Podcasts about management consultancy

Frank Schrijver is CEO van Quion, een van de grootste onafhankelijke hypotheekservicers van Nederland. Quion beheert voor banken, verzekeraars, pensioenfondsen en institutionele beleggers hypotheekportefeuilles ter waarde van vele tientallen miljarden euro's. Daarmee is het een belangrijke speler achter de schermen van de Nederlandse hypotheekmarkt. Frank trad in september 2024 toe tot Quion als Chief Business Development Officer en lid van het directieteam. In 2026 werd hij benoemd tot CEO. Daarvoor werkte hij ruim zestien jaar bij Roland Berger, waar hij partner was binnen de Financial Services-praktijk. Hij adviseerde banken en andere financiële instellingen in Nederland en Europa over strategie, groei en transformatie. Eerder werkte hij ongeveer zes jaar bij ABN AMRO, waar hij zijn carrière in de financiële sector begon. Frank studeerde Bedrijfseconomie aan de Rijksuniversiteit Groningen en volgde daarna een master Management Consultancy aan de Erasmus Universiteit Rotterdam. Tot slot, Frank is 49 jaar, en woont samen met Hanneke Oude Nijhuis en hun twee kinderen, Liselotte en Noud, in Baarn. *** Leaders in Finance wordt mede mogelijk gemaakt door EY, Duna, Mogelijk Vastgoedfinancieringen, en Lepaya *** Op de hoogte blijven van Leaders in Finance? Abonneer je dan op de nieuwsbrief. *** Boeken genoemd in de aflevering: Flow van Mihaly Csikszentmihalyi *** Vragen, suggesties of feedback? Graag! Via email: info@leadersinfinance.nl en check de website leadersinfinance.nl. *** Eerdere gasten bij de Leaders in Finance podcast waren onder andere: Klaas Knot (President DNB), Frank Elderson (Directie ECB), Roland Boekhout (CEO de Volksbank), Gerrit Zalm (Voormalig minister van Financiën en voormalig CEO ABN AMRO),  Ingrid de Swart (Lid Raad van Bestuur a.s.r.), Pinar Abay (Management Board ING, Head of Retail Banking), Robert Swaak (CEO ABN AMRO), Marcel Zuidam (CEO NN Bank), Saul van Beurden (CEO Consumer, Small & Business Banking, Wells Fargo), David Knibbe (CEO NN Group), Janine Vos (RvB Rabobank), Nadine Klokke (CEO Knab), Maarten Edixhoven (CEO Van Lanschot Kempen), Jeroen Rijpkema (CEO Triodos Bank), Nout Wellink (Voormalig President DNB), Onno Ruding (Voormalig minister van Financiën), Yoram Schwarz (CEO Movir), Laura van Geest (Bestuursvoorzitter AFM),  Katja Kok (CEO Van Lanschot CH), Ali Niknam (CEO bunq), Nick Bortot (CEO BUX), Petri Hofsté (Commissaris o.a. Rabobank en Achmea), Peter Paul de Vries (CEO Value8), Barbara Baarsma (CEO Rabo Carbon Bank), Jan van Rutte (Commissaris PGGM, BNG Bank; voormalig CFO ABN AMRO), Marguerite Soeteman-Reijne (Chair Aon Holdings), Lidwin van Velden (CEO Nederlandse Waterschapsbank), Jan-Willem van der Schoot (CEO Mastercard NL), Joanne Kellermann (Chair PFZW), Steven Maijoor (Voormalig Chair ESMA), Radboud Vlaar (CEO Finch Capital), Jos Baeten (CEO a.s.r.), Karin van Baardwijk (CEO Robeco), Annette Mosman (CEO APG).  

IMPACT OF AI IN THE BLUE CHIP GRADUATE CAREER   In the before times, the passport to comfortable middle class prosperity was go to a good University, get a 2.1 or above, and apply to a graduate scheme with a blue chip organisation. Most attractive were the global professional services firms - McKinsey, Accenture, PwC, KPMG, BCG and the rest. With the advent of AI replacing a great deal of the knowledge related tasks previously performed by graduate entry into these firms, is this path no longer as viable as it once was?     Lets deep dive:   - State of the blue chip graduate recruiting market - What is the volume of intake 2020-2025? - What type of work might we have expected from early entry employees in PS? - How much of this is 'exposed' to AI disintermediation? - Does AI have a different impact rather than direct replacing the task? - What do PS firms expect from early entry talent in 2025 and beyond? - How can early entry talent best position for a future in PS? - How will Management Consultancy itself change over time?   All this and more, with Yazad Dalal, Chief Growth Officer (Joveo), Marketa Simkova, Partner, Head of People, Performance, Culture - KPMG Middle East & Sophie Jablansky, Senior PM (Veris Insights)from within the Professional Services and Management Consultancy sector.   We are on Friday 12th Sep, 2pm BST - follow the channel here (recommended) and save your spot for this demo by clicking on the green button.     Ep329 is sponsored by our friends Joveo   As the global leader in AI-powered recruitment marketing and candidate engagement, we are transforming talent attraction and recruitment media buying for the world's largest and smartest employers, staffing businesses, RPOs, and recruitment advertising agencies.   Want to find out more?   Speak to one of our team today.

