Podcasts about Loyal

In this episode, Travis is joined by producer Eric to discuss a challenge every creator, entrepreneur, and business owner faces: dealing with criticism. From angry social media comments and controversial takes to building an audience that genuinely resonates with your message, Travis and Eric explore what it means to create in public. Drawing on examples from podcasting, social media, and conversations with top creators like Graham Stephan, they share practical insights on handling feedback, filtering criticism, and staying focused on long-term growth. On this episode we talk about: How to deal with criticism and negativity on social media Why creators should pay attention to comments in the early stages The difference between constructive feedback and random internet noise Building a community that advocates for you Why trying to please everyone online is a losing game Top 3 Takeaways If you're building a brand or audience, you can't afford to ignore comments completely. Early engagement helps you understand your audience and improve your content. Not all criticism deserves equal weight. Feedback from trusted sources and people who know your work matters far more than random negativity from strangers online. Consistency builds community. When you show up authentically over time, your audience begins to understand your message and often defends it better than you can. Notable Quotes "You gotta do what doesn't scale in order to be able to scale." "You don't get paid for the amount of hours you work—you get paid for the amount of value you bring." "Money only solves your money problems, but it's easier to solve the rest of your problems when you have some money in the bank." Connect with Travis Chappell: Instagram: https://www.instagram.com/travischappell LinkedIn: https://www.linkedin.com/in/travischappell Other: https://travischappell.com A Word from Our Sponsors: Today's episode is brought to you by our incredible sponsors. Their support allows us to continue bringing you actionable conversations and practical lessons designed to help you make more money, build better relationships, and create a life on your own terms. Be sure to check out our sponsors using the links in the episode description. - Are you ready to start your own creatorjourney and make it big? Visitwww.fanvue.com today and launch yourcareer! - To learn more about Mode Mobile and its investor community, go to https://invest.modemobile.com/travismakesmoney -Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency.Capture leads, nurture them, and close more deals—all from one powerful platform.Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

Why do some brands create repeat customers, while other brands create loyal customers—and the very best brands create loyal brand fans?The answer isn't just a better product. It isn't a bigger marketing budget. And it isn't a loyalty program. It's about creating an emotional connection that makes customers feel like they belong.In this episode, I sit down with customer experience strategist, Fractional Chief Customer Officer, and author Christina Garnett to discuss her book, Transforming Customer-Brand Relationships.We explore why customers don't want to feel like transactions, how brands create genuine community, what drives long-term loyalty, and what it takes to turn customers into loyal brand fans.What You'll LearnHow treating customers like transactions kills long-term loyaltyThe best ways to truly understand your customers and their needsWhy organizational silos create friction in the customer experienceThe right - and wrong - ways to build a brand communityHow to move customers from repeat purchases to loyalty to true brand fandomWhy surprise and delight often fails to create lasting customer loyaltyHow game theory can transform the way you think about customer relationshipsChapters00:00 Introduction to Transforming Customer Brand Relationships01:28 Defining Customer Experience03:34 How Brands Treat Customers Like Transactions07:24 The Ideal Methods For Understanding Your Customers10:17 Breaking Down Silos for Better CX13:03 The Right and Wrong Ways to Create a Brand Community16:33 Repeat Customers to Loyal Customers to Brand Fans20:44 Hierarchy of Customer Delight22:51 The Importance of Genuine Customer Engagement24:48 Creating Memorable Customer Experiences27:06 The Gap Between Customer Perception and Leadership Assumption29:13 The Little Things Matter in Customer Experience31:38 Applying Game Theory in Customer Experience35:45 Connecting Employee Experience to Customer Experience37:50 Christina's 5-song PlaylistAbout Christina GarnettChristina Garnett is a customer experience strategist, Fractional Chief Customer Officer, founder of Pocket CCO, and author of Transforming Customer-Brand Relationships. She helps organizations strengthen customer relationships, improve retention, build meaningful communities, and create experiences that inspire loyalty. Connect with Christina GarnettChristina's Website Christina's Book - Transforming Customer-Brand RelationshipsChristina on LinkedIn Connect with Matt LylesCheck Matt's speaking availability Subscribe on YouTube Matt on LinkedInMatt on Instagram The SIMPLE brand newsletter 

See omnystudio.com/listener for privacy information.

In this episode of The Pilates Business Podcast, Seran Glanfield dives into one of the most overlooked growth strategies for boutique fitness studios: client retention. While many studio owners focus heavily on lead generation, marketing, and social media, the studios experiencing sustainable growth are often the ones creating exceptional client experiences that keep members coming back year after year.Seran shares why retention matters so much in a Pilates studio or boutique fitness business, how loyal clients become your most powerful marketing tool, and the small but impactful ways studio owners can create a sense of belonging that clients can't stop talking about. From building stronger relationships to designing a memorable studio experience, this episode is packed with actionable insights to help studio owners improve profitability, increase referrals, fill classes more consistently, and create long-term business stability.If you're feeling exhausted constantly chasing new leads and want to build a thriving, sustainable Pilates business with stronger community, better retention, and more predictable revenue — this episode is for you.Got a question for Seran? Add it here

In this episode of Lean to the Left, host Bob Gatty talks with podcasting expert Michelle Glogovac, founder of MLG Collective, author of How to Get on Podcasts, and host of multiple successful podcasts including Read the Damn Book, Kitchen Briefs, and Beyond the Campaign.Michelle explains why podcasting continues to grow despite intense competition, how independent podcasters can compete with major media personalities, and why trust is the secret ingredient that makes podcasts such a powerful marketing and communications tool. She also shares her remarkable journey from selling jet fuel to becoming one of the industry's leading podcast publicists.Whether you're a small business owner, entrepreneur, author, activist, or aspiring podcaster, Michelle offers practical advice on launching a show, finding your audience, creating compelling content, and using storytelling to build meaningful connections. She also discusses the success of her fast-growing Kitchen Briefs news series and reveals how she manages multiple podcasts while helping clients secure guest appearances on shows around the world.In this episode:✅ Why podcast listeners trust podcast hosts✅ How podcasting can help grow a business✅ The real costs of starting a podcast✅ Competing against celebrity and corporate podcasts✅ How Michelle built a successful podcast PR business✅ Why storytelling is the key to audience growth✅ Tips for entrepreneurs and authors seeking podcast exposure✅ How short-form content is helping Michelle reach new audiencesIf you've ever thought about starting a podcast—or using podcasts to grow your brand—this conversation is packed with valuable insights.New to Lean to the Left? Subscribe for conversations with authors, journalists, activists, thought leaders, and newsmakers discussing politics, democracy, media, culture, and the issues shaping America.Can a successful podcast create a loyal audience, help grow your business, build trust with customers, and establish you as a thought leader?

Hello Cruisers! Welcome to episode 235! Scott and his first mate, Pam, have another fun and interesting conversation comparing the two Royal Caribbean ships that are sailing out of San Pedro, California, the Port of Los Angeles. Ovation of the Seas and Quantum of the Seas are now cruising down to the Mexican Riviera this year with very competitive pricing and wonderful amenities. Though the ships are very similar, they share about what they have discovered that make each ship different and unique.  Are you "Loyal to Royal" but have never sailed the West Coast yet?  After listening to this conversation, we are sure you will be booking a cruise to Mexico very soon.  Enjoy the show! Tommy & Scott

I Thought My Girlfriend Was Loyal Her Phone Proved OtherwiseBecome a supporter of this podcast: https://www.spreaker.com/podcast/true-cheating-wives-and-girlfriends-stories-2026-true-cheating-stories-podcast--5689182/support.

On today's show .... The latest thing getting in the way of your relationship The sneaky way to tell if your man is loyal or not. H&N Dating Dealbreakers: World Cup edition

Are you leaving your ideal client at the front door, or welcoming her into a home she wants to stay in?Most entrepreneurs know how to get the first hello. Far fewer know what comes next. And connection that never deepens is why so many businesses stall.In this episode, Terri walks you through how to build your business room by room, from the social media handshake all the way to the inner circle where your best clients stay.We go deeper:Why your podcast and newsletter are the rooms that earn lasting loyaltyWhy owning your land matters - so your business never depends on an algorithmShift from chasing followers to building relationships. Business is all about relationships!Pull up a seat. I saved a spot for you!WebsiteThe Redlo Women NetworkMy BOOK: Step Forward Keep stepping forward.

Everyone is loyal to something. Do your loyalties lie with God? Moses calls God's people to follow the Lord always and pass that loyalty on to the next generation. This message explores how devotion to God protects your faith and sets an example for those who come after you.  

In this episode of The Modern Hairstylist Podcast, Hunter Donia and Jodie Brown dig into a pattern Hunter kept seeing on calls with stylists who, on paper, have everything figured out. They're booked out, making six figures, and have built a loyal client base over a decade or more. But they're stuck, and they can't figure out why.Hunter breaks down what's really going on for these stylists, and it has nothing to do with talent, work ethic, or how good their business actually is. This episode unpacks the emotional and strategic blind spot that keeps successful stylists capped, and what it actually takes to break through.Key Takeaways:

Send us Fan MailEmail Lennie at lennielawson2020@gmail.com

Loyal, verantwortungsbewusst, diplomatisch: Ein Chef, wie man ihn sich wünscht, Captain Picard vom Raumschiff Enterprise.

This episode was livestreamed on June 8, 2026.Business, the economy, and you—read Dr. Cotto's Digest for the story of your life: https://x.com/JosephFordCotto/status/2066169485623456104Full access to Dr. Cotto's Digest is only $3.00/month. Subscribe to this account for the plain truth about business and economic news that shapes your life: https://x.com/JosephFordCotto/creator-subscriptions/subscribe

SummaryIn this episode I'm joined by Courtney Honda and Slava Borisov co-founders of Puptqe. What started as a deeply personal response to a health scare involving their dog Champ has grown into a unique retail experience built around community and creating memorable moments for dogs and their owners.We explore how they tested their way through one of the most competitive retail categories imaginable, discovering that success wasn't about competing with big-box stores on price or selection. Instead, they focused on creating experiences that customers couldn't get anywhere else, from dog-friendly events and memberships to immersive in-store moments designed to turn visitors into loyal advocates.We also get into the realities of building a brick-and-mortar business, including lessons around site selection, customer retention, community-driven marketing, and the surprising acquisition channels they tested to help them grow. Courtney and Slava share how they learned to stop trying to serve every pet owner, focus on their ideal customer, and transform retail from a transaction into an ongoing relationship.If you've ever wondered how to test a physical retail store in a crowded market, this episode is for you.TakeawaysDifferentiate by owning a niche, not by competing on price - Puptqe succeeded by becoming a destination for dog experiences and hospitality instead of trying to out-discount larger pet retailers.Make the experience the product; sales will follow - Customers come for the events, community, and memories, which naturally drives purchases and loyalty.Stop marketing to everyone and focus on your ideal customer - Growth accelerated once they identified who their best customers were and tailored their offerings around them.Retention matters more than acquisition - Long-term success came from creating reasons for customers to return again and again, not just making the first sale.Community and word-of-mouth outperform paid advertising - Loyal customers and local advocacy generated more sustainable growth than trying to outspend competitors on ads.Understand customer behavior, not just demographics - Knowing how customers spend their time and make decisions proved more valuable than basic age, income, or location data.Design every customer touchpoint intentionally - Every interaction, from the greeting to the checkout experience, was crafted to create memorable moments.Consistency beats constantly chasing new tactics - Small improvements executed repeatedly created stronger results than jumping from one growth idea to the next.Guest LinksCourtney's LinkedIn: https://www.linkedin.com/in/courtney-honda/Slava's LinkedIn: https://www.linkedin.com/in/slavaborisov/Puptqe Website: https://puptqe.com/ If your leadership team is about to make a big strategic bet, the real risk usually isn't the idea, it's the assumptions behind it that haven't been surfaced yet. A Decision Sprint is a focused 6–12 week engagement where we extract, map, and test those risks so leaders can make a clear Commit, Correct, or Cut decision before major capital moves. Learn more or apply at precoil.com.

