Podcasts about lion capital

When Barry Turner co-founded Lenny & Larry's, the idea of selling a protein-packed breakfast muffin was practically unheard of: it was the early 1990's, and protein-fortified food was not yet a thing. But when Barry was sidelined from a promising gig as an American Gladiator, he and his bodybuilding buddy Benny Graham decided to infuse baked goods with protein powder and sell them around L.A. Soon they were selling brownies, cookies, and cinnamon rolls, but mostly anonymously, as a white label business. Barry eventually sold the company, but returned years later to build the brand he'd always wanted, and to focus on one product, The Complete Cookie. Today a majority of Lenny and Larry's belongs to Lion Capital, and the high-protein cookies—and other treats—can be found in over 30 countries worldwide.This episode was produced by J.C. Howard, with music by Ramtin ArabloueiEdited by Neva Grant, with research help from Katherine Sypher.You can follow HIBT on Twitter & Instagram, and email us at hibt@id.wondery.com. Sign up for Guy's free newsletter at guyraz.com See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Jeannette talks to the fabulous Juliet Barratt, the co-founder of the renowned brand Grenade, market leader in the nutrition and fitness industry. Juliet shares her journey from a traditional background in education to becoming a successful entrepreneur who scaled and eventually sold her business for a remarkable 200 million pounds. Juliet reflects on her experiences, including the challenges and emotions surrounding the sale of her business, and discusses the importance of integrity, resilience, and decision-making in her entrepreneurial journey. KEY TAKEAWAYS Juliet learned that she is resilient and stubborn, traits that helped her navigate challenges and make tough decisions in her entrepreneurial journey. Despite struggling with maths academically, Juliet discovered that she excels in practical business maths, showcasing her ability to apply skills effectively in real-world scenarios. We should place significance on building strong relationships with suppliers, staff, and customers, focussing on the value of integrity and genuine connections in business. Through the process of selling the business and transitioning out of it, Juliet learned the importance of adapting to change and finding new opportunities to grow and contribute in different ways. BEST MOMENTS "I was absolutely broken the week before. And I think this is where, because we set it up for genuine reasons and it was all about the journey and we'd go back and do it all again, you know, tomorrow." "I think that's where you have to have confidence in the team and like realise that this is for the growth of the brand and, as founders you'll always be busy, so there's always stuff that you can do." “I can work with brands where I can add value" This is the perfect time to get focused on what YOU want to really achieve in your business, career, and life. It's never too late to be BRAVE and BOLD and unlock your inner BRILLIANCE. If you'd like to jump on a free mentoring session just DM Jeannette at info@jeannettelinfootassociates.com or sign up via Jeannette's linktree https://linktr.ee/JLinfoot VALUABLE RESOURCES Brave, Bold, Brilliant podcast series - https://podcasts.apple.com/gb/podcast/brave-bold-brilliant-podcast/id1524278970     ABOUT THE GUEST At 49 years old, Grenade's® Co- Founder and former Chief Marketing Officer, Juliet Barratt has had a fascinating career which has spanned education, charity and training, before succeeding in the world of marketing and sports nutrition, with the launch of market leading sports performance and active nutrition brand, Grenade®. She decided to follow her passion for health and fitness and join her business partner Alan, to work in a sports nutrition distribution business. Juliet and Alan worked tirelessly importing and distributing a range of sports nutrition supplements on behalf of other people, until being inspired to create their own Sports Nutrition Brand. This was always the plan as from 2006,  Grenade® had been trademarked and the following years were spent working on packaging, positioning, tooling before launching Grenade® into the UK in February 2010.  Grenade® was intended to be a hobby after selling the distribution business but soon turned into an obsession. Selling in over 80 countries in all major supermarkets and online,  Juliet has vast experience in global marketing as well as scaling growth.  Juliet also has experience of working for Equity backed companies having had investment into Grenade® from GrovePoint Capital in 2014 and Lion Capital in 2017.  Grenade® sold to Mondelez in early 2021 for £200 million. Juliet fully exited the business at this point. Juliet still prioritises education and spends a lot of her spare time mentoring young entrepreneurs and assisting them with start-ups. She loves business and is hugely proud of Grenade's® growth and position in the market.  Juliet talks at various events about Founding Grenade® and the entrepreneurial journey and supports a number of charities.  Juliet now works with FMCG businesses on their growth journey in NED / Chairperson roles. Companies include a plant based chocolate brand, gut health drinks brand and a free from snacking brand.   Her no nonsense, straight talking and very practical viewpoint is refreshing along with determination and unrivalled work ethic. ABOUT THE HOST Jeannette Linfoot is a highly regarded senior executive, property investor, board advisor, and business mentor with over 25 years of global professional business experience across the travel, leisure, hospitality, and property sectors. Having bought, ran, and sold businesses all over the world, Jeannette now has a portfolio of her own businesses and also advises and mentors other business leaders to drive forward their strategies as well as their own personal development. Jeannette is a down-to-earth leader, a passionate champion for diversity & inclusion, and a huge advocate of nurturing talent so every person can unleash their full potential and live their dreams.  CONTACT THE HOST Jeannette's linktree - https://linktr.ee/JLinfoot https://www.jeannettelinfootassociates.com/ YOUTUBE - https://www.youtube.com/channel/UCtsU57ZGoPhm55_X0qF16_Q LinkedIn - https://uk.linkedin.com/in/jeannettelinfoot Facebook - https://uk.linkedin.com/in/jeannettelinfoot Instagram - https://www.instagram.com/jeannette.linfoot/ Email - info@jeannettelinfootassociates.com Podcast Description Jeannette Linfoot talks to incredible people about their experiences of being Brave, Bold & Brilliant, which have allowed them to unleash their full potential in business, their careers, and life in general. From the boardroom tables of ‘big' international businesses to the dining room tables of entrepreneurial start-ups, how to overcome challenges, embrace opportunities and take risks, whilst staying ‘true' to yourself is the order of the day.Travel, Bold, Brilliant, business, growth, scale, marketing, investment, investing, entrepreneurship, coach, consultant, mindset, six figures, seven figures, travel, industry, ROI, B2B, inspirational: https://linktr.ee/JLinfoot

Meta Talkz is Powered by IBH Media.   Prior to joining Lion Capital, Matthew Nordby served as President of Playboy Enterprises, leading their global licensing business to over $1.5bn in annual revenue. Prior to this, Matthew served as an executive in the technology industry which included building software start-up Greenplum, acquired by EMC in 2010. He launched his career at Sun Microsystems where he held various leadership positions. Matthew received his BA from Auburn University.   Also, check out Metaverse Times for future and past guests.