Ted speaks with James Dodkin, who shares his fascinating journey from growing up in Montana to studying in the UK and building a diverse career across various industries, including beauty, wine, e-cigarettes, and construction. James discusses the cultural differences between the UK and the US, the importance of sensory marketing, and how relationships play a crucial role in business success. He also highlights his current role at Montana Build, where he focuses on creating a sensory experience in luxury home building, emphasizing the distinction between value and price in consumer perception.TOPICS DISCUSSED01:05 Introduction to James Dodkin and His Journey03:30 Cultural Differences: Growing Up in Montana vs. the UK13:00 Education and Early Career: From L'Oreal to the Wine Industry25:50 Transitioning to Management Consultancy and Pet Food Marketing28:30 Getting comfortable with change30:00 Innovations in E-Cigarettes and the Impact on Smoking36:00 Transitioning to New Opportunities in Korea40:45 US based hunting company 42:40 Adapting to Challenges During COVID46:25 Changing jobs as a contractor and consultant47:40 The Unique Approach of Montana Build49:45 Creating Sensory Experiences in Home Building53:40 The Value of Experience and Honesty56:25 Cultural Differences in Success01:06:15 Understanding Price vs. Value01:09:00 The Automatic Nature of Selling Value CONNECT WITH GUESTJames DodkinWebsiteInstagramFacebookKEY QUOTES FROM EPISODE"I learned to get up to speed very quickly.""Value is a perception and price is a number.""I have them rank their spaces."

How to address 'banter' in the workplace for a truly inclusive culture Today we have Tim Hartley on the show.  With 20 years experience in the rail sector, Tim led the growth of GB Railfreight since 2020, as Business Development Director. He has had full P&L Accountability for the Intermodal market which has doubled in size during his tenure. He was accountable for growing revenue across the business by over 50%. Tim led sales activity across all market sectors. He ran the HR function, Marketing, Public Affairs and Communication as well as Chairing the technology review group. Prior to joining GB Railfreight Tim had a career in Management Consultancy and has advised senior leaders in Rail and Infrastructure sectors around the world.  Today we are talking to Tim about his thoughts and experiences on the importance of male allies particularly in more male dominated industries ; do boys clubs still exist and how do we really challenge banter in the workplace to ensure a truly inclusive culture - listen in and let us know what you think about our discussion today Connect with Tim  ---------- Book a chat with Gemma - This is the place to book a call to see how Gemma can help you or your company support female leaders to raise their profile, increase performance and visibility and build more allies.   Get the White Paper > ‘Visibility at Work: The Importance of Self Promotion for Women's Career Progression   I want to hear from YOU so get in touch with me:   Connect with your host Gemma Stow: Website: https://www.gemmastow.com/ LinkedIn: https://www.linkedin.com/in/gemmastow/ LinkedIn: Business Page https://www.linkedin.com/company/no-more-hiding/ Instagram: https://www.instagram.com/nomorehidingco Blue Sky: https://bsky.app/profile/gemmastow.bsky.social

