Podcasts about levers

What if healing wasn't random? What if the body was designed with intelligence, order, rhythm, and frequency built into it? In this powerful philosophical episode of the MoChihChu Podcast, Dr. Fred Schofield unpacks "The 7 Levers" a deep dive into chiropractic philosophy, nervous system communication, spinal alignment, frequency, tone, healing, self-regulation, and the true purpose of the adjustment. This isn't surface-level chiropractic talk. This episode bridges ancient principles, modern nervous system science, innate intelligence, spinal biomechanics, breathwork, energy, heart rate variability, posture, clinical certainty, and the foundational laws that govern healing and human performance. Dr. Fred explores: The neurological connection between the brainstem and body Chiropractic adjustments and frequency restoration The meaning of subluxation and nervous system interference Why structure influences function How stress, cortisol, and poor tone affect healing The role of posture, breathing, movement, and spinal molding Heart rate, vitality, and nervous system adaptability Clinical certainty and patient communication Self-healing, autopoiesis, and innate intelligence Why consistency and discipline create long-term transformation From Palmer philosophy and upper cervical concepts to practical patient care and personal development, this episode is packed with searchable, thought-provoking conversations around chiropractic healing, wellness, nervous system regulation, holistic health, and peak performance. If you're a chiropractor, chiropractic student, wellness practitioner, or someone passionate about health, healing, energy, mindset, and the power of the human body… this episode will challenge the way you think about healing itself. "You are self-organizing. You are self-regulating. You are self-restoring." - Dr. Fred Schofield   Subscribe, share, and step deeper into the philosophy, science, and art of chiropractic.

Shownotes - https://www.nerdnest.tv/podcast/episode-151

How much cash is hiding in your business? See if you qualify for a Free Financial Health Check Financial Intelligence Toolkit Most specialty contractors know cash flow is important. What they do not know is what actually controls it.In this episode Steve walks through the four levers that determine whether a contracting business has cash or not. They are not complicated, but if you do not know what they are, you cannot pull them. And if you are busy and still broke, at least one of them is working against you right now._______________________________________Disclaimer:The views expressed here are those of the individual Coltivar Group, LLC (“Coltivar”) personnel quoted and are not the views of Coltivar or its affiliates. Certain information contained in here has been obtained from third-party sources. While taken from sources believed to be reliable, Coltivar has not independently verified such information and makes no representations about the enduring accuracy of the information or its appropriateness for a given situation.This content is provided for informational purposes only, and should not be relied upon as legal, business, investment, or tax advice. You should consult your own advisers as to those matters. References to any securities or digital assets are for illustrative purposes only, and do not constitute an investment recommendation or offer to provide investment advisory services. The Company is not registered or licensed by any governing body in any jurisdiction to give investing advice or provide investment recommendations. The Company is not affiliated with, nor does it receive compensation from, any specific security. Please see https://www.coltivar.com/privacy-policy-and-terms-of-use for additional important information.LinkedIn | YouTube coltivar.com

In this episode, Josh interviews Norm Lanier, CEO of a long-running Amazon private label business. Norm discusses his journey from side hustles to full-time e-commerce, the challenges of increased competition and inventory management, and insights gained from Josh's business strategy audit. Key takeaways include focusing on the most profitable products, increasing strategic ad spend, and shifting from “base hit” to “home run” products. The conversation highlights the importance of data-driven decision-making and adapting business strategies to sustain growth and profitability in a rapidly evolving e-commerce landscape.Chapters:Introduction & Guest Background (00:00:00)Josh introduces Norm Lanier, outlines his Amazon business experience, and sets up the episode's focus on the business audit.Norm's E-commerce Journey (00:00:59)Norm shares how he started in e-commerce, his transition from HP, and his experience across multiple marketplaces.Challenges in E-commerce (00:02:24)Norm discusses recent challenges: increased competition, economic downturn, and feeling out of touch with business metrics.Importance of Data & Inventory Control (00:03:15)Norm explains the need for granular dashboards, product-level profitability, and efforts to clean up catalog and manage inventory.Purpose of the Strategy Audit (00:04:15)Norm describes his motivation for the audit: getting an expert's perspective and actionable insights beyond what accountants provide.Key Audit Takeaways: Advertising & Levers (00:05:28)Norm highlights the realization that increasing advertising spend is a major growth lever, a unique insight from the audit.Profitability & SKU Management (00:06:00)Josh and Norm discuss the struggle with profit margins, managing 7000 SKUs, and the need to focus on high-value activities.Mindset Shift: From Base Hits to Home Runs (00:07:28)Norm reflects on shifting from launching many small products to focusing on bigger opportunities that can significantly grow the business.Action Items & 80/20 Focus (00:10:02)Josh summarizes three action items: prioritizing high-impact levers, simplifying by focusing on top-performing products, and strategic PPC investment.Keyword Strategy for PPC (00:13:19)Norm and Josh discuss the importance of identifying and categorizing keywords before increasing PPC spend for maximum impact.Audit Value & Closing Thoughts (00:14:05)Norm shares the value of the audit, the benefit of an expert's perspective, and appreciation for the insights received.Wrap-up & Future Outlook (00:15:04)Josh and Norm conclude, expressing interest in a follow-up episode to track progress and encouraging listeners to seek similar audits.Links and Mentions:E-commerce Platforms  "Amazon": "00:01:06"  "Shopify": "00:01:06"  "Etsy": "00:01:06"  Business Tools and Evaluation  "Dashboards and Tools for Business Evaluation": "00:03:15"  "Comprehensive Business Strategy Audit": "00:00:00"  Marketing and PPC  "PPC (Pay-Per-Click) Management": "00:10:02"  "Keyword Strategy for PPC": "00:13:19"  Business Strategy and Mindset  "Mindset Shift for Entrepreneurs": "00:09:02"  "Identifying Levers for Business Impact": "00:11:03"  "20/80 Rule (Pareto Principle)": "00:12:16"  "Simplifying Business by Focusing on Top Products": "00:12:16"Transcript:Josh 00:00:00  Today I am speaking with Norm Lanier. He is the CEO of his own Amazon private label business that he's been running for over a decade now, and he has lots of experience. In fact, Norm is one of the lucky winners of my comprehensive business strategy audit sessions. And so today, I'm super excited that we're going to be diving into the conversation, the audit that we just performed on Norm's business, and he's going to be sharing his takeaways, the insights that he's gleaned. he is already doing millions of dollars in business, but he has aspirations to continue to grow his business and to hopefully one day be able to exit that business. And today, that's the conversation that we had and we talked about. So, Norm, with that introduction, I want you to kind of give us a quick intro about yourself, how you got started into the e-comm world and what you've been doing over the last decade.Norm 00:00:59  Yeah. Thanks, Josh. I appreciate the opportunity to talk with you and your listeners also.Norm 00:01:06  I've been doing, First. e-com business. I kind of, came in the back door and started that in 2004. I started building some side hustles while I was an employee at at HP. I got to the point where I was making more of my side hustles than my real job. So for my 50th anniversary, I 50th birthday, I turned in my resignation. And I've been doing Amazon and Shopify, Etsy, a lot of different marketplaces since then full time. And that's kind of where I'm at today.Josh 00:01:44  I love it, and Norm and I dance in the same space. Sometimes we might be considered competitors, but there's such a big marketplace out there that we were able to, you know, really kind of lift up, open the hood today and really dive into each other's businesses. He was able to ask me a lot of questions, and hopefully I was able to share some valuable insights with you, Norm. And that's what we'll talk about. Norm, we first started off by talking about, you know, what is your overall goal in in your business.Josh 00:02:15  Right. And what are the biggest obstacles that you're facing. So why don't you go ahead and kind of reiterate what we started our conversation off with.Norm 00:02:24  Yeah. So, you know, just taking a look, you know, I think I'm fall into the same category as most people are selling in the e-commerce space right now, dealing with more competition. things are constantly moving. you know, the economy is down to a degree. So I think in our space, we're, we're seeing, you know, some pullback on, on spend over the last couple of years. So that's created challenges, right. And you know, as we as we mentioned, I've been doing this for a long time, and I really had gotten to the point where, a couple of years ago and stuff. I really felt like I was out of touch that before. It was pretty easy for me. I really felt like I had it dialed in, and over the past few years, it really felt like I was kind of losing control.Norm 00:03:15  And a lot of that had to do with not having the proper dashboards and tools to be able to evaluate kind of where we're at on a very granular level. Right. Because it's one thing to see your big number and your paychecks and all of those things come in on a monthly basis. But, you know, on a product level, after shipping fees and advertising and all of those refunds and so forth, what is each product actually generating as far as income and what is really driving bottom line growth? And once I got the proper tools in place, really kind of opened my eyes that a lot of products that we had, it's like, why am I even bothering with this when it's all said and done? I'm not making any money. It's certainly not worth the effort on this. So we've really have gone in and cleaned up our catalog and eliminated a lot of stuff. A lot of exce...

228: On this episode, Shadow Systems goes from private equity owned to father and son owned, Derya breaks out some new Lever guns, Beretta brings a new update to their pistol line with the new 94X Performance and a whole lot more! Also have our friend Eric Kamps on to talk about his upcoming Level 2, The Brew City Open! Sign up below and come out and have a great time in Southeastern Wisconsin! Sign up here - https://practiscore.com/brew-city-open-2026/register Check Out Our Partners & Affiliates For The Best Deals On Gear:

In this talk at AppsFler MAMA SF 2026, Steve P. Young breaks down the latest app monetization strategies that are actually working in 2026, including onboarding paywalls, paid intro offers, reverse trials, hard paywalls, discount pricing psychology, and subscription optimization.Drawing from real app case studies and experiments, Steve shares actionable tactics that have helped apps dramatically increase trial activations, trial-to-paid conversion rates, retention, and overall revenue.If you're building a subscription app, SaaS app, AI app, or mobile startup, this session is packed with practical insights you can implement immediately.You'll Learn:✅ Why your paywall should be inside onboarding✅ The “3 Screen Paywall” strategy is increasing trials by 56%+✅ Paid intro offers vs free trials✅ Reverse trials that boosted conversions 10X✅ Discount pricing psychology that increases revenue✅ Real monetization experiments from top appsWhether you're focused on ASO, user acquisition, subscriptions, retention, or app growth, these monetization insights can help you scale faster.

228: On this episode, Shadow Systems goes from private equity owned to father and son owned, Derya breaks out some new Lever guns, Beretta brings a new update to their pistol line with the new 94X Performance and a whole lot more!Also have our friend Eric Kamps on to talk about his upcoming Level 2, The Brew City Open! Sign up below and come out and have a great time in Southeastern Wisconsin!Sign up here - https://practiscore.com/brew-city-open-2026/register Check Out Our Partners & Affiliates For The Best Deals On Gear:

In this episode, Ruth is joined by Kathryn Eade, Head of Strategic Change at the University of Salford and founder of the Female Leadership Collective. With over 20 years' experience in leading change and supporting growth, Kathryn Eade shares her insights on what really makes change possible within organizations. The conversation covers the realities of driving sustainable transformation, the human side of change, and the importance of fostering collaborative environments.Key Topics DiscussedSeeing Change from the Inside vs. OutsideKathryn Eade describes how working internally reveals the complexities, histories, and unwritten rules that truly shape organizational change, often unseen by external consultants 02:49.Sustainability and Systemic ChangeThe importance of lasting impact and how real change is less about delivering projects and more about shaping systems and behaviors 05:00.Levers for Meaningful ChangeLeadership modeling and consistency are essentialChange is not announced, it's experienced through leaders' behaviors 07:31Small, incremental shifts ("stretching the elastic band") build momentum over timeManaging Expectations and PaceDemonstrating "quick wins" to maintain momentum 10:11Translating collaborative and behavioral work into language that resonates with results-focused leadersCulture: The "Soft" Hard StuffWhy culture and behaviors are strategic enablers, not “soft” extras 13:18The difference between living values and paying lip serviceInformal behaviors and cultures of psychological safety are what actually move organizations forward 15:34Psychological Safety & Candid ConversationsThe value of calling out hidden conversations and creating space for honest dialogue 19:01Building trust so challenging topics can be addressed openlyThe Emotional Journey of ChangeOrganizations often underestimate the feelings of loss and discomfort that accompany change 27:50Acknowledging and working through the "endings" is vital for healthy transitionsWhat Success in Change Feels LikeWhen people experience clarity, momentum, and shared ownership, change becomes part of everyday work 32:01Change fatigue is more often about poor prioritization than too much changePractical TakeawaysSustainable change involves shaping systems, not just delivering projectsLeadership consistency and small, visible wins are crucialCreate intentional spaces for collaboration and reflectionMeasure and discuss the impact of "soft" skills in hard results termsBuild psychological safety for real, honest dialogueDon't skip over the emotional journey or the importance of endingsJudge where to put your energy—not everyone will be convinced at the same paceIf you have thoughts, questions, or stories to share, Ruth would love to hear from you.Connect with Ruth:Instagram LinkedIn Website