Are you in the start-up phase and struggling to get your business off of the ground? Rob interviews Alan Barratt founder of Grenade, the UK's largest supplement company, together they discuss the best ways to growing and scaling a successful business whilst balancing a happy and healthy life. KEY TAKEAWAYS Ways to have a successful business. This is one of the key factors that accelerates the growth and success of a business. Having the right partner in your business is very essential because they will advise you on the ideas you make concerning your business. You also get to make a well-informed decision. Share costing. Having partners in a business is advantageous to you also as the investor because you get to share the cost of the capital to invest and you get to share the cost of the losses also. This way, you get to save money. Hobby or passion. If your hobby or passion can be grown into a business, this will turn out to be a very successful business because you will not be forced to work on it. After all, it's what you love doing. Having passion as a business is advantageous because you have that drive in you to go to work on your business. After all, it's what you love doing. Don't focus your business on making money but on customer satisfaction. The greatest thing you can do in a business is focusing on making a product that satisfies the need of the customer. When you produce such a product, be sure that money will come your way because people will always want to buy your product and they will even refer someone to go buy your product. Focus on solving a problem that lots of people have. Focus on building a trusted brand. This is also a secret to having a successful business, once you develop a brand that everyone likes or trust, the money will always come your way because people always want to buy a product that has a brand that you trust. Having the right attitude. The business will grow once you have the right attitude because you remain focused on the ultimate goal of the business and nothing will alter you to change your focus on the goal of the business. Having a routine. Having a well-structured routine to run by is essential for people who have a business to run and with this, you will be able to closely monitor and run your business smoothly and you will have a successful business. Knowledge and skills. For you to have and run a successful business, you need to have the right knowledge and skills to run that particular business. Always have that hunger to educate yourself more on the business that you have because you will go far in your business with the right skills. Learn and understand people.The business will grow and run well when people or team or your employees feel that you are understanding them and treating them the way they want to be treated because they will work for you very well and be loyal to you and your business. Just do what you say you'll do, do it well and do it to the best of your ability. Understanding the market. Before you start your business or start producing something, you should know your market very well. You should do researchand know how long the market will last, how much is the demand for that product and how you can make that product to be better so that the market or the demand can increase and last for a lifetime. Start working on your business and stop waiting for the perfect time. There's no such thing as the perfect business model. The perfect business model is the one that works for you. Create a quality product.People will just pay more for something better. BEST MOMENTS “If you are meaningless to someone, then you'll be meaningless to everyone as well.” “The higher the high, the lower the low.” “Have five minutes or an hour or a day just to go out and enjoy yourself or have fun with your family after working on your business.” “Be happy with what you have because there's always going to be someone out there who's got more.” “Be happy with what you're doing.” “It's better to ask for forgiveness than permission.” "If you're fairly a likeable character, you can get away with quite a lot. Personality takes you a long way." “If you can learn from other people's mistakes is far better than learning from your own.” “If you're going to work hard, have something to show for it.” “You should not regret things you've done unless it is something fundamentally evil.” “Personal development is about learning from loads of people with lots of elements of success.” “If you know who you are, you never want to be anyone else.” "The best thing about having a brand, it is never finished." “You just got to be you.” ABOUT THE GUEST Alan Barrett is the co-founder and CEO of Grenade and is a disruptive entrepreneur. Alan has built a globally recognised brand over the last 10 years which has helped millions of people reach their health and fitness goals. He has superb partners by the name of Lion Capital and a very talented and dedicated team spread over three continents. He is well on track to achieving our goal of creating the 'Red Bull of Sports Nutrition'. CONTACT https://www.linkedin.com/in/alan-barratt-101b1731?lipi=urn%3Ali%3Apage%3Ad_flagship3_profile_view_base_contact_details%3B%2BTBToj%2BaS%2FqRnKzEcQf%2BQA%3D%3D https://twitter.com/ThermoGrenade [Business, mindset, entrepreneur, disruptors] VALUABLE RESOURCES grenade.com https://robmoore.com/ bit.ly/Robsupporter   https://robmoore.com/podbooks  rob.team ABOUT THE HOST Rob Moore is an author of 9 business books, 5 UK bestsellers, holds 3 world records for public speaking, entrepreneur, property investor, and property educator. Author of the global bestseller “Life Leverage” Host of UK's No.1 business podcast “Disruptors” “If you don't risk anything, you risk everything” CONTACT METHOD Rob's official website: https://robmoore.com/ Facebook: https://www.facebook.com/robmooreprogressive/?ref=br_rs LinkedIn: https://uk.linkedin.com/in/robmoore1979  See omnystudio.com/listener for privacy information.

Imran Khan went from becoming one of the youngest managing directors at JP Morgan to taking Snap through raising $4B, and becoming an entrepreneur himself. His venture, Verishop, has attracted funding from top-tier investors like Lion Capital, Cassius Family Fund, Upfront Ventures, and DCM Ventures.

“Make the object of your headline the psychological driver of the offer,” Flint McGlaughlin taught in Headline Examples: 3 ways to load your predicate with value (https://meclabs.com/course/sessions/headline-examples/).I thought of this lesson when my latest guest told me about her marriage, and how her husband was her most important career choice.It struck me that I've learned a lot about marketing from marriage (and vice versa). For example, my wife may have very different psychological drivers for a decision or a choice, and I have to understand hers, and make that the object of our conversation. (It seems obvious when I type it up now but seeing something from another person's perspective is one of the hardest things we do because we are so blinded by our own perspective).So, I asked my latest guest what she learned about marketing from marriage as well. You can hear that lesson and many more lesson-filled stories as Radhika Duggal, Chief Marketing Officer, Super (https://www.super.com/), shares insights from her career.Duggal currently manages a team of 30 people at Super and has managed budgets of $100 million in her career.Super is an AI-driven platform that helps consumers save money. It is backed by Inovia Capital, Lion Capital, NBA star Steph Curry, and several other venture capital firms. It has raised over $100 million in funding and surpassed $1 billion in sales.Stories (with lessons) about what she made in marketingSome lessons from Duggal that emerged in our discussion:People think you need vastly different skills in startups vs. large companies, but it's not true.Your partner is your most important career choice.Your customer is your most important stakeholder.Your home life needs to have the infrastructure to support your work life.Have conviction, and then don't give up.Related content mentioned in this episodeCustomer Experience: Take risks, fail early, and learn fast (https://www.marketingsherpa.com/article/interview/customer-experience)Marketing Career: You must be your company's corporate conscience (https://marketingexperiments.com/social-marketing/corporate-conscience)How I Made It In Marketing podcast (https://marketingsherpa.com/podcast)About this podcastThis podcast is not about marketing – it is about the marketer. It draws its inspiration from the Flint McGlaughlin quote, “The key to transformative marketing is a transformed marketer” from the Become a Marketer-Philosopher: Create and optimize high-converting webpages free digital marketing course.Get more episodesTo receive future episodes of How I Made It In Marketing, sign up to the MarketingSherpa email newsletter at https://www.marketingsherpa.com/newsletters