Achtung (Werbung in eigener Sache):  Jetzt mein Buch "Die perfekte Candidate Journey & Experience" unter folgenden Links bestellen: https://link.springer.com/book/10.1007/978-3-662-66875-7 https://bit.ly/3KEgwDF https://amzn.to/3mbzhUO Der inhaltliche Fokus liegt auf Recruiting für mittelständische Unternehmen sowie Startups und darum, wie die Candidate Journey und deren Touchpoints so gestaltet werden können, dass eine hervorragende Candidate Experience möglich wird. Tim Grove (CEO der Harbinger AG) Tim ist CEO der Harbinger AG. Diese Position hat er seit Oktober 2015 inne.  Die Harbinger AG ist eine Management Consultancy mit Sitz in Düsseldorf. Tim ist ein erfahrener Unternehmensberater und Speaker, der als operativer Vorstand der Harbinger in der Schnittstelle zwischen Geschäftsführung, HR und Finance arbeitet und vor allem auf die Optimierung von geschäftskritischen Personalkennzahlen spezialisiert ist. In seiner Funktion konzentriert sich Tim auf datengestützte Ansätze im HR-Management, seine Projekte drehen sich um Themen wie die Senkung von Krankenstandsquoten, Verbesserung der Produktivität oder der Steigerung von Mitarbeiterbindung. Er wurde zuletzt besonders mehrfach zur wirtschaftlichen Auswirkung von Fehlzeiten auf deutsche Unternehmen zitiert. Tim ́s Hintergrund umfasst Abschlüsse in der Wirtschaftspsychologie sowie People Analytics und Business Intelligence in den USA.   Themen Mit Tim Grove (CEO der Harbinger AG) habe ich in der GainTalents-Podcastfolge 389 darüber gesprochen, wie Unternehmen ein Kennzahlenmanagement für die Mitarbeiterbindung aufbauen können.. Viel Spaß beim Reinhören. Bei Tim bedanke ich mich recht herzlich für das sehr gute Gespräch und für die vielen guten Tipps zum Thema.  Aufbau eines Kennzahlenmanagement für die Mitarbeiterbindung: In der Regel fehlt eine klare Strategie, wofür ein Kennzahlenmanagement überhaupt nützlich sein könnte Ein Kennzahlenmanagement kann dazu dienen, die Positionierung von HR im Unternehmen signifikant zu optimieren: Was sind die Ursachen und was kostet uns Mitarbeiterfluktuation Was sind Faktoren, die einer Mitarbeiterbindung erzeugen Was ist wichtig?  Daten identifizieren, Datenqualität überprüfen, konsistente Datenstruktur etablieren und “Datentöpfe” bilden “Start small”: wenige aber die wichtigen Kennzahlen/KPI erheben: Mitarbeiterbindungsrate, Fluktuationsquote (arbeitnehmer- vs. arbeitgebergetrieben),  Mitarbeiterzufriedenheit, Engagementindex, eNPS (Employee Net Promoter Score), etc. Allokation von Ressourcen im HR auf das Thema People Analytics und HR-Kennzahlen/KPI oder Hilfe aus anderen Abteilungen (Finance, Sales, etc.) holen, die sich mit Datenanalytics oder Business Intelligence gut auskennen Kennzahlenreporting immer mit Euro-Werten versehen: was kostet eine Fluktuation (Produktivitätsausfall, erneute Recruitingaufwendungen, etc.)? Immer Maßnahmen aus den erhobenen Kennzahlen/KPI ableiten   #mitarbeiterbindung #employeeexperience #peopleanalytics #kennzahlenmanagement #GainTalentspodcast   Shownotes Links - Tim Grove LinkedIn:      https://www.linkedin.com/in/tim-grove-harbinger-ag/ Webseite: https://www.harbinger-consulting.com/ https://www.harbinger-consulting.com/authors/tim-grove/ Zwei passende Harbinger-Publikation zum Thema: https://www.harbinger-consulting.com/blog/mitarbeiterbindung-messen/ https://www.harbinger-consulting.com/blog/mitarbeiter-langfristig-binden/   Links Hans-Heinz Wisotzky: Website https://www.gaintalents.com/podcast und https://www.gaintalents.com/blog Buch: https://www.gaintalents.com/buch-die-perfekte-candidate-journey-und-experience LinkedIn https://www.linkedin.com/in/hansheinzwisotzky/ LinkedIn https://www.linkedin.com/company/gaintalents XING https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook https://www.facebook.com/GainTalents Instagram https://www.instagram.com/gain.talents/ Youtube https://bit.ly/2GnWMFg