Send us Fan MailWhat does it look like to be the most loyal person in the room... and the most afraid?Amy opens Type Six month with her co-teacher and spiritual director Deanna Sudom, exploring a type that is deeply misunderstood; often seen as anxious or suspicious when they are actually among the most courageous, committed, and trustworthy people you will ever know.You'll hear about:The Six's core fear of being without support or trustworthy guidance, and how it shapes every relationshipWhy Sixes aren't pessimists... they're realists preparing for a world that has sometimes let them downThe difference between phobic and counterphobic Sixes, and why they can look like completely different typesHow Sixes experience God, and where the search for a trustworthy authority meets the invitation to trustThe gift of the Six's loyalty, courage, and commitment to communityA practice for Sixes who are ready to move from anxiety into grounded faithWhether you're a Six yourself or you love one, this conversation is an invitation: God isn't the authority who will let you down. He's the one who has never left.God is bigger than your fear. You don't have to scan the horizon alone.Support the showRESOURCES FOR YOU:Join the Waitlist for 1:1 Coaching with Amy Wickshttps://www.simplywholehearted.com/callamywicksNot sure about your Enneagram Type? Start here: https://www.simplywholehearted.com/enneagramquizEnnea-what? The Beginners Guide to the Enneagram(free course + printables)https://bit.ly/Enneagram101GuideConnect with Amy:IGWebsite

Proverbs 14:15-24, 2 Samuel 14:1-15:12, Acts 5:12-42. It is a quality often lacking in our society today Disloyalty destroys families, churches, businesses, political parties and even nations

Proverbs 14:19-22, 2 Samuel 14:1-22, 15:5-6, Acts 5:12-42. It is a quality often lacking in our society today Disloyalty destroys families, churches, businesses, political parties and even nations

If you've ever said "I don't know why I keep doing this to myself," this one is for you. Most ambitious, self-aware women aren't actually stuck — they're loyal. Loyal to a version of themselves that used to keep them safe, but no longer fits where they're trying to go. In this episode, I unpack the four identities I see women silently loyal to (you'll recognize at least two), share a personal story about a loyalty that cost me more than I want to admit, and give you the one question that changes how you move from here forward.What You'll HearWhy "I don't know why I keep doing this to myself" is the wrong sentence — and what to say insteadStuck vs. loyal — the reframe that gives you your agency back, and why your nervous system picks familiar over free every single timeThe four loyalties — meet the Over-Functioner, the People-Pleaser, the Hyper-Independent Woman, and the Second-Guesser. See which one is sitting in the room with you right now.The loyalty that almost cost me everything — the personal story I've been scared to tell, the retreat that almost didn't happen, and the cost of staying loyal to who I used to beThe question that changes everything — swap "Why am I stuck?" for one better question and watch what shifts in real timeAwareness → Embodiment → Practice — why insight isn't the work, and what actually makes a new identity stickGo withdraw a loyalty — what to do this weekOne Line to Sit With"You're not stuck. You're loyal. And loyalty can be withdrawn."Your Invitation This WeekFor the next seven days, when you catch yourself mid-pattern — over-functioning, people-pleasing, refusing help, second-guessing — pause and ask one question instead of judging yourself: What pattern am I still loyal to? You don't have to fix it. Just name it. That's where the work starts.Clip-Worthy Moments"Most women aren't stuck. They're loyal.""Familiarity feels safer than expansion. Even when familiarity is killing you.""Hyper-independence isn't strength. It's a trauma response with a glow-up.""You weren't being fake. You were being strategic. But strategy has a shelf life.""Awareness without practice is just expensive insight.""Stop being loyal to a woman whose conditions no longer exist."Want to Go Deeper?DM me the word UNBLOCKED on Instagram and I'll send you more on how we do this work inside The Unblocked Method™.Mentioned in This EpisodeThe Unblocked Method™Upcoming Park City retreat details to come soon!If This Hit You in the ChestSave it. Send it to the woman in your life who needs to hear it. And hit subscribe so you don't miss what's coming next.ConnectInstagram: @its.amysandersWebsite: www.amysanders.coEmail the show: support@amysanders.co 

Proverbs 14:15-22, 2 Samuel 14:1-22, 15:5-6, Acts 5:12-42. It is a quality often lacking in our society today Disloyalty destroys families, churches, businesses, political parties and even nations

Serhii Plokhy explains that Khrushchev placed missiles in Cuba to counter the U.S. "missile gap" and the Jupitermissiles in Turkey. He chose General Issa Pliyev, a loyal cavalryman, to lead Operation Anadyr because of his experience with multi-force coordination and his ruthless loyalty. The secret mission involved over 40,000 Soviet troops, far exceeding CIA estimates. These soldiers endured horrific conditions on overheated ships, only breathing fresh air at night. Upon arrival, they struggled with incompatible technology and a Cuban environment that failed to hide their missiles, yet they persevered out of duty. (2)1899

Main Point: The loyal love of God expressed through his people is a refuge in troubleKey Scripture: 1 Samuel 20Connect with us:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Our website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe to our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube Channel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

