well, and you doubled down, etc. So when you were at Flexport as well as at Zenefits - and you can talk about Mixmax too if you want, but don't move on to that too quickly - but from a comp plans perspective, what did you learn about putting together comp plans, and what are the landmines that people should try to avoid as they're putting together comp plans for sales and sales development reps? Robby Allen:     Hmm. Yeah. so the first thing I did at Flexport was I moved it from a quarterly payout to a monthly payout. And the reason that I lobbied for this, and frankly spent a little bit of personal capital on it, was that inside sales rep need quick feedback loops. And the quickest feedback loop is the direct deposit into your bank account based on the prior month performance. And because it was taking 120 days to get that feedback loop, reps weren't necessarily feeling the way that they were performing in the way that you really want folks to feel, based on these incentives. And so we moved it to a monthly program and overnight, you would see, the folks that were performing the highest behaving a certain way, and folks that weren't behaving a different way. And that's not to say that folks were coming in and being gaudy about whatever their OTE's were. But it's more just to say that you noticed a difference in terms of what the first of the month and the last day of the month, and everything in between, looked when there are monthly feedback loops. So I'm a big fan of feedback loops early and often. And when you can program one of the most important feedback loops in sales, which is incentives and cash comp plans, you want to have that happen pretty frequently. and I think especially for SDR roles, if anybody listening to this is doing a quarterly payout, or in hopefully not anything longer than that, I would consider what the operational burden would be to maybe move that to a monthly payout. And if it's not too high, I would do it. And the reason why, just because reps benefit from that feedback, especially in a hyper growth environment. So that's the first thing that we did. And the next thing that we did was we move the goals up. And that's always a hard thing to do, but the team was performing well and so we moved the goals up, and the OTE stays the same. And I think that that's always a challenging thing for a young manager to do in their career, is help people get onboard doing more work for the same pay, so to speak. But we are fortunate to have some really talented people on the team that just owned it, and went out and crushed their numbers and set the bar really high. So yeah, I mean there's a lot of specific things that I can talk about with regards to comp plans, but I'm always the belief of system of rapid feedback loops, uncapped upside, as long as it's not going to put the business at risk in any way. Those are the two things that I always try to make sure are built into comp plans. Naber:  Awesome, man. That's great. Great answer. And then, last thing, and this is more general because I know that you and I've had enough conversations where I believe that one of your superpowers is your, strategisation - that's a word... - for how you navigate your career and subsequent accurate execution...What I've always been impressed by is your ability to identify and understand very, very quickly - digest, ingest, and execute based on what you've learned, from a career development and a career navigation perspective - it's, it's fascinating to have conversations with you, especially over time. So when you're thinking about career development, career navigation, n your mind, tell us about your mindset for how people should be thinking about the next opportunities that they take - because you've had hundreds and hundreds of these types of discussions - and what actually matters. Robby Allen:     Yeah, that's a good question. So the framework that I've used that has worked well for me, is I think there's really two things that actually matter when you think about and you evaluate an opportunity in your career. And this is what I tell people who are interviewing, or how I use this framework myself. And I think the first thing is the name on the front of the Jersey. And so at the end of the day, in the beginning of your career, it's easy to get caught up in minute details about specific roles that you're in, titles, and small variances in compensation and things that at the time feel really important. And certainly to some degree are important - titles matter, comp matters. But five to 10 years after you move on from that role and you're doing something different in your career, what people are going to look back on is what was the story of that company at what part of that journey did you participate in, and what was your role in the journey? And so I think when you think about the opportunities that you're evaluating, the name on the front of the jersey is going to matter a lot more, when it's all said and done. And people associating your name with the type of companies that really matter and that are lasting go through journeys, are the ones that are going to grow your career actually quite a bit more than titles and compensation, early on. And the next thing is the people you work with. And this is a tough thing to evaluate, but when you're going through the interview process, it's really important to do a thorough evaluation of the folks that you're going to work with. Your boss, your boss's boss, your peers. If you're coming into a leadership role, the folks that are going to be reporting directly to you, and anybody around your peripheral. And the reason being is you're going to spend more time with these people than you are your family. You're going to be in there grinding it out, working with these folks hip to hip, going on a journey. And what you figure out after you go on a journey, and then start a new journey, and look back is that all of these people that you work with go on to do more journeys. And the network that you build internally, the people that you work with, can create so many opportunities for you in the future, or not depending on the quality of talent of people you work with. So I just recommend that people are thoughtful about choosing the type of people they want to sign up to work with. and it can be hard in an interview process to really get a thorough understanding, but you've got internet resources at your disposal - use linkedin. Understand are the people that you're working with active online and the type of people that are