This series of podcast episodes will focus on Decolonising Research, and feature talks from the Decolonising Research Festival held at the University of Exeter in June and July 2022. The eleventh epsiode of the series will feature Shibani Das from the University of Exeter and her talk 'Decolonising 'National' heritage: How Indian museums and cultural spaces are addressing their colonial pasts.'   Music credit: Happy Boy Theme Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 License http://creativecommons.org/licenses/by/3.0/   Transcription   00:09 Hello, and welcome to rd in the in betweens. I'm your host Kelly Preece. And every fortnight I talk to a different guest about researchers development, and everything in between. Hello, and welcome to the latest episode of Aldi in the in betweens, and this our 11th episode in the decolonizing research series. In this episode we're going to hear from University of Exeter PhD students Shivani does with her presentation decolonizing national heritage, how Indian museums and cultural spaces are addressing their colonial pasts.   00:53 This is a conversation that's been happening for about 10 years quite strongly within the mean this continent. And it addresses a couple of issues, branching from changing syllabus to changing architecture to changing public attitudes about our colonial past. So who am I to speak to you about all this, this is just to outline that I will be speaking to you not from a political perspective, but from a professional one. I have. I'm currently an HR CCDP doctoral candidate at the University of Exeter, and partly funded by BT archives. But my professional training back in India has been in and around museums and organizations that deal with cultural spaces. So just a list of the places that I have worked at. And I have been closely associated with the Government of India as well as private organizations. So the following five slides will just be an insight to what I have experienced and would not be a blanket statement I would be making across India, I'm sure there will be many people in the conversation, who want to have their own points of views. And I welcome that. Towards the end of the presentation. I've mentioned my email id and my profile. So I'll be happy to continue this conversation sometime later as well. But having said that, let's carry on. So, to begin with, I would like to talk to you about what decolonization means, in the Indian perspective. Across the past month, we've been having conversations about decolonization in the academic space or in the research space on how to how we deal with decolonization within the archives. But decolonization as a national conversation has taken a different route in India completely. So, the three main components of this conversation that are recognized the politician or the museums or cultural spaces, and the Academy space, so for a large part of Indian political history, the conversation has gone from the right hand side, the left hand side, what I mean by that is from the academic space through the cultural space into the cultural space, there was a large Academy conversation about when decolonization began, a lot of British historians believe that began when the Empire began to crumble. So with this second world war onwards, in the process of decolonization, Indian academicians did not appreciate how much focus was given to the British as actors in this conversation. So when the British decided to leave India that was a process of decolonization. What sort of nationalist historians or subaltern or postcolonial historians began arguing about was that decolonization would actually be the process of independent India, shedding the layers of its colonial past, which pushes a timeline back to 1950s 1970s. And the opening up of the Indian economy opening up the Indian quality to the larger world. This had an impact on cultural spaces and how they were designed, which led to opera how politics was designed, with regards to our colonial past, but ever since 2014, there has been a switch in how the Indian public and have been in government understands this, the conversation has switched course and short moving from the, from the from the left to the right, there is a there is a major sort of a tangible political movement to change or to manipulate or to edit, how Indians think of their past or react to their past and that political change has impacted cultural spaces and internal Academy spaces. This sort of two way conversation is quite an interesting one that we will discover more with examples that come ahead. So I've taken the liberty of sort of condensing condensing this conversation down to three simple steps. I do realize it's very reductive, but to have a good conversation, I feel some reduction is essential. So three steps for basically decolonization How would I as the government of India or as India, talk about decolonization and my approach to it. Number one, you remove, remove any selectively remove any tangible remnants of one's colonial past, if you can't remove it, then you appropriate symbolism, the conversation that we will be having would be around the India Gate and this coronation Park in New Delhi. And we'll go ahead and talk about that in a bit. Number two is God right or you   05:36 name whatever, you can't change immediately. So here we have conversations about rewriting how people react to your history or learn their histories, be it through syllabus, in schools, or in universities, or in how we interact with history on a day to day basis. For example, road names, metro station names, museum names, etc. And step number three, which is the final step, which is almost in completion right now in Delhi, is rebuild, undertake massive and drastic construction projects to change the historical landscape. Now, these steps, in my opinion happen over a long period of time, you have to begin to corrode a public's reaction or relationship with that history, to be able to take a drastic step like rebuilding a construction or tangible space. So the first conversation I'd like to have with you in the first case study we like to discuss is removed. So, on the left hand side of this presentation, you see a very interesting sculpture from coronation Park in North Delhi. It was built in 1911. On the right hand side of a familiar symbol of Indian democracy, which is India Gate built in 1921. In New Delhi, the coronation Park is a very interesting Park, it is largely abandoned, it is not it's not in the center of the city is not celebrated. It's not the focus of civic life in that area. It is sort of a graveyard of sculptures that, at the at the moment of independence when we had a lot of Imperial sculptures across the city on road crossings, and the government did not know what to do with it. They just picked everything up and the deposited in one land where the royal the bar was held in 1911. But when approaches when one approaches the park today, what one sees is just streams and streams of magnificent Imperial sculptures left and complete abandonment taken from taken out of where they were originally designed for out of that context. And not sort of responded to or agreed with or addressed by any any any person crossing the road. So that's one way of dealing with decolonization. That was when India did not know what to do with its past. So it decided to pick everything up and push it sort of like under the carpet or in a cupboard that you never want to open ever again. This park still exists and most of these sculptures are an absolute ruin. This is an example of one way of how one can deal with one's colonial past. If you can't remove the colonial symbol you can re appropriate the meaning of the colonial symbol which come which brings me to India Gate, possibly one of the most iconic symbols of Indian democracy. For Delhi at least. India Gate is a celebration of everybody who had passed away fighting for the British Empire in the First World War. It is an imperial symbol it isn't it is a power it is a symbol of all those Indians who lost their lives not for Indian freedom but for British freedom. However, this does not sit heavy on an A common Indian person's mind. The appropriate appropriation of the symbol has been so complete that it is it's visible on most sort of tourist banners, it's the center of our Republic Day celebrations. It is something that all Indians will in the evenings come and sit next to celebrate a very sort of personal relationship with it, you will have ice cream Windows walking up and down the street kids playing it's a very open space wherever we can walk in and it is understood to be a symbol of reverence and respect for one's past not not majorly sort of associated with our colonial history. So these are two ways that India has dealt with some of these major symbols of its colonial history. I spend a lot of time trying to wonder what causes this selection. Why in the India Gate did not have the same do not suffer the same destiny as sculptures from the coronation Park and the within the comes to mind. It wasn't that you can't physically remove it and you can't physically break it down. But I'll be happy to to know what you guys would feel about this as well.   09:57 The second idea is to rewrite and to rename Now these are two heavy ideas that are on the same slide. But they have a similar logic behind them. So there has been a move to rewrite history, not just within the larger Academy historiography, but also within how schools and students understand or learn that history is. So between the two major examples I can give you, the nCrt school syllabus changes, and the undergraduate course changes. Within the school syllabus changes. We've had a series of educational reforms that have moved ideas like say caste politics, or Mughal history, or communal writing or communal violence in Indians. In Indian Indian past, there's also been a move as a fairly political move to suppress the role of the Congress in the independence movement. Just to give a little bit of a background Congress was the larger political force that has been largely defeated now by the current incumbent government, which is the BJP. So ideas like for example, codes from the hero have been removed. The role of rural county in certain movements has been reduced in text. Even as far as population data about how many Hindus versus how many Muslims live in a country, or that their employment rates have been smashed. In school, the textbooks now we need to understand the sort of the sanctity with which a normal school child or or sort of a parent would regard what is it mean a text given that it is published by the government, it is considered to be of a certain value that cannot be questioned, and has been marked up and used for like school learning or passing exams. So the level of questioning that happens at this level is very minimal, which makes change like this very dangerous. This change is going to expounded when one reaches the undergraduate courses. Over the last five years, the undergraduate courses for history learning for the BA in history has been has changed drastically. Just one example that like to begin with is changing the name of, say, history of India to history of Wrath of Hara thrash, which is sort of more in a commercial dualistic Hindu approach to looking at the history of, of India. There's also been a move to sort of have courses that are titled   12:27 Indus Valley Civilization so so the Civilization and its Vedic connection. So when you have courses title like this, there's an assumption that be the history or Hindu history goes back as far as Indus Valley Civilization, which is not a historical fact. But I think through strategies like titling, like making titles like there's so many courses like this, a lot of students would not be able to exercise their ability to critically, critically address this issue, or critically understand the politics behind these kinds of changes. You also have changes in the administration of colleges, you have, in recent past, we've had a massive change in the removal of certain Dean's of principals who don't agree with political changes happening across the country. And those who are ideologically inclined tend to find themselves in positions where they can control, for example, which PhD thesis gets passed or which PhD application is successful. So you have sort of a systematic change and a sieve and a syllabus change happening at the same time. On the right hand side. It's a very interesting list. Initially, I was thinking of doing an entire background or just the number of name changes that have happened in India across and this is just a small summary of it. It's a conglomeration of CTG city name changes, road name changes, museum name changes, and it's color coded. So, when I was looking at this list, I was trying to break down logic behind it. And I found a three way logic. The first is changing a name from a British name to a secular name. The second is from Google name or a Muslim name to a Hindu name. And the third is from a Imperial name to a Hindu name. As you can see that there is a large movement towards making every name more indica, more Hindu. And the definition of indica is largely becoming a non Muslim or, or isolation like a separation change. So I've just made a color. I've just made a color coding happening. So everything in blue is your secular changes. So how Kingsway has been renamed to rajpath Queensway to Janpath all these names are largely understood to be a common secular common communal shared nomenclature, but as we move on to everything in yellow or everything in white, you see either change from for example, the web, the most interesting one was the Mughal museum that was changed to Chatrapati Shivaji Museum in 2020, which is a very recent example, this museum was to be built in Agra, which was a city made by a permaculture ruler. It was supposed to champion the Mughal contributions to Indian culture such as miniature painting or architecture. But in 2020 20, after the museum was already in construction, the Chief Minister of particular state announced that the name has to change initially to brasure Museum, which is a local Indic population or the local language population. And later, it was argued that you would have Chatrapati Shivaji, who is a very strong Mahabharata, Africa from Maharashtra, West India. So this is a trend that we all see happening very often, there are tangible repercussions to these trends, where you have a lot of financial investment in changing names, in rotations, as well. But mostly what it does is it tries to manipulate or change how the public addresses or reacts to history on a day to day basis.   