With Nick Hubert and Taylor Gentry—Founding Partners, Panoramic Capital Partners Jason Diamond speaks with Nick Hubert and Taylor Gentry of Panoramic Capital Partners about helping business owners align personal significance, wealth, and business value through a long-term advisory framework. In Summary Many advisors who work with business owners focus on managing wealth after it is created. Nick Hubert and Taylor Gentry argue that the greater opportunity is helping clients create, preserve, and align value long before a liquidity event occurs. In their conversation with Jason Diamond, the founders of Panoramic Capital Partners discuss how concepts borrowed from private equity – including accountability, reporting, capital allocation, and long-term planning – can help advisors become more valuable partners to entrepreneurs. The result is a different framework for advising business owners: one that places personal significance, personal wealth, and business value on equal footing and measures success over decades rather than by transactions. The Storyline Most business owners spend years aligning their companies around a mission, strategy, and long-term objective. Far fewer spend the same amount of time aligning their business, wealth, and personal lives around a common destination. Nick Hubert and Taylor Gentry believe that true alignment begins when business owners stop viewing those decisions separately. As founding partners of Panoramic Capital Partners, they have built a firm designed to engage earlier in the entrepreneurial journey. Their framework centers on helping business owners define a “north star” that balances three interconnected dimensions: personal significance, personal wealth, and business value. The conversation explores how that framework evolved from Taylor's experience in private equity and Nick's background in consulting and wealth management. Rather than viewing private equity solely as a source of capital or a transaction event, they examine what advisors can learn from the systems, reporting structures, and accountability mechanisms that private equity firms use to create value over time. Jason and his guests discuss why many business owners struggle to connect financial, operational, and personal objectives; how advisors can serve as a true personal CFO; and why alignment often matters more than maximizing the next transaction. The discussion also turns inward, examining how the same principles influence Panoramic's own growth decisions, their views on acquisitions and private equity investment within RIAs, and what the industry must do to attract the next generation of advisory talent.   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do many business-owner relationships begin too late? (13:10)Nick explains why focusing primarily on liquidity events can create misaligned incentives and why advisors may add greater value by engaging earlier in the wealth-creation process. What does Panoramic mean by a “north star” framework? (16:40)Taylor outlines the firm's approach to aligning personal significance, personal wealth, and business value into a unified planning and decision-making framework. How can advisors apply private equity thinking without becoming private equity investors? (18:11)Taylor describes how institutional reporting, accountability, and value-creation systems can help business owners improve outcomes regardless of whether a transaction ever occurs. Why did one client walk away from a successful deal? (19:45)Nick shares the story of a business owner who discovered that selling the company would solve the wrong problem and why redefining success led to a better outcome. Is private equity misunderstood by many business owners? (26:26)The conversation explores how private equity often functions as a “black box” and why advisors can help clients evaluate opportunities more objectively. How does Panoramic structure its pricing to reduce conflicts of interest? (30:52)Nick discusses the firm's effort to align compensation with client outcomes rather than asset gathering alone. Should RIAs pursue acquisitions and private equity capital? (32:20)Taylor and Nick explain how they evaluate growth opportunities through the same long-term framework they use with clients. What role will AI play in the future of advisory firms? (40:14)The discussion focuses on balancing efficiency gains and enhanced client experiences with the responsibility to protect client trust and security. Topics Covered Business-owner advisory models Personal significance, wealth, and value Entrepreneurial wealth creation Private equity frameworks Business value growth strategies Capital allocation decisions RIA business building Advisor compensation alignment Artificial intelligence in wealth management Next generation advisor talent Key Takeaways Many advisors focus on the liquidity event, while business owners often need guidance throughout the entire value-creation journey. The most effective business planning frameworks connect personal goals, financial objectives, and enterprise value rather than treating them separately. Private equity's greatest contribution may not be capital itself, but the systems and accountability structures used to create long-term value. Business owners frequently pursue an exit when the underlying issue is a misaligned relationship with their business, rather than a desire to stop owning it. Advisor compensation models influence behavior, making alignment between pricing and client outcomes increasingly important. Growth through acquisitions can be valuable, but only when it supports a firm's broader vision and long-term objectives. AI has the potential to improve advisor efficiency and client outcomes, but trust and security remain the non-negotiable constraints. https://youtu.be/_Fhic8CxtCs Quotable Moments “Growing businesses create value. The transaction is not the value creation event. The business itself is.” “The reality is that many entrepreneurs don't want an exit. They want a different relationship with their business.” “Private equity is often treated like a black box. Most people don't actually know what it is or how it works.” “The best thing I can do for my clients is still be in the seat 30 years from now.” FAQs How can advisors create more value for business-owner clients? Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. How does Panoramic Capital Partners work with business owners differently from a traditional wealth management firm? Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. What is the “North Star” framework discussed in the episode? The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. How can advisors apply private equity principles without working in private equity? The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. Why do some business owners choose not to sell their companies? According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. What are the advisors' views on AI in wealth management? They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Related Resources Finding the Shortest Path to Excellence Can Be a Game Changer for AdvisorsDoing everything you can to deliver better service, drive growth, and achieve your goals faster can result in extraordinary benefits. Why So Many Successful Advisors Feel StuckThey've built thriving businesses. Strong production. Loyal clients. Growing teams. So why do so many successful advisors quietly wonder, “Why doesn't this feel as good as I expected?” This episode tackles the psychology of success and what comes after it. Top Tips for Setting Your Business Up for Success Years Before a MoveEven if a move is years away—or just a possibility—it's never too soon to start preparing. These insights will help you position your business and team for success, whenever the time is right. Guest Bios Nick Hubert is a Founding Partner at Panoramic Capital Partners, where he works with business owners, founders, and families on the integration of personal wealth and business decisions. His focus is on the moments where the two sides converge, growth, capital, liquidity, and long-term planning, and helping clients see the full picture in one coherent strategy. Nick began his career in investment banking in New York and management consulting in Seattle before moving into wealth management in 2016. He has also helped lead several commercial real estate development projects, giving him a hands-on understanding of how to build and maximize value in private investments. A native of Portland, Oregon, Nick lives there with his wife, Kaitlin. Outside of work, he’s usually backcountry skiing in the Cascades, cycling, or trail running across the Pacific Northwest. Taylor Gentry is a Founding Partner at Panoramic Capital Partners, where he works with business owners, executives, and families whose wealth is tied to illiquid assets, operating companies, real estate, and private investments. His role is to translate business performance into clear financial decisions and pressure-test those decisions before they become expensive or irreversible. Before Panoramic, Taylor spent his career in investment banking and private equity, and served as CFO at several operating companies. That blend of advisory and operating experience shapes how he approaches the work: focused on fundamentals, tradeoffs, and execution. At Panoramic, Taylor acts as a Personal CFO for clients, connecting business performance, personal balance sheet, and long-term planning into one coherent strategy. An Oregon native and University of Oregon graduate, Taylor lives in Missoula, Montana with his wife, son, and daughter.s NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… True Alignment: Advising Business Owners on Wealth, Significance, and Value A conversation with Jason Diamond, Nick Hubert and Taylor Gentry – Founding Partners at Panoramic Capital Partners. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is True Alignment: Advising Business Owners on Wealth, Significance, and Value. It’s a conversation with Nick Hubert and Taylor Gentry, Founding Partners, Panoramic Capital Partners. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Advisory firms that work with business owner clients typically operate through a fairly traditional wealth management lens. The business may be the source of the wealth, but the advice itself often centers around investments, planning, and asset allocation, yet Panoramic Capital Partners approaches that equation differently. Nick Hubert and Taylor Gentry are the founding partners of the roughly $450 million RIA, serving about 150 families with a seven-person team. And while they come from very different professional backgrounds, Nick with more of a relationship and storytelling orientation, Taylor from the analytical and private equity side, they’ve built the firm around a shared philosophy tied to what they call personal significance, personal wealth, and personal value. A big part of that philosophy, or the north star as they put it, is applying some of the same accountability and long-term thinking frameworks commonly seen in private equity to the advisory relationship itself, not in a transactional sense, but in helping clients think more intentionally about decision-making, alignment, and outcomes over long periods of time. As a result, our conversation delves deeply into the private equity world, reframing how clients and advisors should consider this important tool as both a growth mechanism and a strategic part of their client’s plans. We talk about how that perspective also shapes not only how they think about serving business owners specifically, but also the role private equity should play in wealth management. Then we take a view of their long runway and how they and other younger advisors might see things differently about building firms today and why clarity of vision may matter more than sheer scale in the years ahead, and much, much more. It’s a narrative that is refreshing and informative, so let’s get to it. Taylor, Nick, thank you so much for joining. Walk us through your background. What brought you to the world of wealth management? Nick, let’s start with you. Nick Hubert: Sure. I think I got my first taste of the industry actually in a sophomore year of college internship, or I interned at Morgan Stanley here in Oregon. I studied finance and accounting at University of Oregon, and so I had this affinity for finance and markets and had that privilege of having that internship. So I had it early on in my career. Ultimately ended up setting my sights on doing investment banking and going that route and did that for a short period of time. Ended up not going very long due to a medical reason, so you don’t have to be that sorry for me. And ultimately started my career in business consulting before pretty quickly realizing that I want to get back to finance, back to investing these things that just felt like core competencies and that thing that you keep coming back to when you’re alone in the middle of the night thinking about stuff, it was always that. Just had this desire to work with smaller units than large corporations, which is great for wealth where you get to work with families and small businesses. And so it was just a natural alignment that took me back full-time to the space in 2016. Jason Diamond: I like the framing it through the size of the unit you’re working with and having more of an impact on the family. Taylor, what about you? Taylor Gentry: I’m a little more circuitous, if you will. Spent a couple of years in investment banking, so you can be sorry for me. Nick and I met in undergrad at the University of Oregon, had the opportunity to work in this investment group together where we were investing a portion of the university’s endowment. And like Nick, interned in wealth management and kind of walked away from it going, “Boy, that’s boring. I don’t really like that.” And so moved to New York, cut my teeth in banking for a couple years and we were working… So an investment bank for context, helping companies raise debt, raise equity, and with mergers and acquisitions, we’re working with huge companies. So the Mattels of the world, the largest toy company in the world. Like Nick, realized, “Hey, I’m going to work with smaller companies that we can get our arms around a little bit better and be more helpful with and have a bigger impact on.” So spent about 10 years with a private equity firm in the western half of the US and we invested in companies in what’s referred to as the lower middle market. So companies doing 50 to 300 million of revenue. And we would invest in those companies, grow those businesses and then look to sell them. Awesome experience, learned a ton, got a bunch of experience around how to invest in companies, how to grow businesses. Then had the opportunity to step into the CFO seat of a couple of different operating companies during that time. It was just a great learning ground, but also to see a whole bunch of different situations. Nick and I have always invested in things together. We’ve worked on things together and we’ve always wanted to work together full time. And a few years ago, the stars really just aligned to say, “Hey, what would it look like to create a differentiated offering in the wealth space where we can blend my background on companies, transactions, how to draw on scale and all those pieces and really marry that with the wealth management piece?” And Nick will get into that further, but it’s just a really unique way to partner with families and companies that are smaller which can have a really high impact experience with those families and really move them through their life journey, if you will. Jason Diamond: Yeah, there’s a lot to unpack there and we’ll get to some of the elements of how you run the business today. First of all, you can’t fool me by using a toy company as your example to make investment banking more interesting. I’m just kidding. Actually, my real takeaway there is you have a skillset that is incredibly relevant in the current wealth management ecosystem, especially in the model you’re currently in. So let’s talk about that a little. Tell us about your current chapter, which is Panoramic Capital Partners. Who do you serve? What types of clients? Give me some perspective on size as well. Nick Hubert: I'm going to take this first. Taylor can do the PE background side and give you a bunch of numbers. I’ll give you the story and see if we can piece it together that way. Jason Diamond: I get the impression you guys use that line a lot. Nick Hubert: Oh, no, that’s the first time. How’d it land? Jason, I spent eight years at our prior firm with our third founding partner, Andrew, and he was at that firm for 30 years. And so we’ve got this core DNA that we’ve always carried of serving high net worth families in a very holistic and deep planning-based capacity, which I think a lot of modern firms say that. And so that’s not necessarily that different, but it is a DNA that carries through. When we got struck with this vision of launching Panoramic and what inspired us to build the firm, it was as, Taylor outlined, around this idea of how do we partner with entrepreneurs and business owners more holistically across their entire entrepreneurial journey, not just around the exit as is so often where the gravity of the conversation sits. And so our firm vision and inspiration was all around that. And since launching in May of 2024, it has been about how do we bring that vision to life with a different business model. And to your point, there’s a bunch to unpack there, but that is ultimately the founding vision of what we are trying to build here overall and what inspires us every day to say, how do we, as Taylor mentioned, bring the combination of skillsets to bear in a way that allows us to be a better partner along the entirety of the journey as opposed to just towards the end when assets traditionally show up, so to speak? So that’s a story from a vision perspective. Taylor, I don’t know what you want to add to that. Taylor Gentry: As Nick outlined, it’s the ability to work with folks throughout the lifecycle. So in private equity, you invest in a company, you work with that management team for three to seven years and then you sell the business and move on to the next project or deal. And really, it’s the deal mechanic that is the value creation. Whereas, with what we are building here, we have the opportunity to really step along the journey with folks when they are in the early phases building what we talk about as the middle phase of allocating, and we’ll talk about this further, and then really the third phase of stewarding capital along the way. And it’s a life cycle or entrepreneurial journey that we’re able to be hand in hand with folks over decades opposed to measured in three to five year spans. Jason Diamond: So it sounds, and you’ve both kind of touched on this now, your different backgrounds, you view as very much a positive because it gives you, Taylor, the more in the weeds analytical perspective. Nick, you’re probably more the storyteller. Do you find that to be a benefit when you’re running your firm every day? And are there instances when it’s a negative? Is there ever a time when you say, Taylor, just