Achtung (Werbung in eigener Sache):  Jetzt mein Buch "Die perfekte Candidate Journey & Experience" unter folgenden Links bestellen: https://link.springer.com/book/10.1007/978-3-662-66875-7 https://bit.ly/3KEgwDF https://amzn.to/3mbzhUO Der inhaltliche Fokus liegt auf Recruiting für mittelständische Unternehmen sowie Startups und darum, wie die Candidate Journey und deren Touchpoints so gestaltet werden können, dass eine hervorragende Candidate Experience möglich wird. Tim Grove (CEO der Harbinger AG) Tim ist CEO der Harbinger AG. Diese Position hat er seit Oktober 2015 inne.  Die Harbinger AG ist eine Management Consultancy mit Sitz in Düsseldorf. Tim ist ein erfahrener Unternehmensberater und Speaker, der als operativer Vorstand der Harbinger in der Schnittstelle zwischen Geschäftsführung, HR und Finance arbeitet und vor allem auf die Optimierung von geschäftskritischen Personalkennzahlen spezialisiert ist. In seiner Funktion konzentriert sich Tim auf datengestützte Ansätze im HR-Management, seine Projekte drehen sich um Themen wie die Senkung von Krankenstandsquoten, Verbesserung der Produktivität oder der Steigerung von Mitarbeiterbindung. Er wurde zuletzt besonders mehrfach zur wirtschaftlichen Auswirkung von Fehlzeiten auf deutsche Unternehmen zitiert. Tim ́s Hintergrund umfasst Abschlüsse in der Wirtschaftspsychologie sowie People Analytics und Business Intelligence in den USA.   Themen Mit Tim Grove (CEO der Harbinger AG) habe ich in der GainTalents-Podcastfolge 389 darüber gesprochen, wie Unternehmen ein Kennzahlenmanagement für die Mitarbeiterbindung aufbauen können.. Viel Spaß beim Reinhören. Bei Tim bedanke ich mich recht herzlich für das sehr gute Gespräch und für die vielen guten Tipps zum Thema.  Aufbau eines Kennzahlenmanagement für die Mitarbeiterbindung: In der Regel fehlt eine klare Strategie, wofür ein Kennzahlenmanagement überhaupt nützlich sein könnte Ein Kennzahlenmanagement kann dazu dienen, die Positionierung von HR im Unternehmen signifikant zu optimieren: Was sind die Ursachen und was kostet uns Mitarbeiterfluktuation Was sind Faktoren, die einer Mitarbeiterbindung erzeugen Was ist wichtig?  Daten identifizieren, Datenqualität überprüfen, konsistente Datenstruktur etablieren und “Datentöpfe” bilden “Start small”: wenige aber die wichtigen Kennzahlen/KPI erheben: Mitarbeiterbindungsrate, Fluktuationsquote (arbeitnehmer- vs. arbeitgebergetrieben),  Mitarbeiterzufriedenheit, Engagementindex, eNPS (Employee Net Promoter Score), etc. Allokation von Ressourcen im HR auf das Thema People Analytics und HR-Kennzahlen/KPI oder Hilfe aus anderen Abteilungen (Finance, Sales, etc.) holen, die sich mit Datenanalytics oder Business Intelligence gut auskennen Kennzahlenreporting immer mit Euro-Werten versehen: was kostet eine Fluktuation (Produktivitätsausfall, erneute Recruitingaufwendungen, etc.)? Immer Maßnahmen aus den erhobenen Kennzahlen/KPI ableiten   #mitarbeiterbindung #employeeexperience #peopleanalytics #kennzahlenmanagement #GainTalentspodcast   Shownotes Links - Tim Grove LinkedIn:      https://www.linkedin.com/in/tim-grove-harbinger-ag/ Webseite: https://www.harbinger-consulting.com/ https://www.harbinger-consulting.com/authors/tim-grove/ Zwei passende Harbinger-Publikation zum Thema: https://www.harbinger-consulting.com/blog/mitarbeiterbindung-messen/ https://www.harbinger-consulting.com/blog/mitarbeiter-langfristig-binden/   Links Hans-Heinz Wisotzky: Website https://www.gaintalents.com/podcast und https://www.gaintalents.com/blog Buch: https://www.gaintalents.com/buch-die-perfekte-candidate-journey-und-experience LinkedIn https://www.linkedin.com/in/hansheinzwisotzky/ LinkedIn https://www.linkedin.com/company/gaintalents XING https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook https://www.facebook.com/GainTalents Instagram https://www.instagram.com/gain.talents/ Youtube https://bit.ly/2GnWMFg