Performance marketers are running out of levers — and the one most teams haven't pulled yet is signal. In this episode, we speak with Shumel Lais , Founder of Day30, about signal engineering and why it may be the most important skill in performance marketing right now. Shumel explains what signal engineering actually is, how prediction models use behavioural data to identify high-value users before they ever convert, and why synthetic events — goals you engineer rather than observe — help ad platforms like Meta find better users faster. He also shares how subscription apps have achieved up to 50% reductions in CAC, and why, with everything else becoming automated, signal is now one of only two levers performance marketers still control. If you work in user acquisition or subscription growth, this is a must-listen. Today's topics include: What signal engineering is — and how it differs from simply tracking conversion events How prediction models use behavioural data to score users by conversion probability Synthetic events — engineering goals that don't yet exist to give ad platforms a sharper target Why subscription apps generate the behavioural data depth that makes signal engineering work The three components of an effective signal: volume, velocity, and precision Why performance marketers are down to just two levers — creative and signal Links and Resources: Shumel Lais on LinkedIn Day30 Business Of Apps - connecting the app industry Quotes from Shumel Lais “The concept of signal engineering is to see how we can manipulate that event to give the ad platforms a stronger correlation to the business value that you're after." "A synthetic event is, ultimately, when we're creating an event that doesn't actually exist. These are not things that have actually occurred — but based on the data we take in, we can build this from scratch." "When I think of performance marketing now, everything's become very algorithmic and very black box. There's less and less levers available for marketers to pull. I think there's only really two levers left — one is creative, and the second lever is signal." Host Business Of Apps - connecting the app industry since 2012

Are you tired of chasing the hollow rewards of fame, wealth, and public image? According to Dr. Stephen R. Covey, author of The 7 Habits of Highly Effective People, these external rewards are just the trappings of "secondary greatness". True success is an inside job based on your character, integrity, and deepest motives—what he calls Primary Greatness.In this video, we break down the life-changing concepts from Covey's book, Primary Greatness: The 12 Levers of Success. We'll explore why your inner character ultimately matters more than your outward competence and how aligning yourself with timeless, unchangeable principles can completely transform your personal and professional life. Stop rearranging the deck chairs on a sinking ship by putting appearances before reality! Join us as we uncover the 12 powerful levers—like integrity, priority, sacrifice, and continuous learning—that will help you build a life of deep peace, satisfaction, and lasting contribution.#Tags #StephenCovey #PrimaryGreatness #12LeversOfSuccess #PersonalDevelopment #SuccessMindset #CharacterBuilding #LeadershipSkills #SelfImprovement #LifePrinciples #TrueSuccess #The7Habits

What would happen if you woke up tomorrow and were suddenly taxed an extra 33% on every dollar of profit your business produced? In this rerun episode, I break down why that scenario isn't far off from what many founders are already doing, simply by failing to optimize their pricing, overhead, and after-tax income. Listen in as I walk through the three profit levers that matter most, why they drive more impact than almost anything else you can do, and how they can meaningfully increase your net income without hiring more people or scaling harder. You'll hear real examples from the eCommerceFuel community, data from the Trends Report, and practical steps you can take right now to strengthen your margins, streamline your operations, and dramatically improve your after-tax results. You can find show notes and more information by clicking here: https://tinyurl.com/z984zhyt  Interested in our Private Community for 7-Figure Store Owners?  Learn more here.  

Your next dollar is not hiding in a new ad campaign. It is hiding inside the business you already built. In this episode, Jimmy Nicholas and Dr. Dustin Burleson pick up where Episode 65 left off. Once you have decided what stays in your business based on principle, the next question is how to make what stays more efficient. The answer: 15 to 30 percent of additional revenue is usually already there, with no new customer required. They walk through five profit levers you can pull this month. LEVER 1 — Database Reactivation Rekindling a relationship costs a fraction of buying a new one. A short, personal "are you still interested" message can restart conversations that ad spend cannot touch. Dustin shares why customers reactivate as far out as 24 months, a pattern visible in public filings from a large direct-to-consumer brand, and why "they are not coming back" is almost always an excuse. The deeper point: reactivated buyers often want to buy differently, so listen to what they are actually asking for. LEVER 2 — Missed Calls and Speed to Lead Almost no one leaves a voicemail anymore, so a missed call is usually a lost sale. The hosts cover AI receptionists, instant text-back, and after-hours coverage, with client examples discussed in the episode including a multi-location group that recovered tens of thousands in a single month from previously ignored missed calls. The principle stays simple: answer the phone, and answer it like a human whenever you can. LEVER 3 — No-Shows and Schedule Gaps You often do not have a lead problem. You have a scheduling problem. Dustin explains how opening hours competitors do not offer, and staggering the team, turned slow days into the busiest ones. Jimmy contrasts that with a real customer experience of a gate coming down at lunch, and how availability alone can win the business. LEVER 4 — Pricing and Case Acceptance Competing on price alone is fragile. Offering good, better, and best tiers reveals price elasticity you did not know you had. The hosts also cover how AI can audit billing and coding to surface revenue that was being left on the table. LEVER 5 — Referral Systems People do not refer good-enough service. Give them an experience worth talking about, and know exactly who your referral sources are. The episode covers why most referrals go untracked, and what changes the moment you start tracking them. The throughline: AI now does in minutes what used to take data scientists and months. The operators who win ask a better question of the customers they already have. Pick one lever. Whichever one makes you lose a little sleep is probably the one to start with. RESOURCES Get the tools referenced in this episode at MomentumInsiders.com: the Hidden Profit Finder and the 5-Word Text Template. Complimentary. Log in and they are waiting for you. COMING NEXT EP 67: Your Team Is the Bottleneck. Why headcount is not the same as capacity, and the one number that tells you which one you actually have. First Friday of next month. ABOUT THE SHOW The Wealthy Momentum Podcast is a monthly first-Friday show where Jimmy Nicholas and Dr. Dustin Burleson go deep on one topic per episode for practice owners and service business operators, with tactical patterns you can implement before the next episode drops. New episodes the first Friday of every month.   To your momentum, Jimmy and Dustin. Get additional resources, scorecards, and working frameworks at WealthyMomentumPodcast.comSubscribe on YouTube: YouTube.com/@WealthyEntrepreneurHQLearn more: WealthyEntrepreneur.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Your nervous system has a finite capacity. When it's full, everything spills over — the reactivity, the exhaustion, the overwhelm that shows up no matter how organized your life looks on paper.There are two main reasons this keeps happening. And until you see both of them clearly, you'll keep managing the symptoms instead of changing the situation.In this episode, I'm breaking down the two levers that actually control your overwhelm — the faucet (everything flooding into your system) and the drain (your blocked ability to release and recover) — and why all the planning, scheduling, and discipline in the world can't fix what is fundamentally a nervous system problem. This isn't another productivity conversation. It's the one that changes how you think about all the others.The Capacity Audit is happening TOMORROW — Wednesday, June 3rd. It's free, it's live, and it's specifically designed to show you where your capacity is holding strong and where it's quietly costing you the most. You'll leave knowing exactly which area is your highest-leverage move — and with tools to start working on it.  Register at https://michellegrosser.com/audit.What you'll learn:The two root causes of capacity overload — and why most women are dealing with both at the same timeWhy optimization, better systems, and tighter routines only solve part of the problem (and which part they miss entirely)The difference between capacity constrictors and capacity expanders — and how to start identifying yours-->>> Register for The Capacity Audit free live workshop June 3rd 