maybe more for you, not coming from this world, you don’t speak the same language? Nick Hubert: Do you want me to drop off the call so Taylor can be honest and he can give you the scoop and then he can jump off and I’ll give you the scoop? Taylor Gentry: Jason, we talk about that a lot, honestly. I think it is atypical for someone with my background to step into the wealth space maybe more so. And we leverage that because we have the ability to work with folks on how do you drive value in the company, how do you set the business up for a potential sale exit or transition internally? But this business, historically, we’ve talked about it as almost like two tracks. You have Taylor on the quote unquote business consulting or the business work track and you have Nick on a wealth management track. It’s really not the case. And really, the power is the ability for these two pieces to come together and there isn’t a conversation we have with clients where those two perspectives and backgrounds or contexts aren’t married into one to create really truly holistic advice. And so Nick will probably tell you otherwise, but I haven’t seen an area yet where our two backgrounds has been a negative. It’s actually been immensely positive. And then on top of it, in terms of kind of building out the firm, Nick is more of a traction visionary and I’m more of the traction implementer. What’s amazing about it from our perspective is the partnership we have allows us to, A, recognize that, B, name it, and then C, leverage it in terms of being able to dole out duties and maximize our success together. Jason Diamond: Nick, anything you’d add? Nick Hubert: I think that’s all right. I mean, Jason, your question was from an operational perspective. I think a lot of Taylor’s view is from a client perspective, which is spot on that the overlap of that is really helpful for clients and I think what allows it to be a different experience for them. Internally, operationally, I think that where you could see friction there amongst partners with differences, and I think you do see that, and at the same time, Google was the one who did team research 15 years ago where they put out what you really want, is similarity and vision and differences in skillset when building a team. And so I think we’ve been intentional about that and it’s been really helpful for… Taylor and I functionally met in a quasi-professional setting back in 2011 and developed a friendship quickly, so we’ve got that deep level of friendship that underpins all of it. And same with Andrew and our time working together. So part of it is there’s just such a strength of relationship amongst us that we give space for each other’s differences and look for those as assets as opposed to negatives, but in some sense, beauty in the eye of the beholder as is the case with anything. Jason Diamond: Yep. I appreciate you adding that context. I’ll be honest that when I first encountered your firm, my reaction was your core value prop of serving business owners is not all that differentiated. And then I learned more about the way in which you serve business owners. Can you talk about that? Because a lot of advisors in general, but then I think more specifically, a lot of RIAs would say, “We service primarily business owners.” Tell me how do you do it in a way that’s different and meaningful? Nick Hubert: I’ll take a first stab at that and then Taylor can maybe add on with specific stories. The wealth space is an awesome business and it’s a place where it’s very difficult to differentiate. And so we think a lot about that through the lens of how do we grow this business well for the long period of time to create opportunities for clients and employees. And so we spent a lot of time thinking about that, not only for the sake of differentiation, but also how do we actually just continue to add value to clients? Because if we add value in a different way, growth will take care of itself. I’d say one way of cutting that is we revisit the mission is through this idea of, okay, if I want to be a partner along the journey, it’s about more than a single transaction, more than a single exit, whatever that might be, or a series of transactions as wealth is often created over a series of transactions. It’s this idea of how do we focus on wealth creation and driving business value as the engine of wealth creation for entrepreneurs and what we call personal significance, which is the life of the entrepreneur. And so there’s a next click down framing of our framework that we work through that lens. I think the most important piece for us has been how do we build a business model that actually brings that to life and that’s the trick because we can say that, and if we basically still just operate out of an AUM-based or an asset advisory fee-based business, the reality is my incentive is still towards getting assets out of the entrepreneurial environment, so to speak, into a place that I can manage them, which may or may not be the best thing for the entrepreneur based on where they are at. And so our current work continues to be around how do we build that business model. So layering in different ways of engaging, whether it’s a retainer fee or some other way of engaging so we can start earlier when assets aren’t there and actually encourage the entrepreneur, “No, keep reinvesting in your business. It’s your highest rate of return right now and it’s where the investment needs to go.” I don’t want to have a conflict in giving that advice. And so I think step two here has been building that business model from an actual engagement perspective to enable us to enact the vision. And then I think the third piece is how do we then build tools that are different than just evaluating pre-exit planning, and as is so often, the toolkit, but actually saying, okay, what are the value drivers of a business? And this is probably where Taylor has a lot more to add because it’s 101 of the PE model, but how do we take the mission and vision of an entrepreneur, what we call north stars, translate those into value drivers, ensure those tie to strategic initiatives in the business, ensure it ties to reporting, and ultimately, how capital is allocated between the business and other investments? So then that’s our toolkit that we continue to build out to deploy the mission through our business model with tools that back it up. So that’s how we frame it right now. Taylor, we can share stories about how that’s come to fruition to create different outcomes. Jason Diamond: Taylor, I’d love to hear that. Let me just add maybe my understanding, because this is what helped me, I think, to really understand how you defer, and Nick and Taylor, correct me if I’m wrong, it sounds like the typical advisor thinks about an entrepreneur, a business owner relationship as the next liquidity event in most cases. And you take the viewpoint that it’s a journey, in some instances, 30 years in the making. It’s not even about liquidity event might come that’s beside the point. Is that a fair summary? Taylor Gentry: Yeah. We talk about it as a growing business is a healthy business, a business that is creating incremental value and adding to the multiple in terms of how the business is valued in the marketplace is a healthy business. And so whether you are going to sell that business or retain that business into perpetuity, let’s make a really valuable business and grow a very healthy business. And that’s what we do with clients. Nick laid out the north star framework. And so how do we actually go about engaging with folks on a practical level? It does start with the north star framework. It’s got five steps to it as Nick outlined in terms of defining the north star, where we’re going, what we’re trying to do and that’s across those three pillars, personal significance, personal wealth and business value. And that personal significance has to be held at that same level. Otherwise, we find folks that are mid 50s, their business is crazy valuable, they’ve got a lot of dollars, but their family life isn’t where they want it to be because they didn’t take care of that along the way. So we lay out a place map that says, “Hey, these are the north stars that we are aligning on and coming back to every month when we work with these owners.” We then push that into, okay, what are we trying to do on the business side of the equation? Let’s lay out what is going to drive the value of the business from a multiple and enterprise value perspective. We push that into a set of strategic initiatives that is tactical, who owns what, when’s it getting done, and are we red, yellow or green on it? We then build out the performance reporting package with folks. And so that is a monthly reporting package that says what happened last month and what operational data are we looking at to be able to improve the business month over month and get a good feedback loop going into the company. And then the last piece is around capital allocation that Nick mentioned where if the business generates a million dollars, where’s that capital going? I think there’s a lot in there and it’s really deep, but if you zoom all the way back out, it’s take a private equity style playbook where private equity firms come and invest in a company. And what do they do after close? They put in place good financial reporting, good operational reporting, and then hold the team accountable to that reporting and those results on a monthly, quarterly, and annual basis. And so this is not rocket science or something that’s never been seen before. It’s just most business owners that have never experienced this private equity world don’t have access to it and don’t know how to go about doing it. It’s a relatively long process to get that installed with companies and with teams to really dig in and understand it, but it’s building out those packages to be able to say, “Okay, what happened last month? What changes do we need to make and what are we doing from a initiative perspective to drive the business forward?” So to Nick’s point, it was previously, this was all about liquidity planning or from a wealth management perspective, it’s about the exit. This is about how do we make a more valuable business along the way, and that’s going to be good for the entrepreneur as they move through the journey. Nick Hubert: When we were around the dinner table, the proverbial dinner table creating the vision of this firm, it was around this idea of the silver tsunami and everything that everybody reads in the headlines of this massive wave of transition, this generational transition of business ownership that we could help facilitate. So we launched with that thesis in some sense. In addition to this broader journey perspective, we have gotten to this place by following the market and listening to what entrepreneurs actually want through the big unlock was honestly in a deal process with one of our clients where we realized, “This is a great deal. This person’s going to put a ton of money in their pockets, secure their future,” and it’s completely the wrong outcome for the entrepreneur because it’s thinking all about the deal, not thinking about what this person didn’t want was an exit. They wanted a different relationship with their business, and that required, what do you actually want out of life, that personal significance piece? And it required, “Hey, if we can actually create a layer of team members and reporting that allows you to manage this like a board chair would do as opposed to a highly engaged CEO. That’s actually what you want. You don’t want out of this business. You want to still have this be a huge rock in your life.” And so we’ve ran through that door, said no to the deal with them and have been building the infrastructure around this, and that was the unlock and aha moment for us. There’s something bigger here and that’s what then inspired, in some sense, the broader build out of the toolkit, but I think puts more meat on the bone of actually saying no to a deal, which is not the classic wealth manager outcome to get to a way better outcome for the client and is ultimately still an awesome client for us as a firm and somebody that we can go build with for the next 20 years. I think just telling it through the lens of a story that’s different than what’s normal, so to speak, is a way to frame that up. Jason Diamond: It’s such a hyper focus on a fairly long-term and honestly nebulous potential outcome. You don’t have certainty. That, I think, is why most advisors would prefer the near-term liquidity. I mean, it’s not a secret, right? You can bill on assets, firms are incentivizing it and it’s a pretty direct recipe to net new asset growth, but it’s certainly a refreshing point of view. It resonates with me. I’m wondering if it’s resonated with clients and prospects. I guess what I’m asking is, do they feel that this is something different than the typical wealth management experience for this type of client? Nick Hubert: Yeah, Taylor, tell that story of the guy who said, “I’ve had this, but I felt alone.” I think that story of partnership, you tell pretty well. Taylor Gentry: Yeah. Jason, it was actually that same client, he had a investment banker, a wealth manager, attorney, and a CPA. CPA said, “The deal’s terrible, you shouldn’t do the deal.” Investment bankers obviously incentivized to do the deal. And so he’s saying, “You should do the deal.” That’s how he gets paid. He had a wealth manager who was silent and he had an attorney who just pushing paperwork. Jason Diamond: It’s like the start of a bad joke. Taylor Gentry: Yeah. No, seriously, it’s pretty remarkable. It’s like this guy did what he was supposed to do. He put the team of resources around himself. He got professionals in the seat. It’s that no one could connect the dots of all four of those people because they have the seat of those four people. And so it’s really resonated because there’s an ability to see a bigger picture and connect these dots and say, “Okay, this investment banker is saying X because of A, B and C.” And the CPA is saying it’s a bad deal and that it’s not a market deal. It’s 100% a market deal. This deal is right down the fairway in terms of what the market should value your company at and they just don’t understand how the transaction mechanics should work. And so it’s worked really well from that perspective of being able to be the quarterback or centralized point or personal CFO for folks in understanding where interests lie and also being able to think about what they are pursuing in a bit of a different lens. I think the second piece on that is where does it resonate for folks? I think that there is a gap in the marketplace that we are still working to close, and that gap is that business owners do not know what this monthly reporting package looks like. They do not know what really good reporting on their business looks like in terms of they have always run their… You’ve got a business owner. They’ve run their business for 10 or 20 years. They have a pulse on the business from their gut feel. That does not mean that the business has been optimized, is ready to go to the next level or is ready for a transaction and go through a transaction because they have not done the work on the backend to understand the moving pieces of the business at a granular level. This recording package, we oftentimes get this confusion around, well, I’ve got a temporary CFO or a controller or X, Y, Z. That is very different than what we’re talking about. Well, that is all accounting, close the books, have clean numbers. What we’re talking about is how do I marry operational data in the business, number of units ships, number of jobs completed, time on job, operational data to the financials in the business so I can then go make adjustments operationally on how to improve the business and continue taking steps forward. Jason Diamond: It’s very clear. Nick, anything you’d want to add to that? Nick Hubert: I’d say it’s easy to still cut that from a deal lens and say, look, when an investment partner comes to evaluate a business to sit in their seat for a moment, they’re going to look at the replicability of what that leader has done without that leader still in the seat. And if so many businesses are still reliant on that person and this gets talked about as processes, reporting systems, that ultimately results in a discount to the value of the business because although it can be viewed… For the leader, it’s like, it’s that control thing that entrepreneurs deal with. It’s what made them good. It’s what got you there. And so that transition is really hard. And that’s important from a deal lens because that does a direct impact to value. And to widen out the scope beyond the deal and to think about the entrepreneur’s life, this goes back to the dynamic that a lot of times entrepreneurs look for the exits because they’ve built something that it’s now owning them and what they’ve built is not resulting in the life that they want. And so how can we use this system to actually change that relationship, as I mentioned earlier, with the business so that they can run it more like an executive might and get out of the knife fight, so to speak, that often is how this can feel for a lot of folks, even for pretty large businesses. It can just feel like you’re a firefighter, you’re in a knife fight, whatever you want to use for that terminology. I think it’s as much about creating a different life outcome and different relationship and owning and leading a business as it is in driving deal value. Jason Diamond: Taylor, maybe I’ll ask this of you. Forgive the question, but private equity, I think in our space, has a little bit of a negative stigma at the moment. I don’t think that’s true across the board. I think people appreciate generally the need for capital and there are certainly benefits of private equity. But I’ll say as a whole, advisors are, let’s say, suspicious of private equity. You ever get that pushback? Does anybody ever view your experience or the way you position the story as a negative? Taylor Gentry: I think most people that we talk to don’t know what private equity is. They may have seen it in the headlines. They may have some sort of connotation around it. They won’t come out and say that they don’t like it. They don’t know why they don’t like it. The average American business owner, they don’t know what it is or what it means. So yes, you do have to fight that because of the headline piece around private equity, bad actor ABC, and that’s what gets the headlines. I think what private equity is really good at is taking a business that is not optimized or not running on systems and processes that it can run on. Again, it's not rocket science is not crazy hard. It’s just the private equity world has created ways to install systems and process that improve the value of the business by way of providing visibility to financials and operations in a way that the owner previously didn’t have. And so for us, we view it not by any means as the end all be all or the answer. There are clients we’ve worked with that have taken private equity capital and grown successfully, executed on some acquisitions and then exited again. There are clients