Achtung (Werbung in eigener Sache):  Jetzt mein Buch "Die perfekte Candidate Journey & Experience" unter folgenden Links bestellen: https://link.springer.com/book/10.1007/978-3-662-66875-7 https://bit.ly/3KEgwDF https://amzn.to/3mbzhUO Der inhaltliche Fokus liegt auf Recruiting für mittelständische Unternehmen sowie Startups und darum, wie die Candidate Journey und deren Touchpoints so gestaltet werden können, dass eine hervorragende Candidate Experience möglich wird. Tim Grove (CEO der Harbinger AG) Tim ist CEO der Harbinger AG. Diese Position hat er seit Oktober 2015 inne.  Die Harbinger AG ist eine Management Consultancy mit Sitz in Düsseldorf. Tim ist ein erfahrener Unternehmensberater und Speaker, der als operativer Vorstand der Harbinger in der Schnittstelle zwischen Geschäftsführung, HR und Finance arbeitet und vor allem auf die Optimierung von geschäftskritischen Personalkennzahlen spezialisiert ist. In seiner Funktion konzentriert sich Tim auf datengestützte Ansätze im HR-Management, seine Projekte drehen sich um Themen wie die Senkung von Krankenstandsquoten, Verbesserung der Produktivität oder der Steigerung von Mitarbeiterbindung. Er wurde zuletzt besonders mehrfach zur wirtschaftlichen Auswirkung von Fehlzeiten auf deutsche Unternehmen zitiert. Tim ́s Hintergrund umfasst Abschlüsse in der Wirtschaftspsychologie sowie People Analytics und Business Intelligence in den USA.   Themen Mit Tim Grove (CEO der Harbinger AG) habe ich in der GainTalents-Podcastfolge 389 darüber gesprochen, wie Unternehmen ein Kennzahlenmanagement für die Mitarbeiterbindung aufbauen können.. Viel Spaß beim Reinhören. Bei Tim bedanke ich mich recht herzlich für das sehr gute Gespräch und für die vielen guten Tipps zum Thema.  Aufbau eines Kennzahlenmanagement für die Mitarbeiterbindung: In der Regel fehlt eine klare Strategie, wofür ein Kennzahlenmanagement überhaupt nützlich sein könnte Ein Kennzahlenmanagement kann dazu dienen, die Positionierung von HR im Unternehmen signifikant zu optimieren: Was sind die Ursachen und was kostet uns Mitarbeiterfluktuation Was sind Faktoren, die einer Mitarbeiterbindung erzeugen Was ist wichtig?  Daten identifizieren, Datenqualität überprüfen, konsistente Datenstruktur etablieren und “Datentöpfe” bilden “Start small”: wenige aber die wichtigen Kennzahlen/KPI erheben: Mitarbeiterbindungsrate, Fluktuationsquote (arbeitnehmer- vs. arbeitgebergetrieben),  Mitarbeiterzufriedenheit, Engagementindex, eNPS (Employee Net Promoter Score), etc. Allokation von Ressourcen im HR auf das Thema People Analytics und HR-Kennzahlen/KPI oder Hilfe aus anderen Abteilungen (Finance, Sales, etc.) holen, die sich mit Datenanalytics oder Business Intelligence gut auskennen Kennzahlenreporting immer mit Euro-Werten versehen: was kostet eine Fluktuation (Produktivitätsausfall, erneute Recruitingaufwendungen, etc.)? Immer Maßnahmen aus den erhobenen Kennzahlen/KPI ableiten   #mitarbeiterbindung #employeeexperience #peopleanalytics #kennzahlenmanagement #GainTalentspodcast   Shownotes Links - Tim Grove LinkedIn:      https://www.linkedin.com/in/tim-grove-harbinger-ag/ Webseite: https://www.harbinger-consulting.com/ https://www.harbinger-consulting.com/authors/tim-grove/ Zwei passende Harbinger-Publikation zum Thema: https://www.harbinger-consulting.com/blog/mitarbeiterbindung-messen/ https://www.harbinger-consulting.com/blog/mitarbeiter-langfristig-binden/   Links Hans-Heinz Wisotzky: Website https://www.gaintalents.com/podcast und https://www.gaintalents.com/blog Buch: https://www.gaintalents.com/buch-die-perfekte-candidate-journey-und-experience LinkedIn https://www.linkedin.com/in/hansheinzwisotzky/ LinkedIn https://www.linkedin.com/company/gaintalents XING https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook https://www.facebook.com/GainTalents Instagram https://www.instagram.com/gain.talents/ Youtube https://bit.ly/2GnWMFg

Stephen Grootes speaks to Khaya Sithole, independent political analyst, about the Energy Council's controversial decision to appoint Bain & Company, a firm marred by corruption allegations, to manage its Project Management Office.See omnystudio.com/listener for privacy information.

If you follow the world of cultivated meat, you probably know that a few companies have gotten historic regulatory approval and have sold some limited quantities of product both in the US and Singapore. But earlier this year, Meatly—a company founded only in 2021 and with just a few million British pounds in their pocket—succeeded in getting regulatory approval to start selling its cultivated chicken meat…in pet food. This was the first-ever European approval for a cultivated meat product, and the first-ever approval for such a product in the pet food space. And as someone with a dog who sadly makes his distaste for plant-based dog food very clear, I can assure you that I'm eager to see if my dog Eddie will enjoy Meatly's debut product.  In this episode, I talk with Meatly CEO Owen Ensor about his journey from starting the company to now. We discuss the scale he's at, the cost structure of his product, the inclusion rates in pet food he anticipates, what stores he plans to sell in at first, how he'll fund the company, when he thinks cultivated meat may make a dent in total meat demand, and much more.  It's a riveting conversation with someone making headlines across the alt-meat world. Will pet food be the gateway for cultivated meat's market entrance? You be the judge. Discussed in this episode Owen became vegan after watching Cowspiracy. Owen's chart showing the timeline to regulatory approval for various cultivated meat companies. Paul's essay on pet food's contribution to total meat demand. Bond is another company growing chicken protein for the pet market. You can see Paul's dog Eddie enjoying it here. Our past episodes with Jim Mellon from Agronomics and Mark Post from Mosa Meat. Owen recommends reading Good to Great. More about Owen Ensor Owen is the Founding CEO of Meatly. Since establishing Meatly in 2021, with only £3.5m in funding, it has become the first company in Europe to get regulatory approval for cultivated meat, developed industry-leading technical processes, and created the world's first cultivated pet food products. Before establishing Meatly, Owen started his career at the Management Consultancy company Bain and scaled one of the world's first insect protein facilities.