investing in their own careers, because that's gonna pay off later. And I can't tell you how many deals in my career that have gone a lot smoother because I have an internal contact with somebody that I used to work with at Zenefits or at Flexport, when we're able to open the door and get directly to the decision maker and get to a decision a lot quicker. And that's one example of hundreds. But, the people that you work with and the name on the front of the Jersey are, are really the two things I think at the end of the day that actually matter. Naber:  I love it. I love it. And, you mentioning that your network is your net worth is something that I think people remember and take away. That's awesome. So, let's hop into Mixmax. So you're at Flexport, you're making the move to Mixmax. Let's talk about that for a minute. Robby Allen:     Yeah, sure. So, my journey at Flexport was going really well, and I ended up actually getting an introduction to an early stage founder, at Mixmax. And Mixmax is actually a tool that we were using at the time, and something I was really passionate about because it was a sales productivity tool that some of the teams were using internally at Flexport, that I thought showed a lot of promise and it's really interesting. And they were looking for a Head of Sales. And so we had a dialogue going, and the opportunity presented itself for me to jump in and own the full sales process end to end, and get to build a team out from scratch. And this was a business that had gone from about zero to 5 million in revenue, all on self serve. And so they're looking to take this jump into more of a B2B sales type of a model. And I jumped at the opportunity. It was the right timing and the right place for me to go earlier than I'd ever been before, and wrap my hands around the full share of the B2B sales model at the business. And so I came on board and recruited out a team of 10 reps, so five SDRs and five AE's. And we built out an SMB, and Mid-market, Enterprise Sales team, and went to market with it. And it was an amazing journey. And we went from about zero to a million in revenue on the B2B side in about six, seven months. And it's, it's funny because I looked at the time at Zenefits, and we did,six times that or something that, in that same time period. But this was harder, and almost meant more. Just because the market that we were competing in was very competitive and going from a self serve model to a B2B model was more challenging than I could have imagined. Naber:  Okay. So, I wanna I wanna I wanna stay here for two specific topics. One of them is exactly what you just said. Going from a self serve business to a B2B or more towards an enterprise sales business - choosing enterprise loosely for the way that I say that, for defining it. But let's talk about that. Talk about the learnings you had going from that self serve business to a non self serve business as you were building at Mixmax. The learnings as in, what did you guys do well, and combining that with what do you wish you would have known at the time that you could have done differently. You don't need to define them in those terms, but comprehensively, what did you learn or what are your learnings from it? Robby Allen:     Yeah, so I think the first thing is that when you have to understand that, despite the fact that we were pretty well established, early stage SaaS business, humming it away at about 5 million in revenue, you have to look at this switch to a B2B notion as a completely new exercise in product marketing fit. And the reason being is that the notion of convincing an entire org, or at least an entire team, to buy an an annual license of your product versus signing up for a much lower risk, per se, at a slightly higher cost and doing a monthly, it's just a completely different notion. And so I think one of the things that we didn't do well early on was that we tried a bunch of different plays. And what I mean by that is that we, the product had brought applicability from recruiting, to account management, to customer success, and sales, and SDR, and we didn't necessarily nail our niche until about a couple months in, when we started to figure out that AE teams were the right team. Oftentimes they were using products that were more designed for SDR's, just by nature of inheritance and not having other options, and that these were the folks that were typically signing up on their own, and these are the ones we want to go after. And so I use this analogy sometimes when I think about scaling playbooks across different phases of growth. But, if you look at it basketball, and I use a lot of basketball analogies, so you have to bear with me. But in the product market fit phase, all you're really looking for is a mismatch that you can exploit. And so if you've got one, let's say, player on the court that's taller, faster, stronger, can jump higher or has one move that you can repeatedly go to to get a bucket when you need it, that's where product market fit is. It's not a whole range of plays. It's one play. And so we figured out what that one play is, and we went there, and we started to scale it. And, in the back of your mind, you're telling yourself, okay, I know that we're gonna have to broaden this playbook a bit more, but part of this product market fit is repeatedly running that same play again, and again, and again. Naber:  Hey, Robby - can you give an example from a sales perspective? Robby Allen:     Yeah, sure. So, I think in the context of Mixmax, the way that our business works was we would land in accounts through self serve model, we would identify the ones where we had traction, we would go outbound, so to speak, where we would reach out to the folks using the product and convert those into larger paying accounts. Very similar, I'm sure, to what you guys did with Sales Navigator at Linkedin, right? And, and so basically what we look for there is okay, we're running a range of different plays. We're running plays against recruiting teams where we're seeing similar things, account management teams we're seeing similar things, we're seeing the win rates with a AE teams just a little bit higher. And we started to figure out why and it's because of a couple things. One, the buyer who in this case is the VP of Sales, or the leader of the Sales org, typically has a budget and decision making power, and there isn't necessarily any approval process beyond them. ,And so if we can make a business case and the AE's can go to their boss and say, we need this tool to be succes