that have evaluated those transactions and said, “Hey, not for me.” We are actually fairly agnostic to it. What we really spend a lot of our time on is what are we solving for? What’s the end game? How do we use this private equity transaction to get to where we’re trying to go and is it what we want at the end of the day? Because the reality is, if you’re going to stay on and run that business with private equity investment in, there’s a higher expectation on what you need to do Monday morning than when you owned it yourself and it was a little bit of your personal piggy bank too. Jason Diamond: I love it because you bring it back to the north star concept. Taylor Gentry: Yes, that’s exactly right. It’s what are we solving for and what game are we playing to be able to get to where we ultimately want to go? And for, as Nick mentioned that client that turned down the deal, it was a private equity investment. We got very clear with that, “Hey, here are going to be the expectations. You will have a monthly financial reporting call. You’re going to have quarterly board meetings.” These are things that need to happen in this business to be able to upgrade the management and cadence in this company. You don’t have to do it all tomorrow, but that is how you make a more valuable company, is installing some of these systems, process and cadence. And so we’re working with him now on doing that, just in a private context instead of in the private equity backed environment. Nick Hubert: I think there are three things embedded in this. I’d say number one, to Taylor’s point, this is a massive black box, in some ways by design. Wall Street’s had not a great reputation for a very long time of putting things behind the paywall, so to speak. And so we think a lot about our job as empowerment and education. Jason Diamond: Education, yep. Nick Hubert: Yeah. And so part of it is just, number one, how do we just demystify this thing and name things and take away the go to or bad? Because it can be that, but it should not be that from a core basis. That’s number one. Number two, a lot of entrepreneurs feel like they cannot get access to this ability to professionalize or level up or whatever these things are without bringing on that investment partner. And so part of our motivation is how do we actually bring this skillset in without needing to bring on an investment partner because oftentimes, that investment partner comes when you’re done, and so you don’t actually get to experience it. That’s number two. Number three is, Jason, part of your point earlier was like there’s still a trap here of potentially being able to get motivated primarily by the exit. And so again, that gets back to our business model, making sure our price Racing is right, all that good stuff. And it’s also the reality that a lot of businesses, if you just look at a very broad scope of American businesses, a lot of them don’t have value in the marketplace in a massively material way and/or won’t exit in a traditional way. And so the wealth creation journey then becomes much more of a conversation of, how do we manage the balance between investing in the company and distributing out of the company to invest elsewhere because we should actually be creating investment assets along the way because when you get to the exit, there’s no better power position at the moment of exit than already having financial security to some degree and giving you choice in the right deal, not the highest and best deal because you need to fill the piggy bank for retirement. Jason Diamond: I just want to be sure to ask because you did mention a couple times your pricing structure. How have you set it up so that you can be more agnostic about this as opposed to the typical… You want to talk about it for a minute? Nick Hubert: As it’s structured now, it starts with a retainer earlier on where we are working… As Taylor mentioned, we are going deep in the operational build of the business. We will do that on a monthly retainer. We’re engaging consistently. As assets get built up and if assets get built up, we start to chew that retainer down as assets go up. I think what we are ideally trying to figure out, and still honestly have not figured out yet, is how do we get to parity so that we don’t create an… I want to be able to work agnostically with a client to say- Jason Diamond: Yeah, I love it. Nick Hubert: … regardless of how I’m engaging with you, that’s the goal. So I’d say we haven’t cracked the code on exactly what that is yet, but mechanically, we’ve got the levers to pull to say how we price and move that retainer down is basically allowing to keep it at par, so to speak, for the client and allowing us to say, “I’m here to engage in making the best wealth creation outcome for you along the way, whether that’s investing in the business or investing outside the business.” Jason Diamond: I think that’s the right recipe. I agree. The levers can be fine-tuned, but to me, that’s the model you want to create where you can credibly look your prospects and clients in the eyes and tell them, “Our job is to serve you in the best way… We’re sitting on the same side of the table as you.” I want to turn this inward for a second. The home cooking concept. M&A, within the RIA independent space, is obviously a hot topic. Have you thought about it? Do you think it’s a critical part of a potential growth trajectory of a healthy, independent firm? I’m curious your perspective. I feel you, Taylor in particular, probably have a unique lens on this coming from the world you came from. Taylor Gentry: Yeah, Jason, I think if Nick and I wanted to put as much money as we possibly could in our pockets as fast as humanly possible. It’s a pretty easy recipe. It’s go get some private equity capital backer, roll up a few RIAs, get to a few billion of AUM and then sell it to the next private equity firm or roll it to the next private equity firm, do that a few times. We’d all make plenty of money and go on our way. We’ve been really intentional on this front, and again, I talk about this is what we want to do for the next 30 plus years. And really being intentional around building a business that has that enduring nature to it, decided to take private equity capital on, you are on a shot clock to some degree. Yes, you’re trying to build a best business, all of those pieces. You get cadence. You get capital. There’s a ton of value there, but you are on a shot clock that is not a shot clock we’re trying to get on at this stage. I’d say we opportunistically are looking at acquisitions. So we think about it, and Nick and I talk about it all the time, how much of our time should we be spending on acquisitions? And we think of it as 80/20 or even 90/10, 80% or 90% organic growth-focused, 10 to 20% acquisitions-focused. And so we’re actively evaluating those consistently and see deals on a monthly basis that we look at and evaluate, but it’s less of the focus today than it could be down the road. Jason Diamond: And Nick, do you think of that when you guys talk? Do you guys call that your true north? Do you think the same way you coach your clients and prospects to say, “For right now, it wouldn’t be the right move for us to take private equity capital and to do this acquisition rollup strategy because A, B and C are more important for us”? Nick Hubert: Yes. I think if we take our life north star for Taylor. I’m speaking for Taylor, but we’re close and so we share this of… To Taylor’s point, the life outcome of scaling that quickly with that type of capital backing is likely to create a life that I don’t actually want that’s not good for me, not good for my family, and honestly, not good for our clients at this point. And so that overrides in this case, even though the wealth, north star might say, “Hey, absolutely do that.” At some point something has to win. And so that is true. At the business side, as the north star is motivated by this mission of the entire entrepreneur journey, the worst thing I could do is shortcut my ability to be on that journey for a long period of time. One of our friends in this space says, “The best thing I can do for my clients is still be in the seat 30 years from now because I’ve lived a good life that enables that.” And I think that’s spot on for us, is everything, it’s so easy in today’s world to be consumed by short-termism and we are intentional in ensuring that we don’t succumb to that. While still recognizing to your point, I mean, you’re in this all day, Jason, right? There’s a massive opportunity in front of us to be thoughtful about how acquisitions fit into this. And I think we want to be open to that in a way that ensures we just don’t lose the core of the goodness of what we’re trying to build. Jason Diamond: I think that’s the right answer. The only wrong answer in my mind is we’re not open to this or we’re closed to it. To not at least be opportunistically aware of the dynamics in the market, I think is naive. But also, I’ll be honest, Nick, when I think about the concept of the north star, I have a hard time imagining, because we use a similar concept when we counsel advisors. What is your true north or your north star and your best business life, whatever you want to call it? To me, it does include absolutely the personal piece. I think it’s hard to define it only on the economic verticals because, I mean, I think about this for a transitioning advisor. Almost never is the conversation about crunch the spreadsheet and get us the biggest check possible. It’s, yeah, sure, transition capital is important, but it’s let’s also, we want a better work life and we want freedom to market and blah, blah, blah. To me, I think it’s a completely fair way. You two are looking at it at least for now and I assume you reserve the right to revise that opinion down the line. Nick Hubert: I think acquiring for size and scale is as often the headline is, yeah, we’re not into that at this point because I think… And yet, hey, if the right acquisition with the right people came along in that, we’d be extremely excited and would move very quickly to execute on that. So it’s a little bit of a both hand. Taylor Gentry: Yeah. Jason, I think it goes without saying, but my background on having done a bunch of transactions of businesses like this, it’s a natural fit for us to have this as a lever. And so we are looking at deals. We just haven’t prioritized it as the top priority. Jason Diamond: I think also where you are, 2024 was the launch of the business. It’s pretty common to see, all right, let’s nail this, let’s get our feet under us, client service model and then we’ll start to think about that down the line. A couple other things I want to ask you about running an independent firm. This is a pretty glowingly positive review, I think, of your ability to service clients, your ability to grow and to build and run the business that you want. Has there been anything negative that you haven’t enjoyed about running and operating this business, other than working with each other, of course? Nick Hubert: No, I was going to say, I’m like, can we get Taylor off the call again? Taylor Gentry: Jason, maybe I’ll take a first cut at it. I think for both Nick and I, it’s just the administrative components of running an independent business that we don’t enjoy candidly. I don’t think many people would. That said, you come full circle and it is a pretty glowingly positive review of running an independent business because we get to run it in the way that we see fit. And oh, by the way, we use the same things that we use with our clients. So the value drivers we’ve talked about, we have a value drivers worksheet. We refresh it every six months. Nick, Andrew, and I get together every six months and we’re 18 months into this thing and we’ve already got this cadence and system to it, if you will. So I personally really enjoy the running the business piece of it from a macro perspective. Yeah, I’m responsible for running our fee billing and running the math on all that and getting that done, for example. Jason Diamond: I think that’s actually a very thoughtful answer. And I appreciate you saying I enjoy running… I feel the same way, by the way. There’s some elements of running a business that I think are immensely fun. I think it gets painted with this brush of, “Ugh, running the business is the hassle and I want to work in the business.” Agreed, nobody likes invoicing and accounts receivable for the most part, but Nick, what are your thoughts on this? Nick Hubert: Yeah, I think mine is different a little bit coming from a different background where it’s easier for me to sit with the rose-colored glasses of the joy of the freedom that we have in this model. At the same time, when I’m counseling folks who are talking with folks or mentoring folks, younger people who are thinking about, “Okay, I want to go start my own thing,” I’m like, “Hey, it’s like I’m the same way. I want to look in the mirror and think I’m the boss or I’m one of the bosses and we get to go build this.” Then the reality is, at the end of the day, if there was something that you didn’t want to do that had to get done and you didn’t do it, you got to look in the mirror and be like, “Well, you’re the boss, you didn’t do it.” It’s the both sides of the coin that I think a positive, negative cut is one way to look at that because it can feel that way sometimes. And the reality is every job has 20 to 30% of it that you just don’t enjoy doing, and that’s totally true. Jason Diamond: It’s why they call it work. That’s why they pay you. Nick Hubert: They’d be pretty quick to point out that I’m the one of the partnership group that they’re going to have to chase for a smaller administrative item because, yeah, I honestly, just similarly speaking, don’t enjoy that. I want to go talk to clients. I want to go focus on building what we’re building. In finance speaks, it is a higher beta to just the all encompassing realities of running a business that is really hard to underscore without being in the seat. And yeah, there’s definitely 20 to 30% of that I would love to wave a magic wand and say, I don’t have to do anymore. Jason Diamond: Yeah, I appreciate that. Nick Hubert: You can’t have one without the other. It’s both sides. Jason Diamond: I think it’s getting easier and I think it’s getting more offloadable and some of it probably gets more… In some ways, more offloadable as you scale, but then you get a new set of problems, probably two, because you’re dealing with bigger… It’s a never ending. I think most business owners would agree with that. And you said it well, you take the good with the bad and overwhelmingly, most people we speak with in the independent space feel as you do, which is, are there things I would prefer to offload or that I would prefer not to do? Of course, but that’s almost just the price you pay for the freedom and for doing all the things you want to do. Two more questions that I want to be sure to ask about where this has been a great episode. One is AI. Need to know your thoughts. Is this coming for our jobs? Do you think your firm is positioned to capture either asset flows or also just to leverage this technology and use it to serve clients better? Just give me your thoughts. Nick Hubert: I think, in some sense, it would be irresponsible as people this early in our entrepreneurial journey and thinking about how do we optimize what we do for clients to not be engaging with AI in some way, shape or form, at least in an evaluative posture. So we are actively, in a bunch of different ways, whether it’s buy it off the shelf or build it, continuing to find ways to think about, not only how do we drive efficiency, because there’s an obvious surface level dynamic of if I can save time and spend more time with clients, that is a go to thing objectively. And there’s this deeper dynamic of if it can amplify what… Actually, back to your prior question, if it can amplify what I’m best at and enjoy and reduce what I don’t enjoy, that’s a massive win. And I think we’re on the surface of seeing that. That’s the opportunity we are motivated by that and pursuing that. And at the same time, I would say an operational principle that really is important to us, and you can almost call it a north star within the business is client security can never be put at risk for the sake of our own growth, our own efficiency, or anything else. There’s, I think, still a question mark as to how we think about trusting this. And so we are very cautious as we think about we will never try to move so quickly on any technology, whether it’s AI or otherwise that we risk our clients in some way, shape or form, because the reality is we are also in a context where AI is, when pulled, one of the least popular things happening in the world today for the average American. And so there’s no kudos here for being a leader. Jason Diamond: I totally agree. The first mover advantage here is slim to none. Nick Hubert: Yeah, you don’t want to be the one sticking your neck out on this in our industry. And yet there still objectively has a potential to be better for the clients. Navigating that I think is messy. Taylor Gentry: I think the only thing I’d add, which is pretty short, is the use of these tools has the ability to create a better deliverable for clients on a more consistent basis. And marrying that with exactly what Nick just outlined around the risk is really the magic piece here. And so I think, to the extent we can get it implemented effectively with the security, but also with, this is going to result in a lot better outcome for clients across the board, that’s a pretty attractive objective to go after and it’s pretty exciting to be in the industry with that now on the forefront in terms of ability to improve that experience over time. Jason Diamond: Yeah. No, that’s a good color to add. I want to end here with a potential HR violation, but you’ll forgive me. I’m not going to ask about age, but you are clearly both relatively young advisors. And this is a hot button issue in our industry, the idea that there are not a lot of talented, young next gen advisors at a time when a lot of gen one or older advisors are retiring out of the business. So what would you say… I think one of you made the comment earlier, it’s not necessarily the coolest industry to go into at 23 years old right out of school. I think more commonly people go into sales and trading, investment banking or some of the other finance verticals. What would you say to younger folks interested in wealth? And maybe I’d ask also, do you have any thoughts on how we solve this next gen talent crisis? And if you’re both secretly 90 years old, you can just do it. Taylor Gentry: You talking my internal age or my actual age? Jason Diamond: Why don’t you go first? Nick Hubert: Yeah, go ahead, Taylor. Taylor Gentry: I think there’s two threads here. The first is it’s not a sexy industry to go into and not as sexy as an investment banking, private equity shtick, if you will. I think from my perspective, it’s really important what you’re working on. The ability to be in a firm like what we are building with the diversity of work that is available is a little bit like the world’s your oyster and we’re designing