15:59 The second idea is rebuilding. And this is something that I feel very personally sort of passionate about these two particular projects, and they are very recent projects. The idea of rebuilding is when you have managed to have sort of I feel discrete changes to how the public reacts to their history, or public understands their history, you've taken the time of changing the syllabus, you've taken the time of changing the road names, slowly, you're corroding how the population is reacting or responding to their own past. What you can then do is commissioned large scale projects, which undertake massive construction, either breaking down and rebuilding or building once again, and there is a trend in recent past that is creating a lot more like this, the India's moving to a more aggressive, symbolic front, a very aggressive, nationalistic kind of jingoistic front that they are putting across this. There are many examples of this one way one common example that a lot of Indians who have joined this conversation will be familiar with is something called the angry Hanuman motif. There was there is a deity called Hanuman. He's a part of the larger epic of Ramayana, which is an ancient epic in India. He's the symbolism of that figure has changed in the recent past. Initially, he was a symbol of loyalty of servitude, of bravery, and always depicted in a sort of amicable manner in paintings. In the recent past, in the past five years, there was a graphic artist in the south of India, who created a sort of a more aggressive muscled version of the same day. And before you knew it, that symbol serve spread across subcontinent at a speed that nobody predicted by be it either in car stickers or in WhatsApp profile photos. It began to be adopted by a lot of population in India because they began at some level, responding positively to this change, of attitude of change of nature to a more aggressive or more sort of nationalist or jingoistic front. But the two examples I've taken up over here, the first is the central reverse the central Vista redesign project in in September 2019, the government of India undertook a project, they made a sudden announcement that they would undertake major reconstruction on the Kings way and the Queen's were erstwhile kings and queens. So, now the Janpath and the rajpath, which isn't center of Delhi, which is called Docklands, Delhi, are bakers and latrines Delhi. because of two reasons, the first was pragmatic reasons or, for example, government offices are very old buildings, they need remodeling they need re they need to accommodate more people, they need to have a lot more efficient working by putting everybody in one building so all these pragmatic concerns that were coming up the second reason was a sort of an ideological opposition to who design this part of the city be it meant specifically Latvians and Baker B them specifically being British, artists, architects, and the idea of the entirety of central value being a British project or a Brit British construction and the government sort of expressed some concerns with how the British chose to depict or chose which aesthetic elements from which design path design history of India did they choose to incorporate and how the current India the powerful current modern India should rebuild something that is more in tune with a more authentic Indian aesthetic. So there was is a large sort of pushback to this decision, especially in a pre pandemic time, there were protests happening about the level of construction that will be required, specifically in a time where India was suffering through a pandemic and needed sources resources in other in other parts of the, of the country. The scheme of this redesign was extremely massive from breaking down any building that is not heritage sites or anything built after 1950s will be broken down, including the National Museum, the entire central secretariat will be evacuated and made into museums of freedom and democracy. And a massive construction would take place that would eradicate all these parks and public space that you see on the side.   20:48 So this project has sort of divided India a lot in the recent past, specifically with having sort of all academicians to one side and say, sort of a push back from a more pragmatic part of India on the other side, and that only Gupta, who's very respected historian from Delhi spoke about how Janpath or Raj producible was supposed to be a more like a more civic friendly space, for example, to allow a car like a classless a costless space for Indian Indians to come in enjoy their own city, their own capital, to come in have picnics here to have football games here to have walks around India Gate was something that was supposed to be a very common practice amongst delegates who would do this on a day to day basis. However, the current project plans to eradicate all these civic spaces and change a lot of what India Delhi sees as its historical past or its landscape. Now, it is an argument that hasn't been cited as of yet the construction project is ongoing. But one this is I feel one way of handling or decolonizing. One one's own past is sort of pushing back and breaking down these remnants. And then it begs the question of at what point do we stop? At what point do we understand that, like, we put a limit of how much we can go back into a pure version of Indian past, right. The the next example, that came away recently, this month actually was the revealing of a new national symbol. So on the parliament building on top of the parliament building, we would have the Ashokan, Lion Capital head, which you see on the left hand side, this is from 250 BC, from the Shogun empire. It was it sort of Pope's entire pillar, that was the pillars that were built up across India. On the left hand side, you see a line that is a lot more aesthetic it is it shows us an idea of sort of protectiveness or of pride, as opposed to as opposed to the right hand side that can that tone, like in terms of tonality, in terms of aesthetic shows a lot more of an aggressive militant, or sort of an anger that was absent in how India perceived itself in the past. My personal opinions aside, there is a larger collage conversation happening about this sort of tonal tonality change or aesthetic change that one is noticing across India, but this is another example of how we are sort of decolonizing or changing how we want to be perceived across the world. Which I found very, very interesting. However, I mean, I can I can understand how it would be would feel that I'm being very negative about these changes. So I'd have a nice slide about how I think that decolonization also has positive impact on how museums portraying themselves. So on the top you have my favorite museum in Delhi, which is the National Museum as you can see, this is a picture from the basement. I think it's the one early medieval crafts and constructions and that's what the gallery is called. As you can see, it's a very sort of old institution. There are large glass cabinets separating the viewer from the artifact. It's air conditioned, it's very sanitary. It's very Imperial.   24:20 Everything is shut off behind certain glass and wooden cabinets, Kavita Singh, who is the head of department of art and aesthetics department in JNU. Jawaharlal Nehru University has written a very nice article called The museum is national where she discusses the impact or the influence of Imperial thought on Indian history on how the national museum itself is designed. So the initial galleries that you have are periodic galleries such as in this Valley Civilization mariage manga Setswana. Moving on to your early medieval late medieval but the moment Indian history starts approaching this Mughal phase National Museum changes its galleries name to materiality. So it becomes from early medieval late medieval becomes brutal architecture, or metal work or musical instruments are most in a way, denying the Mughal aspect of the Islamic aspect of Indian history by how it's designed. It's a very Imperial institution. So also it sort of repels a lot of Indians from entering the institution who feel like they don't belong inside of they don't have a right to walk inside. So it does create a space of otherness. It does elevate civil, I mean culture towards sort of upper level of only being accessible to the elite who feel like they can enter the museum and walk in whenever they want. On the bottom, we have a nicer a much a much more different way of approaching Indian culture, which is the National Museum in Japan. This is an open open design museum that celebrates village life and broom and poo making that's a local culture. The space is a lot more welcoming to a larger class of Indians, it is a lot more spread out is more in tune with indigenous architecture, and indigenous weather, it also would have employed a lot more locals in the construction and maintenance of the museum. So it does have a lot more specialized focus in terms of where the load the location or the locality of what it is celebrating as opposed to a national mall mostly sort of dominating centralizing figure, the National Museum, which has captured the artifacts from across the Indian subcontinent. As the last line to my conversation, today, I'm gonna be starting the cutting to talk to you about opening up the conversation, I want to talk to you about the thin line between decolonization and re colonization. There's something that I began thinking about when I was thinking, what how India is dealing with its past where, in order to address a past, we are trying to replace it with another idea of our history, which has very tangible repercussions on how future generations will see India and how future generations will think about India. So at what point? Do we sort of white like, at what point we fill the vacuum that decolonization that? The idea of removing a colonial perspective of our past? At what point will the bathroom become so strong that we need to fill it with something else? Is that something that will always happen? Can we have an absence? Or can we have can we deal as a people with a change in our how we perceive our history without putting another ideology on top of it and making sure that gets accepted. So when I think about how India is dealing with its colonial past, I feel that there are some negatives of house aggressively it is trying to do so. At the same time, I do believe that there are a lot of positives in the sense of making, changing how we perceive design or how we perceive our cultural spaces, who is supposed to be what's meant for who who understands or appreciates, or, or is able to access it. But it is a thin line that we do need to discuss and address at some point. I do understand I've been speaking for a good 30 minutes now. And I could go on for much longer. But I would like to now open the field, open the conversation up to any questions that anybody might have. Please feel free to use the chat or unmute yourselves. We can talk about I have a lot of examples on my notes that I would love to discuss with you. We can compare how other nations are dealing with that as well. But in the long list of lectures where I saw a lot of conversations about research, and sort of African African reaction, etc. I felt this conversation about how India is dealing with it in its own way, was an important one to have. Thank you so much for your time. It's been a pleasure.   29:02 And that's it for this episode. Don't forget to like, rate and subscribe. And join me next time where I'll be talking to somebody else about researchers development and everything in between