Strategy Sprints Simon Severino is the author of Strategy Sprints and has created over £2bn in additional sales for his clients over the last 21 years. In this podcast, Simon shares his proven templates with high-ticket entrepreneurs. They reclaim 14 hours per week using the Strategy Sprints™ Method and enjoy sales that soar.  Simon is a podcaster, TEDx speaker, Forbes contributor and Triathlete. Summary of the Podcast Introduction Kevin & Graham discuss their backgrounds in business and careers. Graham recently considering retirement planning and a potential pivot in his consultancy work. Community building and sales coaching Simon Severino shares his strategy for doubling business revenue within 90 days. He does this by increasing price, win rate, and sales frequency. Important is community building and sales process optimisation. One of his super skills is questioning. Strategic Value Wheel  Clips from the Podcast What Do Strategy Sprints Deliver? https://thenext100days.org/wp-content/uploads/2024/05/Simon-Severino-What-Do-Strategy-Sprints-Deliver.mp4 How Do They Get 25% More in Each of the 3 Areas? https://thenext100days.org/wp-content/uploads/2024/05/Simon-Severino-25-More-Price-.mp4 The Best Talk % on a Sales Call https://thenext100days.org/wp-content/uploads/2024/05/Simon-Severino-Best-Talk-Rate.mp4 All Without Adding a Single Lead... https://thenext100days.org/wp-content/uploads/2024/05/Simon-Severino-Dont-Need-Many-Leads.mp4   Philosophy, Management Consultancy and Sales Questions https://thenext100days.org/wp-content/uploads/2024/05/Simon-Severino-Sales-Questions.mp4   Simon Provided this Testimonial https://thenext100days.org/wp-content/uploads/2024/05/Simon-Severino-Testimonial.mp4   Contact Strategy Sprints   The Next 100 Days Podcast Co-Hosts Graham Arrowsmith Graham is "The High Net Worth Data Guy" who founded Finely Fettled to help business owners and marketers market to affluent and high-net-worth customers.  Now get all-inclusive affluent direct mail campaigns combining A lister copy, design, print and postage for £599+vat, without the DIY hassle. Find Graham on LinkedIn. Kevin Appleby Kevin specialises in finance transformation and implementing business change. He's the COO of GrowCFO, which provides both community and CPD-accredited training designed to grow the next generation of finance leaders. You can find Kevin on LinkedIn and at kevinappleby.com

Are LLMs stochastic parrots or reflection of our own intelligence? In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Lawrence Rowland for an extremely candid conversation surrounding the adoption of artificial intelligence, in major programmes and beyond. AI skeptics and AI enthusiasts alike, this episode was recorded for you. “None of us are keeping up, none of us know what the hell is going on. So, if you can kind of just relax and enjoy it happening, you will also help everyone else so much more. Enjoy it. And enjoy what [AI] is telling us about us.”  –Lawrence Rowland Lawrence began as an engineer on large capital projects with WSP and Motts, before moving onto Bechtel and Booz Allen. He spent ten years in project and portfolio management with CPC and Pcubed, before transitioning to data analytics and AI for projects, working originally for Projecting Success, and now for React AI. He now helps project services firms find relevant immediate AI applications for their business.  Key Takeaways:Large Language Model (LLM) 101What is an AI agent? What is the principal-agent problem (PAP)?What LLMs can teach you about your own thinking patternsThe future of Google Gemini and AI adoption in generalThe weaknesses of the generative AI of today Mentioned Links:A Path Towards Autonomous Machine IntelligencePrincipal Agent ProblemApplied Category TheoryWisdom of CrowdsState Space Models and MambaDemis Hassabis and the return of alpha zero type tree search and RL If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our LinkedIn community: Follow Navigating Major Programmes on LinkedInFollow Riccardo Cosentino on LinkedInRead Riccardo's latest at wwww.riccardocosentino.com      Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