Are you looking for a Third Growth Option ℠ ? A $6 million company. Strong retention. Loyal accounts. And a team convinced they'd already hit the ceiling on their best customers.They hadn't. They'd just never looked up.In this episode, Benno pushes back on conservative strategy and makes the case for a Summit Vision bold enough to actually change how you lead. He walks through the real story of how that same $6M company built an execution system, pursued the right whale customers, and scaled to $32M — not by working harder inside the same frame, but by describing a bigger view and letting that clarity drive every decision.When you can see the summit, the targets change. The decisions change. The trajectory changes.What summit are you chasing? Drop it in the comments.

People loyal to foreign governments but never to America. Where does James Talarico get his power from? Trump’s been making deals his whole life, but this bad blood between Israel and Iran is different. An Islamist standing side by side with lesbians?Follow The Jesse Kelly Show on YouTube: https://www.youtube.com/@TheJesseKellyShowSee omnystudio.com/listener for privacy information.

Episode #1361: The FTC names 97 dealers in a warning over advertising practices, new data shows EV truck owners are surprisingly disloyal to legacy brands, and Anthropic files for an IPO after rocketing past OpenAI in valuation. Show Notes with links: ...

What if the shame you've been carrying isn't evidence that you're broken—but an invitation to discover your worth?In this deeply moving conversation, award-winning author, poet, singer-songwriter, and creative coach Marisa Handler joins Girl, Take the Lead! to explore authenticity, creativity, leadership, and the journey from shame to a deeper sense of worthiness.She is the author of Loyal to the Sky (Nautilus Gold Award) and the forthcoming Sanctuary.Marisa shares her personal story of growing up in apartheid South Africa, immigrating to the United States, and navigating what she describes as a "dark night of the soul" that ultimately transformed her understanding of belonging, creativity, and self-worth.Together, we explore how fear, grief, anger, and shame can become unexpected guides on the path back to ourselves. We also discuss why creativity is essential to leadership, how women can stop performing their lives and start living them, and why our worth was never something we had to earn.Along the way, Marisa shares her beautiful poem Grace and treats us to a live excerpt from her song Seed and Star.What Marisa Would Tell Her 20-Something SelfIf you've ever found yourself striving to be impressive instead of being fully yourself, Marisa's wisdom offers a gentle invitation to come home—to your creativity, your voice, and your worthiness.Because perhaps the path forward isn't about becoming someone new.It's about remembering who you've been all along.In This Episode, We Discuss:• What it means to stop performing and start living authentically• Why fear is often the doorway to growth and transformation• How anger can reveal boundaries that need a voice• Grief as a pathway back to belonging• The hidden role shame plays in keeping us small• Moving from shame to a deeper sense of worthiness• Why creativity and leadership are deeply connected• Trusting your intuition and creative process• The difference between being impressive and being real• Grace, authenticity, and living from your full aliveness• A live excerpt from Marisa's song Seed and Star"Stop trying to be impressive. Start trying to be real."About Marisa HandlerMarisa Handler is an award-winning author, prize-winning poet, singer-songwriter, and creative coach whose work lives at the intersection of personal transformation and collective awakening.A Fulbright Fellow and Iowa Writers' Workshop alumna, she has worked with thousands of people through her coaching practice, retreats, and teachings at Spirit Rock, Esalen, Stanford, and Gaia House, as well as through her signature program, Live Your Creative Genius.If you're ready to stop playing small and step into the fullest, most luminous version of yourself, Marisa is your guide.Connect with Marisa HandlerWebsitewww.marisahandler.comCreative Archetypes Quiz (Free)Discover your unique creative style and gifts:https://marisahandler.com/creative-archetypes-quizLive Your Creative GeniusLearn more about Marisa's signature transformational coaching program:https://marisahandler.com/lycg/Complimentary Unleash Your Creative Genius Breakthrough SessionApply for a free breakthrough session (valued at $300):https://forms.gle/sgsYXy2j6rhMEdor8LinkedInhttps://www.linkedin.com/in/marisa-handler/Facebookhttps://www.facebook.com/marisa.handler.3Instagram@marisasingsConnect with Girl, Take the Lead!Websitehttps://girltaketheleadpod.comListen & Subscribehttps://girltaketheleadpod.com/listenHeartfelt Cards & Gifts Shophttps://girltaketheleadpod.com/shopJoin Our Facebook Communityhttps://www.facebook.com/groups/272025931481748YouTube Channelhttps://www.youtube.com/@girltakethelead

Pille-Riin Tilk is the founder and lead florist of Belfield Blooms, an award-winning Sydney florist known for its modern, natural floral designs and premium wedding and event arrangements. Originally from Estonia, she brings European floristry experience and combines it with Australian influences to create seasonal, high-end floral work. Under her leadership, Belfield Blooms has built a strong reputation for quality, creativity, and beautifully curated blooms for events and everyday occasions.Visit their Website to Learn More!https://belfieldblooms.com.auhttps://www.instagram.com/belfieldbloomsCHAPTERS:0:00 – Introduction1:17 – Meet Pille-Riin1:57 – Why Pille-Riin Opened Belfield Blooms2:53 – Becoming a Florist at 18 Years Old3:35 – Pille-Riin Shares How She Knew She Wanted to Become a Florist4:04 – Starting Her Floristry Career in Australia4:28 – Pille-Riin Talks About the Flower Cool Room & Keeping Flowers Fresh5:20 – How Florists Buy Flowers at Flemington Markets6:11 – Pille-Riin Shares What It's Like Waking Up Early to Handpick the Best Flowers6:30 – Australian-Grown vs. Imported Flowers7:59 – Do Florists Compete With Each Other?8:44 – How to Properly Gift a Single Rose9:11 – Designing Andy's Sister's Graduation Bouquet9:41 – Pille-Riin Talks About How Every Florist Has Their Own “Style”10:38 – Breaking Down Where Different Flowers Come From11:25 – Seasonal Flowers & Winter Flower Imports12:23 – Why Flowers Can't Be Frozen Like Vegetables13:14 – Pille-Riin Talks About the Short Shelf Life of Flowers13:38 – European Floristry vs. Australian Floristry15:07 – Can You Recognize a Florist by Their Bouquet Style?15:52 – How Celebrity Weddings Like Logan Paul's Spend Hundreds of Thousands on Flowers17:46 – What Happens to Flowers After Expensive Weddings18:27 – Pille-Riin Talks About the Events Their Flower Shop Handles18:49 – Why Some Flowers Cost $70 Per Stem20:16 – Pille-Riin Talks About What Running a Flower Shop Is Really Like21:34 – Growing Belfield Blooms Through Word of Mouth & Social Media22:04 – The Strategy Behind Building Andy's Sister's Bouquet22:33 – Why Arranging Flowers Is Harder Than It Looks23:48 – Why Bouquets Are So Expensive24:46 – Flower Prices Have Tripled Over the Last Decade25:51 – Pille-Riin Talks About Weddings, Funerals & Meaningful Flower Arrangements26:41 – What Valentine's Day Is Really Like for Florists30:45 – The Graduation Bouquet Reveal31:14 – Can Regular People Buy Flowers From the Flower Market?32:13 – Life With a Husband Who Works Overnight in Produce Markets33:36 – Pille-Riin Talks About the Stress of Running a Florist Business34:39 – Pille-Riin Talks About How She Stays Sane While Managing a Small Business35:32 – Closing the Store for 3 Weeks During the Holidays36:22 – The Importance of Loyal, Regular Customers37:25 – Learning Bouquet Wrapping Through Experience & Social Media38:00 – What Makes Someone a Great Florist38:40 – Finishing Andy's Sister's Bouquet39:51 – Pille-Riin's Favorite Part of Being a Florist40:29 – Pille-Riin Talks About the Behind-the-Scenes of Wedding Flower Setups41:23 – The Final Reveal of Andy's Sister's Graduation Bouquet41:58 – Andy Reflects on the Hidden Challenges of Floristry43:36 – Connect With Pille-Riin From Belfield Blooms44:35 – New Habits Helping Pille-Riin Run Her Business Better45:12 – Pille-Riin's Goals & Focus for the Next 6 Months45:44 – How to Safely Transport a Giant Bouquet in the Car46:26 – Outro

On this edition of "Fast Freddie Rocks Youngstown," John Kennedy of The Royal Oaks drops by to preview Saturday's "Loyal To The Royal" concert featuring The Cheats, Punk Willie, Turbo Lovers, The 8 Balls, The Shoe Shine Boys and Living Room Rockers! John also talks about the experience of having The Royal Oaks on "Bar Rescue," how he came to own the bar, Youngstown's music scene over the years, wild stories, drunken nights and much more! Watch this episode on YouTube: https://youtube.com/live/eatw4FcvMzQ?feature=share

wE MP3 June 2026 - 01

Proverbs 17:17

ITL debates where Houston's priorities truly lie as the offense evolves.

The June 1, 2026 broadcast of The Charlie James Show (Hour 1) on 98.9 WORD focused heavily on breaking political developments ahead of the June 9th primary election, tracking high-stakes local campaigns alongside national and international developments.Segment 1: The Countdown and Trump's EndorsementThe Final Stretch: Charlie opened the show highlighting that South Carolina is exactly one week and one day away from the pivotal June 9th primary.The Evette Shockwave: The central topic was President Donald Trump's late-breaking endorsement of Lieutenant Governor Pamela Evette for South Carolina Governor as reported by the SC Daily Gazette.Analysis: Charlie broke down how Trump's Truth Social announcement shook up the competitive 6-way Republican primary, notably snubbing heavy MAGA contenders like Nancy Mace and Alan Wilson.Segment 2: Law Enforcement Reacts (Sheriff Hobart Lewis)Holding the Line: Greenville County Sheriff Hobart Lewis joined the program to weigh in on the national endorsement.The Viral Response: Charlie referenced Sheriff Lewis's Facebook page where the sheriff explicitly broke ranks with Trump to reaffirm his endorsement of Attorney General Alan Wilson.The Takeaway: Lewis argued that local law enforcement values long-term, on-the-ground relationships and Wilson's proven track record over late-stage federal interventions.Segment 3: The L.A. Mayoral Shockwave (Spencer Pratt vs. Karen Bass)The Tomorrow Vote: Charlie shifted gears to the massive national story out of California: the June 2, 2026, Los Angeles mayoral primary election.The Reality TV Contender: The segment focused on reality TV star Spencer Pratt's surprising political surge following the Pacific Palisades fire, which has turned the race into an unpredictable three-way battle.The Tight Polling: Charlie detailed the latest UC Berkeley-L.A. Times polling, which shows incumbent Karen Bass (26%), progressive challenger Nithya Raman (25%), and Spencer Pratt (22%) locked in a statistical tie, virtually guaranteeing a November runoff.Segment 4: Global Status of Iran & The Mark Lynch Campaign LawsuitGeopolitical Threats: The final segment connected domestic political shifts to the escalating security situation and status of Iran, tying global instability back to the importance of strong conservative leadership.The Evette Ripple Effect: Charlie looped back to how the Trump-Evette endorsement changes voter turnout strategies for Upstate conservatives looking to secure the state's economic infrastructure.The Mark Lynch Lawsuit & FEC Battles: The segment wrapped with a look at the contentious SC Republican U.S. Senate primary, where businessman Mark Lynch is challenging incumbent Lindsey Graham per his campaign profile with WYFF 4. Charlie discussed the legal overtones of Lynch's campaign, including ongoing attacks regarding a National Republican Senatorial Committee (NRSC) FEC complaint over ad spend disclosures, and the multi-million dollar dark-money spending flooding the Upstate airwaves.