A version of this essay was published by firstpost.com at https://www.firstpost.com/opinion/requiem-for-a-japanese-statesman-who-loved-india-abe-shinzo-10896211.htmlAbe Shinzo will be remembered as Asia’s greatest 21st century statesman. He recognized early that the Indo-Pacific will (re)occupy center stage as it did throughout most of history, barring a brief Atlanticist interregnum. And then he did something about it, by proposing the Quad and the “free and open Indo-Pacific”. He realized that China would revert to imperialism, and would have to be contained.Abe-san understood that America would withdraw into its comfort zone (“Fortress America”) as its economic and military dominance diminished. It was up to Asians to defend themselves, and not depend on cross-Pacific partnerships. This may have driven his nationalist sentiments. Japan, with its proud history, could not forever be anybody’s junior partner. It would have to assert itself, and it could no longer be hobbled by the pacifist Article 9 imposed by the US, that prevented it from arming itself. All of this has come to pass, more or less. After Obama’s content-free “pivot to Asia”, Biden’s obsessions with Russia, Ukraine and AUKUS, and China’s consistent saber-rattling along its entire periphery, it is evident that the old “liberal, rules-based international order” with its Euro-American bias can no longer protect Asia’s democracies. A muscular Quad, or even an ‘Asian NATO’ is necessary.This is critical for India’s very survival, and Abe helped turn around Japan’s official attitude towards India. Even his grandfather, former Prime Minister Kishi Nobusuke, had been positive towards India, but Abe-san turned out to be a true friend. Under him, relations bloomed; and from a stance of anger at India’s Pokhran blasts, Japan has now become India’s most, and in fact only, trusted partner. This endeared Japan’s longest-serving PM, Abe-san, to many Indians. He believed in India, and it showed. So much so that some of us are in personal mourning. India has lost its best friend, and in a world where it has no friends, that is a tremendous loss: even after he resigned the PM position on health grounds, Abe-san continued to generate goodwill for Indo-Japanese partnerships. The last time the death of a foreign leader affected Indians so much was when John F Kennedy was assassinated in 1963.Prime Minister Modi put it well in a personal note, “My friend, Abe-san” https://www.narendramodi.in/my-friend-abe-san-563044. He also declared a day of national mourning. Among his greatest gifts to us and his most enduring legacy, and one for which the world will always be indebted, is his foresight in recognizing the changing tides and gathering storm of our time and his leadership in responding to it. Long before others, he, in his seminal speech to the Indian Parliament in 2007, laid the ground for the emergence of the Indo-Pacific region as a contemporary political, strategic and economic reality - a region that will also shape the world in this century.There is a starkly different, and possibly grossly unfair, characterization of Abe-san in the US media, as some kind of ultra-nationalist. The left-leaning NPR was positively churlish. But then this goes back to the Manichean/Abrahamic “with us or against us” dualism put about by US sources. They portray Japan as being particularly wicked, with Pearl Harbor as Original Sin, and the “Yellow Peril” as being particularly dangerous, deserving of the ultimate horror of the atomic bombs in Hiroshima and Nagasaki.Remarkably enough, this was along the same lines as the vitriol from China.I can understand China being extraordinarily mean. That’s just par for the course. But an American outlet saying this is a little surprising, that too a public-sector, publicly-funded, non-commercial entity. Are there wheels within wheels?But wait, here’s more:Growing up in India, I too was subject to this negative barrage, but I had the advantage of reading Malayalam translations of Tanizaki, Kawabata and Lady Murasaki in my teenage days. I understood Japan as a unique but Dharmic civilization with integrity and codes of honor. Later, I read about Subhas Bose’s perspective on imperial Japan, and its support for the Indian National Army. Many years later, I went to Nair-san’s Indian restaurant on the Ginza in Tokyo: he had been Rash Behari Bose’s interpreter. The dichotomy of reactions persists. The Western-Chinese narrative against Japan was one of convenience; on the one hand, the Chinese realized that they just needed to shout “Rape of Nanjing”, and the Japanese would give them money to shut them up. On the other hand, the famous “liberal rules-based international order” (see my deconstruction thereof at ) consistently tried to keep Japan down as a low-caste vassal even when it was the world’s second largest economy.There was an enormous fuss about the fact that Abe-san visited the Yasukuni Shrine, the memorial to Japan’s war dead. I could never quite understand this. Every country is entitled to remember its warriors, and most do, with gratitude. Why is it that Japan, alone, was prohibited from doing so? In 2019, I visited the shrine myself. It is a stately, mournful, quiet place of introspection. It has a magnificent torii, a museum, and a shrine. It is pure gaslighting to claim this place is somehow loathsome.And it has a memorial to Justice Radhabinod Pal, the Indian jurist who was part of the War Crimes Tribunal post World War II. He was the only dissenting voice in what he more or less said was a kangaroo court. Its intention, from the victors’ point of view, was to extract revenge rather than to arrive at the truth about the war. If some Japanese military men were deemed war criminals, were William Calley of My Lai and Henry Kissinger who ordered the carpet-bombing of neutral Cambodia any less?It was an honor for me to stand before Justice Pal’s memorial. Many older Japanese are grateful to Justice Pal for what he did then; Abe-san, though he was born a few years after the trials, may have heard from his grandfather Kishi-san about it. There are several other connections to India. I used to visit Japan frequently on business in the 1990s, and I found a number of links old and new. Kabuki, for example, is rather similar to Kathakali in concept. Sanskrit is still chanted in Japan’s Buddhist temples, and they write it in the Siddham script that is extinct in India, but seen in temples in Japan.I found actual Devanagari written on the Peace Bell in Hiroshima: it is one of the sutras that constitute prayers for the dead. In Nara, where Abe-san was assassinated, there is the famous great bronze Buddha in the Todaiji temple. In the adjacent park, where a lot of tame deer roam, there is also a reproduction of the Ashoka Stambha, the Lion Capital of Sarnath, the emblem of the sovereign republic of Bharat/India.The links between India and Japan go back a long way, at least to Daruma, or Bodhi Dharma, the preceptor of the Zen school of Buddhism, who took kalari payat and Buddhist philosophy to the Shaolin monastery in China, around 500 CE. He was reputedly a Pallava prince, who embarked from Muziris or Kodungallur in Kerala. There is the famous Zen koan, “Why did Bodhi Dharma go east?”.Is that why Abe-san came west to India? To repay an ancient debt? Moksham praptirastu, Abe-san. You were a good man. We miss you. 1150 words, Jul 9, 2022 This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit rajeevsrinivasan.substack.com