https://youtu.be/gS7aHfIiXjQ Preetha Pulusani, CEO of DeepTarget, is passionate about helping people realize their potential and leveraging technology to create meaningful business growth. After spending 25 years in corporate America and learning hard lessons from an early entrepreneurial failure, Preetha built DeepTarget into a bootstrapped fintech growth company that helps banks and credit unions acquire, engage, cross-sell, and retain account holders through advanced data analytics and intelligent marketing. In this conversation, Preetha shares the DeepTarget Bootstrap Framework, a leadership and innovation model built around five principles: Combine Pros with Fresh Graduates, Think Big but Start Small, Be Agile with a Flat Structure, Fail Quickly, and Keep a Tight Customer Feedback Loop. She explains how blending experienced professionals with emerging talent creates powerful teams, why rapid experimentation outperforms large-scale product launches, and how customer feedback should guide innovation. Preetha also discusses using data to drive growth, selling outcomes instead of technology, and building a successful SaaS company without outside funding. — Pull 5 Levers to Bootstrap Your Firm with Preetha Pulusani  Good day. Steve Preda here with the Management Blueprint, and my guest today is Preetha Pulusani, the CEO of DeepTarget, a company that helps hundreds of financial institutions increase loan demand, promote product adoption, and support intelligent marketing through advanced data mining and analytics. Preetha, welcome to the show.  Thank you, Steve. Thank you for having me. Thank you for inviting me. I’m looking forward to it.  Yeah. You have a very interesting business and very interesting profile, so I can’t wait to jump in. But let me ask you my favorite question. What is your personal ‘Why’, and how are you manifesting it in your business?  I guess you could say that my personal ‘Why’ has evolved over several years. I spent 25 years in corporate America, and that was the best business education I could have ever received. My first failure as an entrepreneur, though, added to that significantly, and that was right before I started DeepTarget. Luckily, it was a quick failure, but that doesn’t mean it was not a difficult one. And in every way, the lessons learned have come in handy today. So I believe that I’m in my final chapter of my career, so I can speak from years of experience. And my personal ‘Why’ is—it’s always been about people for me. I’ve never believed in the lone genius.  I believe that every person has some spark of genius in a different way. And I have always been inspired by pulling out that spark and weaving a tapestry of people.Share on X And that happened even in my job in corporate America, but it happens even more with my team today as an entrepreneur at DeepTarget. So it’s about empowering people to use that spark rather than focusing on something that they may not be as good at. It’s pulling out that strength and making it the collective strength of a solution, of how we serve customers, and of the business itself. Does that make sense?  Oh, yeah. This is great. I love that. My experience is that nearly none of the companies I talk to—or basically none of them, literally none of them—capitalize on the maximum talent of their team. Because it’s impossible to maximize it completely, but you can work on it, and that is wonderful.  Yeah.  So do you have a process for how you do that? Is there a mental process? Is it just an awareness? Is it a curiosity? Is it a natural thing that you do, or do you actually have a way of doing this?  So I have found that I think I read people. I think I’m intuitive in that way. And so I see myself as being the orchestrator of whatever it is, whether I’m working on today’s problem or whether I’m working on the big vision. I don’t know that it’s a process so much, but I have used it over and over again. It’s become a very natural thing for me.  So you talk about the big vision. What is that big vision?  So as a company, my focus is on making our clients successful. What that means is helping them grow their financial institutions.Share on X We work with credit unions and banks, and it’s all about growth. And we use innovation to leverage that growth for them. How do you acquire new account holders? How do you cross-sell to them? How do you communicate with them? How do you retain them? I’m a techie at heart, so it’s been about how do I leverage data? How do I leverage—today, of course—AI, kind of a combination of data and AI, to make sure that they are able to see the growth they need for their financial institutions? And that’s kind of become the mission that we have adopted for the company.  Yeah. I noticed that on your website you have this map of, I think, seven or eight different ways that you’re driving adoption and contact with people and—  It’s highly data-driven. It’s not wishy-washy. We’ve evolved from being a marketing company to a growth company. And when you take anything that’s data-driven into marketing, yeah, it’s something that people like to do. But what we like to do is use the technology to get to the human—to get to the individual. So we are helping our credit unions and banks reach individuals, understand each account holder, and understand what their financial needs are. And the only way you can do that at scale is by using technology and data. So we’ve built a platform that enables them to do that. That’s why the front end is all data, right? We can accept as much data as they want to give us so that we can do the right things to help them grow and engage their account holders.  Yeah. I like that you’re very techy, as you say—techy and data-driven. So I wonder, what is your mental model when you think about the end customers of your financial institution clients? What’s your mental model for how you innovate this process? So what are the major elements? If you had to synthesize it down to maybe three to five elements—your levers that you can pull—what are those?  Great question. So I’m going to start with the people because, for me, everything revolves around people. What I’ve been able to do is combine very seasoned pros with fresh graduates from local universities, and that has been a potent combination. Okay? That’s number one. Whether I’m talking about development, customer success, or sales, that’s been the combination that has worked for me. And as a bootstrapper, that has also helped me financially. You have a very seasoned pro that I’ve worked with for years, and you know exactly what their strengths are.  And then you put some fresh graduates under them. I’m telling you, there’s nothing better. That combination is second to none. The second thing is, I believe in thinking big, but starting small and scaling quickly. I learned that over time. There was a time when we used to have the big-bang theory of creating products.Share on X We have moved so far away from that. So think big, start small, and be agile. And as a small company, that’s a big advantage for me. We have a very flat structure. And so we’re able to have the agility we need to move markets, frankly. If you’re going to fail, fail quickly.  Have a tight customer feedback loop. And if something isn’t going to work for your customer, just abandon it. Abandon it quickly. I can’t say, in all honesty, that I’ve done that every time, but it’s always on my mind: “Should we really even pursue this?” I know we’ve had projects that we thought would be very successful, but they weren’t. But when you’ve only made a small investment, it’s easier to set it aside. “Okay, it’s not working. This is not what we need to do. Let’s move on.”  Yeah, I love that. Can you give an example where you invested in a process and really believed in it, and it turned out not to work, and then you had to pivot from it?  So the way we help banks and credit unions engage and cross-sell to their account holders is primarily through digital banking. We put up very personalized offers using data in the digital banking environment and use that real estate very effectively. It works like a charm. That’s what we do today. We did get a little sidetracked by expanding that into email, and we didn’t see the kind of growth we expected. So we tried to understand that. We did kind of an autopsy. And the difference is that when you log into digital banking, you’re being served something. The difference with email is that you’re pushing something out. It has its uses, for sure, but the particular aspect of what we had done in the product didn’t take off like we expected. So we just said, “Okay, let’s do more of what we can do within the digital banking environment.”  But that works for farming existing customers of the banks, right? Do you also help banks acquire new customers?  Yes. And that’s where email works, by the way. And so does direct mail, and so do digital ads. When you’re cross-selling to existing account holders, you have a lot of information about them. For example, if they rent a home, you would never give them a HELOC offer, right? But on the other hand, what we’re doing for new account acquisition is still using data. We’re looking at who the most profitable customers are that your credit union or bank has, and using that as the model to find more likely customers within a particular radius of their branches. So we are still using data, but in a different way and using different channels to reach them versus digital banking.  That’s fascinating. So what drives growth in your business?  Well, if you had asked me that question 10 years ago, I would have said innovation drives growth. But what we have found and learned over time is that innovation is an engine.Share on X Innovation, in a way, actually causes friction because when you innovate, you’re creating something new. So you first have to go out and educate the market. You have to make them understand that there’s a new way of doing things, and not everybody is open to change.  So if I go talk to a marketing professional and say, “Hey, here’s a new way of doing things. We’re using data.” I put myself in the place of that marketing person who is already constrained by bandwidth, who is already doing so many things, saying, “You’re bringing another new tool for me to learn and use? For what purpose?” While innovation is the engine, what we have learned is not to focus on the innovation, but to focus on the impact. And we do that by really working hard to get into the C-suite. So we are talking to the CEO, the COO, the Chief Digital Officer, or the Chief Technology Officer of these banks and credit unions, helping them understand the outcomes. What is it we do? We acquire new customers. We cross-sell to existing customers. We help you retain them. I receive these direct-mail solicitations from mega banks like Chase and Wells Fargo.  They’re paying me $900, $1,500 to open a checking account. It’s expensive to acquire new accounts. That’s just an example, right? So we are helping you grow through new account acquisition, but we also have a whole playbook for how you retain those new accounts that you acquire. So when you talk at the C-suite level, all of a sudden they’re not seeing a tool. What they’re seeing is an outcome. “How soon can we see results?” is the question we get asked. So we grow through a different way of selling what we do to these institutions.  So people don’t care how you achieve the result. They just want you to talk about the result?  Exactly. Especially the CEO. I mean, they don’t really care. They do care about things like data privacy, and we’ve addressed all of that. We’ve been doing this business for so long that data security is table stakes. But they care less about how you do it and more about why. So we have to talk to the individuals who care about the why rather than the how, although the how plays such a big part in building a business, right? But that’s what we focus on.  That’s behind the wall. That’s your problem, basically.  That’s right. That’s the secret sauce. We used to take great pains to explain the secret sauce at one point in time, but not anymore.  That’s interesting. So why do they listen to you? I mean, why do they believe that you can get these results? Do you show them testimonials, or how do you prove it?  We have over 200 customers now—customer contracts. It’s actually closer to 300. So we have a lot of testimonials and references that we can show them. We also let them know that there are barriers to using software like ours, such as, “Do I need to have somebody operate the software?” No, because part of what we offer is a managed service. We will operate the software for you using your branding and everything else that you have. So we’ve kind of removed all of the barriers. The biggest barrier today is creating awareness in the broader market, because this is a huge market.  And on my bootstrapping budget, I have to make sure people know that such a solution exists. What we find is that once we reach the decision-maker, it’s a fairly straightforward sale. I would say that if I’m constrained by anything when it comes to growth, it’s because I’m a bootstrapper. I watch every penny carefully, and I have built the company funded entirely by revenue. And one of these days that’s not going to be enough. But so far, so good. Yeah. Okay. So basically you create broader awareness of your products. You have all these testimonials and references. When you get in front of these decision-makers, you talk about the outcome and show them the results you can get.  And we have direct sales, right? I mean, we do call on, we have a couple of people. All they do is work the phones, emails, and LinkedIn to get us meetings in front of the right people. You know, also, Steve, in this day and age of everything digital, what we have found with banks and credit unions is that first important meeting with the CEO—we’re finding that doing it in person makes a huge difference. So that’s another thing that we do.  That’s interesting. So does that limit you geographically?  We’re having so much success with that model that it only helps us. More revenue means I can invest more in sales. So we are limited to the United States. We have customers on both coasts, a pretty good map of customers on both coasts, and in the Midwest. And there are some blank spaces, and we’re trying to address those blank spaces.  So you actually have people fly all over the country to meet with CEOs?  Yes. And it’s making a big difference. This is a change that we made not too far back. I would say maybe about 18 months ago or so, and it’s made a big difference for growth.  That is so interesting because after the pandemic, a lot of companies kept doing video sales calls.  As did we. As did we.  As probably you did as well. But the assumption was that there’s no point in traveling. It’s an extra expense and doesn’t make a huge difference. But you’re saying it’s the opposite—that it does.  Yes, it makes a huge difference. You’re talking to the CEO of a bank. Banks still have a more traditional generation of leaders. Even I didn’t believe it when I was first sold on this whole concept, but I’ve become a believer now. That meeting—the CEO not only is in the room with you, but brings in his or her key executives to talk to you. When you’ve made the trip all the way to Sacramento, they’re going to do that, right? So it’s made a difference.  So there’s a reciprocity involved. They see that you’re making the trip. Okay, then we might as well put more into it. And it’s kind of a self-fulfilling process.  And by the way, when you have more people in the room, you get more objections, but you’re able to address those in person. Yeah. Even if you have a video call with the CEO, if the CEO goes and talks to the CTO and brings up the objection, “You really need to worry about these guys and their data security,” we never hear about that. We just hear silence. We don’t know what’s going on behind the scenes. So you get that opportunity to address all of that kind of in person. And I think it actually works out more cost-effectively, surprisingly. Yeah, as long as those are resulting in deals.  Yes. So maybe that’s an inside thing, but I’m just wondering, what is the upside of something like that? If you convert one of the CEOs and they start using the system—maybe that’s a business secret—but what is the value of that conversion? Let’s say the 12-month value of that conversion that makes you want to do that trip.  So let me give you an example. We sell annual subscriptions with five-year terms. That’s a big deal, right? And when we sell five-year terms, it can become very significant. So we price based on the asset size of the financial institution because that kind of determines how large they are, how many branches they have, and how many account holders they have. So let’s take an institution that’s, say, a billion dollars. I’m just going to give you some rough numbers, right? For a five-year contract, you’re talking about $300,000 or so.  Okay. That makes sense. It’s definitely worth the trip.  Yes, it’s worth the trip.  Yeah.  The other way to have that personal interaction, which we have found to be very effective, is conferences—focused conferences. Many of these banks and credit unions have state leagues, regional leagues, or certain technology-focused groups that meet. And those are kind of the best venues to do our prospecting.  And then do you sponsor these conferences?  Well, we do. We’re very selective, but we have booths, and in addition to that, we may do some other sponsorships. Yeah.  Yeah. That’s great. So switching gears here, I’m really curious. What is something that you’re actively trying to figure out in your business? So if you had a magic wand and you could wave it, what would you want to fix in the next 12 months?  I’ve kind of told you that I’ve been a bootstrapper, and I’ve been a bootstrapper very intentionally. Because one of the things that I said I would do is that I wouldn’t be so stubborn as to never take any outside capital. But the thing that I wanted to figure out before taking external capital was what would give me a multiplier effect. So if I took a dollar in, how would I be able to multiply that? And I’m getting very close to figuring that out on the sales and marketing side. So if I had more dollars, and if I have a sales formula that I know works—that I’m confident works—then I should be able to take that formula, add those dollars, and simply add salespeople, right, to grow.  Scale it up, yeah.  So that’s kind of been the biggest issue I’ve had for the past, say, five years. But I would say that over the past 12 to 18 months, a lot of that has become clearer to me. And so I think I’m getting close to having that solved—to having that formula where I can say, “Okay, if I put in more dollars, I’m going to get X return.”  Yeah. Some people call this the coin-operated marketing and sales system. You keep dropping the coin and—  Yeah. Yeah. It’s taken me years to figure it out. I spent a lot of my early years at the company building a very robust technology platform because without that, everything else becomes secondary. And then I had this focus on, how do I get sales and marketing? And I’ve tried many things, and they haven’t necessarily worked, right? I’ve built up a customer base by slogging over time, but then you want that formula if you want to throw money at it.  Yeah. And that’s where I think I’m getting closer to getting there.  Yeah. And then marketing media is changing all the time. Different platforms come and go. Then you have different advertising formulas, and they burn out. So it’s actually difficult to stabilize it and make something that’s permanently coin-operated, so to speak. Yeah. And when we say everything is data-driven, it’s not just on the front end that everything is data-driven. We are able to tell the credit union or bank how many products we actually sold. What loans did you sell? How many auto loans? How many mortgages? How many HELOCs? How many credit cards? How many deposit accounts did you open each month that were influenced by our campaigns? We’re able to go back and tell them that. And what are the new balances you generated as a result of that? So it’s not about impressions and clicks. On the back end, we actually give them very deep data analytics so they can see, “This is the revenue I generated last month, and these are the new balances I generated last month.” And so that makes a difference, too.  Yeah. I saw on your website that many customers get a 500% ROI on their investment.  Yeah. Which only says that I’m charging them too little.  Yeah. Yeah.  No, but I mean, if you look at the balances and how they measure, we’re almost afraid to put the actual numbers out there. But we show them a growth grid that shows, month by month, here’s what you made using these campaigns. We can even show them what happens when they turn off the campaigns and what the impact is.  So in terms of bootstrapping, is that a strategy? Let’s say you figure out your scalable sales formula. Would you then go raise money, or would you still want to bootstrap?  If the revenue that I’m generating can be used toward growth, I won’t have to go raise money. But I won’t be so stubborn and silly that I wouldn’t take outside capital. I get calls all the time from investment bankers and capital firms. In fact, I was talking to one just yesterday, and I said, “I’m probably getting a bit closer to being open to capital. Give me another six months. By the end of the year, I should know.” So yes,  I would raise money if I had that sales formula, if I knew for sure. And I think part of this, Steve, is because I talked about my first failure as an entrepreneur. It was a very quick failure, but it was a hard one because I had taken money from friends and family, and it was used up, and they didn’t get much in return. When I had to shut down that company, I actually gave them shares in this company. I guess I got a bit burned, so I’m more resistant to taking outside capital until I’ve figured out what the solution is. But I think I’m getting very close. You get to a point where it’s silly not to take capital.  Yeah, because someone might copy it. You figure out a formula, and someone might copy it. Then they put more money behind it, they dominate the market, and you lose. Yeah. So that’s the only concern.  Yeah.  Yeah. If there are listeners who hear this and say, “Wow, I’d like to learn more because I’m involved with a financial institution, and we need to improve our sales, get more customers, and upsell more customers,” where can they find out more, and how can they reach you?  So our website has, I think, a wealth of information. So certainly they can go to our website just to learn more about the solution. They can contact us at success@deeptarget.com. That’s probably the easiest way to get a deeper dive into what we do and have that one-on-one meeting. And I think that’s the best way to learn more. Whether you’re interested in going forward or not, that’s the best way to learn.  Yeah. Okay. Well, definitely. I checked out the website, and it’s pretty informative. You get good visuals of what Preetha’s team is doing, and it’s pretty complex, I would say. There’s a lot of nuance to it, so I found it fascinating. So definitely check out deeptarget.com if you’d like to learn more. Preetha is also on LinkedIn, and you can email them at success@deeptarget.com. Any famous last words for the audience? Something that would help an entrepreneur who wants to bootstrap their business? What would you recommend they do?  I think starting a business is no easy feat, and I don’t believe in overnight success. It’s a journey. It’s been one of the most inspiring and interesting journeys, and probably the greatest learning journey, that I’ve been through. So I think you shouldn’t focus just on the end result or overnight success. Instead, come for the journey.  Yeah. You have to love the journey in order to reach the destination, right?  It’s tough, right? Yeah. It can be tough at times, but then you reach a point where it’s just the best thing.  Yeah. Well, that’s great inspiration for the founders listening to this. And if you enjoyed the podcast, then definitely follow us on LinkedIn, subscribe on YouTube, and give us a review on Apple Podcasts. And Preetha, thanks for coming. That was an eye-opening discussion. I don’t recall having many bootstrapper tech companies on the show, so this is definitely a new element for us and a really good perspective. So thanks for coming, and thank you for listening. Important Links: Preetha's LinkedIn Preetha's website Preetha's email: success@deeptarget.com