Episode 18 features Roger Ebbage, Coordinator for the Lane Community College Energy and Water programs.  

Jake "Overtime" Williams joins the podcast to discuss his career as a Lane County, Oregon based tattoo artist. Williams was born and raised in the Eugene/Springfield area and attended both Springfield High School (class of ‘00) and Lane Community College.  He has fulfilled his lifelong dream of being a tattoo artist and, tho known for being humble in his craft, his work speaks for itself as he has become one of the most talented and respected artists in the area.   Williams can be found at Anchored Ink Tattoos in Springfield, Oregon. FB facebook.com/jakeovertimetattoos/ IG @jakeovertimetattoos His latest endeavor is his newly launched Youtube and social media brand 45 degrees NW Aimed to spotlight his passion for hunting and enthusiasm for the outdoors. CHECK IT OUT FB facebook.com/45degreesnw   IG @45degreesnw Ending Track “Feel Free” By Edward Outward Download @ edwardoutward.bandcamp.com Spent the Rent Podcast recorded in Springfield, Oregon  Hosted by Patrick Stutz Aka SelfEsteem BoatWillie Sponsored by Oregon Cash Flow Pro, LLC Oregoncashflowpro.com Stream this and all previous podcast episodes  @ strpod.com --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Professional Disc Golfer and Eugene, Oregon resident Dustin Keegan joins the podcast as an interview guest. Keegan is the COO of Universal Play Disc Golf and is sponsored by Dynamic Discs. He competes both on a local and national level and is well respected in the disc golf community. Keegan is a 2004 graduate of South Eugene High School and also attended Lane Community College where he studied Energy Management. uplaydiscgolf.org/ facebook.com/ uplaydiscgolf/ dynamicdiscs.com/ Hosted by Patrick Stutz Aka SelfEsteem BoatWillie Ending track “Lead From The Heart” By the Creative Types Feat. SelfEsteem BoatWillie stream/buy/download on 3/17 @ https://song.link/y/HhDjZwtKXEM ☘️ Happy St. Patrick’s Day!! ☘️ Sponsored by Oregon Cash Flow Pro, LLC Oregoncashflowpro.com --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

A Lane Community College dance production is honoring Oregon poet Hazel Hall, a paralyzed woman who gained international fame in the early 20th Century, but was largely forgotten for years after her death. “The Room Upstairs” focuses on Hall’s work and life through a blend of dance, music and poetry. We talk to Lane Community College choral instructor Matthew Svoboda and the production’s lead performer, Karen Daly.

Mayo Finch joins the podcast as an interview guest. Finch is a long time friend of our host and lifelong Eugene, Oregon resident and personality. After dropping out of school in the 8th Grade his early education came from life experience, family influences, and constant travel. He studied political science at Lane Community College and also attended the American Indian Journalism Institute in Vermillion, South Dakota. Finch has a long history of work in the Eugene music scene doing marketing and canvassing as well as serving on the Board of Directors at the Wow Hall, where he hosted the wildly popular Cascade Knights events at Kesey Square in downtown Eugene, Oregon. Currently he handles the marketing for a local law firm and is working on his own independent journalism. Hosted by Patrick Stutz Aka SelfEsteem BoatWillie Ending track “Separation of Church and State of Mind” By SelfEsteem BoatWillie Featuring Lomo Photo Courtesy of Melissa Nolledo facebook.com/MelissaNolledoPhotography/ to listen to episodes, read blog articles, sponsor, donate, and buy merch directly from the Spent the Rent Podcast go to strpod.com Sponsored by Oregon Cash Flow Pro, LLC Oregoncashflowpro.com Stream this and all previous podcast episodes @ strpod.com --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Reporter Alisha Roemeling and digital editor Rob Denton discuss a Register-Guard story from Oct. 28, 2018 on homeless students in Lane County.  Photo: At top, Seth Harto, 19, and Rayna Woods, 19, are attending Lane Community College and temporarily living with host families after years of irregular housing. (Andy Nelson/The Register-Guard) 