Desert Lion Capital, 4th Quarter 2021 Letter by Rudi van Niekerk total net return for 2021 to +9.6% Companies discussed: $CKHGY $AILTF $SHOLF $NPSNY $SBYSF $KARO $SBGLF $SBSW $CKHGF $NAPRF The Capital Literature Podcast brings you investment letters in audio. Capital Literature is a Sebids Capital service for the investment community. Follow @sebidscap and @CapitalLit on Twitter and become part of our community. Disclaimer: This podcast is for informational and educational purposes only and should not be relied upon as a basis for investment decisions. All rights belong to the respective owners.

Photo: Ashoka the Great was an Indian emperor of the Maurya Dynasty who ruled almost all of the Indian subcontinent from c. 268 to 232 BCE. Ashoka promoted the spread of Buddhism across ancient Asia. Considered by many to be one of India's greatest emperors, Ashoka expanded Chandragupta's empire to reign over territory stretching from present-day Afghanistan in the west to present-day Bangladesh in the east. After the bloody war of Kalinga, Ashoka became upset with the bloodshed and vowed never to fight again.  The emblem of the modern Republic of India is an adaptation of the Lion Capital of Ashoka. His Sanskrit name "Aśoka" means "painless, without sorrow."   In The Outline of History (1920), H. G. Wells wrote, "Amidst the tens of thousands of names of monarchs that crowd the columns of history, their majesties and graciousnesses and serenities and royal highnesses and the like, the name of Ashoka shines, and shines, almost alone, a star." @Batchelorshow Jeff McCausland #Unbound. The complete, twenty-minute interview. May 21, 2021. Battle Tested! Gettysburg Leadership Lessons for 21st Century Leaders, by Jeffrey D. McCausland and Tom Vossler, with Walter Dixon as narrator, Gildan Media is publisher. Audible Audiobook– Unabridged https://www.amazon.com/Battle-Tested-Gettysburg-Leadership-Lessons/dp/1642934534 In order to be a truly effective leader, it is necessary to learn as much as possible from the examples of history—the disasters as well as the triumphs. At Gettysburg, Union and Confederate commanders faced a series of critical leadership challenges under the enormous stress of combat. The fate of the nation hung in the balance. Each of these leaders responded in different ways, but the concepts and principles they applied during those traumatic three days contain critical lessons for today's leaders that are both useful and applicable—whether those leaders manage operations at a large corporation, supervise a public institution, lead an athletic team, or govern a state or municipality.   In the twenty-first century, leadership is the indispensable quality that separates successful organizations from failures. Successful leaders communicate vision, motivate team members, and inspire trust. One must move both people and the collective organization into the future while, at the same time, dealing with the past. A leader must learn to master the dynamic requirements of decision-making and change.

Prior to joining Lion Capital, Matthew Nordby served as President of Playboy Enterprises, leading their global licensing business to over $1.5bn in annual revenue. Prior to this, Matthew served as an executive in the technology industry which included building software start-up Greenplum, acquired by EMC in 2010. He launched his career at Sun Microsystems where he held various leadership positions. Matthew received his BA from Auburn University. For more info on guests and future episodes visit KateHancock.com --- Support this podcast: https://anchor.fm/ibhshow/support

Desert Lion Capital, 3rd Quarter 2021. Letter by Rudi van Niekerk Companies discussed: $CPI.JO $ART.JO $SDO.JO $MST.JO $KARO $KRO.JO $NPN.JO The Capital Literature Podcast brings you investment letters in audio. Capital Literature is a Sebids Capital service for the investment community. Follow @sebidscap and @CapitalLit on Twitter and become part of our community. Disclaimer: This podcast is for informational and educational purposes only and should not be relied upon as a basis for investment decisions. All rights belong to the respective owners.

CLICK HERE to sign up for a free trial of the Marcus Today newsletter including our daily STRATEGY PODCAST.A look at Gold Miner DGO Gold (DGO)- 15.8% shareholder of DEGThis week Henry is On the Couch talking to Ed Eshuys and Bruce Parncutt (AO) from DGO Gold. Ed is the Executive Chairman and Director of Dacian Gold Limited and a Director of De Grey Mining Limited. In the early 1990s he led the teams that discovered the Plutonic, Bronzewing and Jundee gold deposits, as well as the Cawse Nickel Deposit. He was the Managing Director and CEO of St Barbara Limited from July 2004 to March 2009.Bruce is an executive director of DGO and Chairman of investment banking group Lion Capital. Previously managing director of McIntosh Securities, Senior Vice President of Merrill Lynch, Director of Australian Stock Exchange Ltd. Bruce is also a Director of a number of listed public companies, including Acrux Ltd, Praemium Ltd and Stuart Petroleum Ltd.Both are gold experts and DGO presents an interesting way to play the De Grey ‘Hemi' story at a discount and you get a number of green and brownfield projects thrown in for good measure.