In this captivating episode we delve into the essence of creativity and innovation through the lens of the 5 C's framework: Curiosity, Conceptualization, Craft, Curation, and Commercialization. Join us as we explore how embracing these principles can unlock boundless potential and drive meaningful change in both personal and professional spheres. Curiosity: We kickstart our journey by celebrating the power of curiosity – the spark that ignites innovation. Discover how cultivating a curious mindset can lead to new perspectives, insights, and breakthrough ideas. Conceptualization: Next, we delve into the art of conceptualization –the process of transforming raw ideas into concrete concepts. Explore techniques for nurturing and refining creative concepts, turning abstract visions into tangible realities. Craft: Dive deep into the realm of craftsmanship, where creativity meets skill and precision. Learn how honing your craft through deliberate practice and mastery can elevate your creative output and deliver exceptional results. Curation: Navigate the art of curation – the strategic selection and arrangement of ideas, resources, and experiences. Explore how curating your creative endeavors can enhance coherence, relevance, and impact, amplifying the value of your contributions. Commercialization: Finally, we explore the vital role of commercialization – the process of bringing creative ventures to market and realizing their full potential. Uncover strategies for effectively monetizing and scaling your innovations, turning passion projects into profitable ventures Throughout the episode, we emphasize the importance of embracing the role of the channel – acknowledging that creativity often flows through us rather than from us. As conduits of creative energy, we act as stewards, nurturing and shaping ideas into fruition, much like a gardener tends to a garden. Moreover, we highlight the significance of choice – recognizing that creativity is not only a gift but also a conscious decision. By embracing creativity as a choice, we empower ourselves to channel our creative energies purposefully and intentionally. And lastly, we pay homage to the critic – that inner voice that challenges and refines our creative endeavors. Drawing inspiration from "Grandma Morgan," we embrace constructive criticism as a catalyst for growth and improvement, recognizing its invaluable role in our creative journey. Tune in to this insightful episode as we unravel the mysteries of creativity and unlock the transformative power of the 5 C's. Whether you're an aspiring artist, entrepreneur, or innovator, this podcast promises to inspire, educate, and empower you on your creative odyssey. Ian Abell is a co-founder of Based Upon, a London based Art & Design Studio pioneering a new era of luxury, where meaning, legacy and craftsmanship converge. As a recognised thought-leader on harnessing creativity and defining preciousness, Ian's signature symbolises objects that explore 'true value' and the way it is experienced. Clients, whether leading collectors or global brands, resonate as much with the philosophies and approaches behind the work as they do with the forms and aesthetics that result. Prior to embracing a creative life, Ian's M.A in Philosophy, Politics and Economics from Oxford University led him to Business Consultancy at Arthur Andersen and Management Consultancy at Ernst and Young, as well as a UK technology incubator. Instagram Website

On The Hot Desk today, Maisy Owen's Listener Advice detailed how to build resilience into your business.

Hello Bright Minds, my guest today is Lianne Baker, Head of People & Culture at Enfuse who had surprise baby number three last year and we caught up at the end of her five month maternity leave. Lianne is an award-winning People professional with over 15 years' experience working within TV for Endemol, publishing for Condé Nast, recruitment, hospitality and now for Enfuse, a digital transformation management consultancy. Since joining Enfuse Group, she has been focused on culture and engagement, bringing in forward thinking and inclusive policies. Enfuse Group is recognised as a Great Place to Work, Top 5 Best Companies and best new Management Consultancy at the MCA Awards. Lianne has previously spoken up about the importance of flexible working to enable parents to parent as well as have a career in addition to writing various articles of managing IVF and Fertility treatment alongside work. You're going to hear about:How to have smooth harmonious relationships with family members who care for your children.Wanting to work during maternity leave and how to communicate that to your team.Tips for returning to a new role and/or a new organisation after a period of extended leave.Owning your decisions and tuning into what's right for you and your family.Knowing your worth and feeling good at work.And as always the wobbliest moment and peak moment of my guest's return to work experience.MORE FOR YOU DM Jessica on instagram @comebackcommuk Join a free expert 'Comeback Conversation' Q&A event Read Mothers Work! How to Get a Grip on Guilt and Make a Smooth Return to Work by Jessica Chivers. Watch five coachees talk about working with us Tell your HR team about Comeback Community with this 1 minute explainer film

Neurodiversity is a fairly new topic in the world of DEI but affects an estimated 1 in 7 people, with diagnosis rates on the rise. This is a topic we expect to see more of over the next year with its prevalence in many more organisations' agendas for 2024. Our CEO and Host, Stuart Elliott is joined today by an expert in this field Ritu Kiran, Founder and CEO of Aubilities.  Throughout the conversation, Stuart and Ritu discuss her career, how and why she founded Aubilities and neurodiversity in the workplace. They take a deeper dive into what neurodiversity is and why it's important, discussing the rise in cases and whether it is due to trends or general awareness around the subject. They also look into the recent high number of diagnoses within adults and what organisations can do to be more neuro-inclusive and how they can adapt the recruitment process to ensure they are getting the best out of people. Lastly, they discuss what Aubilities can offer and do to allow those with neurodiverse needs to thrive. Prior to founding Aubilities, Ritu had a corporate career for many years, starting her journey working for a major global Management Consultancy firm, specialising in HR consulting and HR projects across a multitude of clients. After this, she moved into the global learning and development space. In 2016 Ritu had her first child, who was diagnosed with autism in 2018, shortly after his diagnosis Ritu began researching autism to learn more about her son's needs and quickly identified a gap in the corporate market of utilising these talented and specialist thinkers to add value to businesses. Ritu is also a Trustee Board member for the UK national charity – Resources for Autism. She has recently been picked up by Jessica Kingsley Publishers and has an impending book launch in 2025 on parenting autistic children.  Key Timestamps:01:19 – Intro to Ritu & Aubilities 08:35 – Definition of Neurodiversity 11:13 – Neurodiversity at work15:40 – The rise in neurodivergent diagnoses18:53 – Tips to start supporting neurodiverse employees22:47 – Adapting the recruitment process 21:47 – The person-centric approach – does it work for everyone?36:30 – The 3 key pillars to start the conversationYou can listen to and download HR Insights from Apple Podcasts, Google Podcasts, Spotify and most popular podcast apps, subscribe so the latest episodes are directly available! You can also join our HR Community and follow us on LinkedIn and Instagram. Thank you so much for listening and please rate and review!