“Georgia” Keith Lunsford is a trombone player for the University of Oregon marching band. He joins the podcast to discuss the rigors of preparing for a daunting college football season (even for the band), the excitement of participating in the ESPN College Football Gameday television coverage, and the time he almost died on the road in Seattle, Washington at the PAC12 Basketball Championship. Lunsford was born in Kennesaw, Georgia and grew up very far removed from the rainforest of the northwest but from a young age found an interest in the Oregon Ducks through his love of football. He set his sights on a cross country move and started his journey in Oregon by splitting time between Lane Community College and the University of Oregon. He is now a junior and full time student of the University of Oregon and anyone who knows him knows that his positive attitude and perseverance will take him anywhere he wants to go. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Daniel Lee Henry discusses his book Across the Shaman’s River, John Muir, the Tlingit Stronghold and the Opening of the North. (Note, the presentation that accompanies the audio podcast is also posted in iTunes.) Across the Shaman’s River examines what happened when a great Tlingit community, one closed off from intruders for over a century, encountered naturalist and explorer John Muir. By researching John Muir’s journal entries, historic writings of explorers, and interviewing Tlingit elders and tribal descendants, author Daniel Lee Henry reveals how the early principles of land conservation and Christianity had profound consequences for the Tlingit people and led to a policy that would ultimately dispossess Tlingit peoples, and other Alaska Native peoples, from their ancestral lands. Daniel Henry is an instructor at Lane Community College in Eugene, Oregon, and the founder of the Alaska Native Oratory Society. An educator, writer, and broadcaster he became acquainted with local Tlingit culture when he moved to Haines, Alaska in 1983.

Learn from your industry peers in a round-table forum. Get new ideas, perspectives, trends, insights, best-practices and expertise from aftermarket professionals. Watch like a DOCUMENTARY … Learn like a SEMINAR. Helping automotive aftermarket professionals improve; one lesson at a time. Academy Panel: Greg Skolnik, Owner, Manager, and Master Technician, att Motor Works, Inc  in Rockville, MD.   He is certified as a Master Automobile Technician and holds the prestigious L-1 advanced engine performance and emission analysis certification. In November of 2004, Greg also received his (A.A.M.) degree from the Automotive Management Institute.  Hear Greg’s episodes Academy on Improving Customer Loyalty (https://remarkableresults.biz/a001/) . Craig Noel, Owner of 3 location Sun Automotive Springfield, OR .  Craig graduated from Lane Community College in 1987 with a Bachelor of Science in Automotive Repair and quickly went to work.  He worked for Ford as a Senior Master Technician and then working my way up through the ranks as Team Lead, Service Advisor, Assistant Service Manager. He has also built ground up Street Rods/Show Cars for over 30 years as a hobby.  He was “head hunted” by the original owner of Sun Automotive in 2011 and became GM at that time. As of January 1st 2017,  he is the proud owner of Sun Automotive.  Craig was also on the Academy discussion on 250K Maintenance Program. (https://remarkableresults.biz/a020/) Maryann Croce of Croce Transmissions in Norwalk, CT and a former banker. Along with her husband Tony they own the shop they purchased 17 years ago. Their 4 bays, 4 techs and one service advisor shop is successful because as husband and wife Maryanne and Tony work at their roles and have abundant trust in each other. Maryanne is also a member of Women in Auto Care. Previous episodes Academy: Expense Control (https://remarkableresults.biz/a013/) Talking points: Be aware of why we are doing things. When creating you must have the foresight to the outcome. “Your goals are in concrete but you get there in sand.” Craig Noel Wins build momentum. You’ve got to decide what our responsibilities are to ourselves, our families, our business our communities. Only character walks back from the graveyard. Craig Noel Let your people do what they are supposed to do. Let them make mistakes and learn from their mistakes. Awareness of your role. A shop owner has specific job descriptions. (From Bob Cooper episode 236 (https://remarkableresults.biz/e236/) ) Set short and long-term goals for the company Create the plan to reach those goals Find the right people Make sure everyone in the organization is at their full potential Assure long term viability. Fiscally sound. Stay out of the weeds. Must work in the business and not on the business. ( E-Myth (https://remarkableresults.biz/tag/emyth-story/) ) Owners do not have a boss. You must schedule your time to make the most of it. Have a theme day, create a chunk of time to get things done. Know your role and have accountability. Maryann Croce We must develop ourselves and learn time management. We all have 24 hours in a day. Time wasters: Being on Facebook never ends. It can be a big time-waster; however, it is an emotional connection to people. Technician coming to you to help solve a problem. Lean on you to help solve a problem. Visual distractions. Work to limit your distractions. How to get more things done. Close door. Noise canceling headphones. Clear your desk. How efficient can you be? Make it a contest. Define your time-wasting problems and how can you solve them? Schedule Facebook time. Do it when you are on the treadmill! Make a list of what you do every day for a week. Categorize them. What can be delegated? What is your value to the business? You need to work on the higher-level tasks that you are...