CLICK HERE to sign up for a free trial of the Marcus Today newsletter including our daily STRATEGY PODCAST.A look at Gold Miner DGO Gold (DGO)- 15.8% shareholder of DEGThis week Henry is On the Couch talking to Ed Eshuys and Bruce Parncutt (AO) from DGO Gold. Ed is the Executive Chairman and Director of Dacian Gold Limited and a Director of De Grey Mining Limited. In the early 1990s he led the teams that discovered the Plutonic, Bronzewing and Jundee gold deposits, as well as the Cawse Nickel Deposit. He was the Managing Director and CEO of St Barbara Limited from July 2004 to March 2009.Bruce is an executive director of DGO and Chairman of investment banking group Lion Capital. Previously managing director of McIntosh Securities, Senior Vice President of Merrill Lynch, Director of Australian Stock Exchange Ltd. Bruce is also a Director of a number of listed public companies, including Acrux Ltd, Praemium Ltd and Stuart Petroleum Ltd.Both are gold experts and DGO presents an interesting way to play the De Grey ‘Hemi' story at a discount and you get a number of green and brownfield projects thrown in for good measure.

Desert Lion Capital, 2nd Quarter 2021. Letter by Rudi van Niekerk Companies discussed: $KARO $ART.JO The Capital Literature Podcast brings you investment letters in audio. Capital Literature is a Sebids Capital service for the investment community. Follow @sebidscap and @CapitalLit on Twitter and become part of our community. Disclaimer: This podcast is for informational and educational purposes only and should not be relied upon as a basis for investment decisions. All rights belong to the respective owners.

Even during a year unlike any other, Minneapolis-based North Lion Capital Management found success and opportunities to grow. Chad Anderson founded the hedge fund in 2016 after spending several years at Piper Jaffray Cos., now called Piper Sandler Cos. North Lion primarily focuses on small-cap investing, allowing the fund to be flexible in its investments and address a need that Anderson identified when launching the fund. “People are kind of fascinated by hedge funds and the hedge fund industry, but there's not a lot of opportunities to invest in them locally in Minneapolis,” says Anderson. The investments are typically in the technology sector, along with energy, consumer, and financial services sectors. But Anderson has his eye on other sectors, including health care and communication infrastructure, due to ongoing government interest and possible subsidies. “We think the potential for an infrastructure bill that may include a lot of money targeted towards that area, as well, could be a nice tailwind for those companies,” Anderson told Reporter Kelly Busche in this episode of Beyond the Skyline.

The Capital Literature Podcast brings you investment letters in audio. Capital Literature is a Sebids Capital service for the Investment Community. Follow @sebidscap and @CapitalLit on Twitter and become part of our community. Disclaimer: This podcast is for informational and educational purposes only and should not be relied upon as a basis for investment decisions. All rights belong to the respective owners.

Tjeerd Jegen (49) is nu zes jaar ceo van HEMA. In de loop van dit jaar zal Jegen worden opgevolgd door Saskia Egas Reparaz. Jegen begint zijn retailcarrière in 1995 als trainee bij Albert Heijn. Na diverse directiefuncties voor Ahold in Oost-Europa stapt Jegen na 11 jaar over naar de Metro Groep. Hij wordt eindverantwoordelijk voor de Real Hypermarkets in Roemenië. Daarna volgen directiefuncties bij Tesco in Azië en bij Woolworths in Australië. In 2015 wordt Jegen de opvolger van Ronald van Zetten als ceo HEMA. Jegen vertelt uitgebreid over zijn ervaringen met de voormalige eigenaren Lion Capital en vervolgens Marcel Boekhoorn en de huidige eigenaren familie Van Eerd en Parcom. Luister naar zijn heldere kijk op retailing en de vele retaillessen die hij daarin heeft geleerd. Kijk voor meer retailnieuws, spraakmakende interviews en onze events op www.retailtrends.nl

STOP learning and start earning! Alan Barratt is the Founder and CEO at Grenade - The UK’s largest supplement company and a globally recognised brand. After launching in 2010 with his wife Juliet with just £27 in the bank, Grenade has grown massively. The majority share was sold for a HUGE £72,000,000 to Lion Capital in 2017 and the company has continued to grow strongly. Alan shares the strategies that he took to be able to go from next no cash in the bank to building multi-million pound supplement company. He explains the traits needed to become a successful entrepreneur and why there comes a stage when you need to stop learning and start earning. We also learn the marketing strategies that Alan has invested into since day one that have enabled his company to skyrocket sales and growth in a very short space of time.

About Alan Barratt: Sports nutrition has been a huge part of my life since I walked into my first gym aged 14, with this year representing my 30th in the industry. It has been a dream come true to build a globally recognised brand over the last 10 years which has helped millions of people reach their health and fitness goals. My core beliefs of building a brand through humour, humility and the ongoing pursuit of excellence are integral to the DNA of Grenade.Ten years into this journey, and 200+ Trademarks later, I have superb partners by the name of Lion Capital and a very talented and dedicated team spread over three continents. We are well on track to achieving our goal of creating the 'Red Bull of Sports Nutrition'.We are just getting started.....#wegotthis ~ You can find Alan Barratt on…LinkedIn: https://uk.linkedin.com/in/alan-barratt-101b1731Instagram: https://www.instagram.com/grenadeceo/?hl=enPodcast: https://www.grenade.com/us/podcast  If you enjoyed the episode, if it helped you in any way, or if you had ONE aha moment, please let me know, hit the subscribe button and leave me a review and a comment. You will make my day :) Or if you think i can improve anything, also, leave me a review and a comment, you will help me do better things and bring you what you need in the future.. If you would like to connect with me & become friends :) Check me out at: https://www.facebook.com/reem.kharbat Or visit my website: https://www.reemkharbat.com/home Do you want to launch your own podcast, then you have to check the Podcast Profit Lab Program; it's life changing! http://bit.ly/3bsS3xa