Todd Caponi is a sales strategist, keynote speaker, author, and advisor passionate about elevating the sales profession through behavioral science and transparency. A three-time author—including The Transparency Sale and The Transparent Sales Leader—Todd helps organizations rethink how they sell, negotiate, and lead by building trust through honesty rather than perfection.Blending his fascination with decision science, sales methodology, and learning theory, Todd works with customer-facing teams to create more confident, frictionless B2B buying experiences. Through speaking, teaching, and advising, he equips leaders and sales professionals with simple, practical frameworks that drive stronger relationships, better outcomes, and long-term growth.SHOW SUMMARYIn this episode of the Selling from the Heart Podcast, Larry Levine and Darrell Amy welcome sales strategist, author, and transparency advocate Todd Caponi to explore why trust should never disappear when negotiations begin.Drawing from his latest book, The Four Levers of Negotiation, Todd challenges traditional negotiation tactics that often turn collaborative sales conversations into adversarial battles. He explains that while sales professionals spend months building credibility and trust, many unknowingly undermine those relationships the moment pricing discussions begin.Todd introduces a practical framework built around four universal business drivers—volume, timing of cash, length of commitment, and timing or predictability of the deal. By helping buyers understand the true factors that influence pricing, sales professionals can negotiate transparently, trade value instead of giving away discounts, and create outcomes that benefit both parties.The conversation dives into behavioral science, decision-making, confidence in pricing, and why transparency consistently outperforms manipulation. Whether you're negotiating enterprise contracts or everyday business agreements, this episode provides a modern, trust-centered approach to creating win-win outcomes while strengthening long-term customer relationships.KEY TAKEAWAYSTransparency creates stronger outcomes in sales, leadership, negotiations, and customer relationships.Many salespeople build trust throughout the sales cycle only to abandon it during negotiation.Every B2B pricing discussion is influenced by four key factors: volume, payment timing, contract length, and deal predictability.Buyers are less likely to push aggressively for discounts when they understand the rationale behind pricing.Negotiation works best when both sides openly collaborate rather than hide information and play games.HIGHLIGHT QUOTESTransparency sells better, leads better, negotiates better, and creates stronger customer advocates than pretending to be perfect.We spend months building trust with our buyers. Why would we risk losing it the moment the negotiation begins?The best negotiations don't feel like battles. They feel like two sides working together to create value.Every pricing conversation is driven by four simple levers: volume, timing of cash, length of commitment, and deal predictability.The minute you give away a concession for free, you diminish its value—and your own.ADDITIONAL RESOURCESExplore the secrets of heart-centered leadership and thriving workplace cultures with Culture from the Heart Podcast! Nominate a visionary CEO at www.culturefromtheheart.com!Listen to Larry Levine's Bestselling Book: Selling in a Post-Trust World! Now available on Audible! Transform your sales approach with insights that matter.  Subscribe to The Selling from the Heart Podcast Youtube Channel! Stay updated with the latest episodes and leadership tips: Selling from the Heart YouTubeGet Your Daily Dose of Inspiration:Click Here for Your Daily Dose

In this solo episode of Million Dollar Flip Flops, Rodric breaks down one of the most painful realities in business growth:

Another Cannes is in the books, so naturally we start off with a game about movies featured in the upcoming Tribeca lineup. Can we pinpoint the exact level of fame it takes to headline a Tribeca film? Eventually we talk about the shape of the festival from afar, some of the prize winners, and the overall narrative on this year's festival. We also have an in-depth discussion related to the festival world on the new rules from the Academy of Motion PIctures Arts and Sciences regarding the International Feature qualification for the Oscars. What are the implications for the awards, the festivals, and the overall distribution landscape? Then, J Catherine has been attending the Tone Glow Film Festival, and shares her thoughts on films like Levers, The Rib of the Greater Bay Area, Chronovisor. All this and Special Presentations! Send us money for journalism! Our twitter is @CannesIKickIt Our bluesky is @CannesIKickIt Our instagram is @CIKIPod Our letterboxd is CIKIPod Enjoying the show? Feel free to send a few bucks our way on Ko-fi. Thanks to Tree Related for our theme song Our hosts are @andytgerm @clatchley @imlaughalone and J. Catherine Traverse

Recorded from a hotel room in Sydney at 9pm ... because sometimes building your empire looks like getting cozy in a robe and showing up anyway.This episode is a candid, unfiltered conversation about one of the most important marketing questions every business owner needs to be asking: are you focused on finding new audiences, or are you sitting on a goldmine you haven't tapped yet?In this episode:The difference between awareness marketing and conversion marketing - and why most businesses only focus on oneWhy your email list is your most under-utilised business asset and how to actually use itThe social media to email pipeline - how TSC builds it for clients and why it matters more than follower countLead magnets, pop-ups and quizzes - how to pull people from your socials into a database you actually ownWhy most ideal clients sit in your pipeline for 6-12 months before they're ready ... and how to stay front of mind until they areThe free TSC marketing audit tool that tells you exactly which levers to pull right nowLinks:Free marketing audit: www.thesocialcollective.co.nz/marketing-auditHave a question? Click here to send it to me!Links:Join the IHEE WhatsApp communityFollow on Instagram: @inhererampireerapodFind Loren on LinkedIn: Loren TomlinsonVisit us at: inherempireera.comLoved this episode? Leave a review - it would mean the world!!If this episode gave you a breakthrough moment, share your key takeaway on Instagram and tag @inhererampireerapod. Your insights might just shape a future episode.

By the time he landed at his current Private Equity-led company, Matt Kreuger had 15 years under his belt building out ecommerce from scratch, growing global operations, and learning what it takes to drive growth across all different routes to the consumer. But as he says, “what was”doesn't mean “what is”. Everything is always changing, and Matt, from his seat as SVP Digital Commerce and Marketplaces at Buffalo Games, is engineering growth with a lean and agile team and processes that are continually refined for today's opportunities, and preparing for tomorrow's. In addition to all the tech and the processes though, he finds more often than not that his secret weapon is empathy.

In today's episode, we have the pleasure to interview Neen James, author of Exceptional Experiences: Five Luxury Levers to Elevate Every Aspect of Your BusinessNeen is a leadership strategist, keynote speaker, and executive advisor who helps organizations elevate client loyalty, deepen human connection, and create unforgettable experiences. She's worked with brands like Four Seasons, Ritz-Carlton, Comcast, Viacom, and the FBI, and her work focuses on helping leaders understand what luxury truly means in today's world.To learn more about Neen and buy her book visit the links below: Book: https://a.co/d/0faltGDRWebsite: https://neenjames.com/https://www.linkedin.com/in/neenjames/https://www.youtube.com/user/AussieNeenhttps://www.instagram.com/neenjames/In this episode, you'll learn why luxury has nothing to do with price tags and everything to do with attention, personalization, and human connection. You'll also discover how small thoughtful details can completely transform your business relationships, why people crave feeling seen, heard, and valued, and how to create “champagne moments” that turn ordinary interactions into unforgettable experiences.We hope you enjoy this incredible conversation with Neen James.

Todd Caponi, CSP® is the author of two award-winning books, The Transparency Sale, and The Transparent Sales Leader. His third book, Four Levers Negotiating, will be released in early 2026. Todd is a multi-time C-Level sales leader, a behavioral science and sales history nerd, and has led at two companies through successful exits. He now speaks and teaches revenue organizations and their leaders on leveraging transparency and decision science to maximize their revenue capacity as Principal of Sales Melon LLC.  https://www.linkedin.com/in/toddcaponi/ http://instagram.com/saleshistorian/   Connect with David www.davidihill.com Get 14 Day Go-High-Level Trial https://www.gohighlevel.com/?fp_ref=david-i-hill-training25 SOCIALS: Facebook:  https://www.facebook.com/davidihill/ LinkedIn:  https://www.linkedin.com/in/davidihill YouTube: https://www.youtube.com/c/DavidHillcoach Youtube: ringleader-ai-crm TicTok: www.tiktok.com/@davidihill Instagram: https://www.instagram.com/davidihill X: https://twitter.com/davidihill   RING LEADER AI DEMO CALL 617-882-7788 www.davidihill.com/crm   PODCAST SUBSCRIBE & REVIEW https://podcasts.apple.com/us/podcast/the-persistent-entrepreneur/id1081069895   #DavidHill #DavidIHill #PathToSalesMastery #ThePersistentEntrepreneur #PersistentEntrepreneurPodcast #SalesTraining #SalesCoach #SalesLeadership

Running economy is one of the most misunderstood concepts in endurance training — and one of the most trainable. In this episode, Zoë Rom and TJ David break down what running economy actually is, why it matters more than VO2 max for marathoners and ultra runners, and the specific levers you can pull to get more output for the same input. Using the analogy of miles per gallon, they explain how two runners with identical VO2 max can run race times that differ by 20+ minutes — and what's going on under the hood to explain the gap.The conversation covers the seven physiological factors that determine economy, from tendon stiffness and motor unit recruitment to substrate utilization and thermoregulation. Then they dig into the five interventions that actually move the needle: strength training, plyometrics, strides, hills, and consistent aerobic volume over time. Finally, they bust four of the most persistent running form myths — that you need to run 180 steps per minute, that mid-foot striking is automatically better, that super shoes are cheating, and that form drills will fix your mechanics.If you're an intermediate runner who feels like you've plateaued despite logging the miles, this is the episode that explains what's missing. Plus a coach spotlight intro with Microcosm's Zachary Russell.

Darlingheart,You know that feeling where your brain is on fire, your to-do list has become sentient, and somebody wants to know what's for dinner AGAIN?Yeah. Tam and I get it. We get it in our BONES.So we sat down and talked about the two levers you've actually got for overwhelm. (Two! That's double the levers! Exponential growth, baby!) One of them you probably already know. The other one? Freaking life-changing. I didn't discover it until about a year ago and it's been WILD the difference it has made in reducing overwhelm.If you're a neurodivergent creative drowning in business + parenting + caring roles + all the fekking things, and you've been white-knuckling your way through wondering why "just try harder" hasn't worked... this one's for you.In this episode we get into:Why your capacity is completely different from that extrovert with plans out the butthole (and why comparing is pointless)Traffic light colour-coding your calendar so you can SEE the burnout comingGolden weeks (my secret weapon — one week a month with NO calls)The broom-path housework standard that saved my marriage and my sanityGetting your kids to do their own washing from primary schoolRobot vacuums with names (mine's Melissa, Tam's is the Scutter, because of course)The primitive reflex thing that tripled my nervous system capacity (I KNOW)Breathwork, sleep, nature + the supplements that actually help ADHD brainsTam's husband discovering that sunshine is... far infrared. We dieeeeeeeeee.Quotes that hit:"I really need you to reduce your standards. I really need you to stop trying to be the perfect mum here because it's wrecking your mental health." — My husband Chris, being very wise over lunch"I centered myself so I became the main character of my own life." — Tam "We're just complicated houseplants. We need food, we need sunlight, we need fresh air and water." — Tam, being a poet"I can do two, three times the amount of work that I used to. And it does not cost in the way that it used to cost me." — Me, still stunned about the primitive reflex resolution thingStuff we mentioned:Laundry Lady (laundry pickup service — Australia)HelloFresh + Marley Spoon (meal kits)You Foodz (pre-made meals delivered)Roborock (the fancy robot vacuum/mop — yes it detects poo)David Elliott — breathwork meditationGet Dopa (combined ADHD supplement, UK)Primal Energy (beef organ supplement, Australia)Dr Sharon Williams (chiropractor — primitive reflex resolution)Free meditations from me: leoniedawson.com/shit ✨If this helped you see a lever you hadn't tried, send it to a friend who needs it. And if you've got a sec, a five-star review means more overwhelmed humans can find us.Big love,Leonie + Tam#ReduceOverwhelm #NeurodivergentLife #AUDHDBusiness #NervousSystemRegulation #WorkLessEarnMore #ADHDEntrepreneur #MumBurnout #PrimitiveReflexes #BreathworkHealing #LeonieDawson

Coaches are constantly looking for ways to get better at making adjustments. It's game night, the opposing offense is driving, you need to make changes but you can't install a whole new front right now. What's the quickest way to make adjustments on the fly, and where do you start anyway? On this episode Joe and Daniel discuss the Levers Principal, how to pull them for improvement, identifying which ones to pull, and how to build practice plans that highlight levers.  