Learn from your industry peers in a round-table forum. Get new ideas, perspectives, trends, insights, best-practices and expertise from aftermarket professionals. Watch like a DOCUMENTARY … Learn like a SEMINAR. Helping automotive aftermarket professionals improve; one lesson at a time. Academy Panel: Pete Rudloff is a national automotive instructor/advisor, nationally published technical writer and owner of Pete’s Garage Inc. in Newark, DE. Pete has a passion for training and created the Delaware training Group to bring technicians together in an environment that fosters learning. Pete’s Garage has a reputation as friend to the general auto repair shops with local shops calling themselves customers. Pete’s Garage is known for fixing difficult to fix cars and has grown more into a diagnostic destination than a maintenance shop.  Pete had been featured in episode 226 (https://remarkableresults.biz/e226/) and Academy 018. Brett Beachler has been in the automotive industry for 30+ years and is the third generation at Beachlers Vehicle Care & Repair in Peoria, IL. At age 16, he officially joined the family business pumping gas at their Amoco gas station portion of the business.  Brett is passionate on this subject. He understands the value of maintenance form cost per mile. He has created a spreadsheet that shows his customer the difference between buying every four years to driving for 12.5 years.Brett Beachler recently published a book on vehicle care & repair.  Listen to Brett’ episodes here (https://remarkableresults.biz/?s=beachler) . Craig Noel, Owner of 3 location Sun Automotive Springfield, OR.  Craig graduated from Lane Community College in 1987 with a Bachelor of Science in Automotive Repair and quickly went to work.  He worked for Ford as a Senior Master Technician and then working my way up through the ranks as Team Lead, Service Advisor, Assistant Service Manager.He has also built ground up Street Rods/Show Cars for over 30 years as a hobby.  He was “head hunted” by the original owner of Sun Automotive in 2011 and became GM at that time. As of January 1st 2017, he is the proud owner of Sun Automotive. This is Craig Noel’s first appearance on Remarkable Results Radio. Talking Points: You can get to 100,00 easily today with minimal maintenance. People will buy a new car. We need used cars in the marketplace and in 5 years that new car will be in our bays. Spread sheet to show the amount of saving to keep a vehicle for 250K. It is a cost per mile savings model. There is an “Emotional” aspect of the situation and how each person decides based emotion first (86% of the time) vs. facts. What is interesting is making the disconnect from the emotion and reconnecting with the financial facts. We must become educators of our children as to how to appreciate and take care of a vehicle today. There is no love of the automobile today. The love of a vehicle is diapering. It is transportation. Car enthusiasts don’t care about cost per mile. The person who values the vehicle as transportation cares about cost per mile. Leasing is as bad as ownership. It all comes down to cost per mile. The car dealer has it figured out. If you can afford it then do it. Except that most people will think they will have a car payment for the rest of their life. Financially it will kick your butt and you need to look at the numbers. It becomes more about engaging with your customer and getting their buy in on the savings so they become a partner in their vehicle repair. It becomes easy to write the check for maintenance service as the vehicle mileage grows. (http://eepurl.com/bhqME9) Be socially involved and in touch with the show: Email (mailto:carm@remarkableresults.biz)