Are you in the start-up phase and struggling to get your business off of the ground? Rob interviews Alan Barratt founder of Grenade, the UK's largest supplement company, together they discuss the best ways to growing and scaling a successful business whilst balancing a happy and healthy life. KEY TAKEAWAYS Ways to have a successful business. This is one of the key factors that accelerates the growth and success of a business. Having the right partner in your business is very essential because they will advise you on the ideas you make concerning your business. You also get to make a well-informed decision. Share costing. Having partners in a business is advantageous to you also as the investor because you get to share the cost of thecapital to invest and you get to share the costof the losses also. This way, you get to save money. Hobby or passion. If your hobby or passion can be grown into a business, this will turn out to be a very successful business because you will not be forced to work on it. After all, it's what you love doing. Having passion as a business is advantageous because you have that drive in you to go to work on your business. After all, it's what you love doing. Don't focus your business on making money but on customer satisfaction. The greatest thing you can do in a business is focusing on making a product that satisfies the need of the customer. When you produce such a product, be sure that money will come your way because people will always want to buy your product and they will even refer someone to go buy your product. Focus on solving a problem that lots of people have. Focus on building a trusted brand. This is also a secret to having a successful business, once you develop a brand that everyone likes or trust, the money will always come your way because people always want to buy a product that has a brand that you trust. Having the right attitude. The business will grow once you have the right attitude because you remain focused on the ultimate goal of the business and nothing will alter you to change your focus on the goal of the business. Having a routine. Having a well-structured routine to run by is essential for people who have a business to run and with this, you will be able to closely monitor and run your business smoothly and you will have a successful business. Knowledge and skills. For you to have and run a successful business, you need to have the right knowledge and skills to run that particular business. Always have that hunger to educate yourself more on the business that you have because you will go far in your business with the right skills. Learn and understand people.The business will grow and run well when people or team or your employees feel that you are understanding them and treating them the way they want to be treated because they will work for you very well and be loyal to you and your business. Just do what you say you'll do, do it well and do it to the best of your ability. Understanding the market. Before you start your business or start producing something, you should know your market very well. You should do researchand know how long the market will last, how much is the demand for that product and how you can make that product to be better so that the market or the demand can increase and last for a lifetime. Start working on your business and stop waiting for the perfect time. There's no such thing as the perfect business model. The perfect business model is the one that works for you. Create a quality product.People will just pay more for something better. BEST MOMENTS “If you are meaningless to someone, then you'll be meaningless to everyone as well.” “The higher the high, the lower the low.” “Have five minutes or an hour or a day just to go out and enjoy yourself or have fun with your family after working on your business.” “Be happy with what you have because there's always going to be someone out there who's got more.” “Be happy with what you're doing.” “It's better to ask for forgiveness than permission.” "If you're fairly a likeable character, you can get away with quite a lot. Personality takes you a long way." “If you can learn from other people's mistakes is far better than learning from your own.” “If you're going to work hard, have something to show for it.” “You should not regret things you've done unless it is something fundamentally evil.” “Personal development is about learning from loads of people with lots of elements of success.” “If you know who you are, you never want to be anyone else.” "The best thing about having a brand, it is never finished." “You just got to be you.” VALUABLE RESOURCES https://robmoore.com/ grenade.com ABOUT THE GUEST Alan Barrett is the co-founder and CEO of Grenade and is a disruptive entrepreneur. Alan has built a globally recognised brand over the last 10 years which has helped millions of people reach their health and fitness goals. He has superb partners by the name of Lion Capital and a very talented and dedicated team spread over three continents. He is well on track to achieving our goal of creating the 'Red Bull of Sports Nutrition'. CONTACT https://www.linkedin.com/in/alan-barratt-101b1731?lipi=urn%3Ali%3Apage%3Ad_flagship3_profile_view_base_contact_details%3B%2BTBToj%2BaS%2FqRnKzEcQf%2BQA%3D%3D https://twitter.com/ThermoGrenade ABOUT THE HOST Rob Moore is an author of 9 business books, 5 UK bestsellers, holds 3 world records for public speaking, entrepreneur, property investor, and property educator. Author of the global bestseller “Life Leverage” Host of UK's No.1 business podcast “The Disruptive Entrepreneur” “If you don't risk anything, you risk everything” CONTACT METHOD Rob's official website: https://robmoore.com/ Facebook:https://www.facebook.com/robmooreprogressive/?ref=br_rs LinkedIn:https://uk.linkedin.com/in/robmoore1979 See omnystudio.com/listener for privacy information.

Welcome to Step by Step, a 5-part series from Future Commerce to help walk you through how to launch and grow a successful business. This season, we're talking about funding. Today is episode 4. Today, Phillip & Brian are joined by Jeremy Muras of Lion Capital Group to discuss Private Equity.

El primer podcast sobre marketing y ventas inbound para la industria inmobiliaria de habla hispana.

"When we sold that business we actually retired. We went on this phenomenal holiday to Thailand and Malaysia for 6 weeks but after a matter of days, we were both really bored. We were in the pool in Malaysia and we just said "look, we know, we've got to do Grenade now" and the rest is history. It was meant to be a hobby, we were meant to be able to do it from wherever we were in the World but it very quickly turned into an obsession. This isn't a sob story...Grenade was our baby." Really enjoyed this chat with Juliet Barratt, Co-Founder of sports nutrition brand Grenade. They launched during the last recession during 2009/2010 with just £27 in the bank then sold for £72 million to Lion Capital last year. Juliet left as of the 1st January and she's now doing a lot of giving back, working with the Princes's Trust, Virgin Unite, working with some start-ups as well. Whereas her husband and Co-Founder Alan is still the CEO of Grenade. Grenade has over 50 staff, it retails in more than 80 countries around the World, is a market-leading sports performance and acting nutrient brand, incorporating a wide range of innovative high-protein and low-sugar products. They've been named as one of the UK's fastest growing companies and have been featured in the Sunday Times Fast Track Top 100 many, many times. What's the secret to their success? Well, you'll have to listen to this episode to find out. Things that we talk about include: timing, why there is never a perfect time to launch a new business brand, making yours distinctive and memorable investment, with connections recruitment, with longevity in mind partners, and working with yours and also, pink Grenades I start up by asking Juliet why she decided to start a business, what her motivation was, and where they think they could have taken this brand from day one.

Following a shared passion for health and fitness, husband and wife Alan (CEO) and Juliet Barratt (CMO), founded sports nutrition start-up, Grenade, during the last recession. After launching in 2010 with just £27 in the bank, Grenade was sold for £72m to Lion Capital in 2017 and since then has continued to grow strongly. It now has over 50 staff, and retails in more than 80 countries around the world. Grenade is now the market-leading sports performance and active nutrition brand, incorporating a wide range of innovative, high-protein and low-sugar products. Grenade has been named as one of the UK’s fastest growing companies and was featured in The Sunday Times’ Fast Track Top 100 in 2014, 2015, 2016 and 2017. This is the Trailer for episode #125 which will be released at midnight on May 1st and features Grenade Co-Founder Juliet Barratt being interviewed by podcast host of Screw it, Just Do it - Alex Chisnall. Interviews like this are the reason I got into podcasting in the first place. Juliet and Grenade's entrepreneurial journey are the epitome of the Screw it, Just Do it attitude that I want to showcase every week on the show.  After stepping away from day-to-day duties on January 1st, Juliet is now helping with the education and training of entrepreneurs through working with Richard Branson's Virgin Unite organisation and the Prince's Trust too.  

William Kim is the former CEO of All Saints, a global contemporary retail and digital fashion brand. He is currently working with Lion Capital, a private equity firm specialising in investments in the consumer sector. Today William talks about why it’s important to choose a future-proof business model, why it’s important for companies to be agile, principled and sustainable, how to get globalization and digitization right, why we need to talk about average corporate board composition, why we need to remember that our job as leaders is to motivate all stakeholders and what the world needs the most at this point.On today’s podcast:Choosing a future-proof business modelCompanies should be agile, principled and sustainableGetting globalization and digitization rightWhy we need to take about corporate board compositionOur job as leaders is to motivate all stakeholdersWhat the world needs the most right nowLinks:AllSaintsFull show notes at: http://corporateunplugged.com/podcast/ See acast.com/privacy for privacy and opt-out information.

In this episode, Dirk and Kelly welcome Jeremy Muras, SVP Digital at Lion Capital and the former VP Digital Commerce of Burberry. They talk about the challenges of the luxury industry and the investor's view on digital commerce. Also, they discuss the idea of the "platform" economy and which brands Lion Capital has invested in.

In this episode we talk with Arman Zand founder of Red Lion Capital. He gives us a lay of the land for investments in startups in China. We learn how Silicon Valley Bank built their legacy in China and his thoughts on the opportunity of venture debt capital for businesses in China. A special thanks to our producer Qi Liu and editor David Chen.