On episode 4 of Third Loop, Elisabeth Hendrickson and Joel Tosi join the hosts to discuss systems thinking, software delivery, and why organizations often solve the wrong problems. They explore their upcoming book Signals and Levers, unpacking the CREATE framework and the illusions of progress, predictability, and control. The conversation also dives into AI, user trust, feedback loops, and what it really means to improve delivery.

In the new book Disneyland and the Rise of Automation: How Technology Created the Happiest Place on Earth, scholar Dr. Roland Betancourt deconstructs how Walt's original family park served as a foundational space for automation during a time when humans increasingly relied on technology for many of their needs and desires. This well-researched title from Princeton University Press explores how many of Disneyland's foundational attractions have relied on sophisticated technologies to make modern mechanical magic. Dr. Betancourt is Chancellors' Professor in the Department of Art History at the University of California, Irvine. On this episode we discuss the book's development and content.  Learn more about the book on the Princeton University Press website. Feel free to reach out to Brett via Bluesky @drnachman and Instagram @drnachman, subscribe to the podcast, and send your feedback to notablydisney@gmail.com  New episodes of Notably Disney debut on the first Tuesday of each month.

In this episode of The Sharpen Podcast, Dan Cooper sits down with Clint Overton, founder and managing partner of Boardroom Bullpen, for a conversation about sabbaticals, faith, entrepreneurship, and the role of the trusted advisor. Clint shares how a 21-year career in large organizations, followed by private equity, fractional COO work, and a season of reflection, shaped the way he now helps businesses grow.Dan and Clint also explore the practical side of leadership, including strategy, organizational structure, execution, and the levers business owners can pull to unlock growth. For CEOs and leaders, the episode offers a grounded perspective on building the right support around the business, identifying what gets in the way, and making smarter decisions about how growth actually happens.Learn more about Boardroom Bullpen or The Mercury CollectiveConnect with Clint on LinkedInListen to Call to The Bullpen Podcast

In this episode, Dr. Thomas Hemingway explains the difference between chronological age and your biological age and how you can feel 10-20 years younger and have it reflect in your biology! He shares about the 3 most common symptoms of accelerated aging and how to fix them--Fast!  Have a Listen and Share with a Friend!**Free Resource:  "The 7 lab tests your doctor likely is not checking and could be the key to why you don't feel your best." *ACCESS my FREE workshop, "GET 10 Years Younger, Stronger, and Sharper"  How to turn back your biological age 10-20 years so you can do the things you want to do that you no longer thought possible due to your age.  Perform at your best and live your best life!*And, in my new Performance, and Longevity medical practice we specialize in turning back your biological age and OPTIMIZING HORMONES so you can feel a decade or more younger so you can do the things you want to do that you thought were no longer possible due to your age.  Join the waitlist here!Join my Free Masterclass on Midlife Hormones, "Why You Don't Feel like Yourself anymore and What to Do about it!"JET LAG Survival Guide.  Free PDF!*Don't wait to Prioritize your health, Start Today with the Simple and Powerful Steps detailed in my Best-selling book.*GET DIRECT ACCESS to DR. HEMINGWAY in these AMAZING COURSES!**Free Resource:  "The 7 lab tests your doctor likely is not checking and could be the key to why you don't feel your best." *Don't Forget to SHARE with a Friend and please drop a Review:) It means the world!Mahalo and Aloha andTo your health,

This week on Movies With The Mouse we are taking a deep dive in Disney's 2000s cult classic, Emperor's New Groove. Sign up today for the first DDP golf scramble honoring Jenn Quattrocchi and the NASCAR foundation https://my.cheddarup.com/c/ddpcharitygolftournament2026/items?fbclid=IwY2xjawREwc9leHRuA2FlbQIxMQBzcnRjBmFwcF9pZBAyMjIwMzkxNzg4MjAwODkyAAEees4N19D89WeEvL7xNnyIWsuVWdhYQ23rhPD-dIAakuNFhjSxSYHQ1nvK9ck_aem_XCsSOsrHa94nthVXg9YsaQ BECOME A PATREON MEMBER AND GET ACCESS TO THE PRIVATE FACEBOOK GROUP AND WEEKLY EXTRA CONTENT. If you would like to support all of the Disney Dads shows and help us bring you more content commercial free, click the link https://www.patreon.com/c/disneydadspodcast Book your next Disney vacation with Justin and Jamie at Away With Me Travel. Contact them today to start the magical planning process at show@awaywithmetravel.com

Most disciplined executives and entrepreneurs aren't struggling with fat loss because of effort or willpower. They're struggling because they're out of sequence—jumping straight to peptides, compounds, and advanced protocols before the three biological levers that actually drive fat loss are even stable.In this episode, Julian Hayes II breaks down the exact three mechanisms that determine whether your body gets lean and stays lean—and how to pull each one in the right direction before layering in anything advanced.You'll walk away understanding why fat loss is a sequencing problem, not a knowledge problem, and what it actually looks like to build a metabolic foundation that performs the way your business does. For executives and entrepreneurs operating in high-stakes environments, this episode connects biology directly to business performance.— Episode Chapter Big Ideas (timing may not be exact) —0:00 – Why disciplined high performers still don't look the part 1:57 – The three biological levers behind sustainable fat loss2:51 – About Julian and Executive Health3:26 – Who this conversation is actually for 4:49 – Lever 1: Nutrient Partitioning: where do your calories actually go?6:04 – The capital allocation analogy: investing in lean tissue vs. storing fat6:50 – The four factors that determine partitioning efficiency12:26 – Practical foundation: how to optimize partitioning before going advanced13:19 – Earning your carbs: the Charles Poliquin philosophy15:30 – GLP-1 receptor agonists and nutrient partitioning15:49 – Testosterone and hormonal optimization: Why hormones make everything go18:06 – Lever 2: Recovery Signaling: Where most high performers self-sabotage19:09 – What recovery signaling actually controls in a deficit19:33 – Cortisol21:02 – Growth hormone22:07 – Thyroid conversion: the T4 to T3 problem nobody talks about24:15 – HRV: your autonomic nervous system's engine light27:07 – Practical recovery: sleep timing and maximizing slow-wave GH pulses28:53 – Protein in a deficit: the primary defense against muscle loss29:39 – Electrolytes, magnesium, and why micronutrients matter more on GLPs32:51 – Advanced layer: CJC-1295 and Ipamorelin34:17 – Exogenous HGH: beyond bodybuilding34:54 – BPC-157 and TB-500: the gateway peptides for recovery35:58 – The 90/95 rule: foundation is the work, advanced tools are the amplifier36:34 – Lever 3: Appetite and Energy Regulation: the compliance lever37:22 – Why fat loss is a compliance problem, not a knowledge problem37:34 – Food noise is biological, not psychological38:51 – What poor appetite regulation actually costs executives40:24 – How aggressive deficits suppress testosterone41:15 – Performance as the feedback loop for energy regulation43:00 – Fiber, gut health, and natural GLP-1 secretion44:06 – Meal timing and circadian biology46:52 – Advanced layer: Semaglutide, Tirzepatide, and Retatrutide explained50:30 – Muscle loss, GI risk, and why lifestyle habits are the real variable51:24 – Genetics and fat loss52:47 – Low-dose Naltrexone54:19 – Thymosin Alpha-1 and emerging peptide research on energy regulation55:36 – Tying it all together: Foundation First, Amplification Second57:01 – The cost of skipping a sequence59:05 – The executive case for fat loss beyond aesthetics1:01:30 – How to work with Julian privately— Connect with Julian and Executive Health —LinkedIn — https://www.linkedin.com/in/julianhayesii/X — https://x.com/thejulianhayesReady to take your health, leadership, and performance to the next level? Book an exploratory call —https://www.executivehealth.io/contactWebsite — https://www.executivehealth.io/***DISCLAIMER: The information shared is not meant to treat or diagnose any condition. This is for educational, informational, and entertainment purposes. The content here is not intended to replace your relationship with your doctor and/or medical practitioner. Consult your provider before making any decisions.

Episode: 1558 Mastered by nature, we o'ercome by art - then as now.  Today, an old debate in a new arena.

Todd Caponi Todd Caponi, CSP®, fell into sales and fell in love with the decision science and history behind it. He's held multiple sales leadership roles, helping build one company into Chicago's fastest growing, another to an IPO and nearly $3B acquisition, and earning a Stevie Award as Worldwide VP of Sales. Todd is the author of The Transparency Sale, ranked by Book Authority among the best sales books of all time, and the award-winning The Transparent Sales Leader. His latest book, Four Levers Negotiating, was released on January 27th. He now speaks and teaches revenue teams worldwide and hosts The Sales History Podcast. Four Levers Negotiating Todd Caponi, in his book “Four Levers Negotiating”, emphasises that transparency builds trust and consistency. In other words, negotiation should not rely on tactics or keep information hidden from the buyer. Instead, openly sharing how pricing has been calculated, as well as the applicability of the product, builds trust and reduces anxiety amongst customers. In the era of abundant information, transparency and AI, opaque or manipulative negotiation approaches simply do not work. Negotiations should be anchored on four business levers, which are core drivers: volume, timing of cash, length of commitment, and timing of the deal. All pricing and negotiation should revolve around these levers. By grounding discussions on these levers, sellers can move away from arbitrary discounting towards structured, value-based negotiation, enabling customers to co-create fair deals. Many negotiation methods still mirror 1970s-era tactics focused on win-lose dynamics and psychological manoeuvring. The author believes these are incompatible with today's “as-a-service” economy, where long-term relationships matter. Modern negotiation must prioritise collaboration, service, and long-term customer value over short-term wins, and thus reject such outdated negotiation tactics. Run time – 00:49:34 mins. Links for Subhanjan  subhanjan@pitch.link  https://www.linkedin.com/in/subhanjansarkar Todd Caponi’s links: LinkedIn – https://linkedin.com/in/toddcaponi Twitter – https://twitter.com/toddcaponi Todd Caponi’s Sales History Podcast – https://podcast.link

E-commerce sales feeling stuck?You're showing up everywhere - Instagram, TikTok, trade shows, blogs, but it still feels like you're spinning your wheels and not seeing the return on your effort… you need to hone your efforts.In today's episode, we're chatting how to grow your e-commerce revenue by doing more focused work - and cutting out the extras. I'm walking you through the two key areas that actually move the needle in your DTC sales: growing your audience (getting more eyeballs) and optimizing for conversion (making it easier for people to buy). That's it. That's the formula. But within that, there are strategies that most product-based businesses are overlooking.You'll Learn:The 2 key levers that actually drive e-commerce revenueWhat most brands are getting wrong about blog traffic and conversionThe pop-up and email sequence strategy that finally started converting cold trafficHow to create sticky, bingeable blog content that builds trust and drives revenueWhy meeting your customer where they are is the name of the game to optimize your effortsMentioned in this Episode:Master Pinterest for Product Based Businesses: interview with Pinterest expert Meagan Williamson. Listen to Episode 80 HEREUplevel your mindset and your assortment & retail strategy inside Rewired Retail. Join HERERESOURCE RECOMMENDATIONS: Need help with your Email Automations? Check out Email Badassery HERENeed to optimize your Shopify website and have it start doing more heavy lifting? Checkout Shopify Secrets HEREFeeling lost with Pinterest? Check out The Pinterest Marketing Toolkit HEREOr to dive deep into your Pinterest strategy, get on the waitlist for one of my all-time favorite courses, Pin Potential HERE. **Note: I may make a small affiliate commission from links shared (but know that I always 100% stand behind anything that I recommend!)LOOKING TO GROW YOUR WHOLESALE BUSINESS?Retail Pitching