Episode 145 — The Jealous Man Cast — brings Jay R into the Jungle for an episode full of tension, jokes, side-eyes, and uncomfortable honesty. From the second the conversation starts, the energy feels competitive in the funniest way possible, as the crew dives into jealousy, attraction, insecurity, and the tiny things people do in relationships that somehow turn into full-blown arguments. It's one of those episodes where everybody laughs… but everybody also accidentally tells on themselves. The music segment opens on a smoother note. Jessie Reyez's “NYFF” sets the tone with raw emotion and vulnerability, leading into conversation about toxic attachment, heartbreak, and why pain still creates some of the best music. 6LACK and 2 Chainz connect on “Sunday Again,” blending introspection with flexes in a way that sparks discussion about balance — emotional depth versus surface-level success. Tyla and Zara Larsson's “She Did It” keeps the energy confident and playful, while Teddy Swims' “Mr. Know It All” closes the segment with soul, reflection, and a reminder that some artists hit hardest when they stop trying to sound perfect. Then the Jungle pivots into the chaos of the culture. Ice Spice allegedly getting beat up at McDonald's becomes less about gossip and more about celebrity vulnerability in public spaces — how fame changes the way people approach you, test you, or even try to embarrass you. The conversation then turns serious as David being officially charged gets discussed, leading into debate about public opinion, accountability, and how quickly narratives form online before all the facts settle. But the real heart of Episode 145 is the relationship segment, where the title The Jealous Man Cast starts making a little too much sense. The squad debates whether it's more toxic for couples to never argue and silently bottle everything up, or to constantly fight over every little thing. From there, the conversation somehow gets hilariously serious over streaming accounts — should couples merge subscriptions as a symbol of unity, or keep everything separate just in case things go left? Then comes the classic dilemma: would you rather have a partner who's unattractive but completely loyal, or someone incredibly attractive who constantly makes you nervous? And naturally, the room explodes once the question gets asked: if your partner laughs a little too hard at somebody else's joke… is that harmless, or low-level flirting? To close things out, the spotlight turns inward as everyone debates the most important question of the night: between Rahh and Rad… who's actually the more jealous type? Episode 145 is funny, chaotic, self-exposing, and painfully relatable — the kind of episode where everyone acts like they're joking until the truth accidentally slips out. Chapters 0:00 Intro and Ape Gets Fired From UPS 4:45 Welcome Back Jay R!!! 9:15 Jay on Curating Events 14:30 Bridging the CT and NY Music Gap 19:00 Top CT Artists to Watch in 2026 24:15 Performance Tracks vs Backtracks 29:40 Jay R on Building an Artist Image and Brand 34:50 The Power of Networking and Connections 40:20 6LACK and Two Chainz Music Review 47:10 Sexyy Red Album Breakdown 53:45 Tyla and the New Wave of R&B 1:01:00 Rihanna Legacy and Career Shifts 1:07:30 Jesse Reyes and Visual Aesthetics 1:12:45 Vybz Kartel and Dancehall Lyrics 1:18:20 Rob49 and Teddy Swims Review 1:23:15 Ice Spice McDonald's Fight Discussion 1:28:40 Drake's Ice Block Rollout Strategy 1:34:20 Drake vs Kendrick Lamar Fallout 1:39:50 True Crime and Industry Legal Troubles 1:44:10 Relationship Talk: Is Not Arguing Toxic 1:50:30 Sharing Streaming and Netflix Accounts 1:55:00 Ugly and Loyal vs Attractive and Risky 1:59:15 Final Thoughts on Consistency Welcome back to the Jungle. — Subscribe: YouTube.com/@JSCNetwork_ Follow: @thejunglesquadcast Ape Loso – @apeishere_ Rad – @radical_jl Rahh – @_rahhbanks Guest: Jay R - @jayrthisislit

Become a more profitable musician in just 5 minutes/week: http://profitablemusician.com/join Discover the real reason most musicians struggle to keep fans engaged and what you can do about it. I break down practical strategies for turning casual listeners into loyal supporters.Why fans need to be actively led to stay connectedThe concept of "fan stickiness" and how to create itCommon mistakes artists make when building a fanbaseThe importance of sticky points like email sign-ups and QR codesWhy exposure campaigns fail without a solid connection systemBecome more Profitable in just 3 minutes per day. http://profitablemusician.com/join

Real Housewives of Salt Lake City Star and Broadway Producer, Bronwyn Newport, joins Kelly to discuss which of her RHOSLC cast mates' friendship feels strategic, how the show affected her marriage to Todd, and what her daughter Gwen thinks of the show. She gives insight to her relationship with her mom Muzzy, why she's not shocked there's no footage of Meredith's plane incident, and why she and Brittani have to mind their ps and qs more than the others. Plus, Bronwyn shares what is next for her! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A controversial question sparks a heated debate about trust, loyalty, and relationship boundaries. Is testing someone the right way to find out the truth, or does it destroy trust from the start?FOR UNCENSORED EPISODES, BEHIND THE SCENES CONTENT, AND MORE, PLEASE SUBSCRIBE TO OUR PATREON!http://patreon.com/everydayisfridayshow This part of the Everyday Is Friday Show is presented by Jerkmate, the camsite that has something for everyone. Signing up is quick, easy, and completely free. No contracts and no hidden fees, just click the link below and get started today. Thanks to Jerkmate for supporting the Everyday Is Friday Show.https://www.jkmte.com/EDIFFollow Our Special Guest:Damnhomie http://instagram.com/damnhomie11

Become more profitable in just 5 minutes per week with the Profitable Musician Newsletter. Sign up at http://profitablemusician.com/join Discover the real reason most musicians struggle to keep fans engaged and what you can do about it. Bree Noble breaks down practical strategies for turning casual listeners into loyal supporters.Why fans need to be actively led to stay connectedThe concept of "fan stickiness" and how to create itCommon mistakes artists make when building a fanbaseThe importance of sticky points like email sign-ups and QR codesWhy exposure campaigns fail without a solid connection systemBecome more Profitable in just 3 minutes per day. http://profitablemusician.com/join

The Untold Power of Superfans—How to Build a Loyal Audience in 2026! Dive into the future of the music business as we sit down with Matt Jones, CEO of Medallion, on the latest MUBUTV Music Business Insider Podcast. Discover how artist-owned platforms, fan data control, and direct-to-fan communities are changing the game for sustainable music careers. Matt shares lessons from working with Imagine Dragons & Disclosure and unveils why traditional streaming and paid fan clubs just don't cut it anymore. A must-watch for artists and industry pros ready to take control!

Most extraordinary people are never famous.History remembers a few names — Marcus Aurelius, Churchill, Dostoevsky — but civilization itself is carried forward by ordinary people doing small things faithfully. Good fathers. Loyal friends. Honest workers. Men and women who plant trees whose shade they will never sit under.In this episode, I reflect on anonymous greatness, mortality, forgotten ancestors, war, courage, and why being forgotten may actually be one of the most beautiful truths about being human.We talk about:Why most virtuous lives are invisible to historyThe courage that comes from accepting your impermanenceWhy relationships matter more than recognitionThe quiet nobility of doing good without applauseWhat Marcus Aurelius can teach us about presence and legacyWhy civilization survives because of ordinary peopleBecause in the end, very few people will remember our names.But a handful of people may truly know who we were.And maybe that's enough.

What if the biggest barrier to a longer life isn't science, but the economic incentives of corporations? In this episode of Onward, Ben sits down with Celine Halioua, founder and CEO of Loyal — the biotech company on track to earn the first-ever FDA approval for a drug whose only purpose is to extend lifespan. The catch: they're starting with dogs.Celine walks Ben through why the U.S. healthcare system is structurally incapable of building preventative medicine, why each dog-owner relationship is a "micro single-payer health care system," and how a quiet 2019 change to FDA regulation was the one-to-one cause of Loyal existing at all. ("If this pathway didn't exist, Loyal wouldn't exist. October 2019, I incorporated.")From there, the conversation widens. Celine lays out the Tesla-style master plan — save the dogs, save the world — that uses dog-drug revenue to fund human longevity work, escaping the discipline of biotech VC entirely. Ben presses her on AI in drug development (she's skeptical it will change clinical trials anytime soon), public-market short-termism, and the kind of scenario planning that prepares a company for what nobody saw coming.—For a deeper dive into these insights and more, be sure to listen to the full episode of the Onward podcast.Have questions or feedback about this episode? Drop us a note at Onward@Fundrise.com. Onward is hosted by Ben Miller, co-founder and CEO of Fundrise. Podcast production by The Podcast Consultant. Music by Seaplane Armada. About FundriseWith over 2 million users, Fundrise is America's largest direct-to-investor alternative asset investment platform. Since 2012, our mission has been to build a better financial system by empowering the individual. We make it easier and more efficient than ever for anyone to invest in institutional-quality private alternative assets — all at the touch of a button. Please see fundrise.com/oc for more information on all of the Fundrise-sponsored investment funds and products, including each fund's offering document(s). Want to see the specific assets that make up and power Fundrise portfolios? Check out our active and past projects at www.fundrise.com/assets.More Info & DisclaimersThere are no guarantees investment holdings of the Fundrise Innovation Fund (the “Fund”) will be successful.Investing in the Fund is speculative and involves substantial risks. You should purchase shares of the Fund only if you can afford a complete loss of your investment. Nothing in this material should be construed as tax advice, an offer, recommendation, or solicitation to buy or sell any security. Past performance does not guarantee future results. Current and future holdings are subject to risk, and returns of one portfolio company are not indicative of an investment in the Fund. For Fund performance and the most recent schedule of investments, visit GetVCX.com. The Fund's annual and semi-annual reports (Form N-CSR), quarterly portfolio holdings (Form N-PORT), and other periodic reports filed with the Securities and Exchange Commission are available on EDGAR at sec.gov and at GetVCX.com. The Innovation Fund is publicly registered under the Investment Company Act of 1940 as a non-diversified, closed-end management investment company.The Fund's portfolio will be concentrated in securities issued by technology companies and other investments that provide economic exposure to technology companies and as such, it may be subject to more risks than if it were broadly diversified across additional sectors and industries of the economy. Certain technology companies may face special risks that their products or services may not prove to be commercially successful. Technology companies are also strongly affected by worldwide scientific or technological developments, and as a result, their products may rapidly become obsolete.The Fund's investments in companies involved in, or exposed to, artificial intelligence-related businesses may be negatively impacted because of, among other things, limited product lines, markets, financial resources and/or personnel; intense competition and potentially rapid product obsolescence these companies may face; loss or impairment of intellectual property rights; and the inability to successfully develop products or services even after spending significant amount of resources.The Fund's investment in private company securities, whether made directly or indirectly (e.g., through derivatives or private pooled investment vehicles) are generally illiquid. Because private company securities are thinly traded, such securities may display especially volatile or erratic price movements, sometimes in response to relatively small changes in investor supply or demand or other market conditions.