Eugene is a surprising hotbed of video games. "Tribes," "Godzilla: Destroy All Monster's Melee," and "Red Baron" are just a few games to be developed in its local studios. While larger studios like Pipeworks tend to employee the most people, there's also an active indie scene that is nowhere more apparent than at the second annual Indie Game Con. Hundreds of people filled Lane Community College in early October to play new titles, from space shooters like "XO" and "Star Mazer" to fantasy games like "Villagers & Heroes" to the more unusual, like a game of dueling narwhals called "Fail Whale" and a game of dueling tongues called "Smooth Operator."On today's show we talk to developers about making games and getting game face on for taking their creations out into the world.Meet our guests: Ted Brown is the director of Eugene-based Indie Game Con. A veteran of Zynga and Buzz Monkey Software, Brown own and operates game studio Oreganik LLC, which developed the app games "Chess Heroes" and "Epic Skater." He’s also on the board of the trade group Oregon Game Association. Michael Jones is a Eugene-based sound designer and composer who has been creating audio for games for more than a decade. He chairs the Eugene chapter of the International Game Developers Association, and he’s director of professional development for BitForest, a networking group for Eugene-area game makers. He also composed all the music used in the show. Britt Brady, lead designer and art director of Cowboy Color Games, has lived in Eugene for about nine years. Involved in the game community for the past two years, he says he’s more of an “abstract creative” than a programmer. Cowboy Color’s game of shooting and blocking, "Charge Shot," was prototyped during a game jam. Cullen Dwyer, lead programmer of Cowboy Color Studio, had only recently moved to Eugene when he partnered with Brady to develop "Charge Shot." Kate Thomas, producer and co-founder at Portland-based Beardo Games, developed "Smooth Operator" with programmer Chris Harback and artist Miles Neilson. The trio prototyped the game where you compete to be the better kisser for the Ludum Dare global game jam in 2013. Damon Slye is one of the godfathers of the Eugene gaming community. After co-founding the pioneering game studio Dynamix in 1984, he helped produce games for the Commodore 64 computer and game companies Activision and Electronic Arts. He left the company and the industry in 1994 (Dynamix was acquired by Sierra Online in 1990.) He came back in 2007 with Mad Otter Games. Currently he’s developing an online multi-player fantasy game called "Villagers & Heroes" that emphasizes social interactivity. Mad Otter has also acquired the rights to "Red Baron" and is planning a reboot.Plus a cast of hundreds of gleeful developers, players, and others who wandered through Lane Community College's downtown campus in Eugene that day. Press "play" to begin!

Cyrus Hosteler just qualified for the 2016 Rio Olympics in the Men's Javelin. Two days later he sits down with World's Greatest Athlete Podcast to discuss his journey from Lane Community College to a 2x Olympian. We also revisit the Paper Decathlon, and talk about LeBron James, Cam Newton & Marquise Goodwin. Throw far - Enjoy the show!

Fitz just completed the 2016 Olympic Trials Decathlon & Grady O'Connor joins WGA Podcast to help Fitz breakdown the meet. Grady is the Head Coach at Lane Community College, and has trained with or coached several studs like 2016 & 2012 Olympian Cyrus Hostetler, 3x Olympic Decathlete Tom Pappas, Santa Barbara TC Director / Coach Josh Priester among others. Check out Grady & Fitz's recap and listen to what Grady has to say about the multi events in the Pacific North West.

Eugene is a surprising hotbed of video games. "Tribes," "Godzilla: Destroy All Monster's Melee," and "Red Baron" are just a few games to be developed in its local studios. While larger studios like Pipeworks tend to employee the most people, there's also an active indie scene that is nowhere more apparent than at the second annual Indie Game Con. Hundreds of people filled Lane Community College in early October to play new titles, from space shooters like "XO" and "Star Mazer" to fantasy games like "Villagers & Heroes" to the more unusual, like a game of dueling narwhales called "Fail Whale" and a game of dueling tongues called "Smooth Operator."On today's show we talk to developers about making games and getting game face on for taking their creations out into the world. Press "play" to begin!