“The technology we’re working with today really makes a lot of those best practices and mental models and the whole toolkit more accessible than ever to more people.” –Marshall Kirkpatrick About Marshall Kirkpatrick Marshall Kirkpatrick is founder of sustainabilty consultancy Earth Catalyst and AI thinking tool What's Up With That. His many previous roles include founder of influence network analysis tool Little Bird, which was acquired by Sprinklr, where he was last Vice President Market Research. Website: whatsupwiththat.app LinkedIn Profile: Marshall Kirkpatrick What you will learn How generative AI transforms cognitive tools and lowers barriers to advanced thinking Techniques to combine human and AI-powered sensemaking for richer insights Practical strategies for filtering and extracting value from infinite information The importance and application of diverse mental models in modern decision-making Methods to balance manual cognitive work with AI assistance for optimal outcomes The role of adaptive interfaces in enhancing individual cognitive capacity Metacognitive approaches to networks and how AI can foster organizational awareness Ethical and societal implications of democratizing access to AI-powered cognitive enhancements Episode Resources Transcript Ross Dawson: Marshall, it is awesome to have you back on the show. Marshall Kirkpatrick: Oh, thank you, Ross. It’s such a pleasure to be reconnecting with you here. Thanks for having me on. Ross Dawson: So back you were very, very early on in the podcast when it was Thriving on Overload, and it was interviews with the book, and you got incorporated—some of the wonderful things you were doing in Thriving on Overload. So I think today, in this world of generative AI, which has transformed everything, including the way in which we think, the Thriving on Overload themes are still super, super relevant, and in a way, we need to be talking about them more. That theme at the time was finite cognition, infinite information. How do we work well with it? I don’t know if our cognition has become more finite, but the information has become more infinite, and there’s just more and more. But also, it cuts two ways, as in, what is the source of all the information? AI is also a tool. So anyway, let’s segue from some of your cognitive thinking tools, technology-enabled cognitive thinking tools and so on, which we looked at. So how do you—where are we? 2026, what do you think about human cognition in our current universe? Marshall Kirkpatrick: Well, especially when you frame it up in Thriving on Overload terms. I mean, those were four, five long years ago that we last spoke, and the book that came out of it was just fantastic. I think it has some timeless qualities, and I think that the technology we’re working with today really makes a lot of those best practices and mental models and the whole toolkit more accessible than ever to more people. That’s what I hope. I think that, yeah, between individuals and organizations, there’s so much that, historically, someone like you or me or the people closest in our networks were willing and able to do and excited to do, that many other people said, “That sounds like a lot of work.” The bar is lower now, because a lot of just the raw cognitive processing can be outsourced into a technology that serves as a lever. Ross Dawson: Well, I mean, that idea of levers for these cognitive tools is interesting. I guess, the very crude way of saying it is, we’ve got inputs into our human brain, and then we are processing information. I’m just thinking out loud a bit here, but it’s like, okay, we have tools to be able to filter, to present, to find what is most relevant, to present it to us in the ways which are most useful—very obvious, like summarization, visualization. Then as we are processing it ourselves, we have dialog, or we can have interlocutors who we can engage with and be able to refine and help our thinking. Does that sort of make sense, or how would you flesh that out? Marshall Kirkpatrick: Yeah, I mean, when you put it that way, it makes me think about Harold Jarche and his Seek, Sense, Share model, right? I think that AI, especially when connected to things like search and syndication and other traditional technologies, can impact all three of those stages. It can hypercharge our search. I think the archetypal example of that, on some level, feels like the combinatorial drug research being done, where just an otherwise cognitively uncontainable quantity of combinatorial possibilities between molecules can be sought out and experimented with for a desirable reaction. And then that sensing, or the pattern recognition that AI is so good at, is something that we do as humans—some of us better than others—and it’s a lifelong muscle to build and what have you. But the AI is really, really good at it, and so it’s a ladder to climb up in some of that sensing. And then the sharing component becomes so much easier with the rewriting capabilities—turn A into B, reformat something into a summary or a set of bullet points, or ideas and words into code. AI is just so excellent for that translation that makes new levels of sharing possible. Ross Dawson: That’s fantastic. Yeah, I had Harold on the show again in the Thriving on Overload days. But you’re right, that’s extremely relevant. Let’s dig into that. I love that you brought up that combinatorial search, which is so important. As opposed to going into Perplexity to do a search, it’s far more interesting to find the uncovered connections between things, which are relevant to what you’re doing. And that’s— Marshall Kirkpatrick: Absolutely. I remember reading, years ago, Dan Pink’s book “A Whole New Mind,” which preceded the generative AI era. But he said, if your kind of work is something that’s easily reproducible by computers, good luck to you. You really are going to need uniquely human practices in the future, and what exactly those are, I’m not sure, because the one that he identified, I don’t think has proven to be uniquely human. But I really appreciated learning about it from him, and that was what he called symphonic thinking, or the ability to draw connections between seemingly unconnected phenomena. So for many years, I have been doing a personal exercise with pen and paper that I call triangle thinking, where I’ll take three different phenomena—maybe that’s the owl outside my window, one of the notes that I’ve taken on paper, and something I come upon on the internet, or maybe it’s three very deliberately related things. I label them A, B, and C, and I ask, what might A have to say about B? What might B offer to A, and vice versa? I write out the six unidirectional connections between those things. And without fail, one, two, or three of those end up being real keepers, where I say, “Aha, that’s a really interesting idea. I’m going to take action on that.” And now, by the time I’ve got the letter B written out, an AI has done that ten times over. I like to do it both ways—still both AI and with my naked brain—but that combinatorial ideation, the generative combinatorial ideation, is, yeah. I’m curious what your thoughts and experience and hope for that might be. Ross Dawson: Well, there’s a prompt I use called “Apply Diverse Thinking,” where it generates extremely diverse perspectives on a topic—who might those very unusual people to think about something be, and then what would they think about this particular situation? Of course, there are a whole array of different thinking tools. There’s Marshall McLuhan’s tetrad, which is a little bit similar to your thing where, again, you can and should do it—well, not manually. What’s the manual equivalent of brain? Marshall Kirkpatrick: Thoughtfully, perhaps. Yeah, good one—deliberately, manually. I mean, Azeem Azhar over at Exponential View uses a fountain pen and paper and will sometimes have his team come online and they’ll do two-hour thinking sessions with no AI allowed. They just get on, I believe, Zoom, and just think through things with pen and paper, individually and together. And then they’ll kick off OpenAI or what have you, and use all the tools afterwards. Ross Dawson: Yeah, well, a couple of things. Actually, research has shown that in brainstorming, it is better for everyone to ideate individually before doing it collectively. And of course, that’s unaided. I think there are analogs there where—actually, one of the frameworks I just released last week was basically to say, think it through for yourself before you ask the AI, because then you have a reference point. If not, you don’t have a reference point to say, “Well, what am I expecting it to do? Let me think it through for myself,” even if it’s just a little bit, as opposed to just going in blank—”All right, give me an answer.” Just that simple thing of thinking through for yourself first is enormous. What it does is, obviously, give you a reference point for that. And I’m going on a lot about appropriate trust at the moment—as in, trust the AI enough, but not too much, which I think is absolutely critical capability. And part of it is being able to say, “Well, this is what I think it should be giving me.” Now you have a reference point for what it gives you. Marshall Kirkpatrick: Yeah, that sounds great in many cases. I do think that’s the right tool for the job in a lot of places, but not necessarily all. I’m thinking of the Iron Triangle of product management—fast, cheap, good, pick two. On some level, just handing the AI the keys for certain decisions is uniquely fast and cheap, right? And maybe it’s good enough. Ross Dawson: Oh yeah. Well, you’ve got to choose your battles, because if you’re now doing ten times what you were doing last week, then maybe for a tenth of those you can do some thinking before you delegate it to the AI. Marshall Kirkpatrick: Yeah, a strategy for how to do that. I think, well, that sounds important—some checkpoints along the way, some random selection of testing things. Ross Dawson: Well, that’s interesting. One of the critical things people talk about with AI model oversight is sampling. As they say, “Okay, I’ve got 1,000 outputs—I’m going to take 20 of them and check how good they are.” You’re not checking every output, but you’re doing some kind of ongoing sampling. Marshall Kirkpatrick: Are you checking with your own deliberate brain, or are you checking with another AI? Ross Dawson: It could be either, depends on the case—how critical it is. This comes back, of course, to the fact that accountability is only human, and so the human who is accountable has to make that decision: “All right, I’m happy for another AI to check it,” or, “Actually, I want to go in myself to see.” And that’s a judgment call. Marshall Kirkpatrick: Totally. And it feels like a process design issue and a personal accountability matter. I mean, “The AI made me do it” is not a viable excuse. Ross Dawson: Let’s hope it remains that way. So, good for those Seek, Sense, Share stages. Sense is one of your superpowers, both in the way you think and also the way you use the tools. It’s probably worth introducing—now you’ve just released this wonderful product called What’s Up With That. So just tell us about the product, but also, I want to go to the bigger context of sense—sensemaking, how we use it generally, how AI can use that, and your role with the tool in that. Marshall Kirkpatrick: Yeah, you know, I think there are so many different ways that sense can be made of anything, so many different ways that anything you read or think about or do can be put into context. It’s just overwhelming. I think we all have our favorite—not all of us, but those of us who are into this have our favorite tools, our favorite ways to—you know, a lot of people will think about something in terms of its past, its present, and its future, or they will break it down in analysis into parts, or they’ll synthesize it together with other phenomena and see how to understand. I think sometimes of the famous Donella Meadows quote, the mother of systems thinking, who said, “Systems thinking isn’t any better than analytical linear thinking than a telescope is better than a microscope.” So there’s just a superabundance of fascinating, powerful tools that all provide different views on anything we’re trying to make sense of. One of the things that I’ve always found a lot of joy and usefulness and power in is learning about new lenses and processes and tools. Now that generative AI has put the ability to develop software into my hands—instead of having to go and hire someone else to build that software—I have built a system that takes as many of those different models and lenses and processes for making sense of something as I can. I mean, it would be trivial to pull up a list of 200 mental models. I might go visit Shane Parrish’s website and The Knowledge Project. I think of ones that would be particularly useful, like, “Tell me who the intellectual predecessors are of this thing I’m reading,” or one of the other capabilities inside of What’s Up With That—my favorite, probably, is a combinatorial one called Fertile Edges. That says, “Take what I’m reading right now, identify the topic that it is a constituent of, and then find other adjacent topics where innovative people have built bridges between those adjacent topics and what I’m reading about, and tell me who those people are.” And that’s really fun. So I have built this sensemaking system, and that’s a part of What’s Up With That. There are really three parts to it. The first is, it analyzes whatever you’re reading or watching, and it pulls out the net new, truly novel, most notable elements. Yesterday, I was telling you, it was a little bit inspired by the US military intelligence guideline that says, when you’re writing up a report about something, focus on what’s new in that situation—tell us what we don’t already know. That’s the first thing that What’s Up With That does. It says, “All right, here’s what’s new in this document relative to its field,” because we just drew a real-time map of the state of the art, and we say, “Okay, here’s what’s really novel there.” The second thing that it does is that toolbox full of all the different mental models and lenses, and it recommends a sequence. One of my favorite books I ever read was “On Grand Strategy,” about strategic thinkers throughout history, who talks about the significance of thinking in terms of sequences of actions. So now, What’s Up With That will say, “Here’s a sequence of analytical lenses we recommend that you subject this document to,” and with a click, it’ll go and do that for you—it’ll do that cognition for you and then just give you a report. The third thing that it does is probably—it, the shorthand for it is compound learning. You don’t have to remember all the things that you read anymore, because our system extracts the causal claims from everything you read, archives them, and then compares everything you read in the future that you analyze with our system to your library of causal connections in the past, to say, “Whoa, we just found a chain of claims that could surface a multi-step risk or opportunity that’s relevant to your work.” We do that both for your data exhaust—your history of things you’ve analyzed—and we do persistent monitoring of the web to detect anything that could be relevant to a project or chain by that same kind of symphonic synthesis and connection. So those are the categories that it has. Ross Dawson: Yeah, I think you’re only scratching the surface of what your tool actually does, and obviously, more generally, these are just pointing in wonderful ways to how you can go beyond saying, “Tell me about this, ChatGPT,” to some far more nuanced ways of getting AI to do it. Marshall Kirkpatrick: People have had the same challenge with Google, historically. Google has struggled with that, to figure out—”I’m feeling lucky” was probably the first intervention in a novice, beginner’s mind, coming to a hyper-complex opportunity space. Even still, now, 20 years since Google launched, I feel like you can tell people that they can search for “site:domain keyword” to find instances of that keyword not in the web at large, just inside that specific domain, and most people don’t know that. It’s a simple power, and there’s a bunch of things like that. So figuring out how to unlock—and I don’t know how much they’ve even worried about it, because they’ve got that cash cow of advertising—but people don’t even recognize, sometimes, whether they’re clicking on an ad or a search result. In polls, when people are asked, they say, “No,” even if they put the ads at the top or mark them as ads, or a bunch of stuff they do do, but nobody notices. So that interface of complexity and accessibility and scale—we’re in it again here now, in this generative AI era. There’s so much more that could be done than is immediately obvious. It’s a real challenge. So I’ve taken the approach that I have, which is to roll up a bunch of that and turn them into buttons and recommend them automatically and try to recommend them just in time, and stuff like that. But I’m sure lots of different people are going to try to respond to that gap of simplicity and complexity in different ways. Ross Dawson: Yeah, that’s—which comes back, I think, a little bit to, you know, I firmly believe that the heart of the future is interfaces. We have these extraordinary capabilities—against finite cognition and infinite capabilities, let’s call them. That’s very much to the individual. The adaptive interface, I think, is going to be absolutely critical. All right, well, it’s after lunch and I’m not feeling so—the interface adapts to you. Marshall Kirkpatrick: So I heard you say that. Ross Dawson: The interface adapts again. Marshall Kirkpatrick: Right? I heard you say that in a conversation with Ramez Naam some time ago. I was listening to that interview that the two of you did together while I was playing hacky sack out in front of my house. I grabbed my hacky sack and I said, “I’ve got to go inside and do something about this idea of Ross—yes, interface variability.” In that case, I did a little experiment that I didn’t implement because I decided not to, but the general idea I want to pursue further, and I’ll tell you what that experiment was. One of the capabilities inside of What’s Up With That is that you can get a reading review synthesized, so that instead of just a list of links, you can get a narrative document exploring the themes, weaving together the last ten articles that you’ve read, and it’s easier to remember and to think about. I decided to hit the Nanonets API and have an image put up at the top that illustrated the themes. Now, maybe it’s just because I read a lot of dystopian AI, authoritarian politics type of stuff, but the images were terrifying, and they’re kind of expensive and slow, and they also look kind of repetitive. I was like, “All right, Ross, I haven’t cracked that nut quite yet in the variable interface, but I think you’re really on to something there.” Ross Dawson: I’ll try to work on that too, a little bit. So coming back to this wonderful thing we laid out, alluding to some of the wonderful ways we can use for really rich investigation of ideas and how to think. It comes back to this frame of mental models. All of us get our mental models from the moment we’re born—we get this understanding of the world, which is hopefully useful. Sometimes, some people’s mental models are not very effective in guiding them in how they work. Our role is to continue evolving, getting better. I call it enriching mental models. Back in my first book, I talked about that, and of course, that’s in the context of the world changing, so mental models can’t be static anyway. In a way, what you’re pointing to is the many, many ways in which we can, at one point, improve our mental models. All right, I understand this linear lineage of thinking, and I can see the strands between that, and these neurons are connecting in my brain in some form. But how can we pull to that bigger picture of all of this lattice of things to be able to say, “All right, I am actually thinking better through these interactions”? Marshall Kirkpatrick: You know, I think that there is a visceral sense—a sense of safety that can come sometimes when a new mental model illuminates a risk that you hadn’t considered before, and you breathe a sigh of relief and say, “Oh, thank goodness, I can now account for that.” And there’s an excitement with opportunity. There is something about a collective greater-than-individual opportunity here, because it’s tempting to—I’m not sure what that looks like, but I feel like there’s some social and interpersonal and network-based. One of the other things I do is build systems for network self-awareness, to build metacognitive network monitoring kinds of systems. I feel like there are mental models on that level as well. Ross Dawson: So I’ve got to dig into that—metacognitive network monitoring. Explain Marshall Kirkpatrick: Yeah. So every one of us, and our organizations, exists in a network of customers, suppliers, competitors, regulators, thought leaders, with orbits that extend out. The signals are strongest in the closest ones, and perhaps they are weaker and harder to hear, but really significant coming from outer orbits—even from other industries or other topics. It is overwhelming. It is cognitively uncontainable for any of us to keep up with all the work being done, all the thoughts being shared, all the new developments and opportunities from all the different entities that we’re interconnected with. One of the other offerings that I build for organizations is a system where I go out and map as many of those as possible with people. Those might be your target accounts you’re wanting to sell to, or your peers in a community of practice. Then I set up systems, basically using RSS, email newsletters, web page change notification—the technical underpinnings—to say, especially when organizations are—there are some forms of communication that organizations do naturally by default, and those tend to be speaking to their own customers. If you can listen to what organizations are saying to their own customers at scale, you can pull in a large quantity of signal, and then the challenge is to winnow that down into just the filtered signals that are most relevant to your priorities. I’ve got a system that uses AI to do that. Then there are combinatorial possibilities as well. I’ve started merging that in with What’s Up With That now, for example, where when we’re watching your broader network and a signal gets picked up on the back end, we’re generating hundreds of possible scenarios for that signal to intersect with your work and projects and priorities, and then we’re filtering to say, “Yeah, but tell me just the subset of these that are most significant and imminent and actionable and interesting.” If there’s something, then we will alert you and tell you what’s going on. Otherwise, you never hear from us, and you just go about your business. But a couple times a day, I get alerts. Yesterday I got an alert that said, “Hey, one of the founders of Manus, the AI platform that Meta just acquired for $2 billion, just got detained in China trying to go back to Singapore. Given your interests in AI and anti-authoritarian politics and the infrastructure battles around AI, we thought you might want to know about this.” I said, “Thanks, What’s Up With That, I really appreciate it.” That’s an example of the sort of thing—so that’s how I do it. Other customers will take that and use it to populate a podcast or a newsletter, and do both an intake and an output as a conduit of that kind of network self-awareness. Ross Dawson: Yeah, well, as you know, my kind of—my metacognition is my mantra. I think one of the key points is this simple question: How can AI assist me in getting to a point of metacognition? I would argue, if we use AI even vaguely well, it’s already doing that, because you’re saying, “Okay, well, let me think about what I can do and what the AI can do,” and you’re starting to think of that system. The only thing that enables this humans plus AI is metacognition, because you can actually see above and see your role and the AI’s role. I think this broader question of saying, many of the things you’ve been talking about are how AI is helping us to get to a point in metacognition. Marshall Kirkpatrick: Ross, can I ask you a question adjacent to that? I think I am not the only one who wants to know, perhaps—and maybe this is a trade secret, I don’t know—but how you think about your analysis and sharing of scientific research papers online? You’re so good at that, and you do a lot of it, and it’s really valuable. It comes to my mind when you talk about metacognition—what role does that function, what are you doing there, what role do you see that playing in this bigger conversation? Ross Dawson: Well, I’ll just tell you the mechanics of it, which might partly answer your question. I go into, often, three or four of the AI engines, including Grok, actually, because it’s very good at search. I say, “Tell me the most interesting research papers in the last few weeks,” whatever—on, I might say, human-AI collaboration or AI and strategy, whatever it might be, just different frames. Then I go and look at them. To be frank, I probably should do some more filtering with AI and tell them, “Only from reputable authors,” etc., because I have to just look at a lot of stuff, but that’s useful in its own right. Then I start to see, okay, this is a paper which is not only interesting, but actually would be useful to summarize for other people. I do a lot of surfacing—a lot. I’m very quick at scanning, so that’s just a mental process. At that point, when I found the paper, I’ve got a Gemini gem and an OpenAI GPT, both of which I call Insight Distiller. Basically, I stick the paper in there, it comes out, and I always rewrite it. I will either prompt the AI to improve it in various ways, and then always just rewrite or choose which of the points I put in, and so on. So there’s actually a fairly manual process, but very, very AI-assisted. To your point, there’s so much extraordinary research going on, and people don’t look at it. The function, I think, is what you’re alluding to—it’s just like saying, “This is the essence of a paper, and you can read it in a few minutes and get some really good insights, and hopefully that will inspire you to go have a proper look at the paper, because there’s a lot more in there.” To myself, of course, going through all that is enormous and valuable to me, but it’s useful to others too. Marshall Kirkpatrick: Absolutely, wow. That is a high-touch. That’s great. I bet you really have a lot of compounding learning as a result of it. Ross Dawson: Yeah, it’s kind of this thing where, just the nature of how my brain works and my immersion in stuff, I think it somehow gets me to some decent understanding of what’s going on. So to round out, what’s the next phase? I think this is an extraordinary time, but in the frame of what we’re talking about—AI and cognition—from your perspective, or just the world’s perspective, where do we go from here? Marshall Kirkpatrick: Well, I think that it comes down, in part, to values. I can’t help but think about this K-shaped future that we risk moving towards, where some people are using all kinds of augmented capabilities and building on top of past experience and education and what have you, and income inequality just gets more and more intense. The gap between people who are excited about this stuff and can use it, and everyone else, just gets all the bigger. That’s not good for anybody. I really hope that isn’t the case. I’d love to get the J of exponential change without too much of the K of increasing inequality. I think that’s the direction we’re pointed in, but I do hope that we can democratize access to a lot of these capabilities and figure out how to use them in partnership with other ways of thinking—like Azeem and his team, writing on paper, like some of the indigenous traditional knowledge practices around the world that are very place-based and around ecosystem balance and recognizing humans as a part of nature, working with AI and technologies. I’d love to see this be an additive experience, more than a destructive experience for humanity and the rest of the planet. Ross Dawson: Yeah and that’s why you and I both working on is doing whatever we can to nudge things in those directions. So where can people go to find out more about your wonderful work? Marshall Kirkpatrick: Well, these days, I am pointing people mostly to whatsupwiththat.app. That’s kind of my home these days for all the different work. Ross Dawson: I’ll recommend it. Marshall Kirkpatrick: Oh, thank you so much, Ross. Ross Dawson: Very useful, and I’ve only just begun to use it so— Marshall Kirkpatrick: Awesome, well, let’s stick some of those papers in there and red team it and hit “Find Science” and get other scientific reviews of the claims in the paper, etc. Thanks—it’s so great to be back in touch with you here and not just watch from a distance, but to get to put our heads together like this is a real pleasure. Ross Dawson: Thanks so much, Marshall. The post Marshall Kirkpatrick on cognitive levers, combinatorial possibilities, symphonic thinking, and compound learning (AC Ep39) appeared first on Humans + AI.