Become more profitable in just 5 minutes per week with the Profitable Musician Newsletter. Sign up at http://profitablemusician.com/joinMaster the most essential skill for building a loyal fan base in today's music industry. Bree Noble breaks down why your personal narrative matters more than ever and how you can craft it intentionally.Why communicating your personal story is crucial for artists in the AI eraHow to avoid common pitfalls when sharing your narrativeBuilding connection through everyday relatable details and not just dramatic storiesSimple steps to brainstorm and organize your key life momentsSetting boundaries on what to share and how to use your stories everywhere from interviews to social mediaBecome more Profitable in just 3 minutes per day. http://profitablemusician.com/join

After 22 years, Arsenal has won another English Premier League title. The team is one of the most popular European football clubs in Africa, and had been running a multi-million sponsorship deal with the government of Rwanda which concluded at the end of the 2025–26 season. We speak to fans across the continent to hear what this win means for them. And with rising fuel prices in most parts of the world due to the Middle East conflict, we get insight into how fuel prices are determined in some African countries. Presenter: Nkechi Ogbonna Producers: Keikantse Shumba, Bella Twine, Blessing Aderogba and Rukia Bulle Technical Producer: David Kinyanjui Senior Producer: Charles Gitonga Editors: Priya Sippy and Maryam Abdalla

Become more profitable in just 5 minutes per week with the Profitable Musician Newsletter. Sign up at http://profitablemusician.com/join Master the most essential skill for building a loyal fan base in today's music industry. Bree Noble breaks down why your personal narrative matters more than ever and how you can craft it intentionally.Why communicating your personal story is crucial for artists in the AI eraHow to avoid common pitfalls when sharing your narrativeBuilding connection through everyday relatable details and not just dramatic storiesSimple steps to brainstorm and organize your key life momentsSetting boundaries on what to share and how to use your stories everywhere from interviews to social mediaBecome more Profitable in just 3 minutes per day. http://profitablemusician.com/join

In this powerful spiritual talk, Rev. Lee Wolak explores blind loyalty, conscious living, self awareness, truth, compassion, and becoming the highest expression of love. Discover how questioning limiting beliefs, ego identities, and social conditioning leads to inner freedom, spiritual awakening, emotional intelligence, and authentic living rooted in wisdom and unconditional love.  Sign up for my daily thought and weekly newsletter by clicking this link: https://www.agapespiritualcenter.com/free-affirmations If you find value in what Agape offers spiritually, emotionally, and in community, consider becoming a supporting member. Your recurring contribution helps us continue to share truth, healing, and transformation with the world. Click here to become a supporter: https://www.agapespiritualcenter.com/recurring-contributions/

The attack on Pearl Harbor instantly unifies the American public and merges separate global conflicts into World War II. Lindbergh immediately offers his services as a loyal citizen, but FDR personally blocks his return to the military. Roosevelt refuses to allow his chief critic to become a military hero, leaving Lindbergh to serve as a civilian consultant. Labeled a "Nazi fellow traveler," Lindbergh surreptitiously flies unauthorized combat missions in the Pacific to train pilots and test aircraft. He lived until 1974, with his legacy forever defined by his bitter pre-war struggle against the Roosevelt administration. (8/8)1936

Chris Sain is an entrepreneur, investor, and content creator who has built a multi-million dollar digital education business helping people achieve financial freedom. With over a million followers online, Chris has generated more than $10 million in revenue and retired himself and his wife before 40. Known for his transparent, no-excuses approach, he teaches everyday people how to build wealth through disciplined investing and consistent action. On this episode we talk about: How Chris built a loyal, “cult-like” audience through consistent content and authenticity Turning free social media content into book sales, speaking gigs, and a scalable business The step-by-step path he teaches beginners to start investing (even with limited money) Why most people delay investing—and how to overcome that mindset Using transparency and real results to build trust and credibility with an audience Top 3 Takeaways You don't need a lot of money to start investing—what matters most is consistency and discipline. Building trust through authenticity and real results is what turns an audience into paying customers. Success comes from taking action early, learning from mistakes quickly, and refusing to adopt a victim mindset. Notable Quotes "Get started. You don't need a lot of money—just build the habit." "People will always take more from watching you than they will from listening to you." "We don't run in the victim Olympics." Connect with Chris Sain: Facebook: https://www.facebook.com/chris.sain.14/ Instagram: https://www.instagram.com/chris_sain/ Other: https://chrissain.com | YouTube: Chris Sain A Word from Our Sponsor: Are you ready to start your own creatorjourney and make it big? Visitwww.fanvue.com today and launch yourcareer! Learn more about your ad choices. Visit megaphone.fm/adchoices

For decades, San Diego has been a hotbed of soccer, but mostly the indoor kind. The San Diego Sockers have captured multiple championships in the MISL and MASL, but outdoor soccer was merely a plausible project. The short-lived success of the San Diego Loyal in the USL bred the fertile grounds for the San Diego Wave in NWSL and the firestorm first season for San Diego FC. Already SDFC have set seismic records in MLS, capturing the Western Conference crown in their first season. However, the second season has started with a bit of reality—Hirving Lozano's backstage fiascos have sidelined him, causing a drag on the team's momentum, and injuries have pulled SDFC closer to the bottom of the table. As FC Cincinnati prepares for their first trip to "America's Finest City", we sit down with Craig Elsten, one of San Diego's most experienced play-by-play men and podcaster for The Chromaniacs. How has the city embraced SDFC after the Loyal's rise and fall? What worked so well for SDFC in the inaugural season, and how can that magic be replicated on Saturday? Tune in and trade threads with us! #MLS #FCCincinnati #soccer Become a Patron! Subscribe to Cincinnati Soccer Talk Don't forget you can now download and subscribe to Cincinnati Soccer Talk on iTunes today! The podcast can also be found on Stitcher Smart Radio now. We're also available in the Google Play Store and NOW ON SPOTIFY! As always we'd love your feedback about our podcast! You can email the show at feedback@cincinnatisoccertalk.com. We'd love for you to join us on our Facebook page as well! Like us at Facebook.com/CincinnatiSoccerTalk.

Do any of the luxury hotel booking platforms (like Amex Fine Hotels + Resorts®) allow booking for others? If you are hotel chain agnostic, should you have a hotel credit card? We answered these questions and more on the Ask Us Anything hosted live on YouTube on May 6th, 2026.(00:16) - I have 14999 Delta Sky Miles and need one more lousy point to be able to book an award ticket. I can transfer 1000 points from Amex, but that seems like a waste. I tried to convince Delta support to comp me a point, but they were seemingly unable to help. Any suggestions (other than getting the Delta Amex card)? (04:03) - If you have complete flexibility to position to any airport in Europe to fly home to the USA, are flexible on arrival airport in the USA/Canada/Mexico, and time wasn't a constraint, but you would like a good points redemption in J (not first), where would you position to and which airline would you book on? (08:39) - ​If you are hotel chain agnostic, should you have a hotel credit card? (12:24) - Question on 5/24 if over, are there any data points on the United or Southwest business card? (14:38) - Should we now value Membership Rewards points higher than Chase Ultimate Rewards points? I'd rather have an American Express Platinum Card® than a Chase Sapphire Reserve® Card at this point. Would you guys disagree? (19:50) - Do any of the luxury hotel booking platforms (e.g., Amex Fine Hotels + Resorts®, The Edit by Chase Travel℠, etc.) allow booking for others? (22:57) - ​At what cash back rate do you prefer cash over miles/points (excluding when you are working on a welcome offer)? (27:50) - Do you think we'll finally see an Ultimate Rewards Hyatt transfer bonus in the future? (30:15) - Question - Greg has mentioned a few times about being able to pay for the fees on British Airways with Avios, as a card benefit. I can't seem to see how to make that work. Any more details? (34:43) - ​For airlines that allow a stopover on an award flight, has your experience required a phone call reservation, or have you booked a stopover online? (37:03) - ​Can I apply corporate codes when booking hotels through Rove? Can Rove act like a shopping portal? Get corporate rates and Rove miles. (39:00) - ​​Is it possible to product change the old aviator if I've had it for less than a year now that it was product changed? I know banks frown upon this before the first annual fee posts. (40:58) - ​Barclays American Airlines card transferred to Citi. What would be the best course of action to get the welcome offer on the Citi American Airlines card now that I have one, but haven't previously gotten the welcome offer? (44:01) - ​​Does the FM team know if I make a reservation with the 25k Atmos Summit Companion certificate, and later cancel the reservation before the original expiry, if the certificate is returned and can be reused? (44:38) - ​Can I use Hyatt points for suite upgrades with cash booking through Amex Fine Hotels + Resorts®? (45:49) - ​​​What's each team member's biggest regret in their points and miles journey?Mentioned in this episode:Visit FrequentMiler.com Did you know that Frequent Miller is also a website? At frequentMiller.com, you'll find all the latest deals, news about points, miles, and rewarding credit cards, the single best, Best Credit Cards page on the web, guides to all popular rewards programs, and many other terrific resources. If you'd like to get our posts sent to your email, go to frequentMiller.com/subscribe and sign up for free. https://frequentmiler.com/subscribe/Check out all of our other travel podcasts from around the worldThis podcast is part of Voyascape, a podcast network that brings together the world's best travel podcasts. You can find all of our podcasts from around the world at Voyascape.com. If you are interested in advertising or sponsored content on any of our shows you can find out more at the link below.Voyascape Podcast Network

Former President Obama wants a “loyal” Republican Party… whatever that means! Also, the war with Iran is still on, and the administration is finding the most childish, inane ways possible to dodge responsibility and continue to hold the world hostage with this pointless conflict. Another Kash Patel story has hit the timeline, this time about his personalized bottles of whiskey, Kamala Harris has called for the release of the DNC autopsy, and Mallory McMorrow backed out of another interview. Early access on Patreon: https://www.patreon.com/headintheofficepodSubstack: https://headintheoffice.substack.com/HITO Merch: https://headintheoffice.com/ Get 40% off Ground News: https://ground.news/checkout/all?fpr=headintheoffice YouTube: https://www.youtube.com/channel/UC4iJ-UcnRxYnaYsX_SNjFJQSubscribe to second channel: https://www.youtube.com/channel/UC3UoTN328OA7fK2dzicP-ZATikTok: https://www.tiktok.com/@headintheoffice?lang=enInstagram: https://www.instagram.com/headintheoffice/Twitter: https://twitter.com/headintheofficeThreads: https://www.threads.com/@headintheofficeDiscord: https://discord.gg/hito Collab inquiries: headintheofficepod@gmail.com(0:00) Obama with a terrible take(8:05) Intro(10:15) Iran war news(29:10) Another Kash Patel story has hit the timeline(38:25) Kamala Harris calls for the autopsy release(57:35) Mallory McMorrow dodged another interview(1:04:25) Reviews/endingSeen on this episode:Iran war - https://www.cnn.com/2026/05/07/world/live-news/trump-iran-war-news https://thehill.com/policy/defense/5864920-rubio-argues-war-powers-unconstitutional/ https://www.timesofisrael.com/iran-no-further-to-nuclear-weapon-than-it-was-before-war-us-intel-agencies-assess/ Kamala Harris election autopsy - https://www.nbcnews.com/politics/2028-election/kamala-harris-dnc-release-autopsy-report-2024-campaign-rcna343453