In this episode, we break down short-term vs. long-term marketing, including PPC, websites, and local SEO—plus the pros and cons of each. If you want consistent growth for your lawn care or landscaping business, instead of guessing where leads come from, this episode is for you! Important Links: https://www.brandedbull.com/  https://www.instagram.com/brandedbull/ https://www.facebook.com/brandedbullinc https://www.lawntrepreneuracademy.com/ 

David Bank is joind by Carol Galante of the Terner Center for Housing Innovation at UC Berkeley and The Housing Lab. Carol is a proud “houser,” as affordable housing practitioners like to call themselves. David speaks with Carol to identify some of the policy and finance levers that can make housing more affordable in California and beyond.

Sitting-in for Thom Hartmann is guest-host Jefferson Smith of the Democracy Nerd Podcast shares his working Grand Unified Theory of challenging existing power to help regular people realize the own abilities. Electoral Math, Psychology and Persuasion, Money, Media and more. Jeff also reads the poem "One Vote" by Aimee Nezhukumatathi. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

#314 Discover key financial strategies for gym owners, with insights on cash flow, profit management, and growth triggers shared by Billy Hofacker. Perfect for fitness entrepreneurs looking to strengthen their business foundations and boost revenue. Billy Hofacker reflects on one year since selling his gym and the lessons learned during that transition The importance of recognizing business triggers that prompt action, such as cash flow struggles or revenue complacency Emphasizes the difference between profit and cash and the significance of keeping both in check How to set realistic revenue goals and build in buffers for financial safety The value of tracking KPIs like monthly revenue, client counts, and pipeline health weekly Strategies to reduce unnecessary expenses and avoid "prospecting theater" — activities that don't generate sales Applying the 80-20 rule: focusing on the small number of activities that generate the most revenue The importance of clarity in financial tracking, especially in bookkeeping and balance sheets Practical steps for managing expenses—distinguishing must-haves, nice-to-haves, and eliminable costs The significance of forecasting cash flow to prevent surprises like cash shortages Key performance indicators to monitor online and offline marketing effectiveness, prospect activity, and client retention The role of reflecting on data regularly to make smarter, faster business decisions Billy's call to action: start today, implement small changes, and don't delay crucial financial improvements Resources & Links: Bookkeeping support tools (search for services specializing in gym/fitness businesses) Connect: Billy Hofacker - LinkedIn | Instagram End your financial doubts today by implementing these foundational practices. Remember, small, consistent improvements create long-term wealth — start now.

Dr. Tommy Wood is a neuroscientist, physician, associate professor at the University of Washington, and the author of “The Stimulated Mind.” I came into this one with a lot on my mind. My mother has Alzheimer's, and for two years I've been watching this disease dismantle someone I love. What Tommy gave me was something I didn't expect: not more cause for fear, but a genuine roadmap. Cognitive decline is not inevitable. The levers of change are already in our hands. This one is personal. I hope it lands that way for you, too. Show notes + MORE Watch on YouTube Newsletter Sign-Up Today's Sponsors: LMNT: Get a free LMNT Sample Pack with any purchase

Profitability doesn't require a dramatic business overhaul. It requires the right levers, pulled consistently. In this episode, Danielle Hayden, reformed corporate CFO and CEO of Kickstart Accounting Inc., walks small business owners through 7 actionable profit levers drawn from her years in the CFO seat for large organizations, now translated for where you are today. You'll walk away knowing exactly what to look at in your numbers, which one thing to adjust first, and how 1% changes across pricing, volume, expenses, cost of goods sold, labor, receivables, and payables can compound into meaningful profit growth. This episode is part of a series on building a financially sound business. If you've been asking "I know I need to work on my numbers, but where do I start?" this is your answer.

Links & ResourcesFollow us on social media for updates: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Check out our recommended tool: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Prop Stream⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Thank you for listening!

In this episode, Gareth Everard, founder of Rockwell Razors and co-creator and former CMO of Lomi ($100M+ in 2 years), explains why revenue growth can be misleading and what serious DTC operators track instead. We unpack Gareth's 4-lever framework for building a profitable eCommerce business, how to calculate allowable CAC before you truly know LTV, and why relying on future LTV assumptions can quietly break your financial model. We also get into his preference for funding via revenue over venture capital, why bundling often beats subscriptions, and the launch mechanics that helped Lomi generate $3M in its first 72 hours on Indiegogo.   Key Takeaways (00:00) Intro (01:27) Crowdfunding Vs. Venture Capital Funding (03:25) Why Revenue Growth Can Kill a DTC Brand (06:45) The Real Math Behind SaaS vs. DTC Valuations (14:18) The 4 Levers of eCommerce (22:54) Why He Won't Build Below 80% Gross Margin (26:23) Difficult Business Models (30:26) Is the Subscription Model the Right Move? (35:40) When Bundles Beat Subscriptions for LTV (39:50) How Lomi Did $3M in 72 Hours (43:48) Using Crowdfunding for Product Feedback (Carefully) (47:04) Contribution Margin Creates Optionality     Watch on YouTube: https://youtu.be/7NPXMBRuTXE     Let's Connect: Website | Instagram | YouTube | TikTok | Twitter | Facebook

Entrepreneurs are never in "total control" of their business. There are too many external factors that will dictate the tactics you employ. ​But there are 3 fundamental principles..."Levers" you can control that will increase your revenue. ​ ​This week, Sean and I are breaking down what these "levers" are, and how to pull them for rapid growth without an army of employees or a huge ad budget. ​ Key Insights Sean's philosophical football commentary Spiritual Foundations: What does "prosperity" mean to you? The 3 Levers that Control Your Revenue You're never in full control of your business (remember government shutdowns?) Lever 1: More new customers New customers are expensive to acquire Get better ad targeting Referrals Joint ventures Content Marketing Check out TicToc's new "Hyper-Local Focus" Make sure your tactics match your brand Lever 2: Higher Frequency of Purchase Make special offers to your existing customers Find a retainer deal if it's a fit Shameless plug for Revel 77 coffee Lever 3: Higher Prices Higher ticket per customer Offer add ons A tiny Tangent about Super Sizing Offer more stuff related to what you're known for Using AI to push all 3 levers AI Summit coming soon: Learn from successful, ethical business owners who are using AI to grow their business (FREE!) Embrace the new tools, or go live in a shed in the woods Links AI Summit - How are some of the top entrepreneurs using AI in there business? How are they thriving while others are getting steamrolled? We have an incredible lineup of speakers ready to answer those questions. Click Here For The Lineup And Your Free Ticket Got a comment? - Click Here to record and send it to us! How You Can Help Subscribe to the show in Apple Podcasts or on Spotify, and give us a rating and review. Make sure you put your real name and website in the text of the review itself. We will definitely mention you on this show. Questions or comments? Connect with Ray on Facebook, Twitter, and Instagram Visit Ray's community on Facebook – This is a friendly group of writers, entrepreneurs, and coaches who share ideas and helpful advice.

If you feel like you're working harder than ever but not seeing the breakthrough growth you expected to, today's episode of The Kelly Roach Show will shift everything. Kelly breaks down why many entrepreneurs are unknowingly creating chaos in their own companies: killing momentum, confusing their teams, and prematurely ending initiatives before they ever have a chance to compound. You'll identify the three leadership levers that create leverage, momentum, and speed inside your business, regardless of the economy, the market, or external conditions. Kelly also covers: Why most entrepreneurs sabotage their own offers before they ever have a chance to succeed The fastest way to kill team momentum  Why repetition and cycling create inevitability in your results How to build confidence in your team so they actually perform at their highest leve  What it truly means to be a maximizer of human potential as a CEO If you're ready to stop working harder and start unlocking the growth that's already sitting inside your business, this episode is your blueprint. Timestamps:  01:14 – 03:37: Why impatience is costing you growth 03:38 – 05:05: The reason most offers "fail" before they ever get a real chance 05:06 – 06:15: Launch cycling and how repetition creates inevitability 06:16 – 07:58: How to drive speed inside your team 07:59 – 08:26: Unlocking growth through leadership 08:27 – 10:17: How to actively build confidence to drive results 10:18 – 11:17: The CEO mindset shift that unlocks exponential performance Resources:  Grab the updated and expanded audiobook version of Bigger Than You: The Entrepreneur's Guide to Building an Unstoppable Team: Learn the leadership frameworks Kelly used to build her first 8-figure company and still uses today to grow her portfolio of companies: https://www.audible.com/pd/Bigger-Than-You-Audiobook/B0DMR2FB2P?srsltid=AfmBOopaliMbijUvFYIAiETOY8mcJa5CGiU9cRib_xITBFVv5GjTM5ms  Subscribe to Kelly's Substack newsletter: https://kellyroachofficial.substack.com/subscribe  Grab the Miracle Hour Guide and learn how your team can leverage our simple sales system to drive predictable profits: https://accelerator.virtualbusinessschool.com/mhsocial  Follow Kelly on Instagram: https://www.instagram.com/kellyroachofficial/  Follow Kelly on Facebook: https://www.facebook.com/kelly.roach.520/  Connect on LinkedIn: https://www.linkedin.com/in/kellyroachint/ 

In this episode of Quah (Q & A), Sal, Adam & Justin answer four Pump Head questions drawn from last Sunday's Quah post on the @mindpumpmedia Instagram page. Mind Pump Fit Tip: How to Calculate Volume and Progressively Overload for MAX GAINS. (2:09) Fish roe vs fish oil. What's the difference? (23:21) Bringing out the science dork in Adam. (25:32) Getting your head in the right place before a MASSIVE change in your training. (31:14) The benefits of the 'water pump'. (38:07) Levers and pulleys. (41:31) Do asthma medications stunt growth in children? (45:56) An 'Our Place' unboxing. (49:21) #Quah question #1 – Are there any actual benefits to vibration plates, or is it another gimmick in the fitness industry? (53:53) #Quah question #2 – I'm new to lifting with a barbell, and I have a home gym. I frequently lift when I am home alone. My goal is to progress to heavy squats, but I'm afraid of hurting myself or getting stuck at the bottom. What is the best rep range for me? (57:09) #Quah question #3 – What grip/type of pressing movement would be easiest on the rotator cuffs? (1:01:32) #Quah question #4 – I have an L5 bulging disc that causes me pretty frequent pain, and I am trying to recover/heal it, but my chiropractor says it could take 3- 6months to fully heal. How am I supposed to train when I can't load heavy? Especially the lower body exercises like squats, deadlifts, etc. (1:04:25) Related Links/Products Mentioned Visit Paleovalley for an exclusive offer for Mind Pump listeners! ** Discount is now automatically applied at checkout 15% off your first order! ** Visit Our Place for an exclusive offer for Mind Pump listeners! **Code MINDPUMP at checkout to receive 10% off sitewide. 100-day trial with free shipping and returns. ** February Promotion: Feb 1 - Feb 14th - The Couple's Bundle (Aesthetic, HIIT, Muscle Mommy, No BS 6-Pack Abs), $498 value, only $197!  Visit: https://www.mpvalentine.com  Mind Pump Store Building Muscle with Adam Schafer – Mind Pump TV Asthma drug may stunt growth permanently Visit Joymode for an exclusive offer for Mind Pump listeners! ** Enter MINDPUMP at checkout for 20% off your first order. ** How to Choose the Correct Weight for a Lift - YouTube Suspension Training Series – 3 Favorite Shoulder Exercises The Face Pull Variation You NEED To Try (Healthy Shoulders!) Handcuff with Rotation (Mind Pump) - YouTube The Wall Test | Mind Pump TV Mind Pump Podcast – YouTube Mind Pump Free Resources People Mentioned Mike Salemi (@mike.salemi) Instagram Justin Brink DC (@dr.justinbrink) Instagram  

The 3 ingredients to building wealth are time, discipline, and margin. When it comes to creating margin in your life there are two levers you can pull: increase your income or decrease your expenses. We're taking a look at how you can pull each lever through every decade of your life. Use these tips to make sure you're building wealth no matter what life throws your way! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Jump start your journey with our FREE financial resources⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Reach your goals faster with our products⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Take the relationship to the next level: become a client⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe on YouTube for early access and go beyond the podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Connect with us on social media for more content⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Bring confidence to your wealth building with simplified strategies from The Money Guy. Learn how to apply financial tactics that go beyond common sense and help you reach your money goals faster. Make your assets do the heavy lifting so you can quit worrying and start living a more fulfilled life. ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠DRINKAG1.com/MONEYGUY Learn more about your ad choices. Visit megaphone.fm/adchoices

Negotiation and sales are often treated as tactical skills. Something leaders do at the end of the process, armed with tricks, pressure, and leverage. In this conversation, Todd Caponi makes the case that this mindset is outdated—and increasingly damaging for leaders operating in a world of transparency, information abundance, and long-term accountability.Todd draws on his experience as a former Chief Revenue Officer, his deep study of the history of sales and negotiation, and his latest book, Four Levers Negotiating: The Simple, Counterintuitive Way to Higher Deal Values and Lasting Trust, to challenge conventional wisdom about how deals actually get done. His core argument is simple but provocative: people don't make decisions because they're convinced. They decide when they can predict outcomes. And most leadership behaviors unintentionally undermine that predictability.The conversation explores why traditional negotiation tactics—holding cards close, creating artificial urgency, treating the deal as the finish line—erode trust precisely when it matters most. Todd explains how many of these practices emerged from a very different economic era and why they fail in today's interconnected, reputation-driven environment.At the center of the discussion is Todd's Four Levers framework, which reframes negotiation as a leadership system rather than a personality trait. Instead of games and pressure, the framework focuses on transparency, trade-offs, and shared understanding—creating better decisions for both sides and reducing internal friction across leadership teams.This episode is not about becoming a better negotiator in the traditional sense. It's about how leaders create trust, predictability, and long-term value—whether they are working with customers, boards, partners, or their own leadership teams.Actionable TakeawaysYou'll learn why leaders don't win decisions by persuading harder—but by helping others predict outcomes more clearly.Hear how treating the deal as an “early milestone,” rather than the finish line, changes how leaders approach trust and accountability.Discover why many pricing and negotiation conflicts inside organizations have less to do with money and more to do with unclear decision logic.Learn how Todd's Four Levers framework creates flexibility without sacrificing consistency or trust.Hear why fake urgency and short-term pressure often backfire, even when they appear to work in the moment.Explore how transparency speeds up the right decisions while quickly ending the wrong ones.Understand why predictability is an undervalued leadership asset—and how it affects forecasting, resourcing, and alignment.Learn how sharing constraints, rather than hiding them, can turn resistance into partnership.Connect with Todd CaponiTodd Caponi WebsiteTodd Caponi LinkedInFour Levers Negotiating: The Simple, Counterintuitive Way to Higher Deal Values and Lasting Trust Connect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website