2023 was a busy year for M&A in the PR/comms industry. One of the most significant of these deals was announced in October when Lansons was acquired by Team Farner.   This episode of Waypointers sees Gordon Tempest-Hay, the CEO of Lansons telling Waypoint partner Jim Houghton the story behind the deal headlines and his and Farner's ambitions – “to become the European management consultancy for integrated communications”.  Farner might not be a well-known entity in the UK, but that's about to change. We also hear about Gordon's rather circuitous route into the comms industry by way of spending almost ten years trying to make it as a rock star (hint, he came very close!) Once in the industry, from working in-house at the DWP, Gordon moved agency side, taking up roles at some of its most notable businesses – Fishburn Hedges, Blue Rubicon, Teneo/Blue Rubicon and from 2022, Lansons.  At BR/Teneo, and then again when Lansons became part of Waterland backed Farner, he's had plenty of experience working with private equity investors.  He talks positively about the value they bring to a partnership and the support they have provided him in good times as well as bad.

Welcome to another exciting episode of Culture Hack! In today's episode, Adam delves into the realm of engaged workspaces and strategies to drive business forward. Joined by special guest Sarah Sentes, Managing Partner at Manager Tools, the conversation unfolds with insights and anecdotes that promise to transform your approach to team dynamics! Join the conversation and gain valuable insights into creating a workplace where every team member thrives. If you enjoyed this episode, don't forget to like, share, and subscribe for more Culture Hack content! Stay tuned for future episodes where we unlock the secrets to fostering a vibrant and engaged workplace! Click the stamps below to enjoy our discussion and insights on: 00:00 Intro 00:14 About Sarah & Manager Tools 02:20 Podcasts 05:29 Engagement 11:27 Good Stories 21:37 Thank You Sarah #CultureHack #yyc #yycbusiness #EngagedWorkspaces #Leadership #engagement About Our Guest: Sarah is a Managing Partner of Management Consultancy and Co-Host of the weekly business podcast, Manager Tools. She is an experienced executive with a demonstrated history of working in the management consulting industry both as a trainer as well as an operational and strategic business leader. You can connect with Sarah on LinkedIn at: https://www.linkedin.com/in/sarah-sentes-41280875 About Adam and Culture Hack: Adam's alternate title at ENTA Solutions is The Culture Ninja. His passion is helping small businesses excel by creating an engaging company culture. Adam's goal is to help your team achieve clarity of purpose and wholeheartedly commit to your company's values and vision. Connect with Adam on LinkedIn https://www.linkedin.com/in/adam-kolozetti Culture Hack is Adam's new show, exploring the impact that company culture has on employee engagement. Adam is talking with business owners, founders, and CEOs in Calgary to get their take on company culture and employee engagement. Get leadership insights from passionate people that have a vision for their business and the drive to reach their goals. As an interviewer, Adam is the ideal choice to share your knowledge and experience in leading a business to success. Promote your brand and story on Culture Hack and: -Reach a global audience via the YYC Business website and the MegaPixxMedia YouTube channel. -Gain additional viewers of your Culture Hack episodes through free publication on YYC Business social media platforms. -Download your Culture Hack episode to your personal and company social media pages. Episodes are also available in podcast format and you can listen to them on Spotify, Apple Podcast, and Google Podcasts. Filmed and edited by ENTA Solutions https://www.entasolutions.org

Effective marketing strategies align with business objectives, ensuring a seamless connection between brand goals and consumer engagement. Successful strategies leverage a mix of creativity, data-driven insights, and adaptability to thrive in the dynamic landscape of the market. In this episode of The Brand Called You,  Darren Woolley, the founder and Global CEO of TrinityP3 Marketing Management Consultancy shares some insights and secrets of the evolving world of marketing and advertising.  [00:32] - About Darren Woolley Darren is the founder and Global CEO of TrinityP3 Marketing Management Consultancy.  He's an Editor-At-Large at MediaWeek, Australia. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

Merlin Search Technologies has recently announced the release of DiscoveryPartner, a cutting-edge Generative AI platform designed to transform the landscape of search, investigation, and discovery in legal workflows. This platform, a culmination of three years of intensive development, represents a significant leap in efficiency and cost-effectiveness for handling large document sets. DiscoveryPartner stands out with its unique ability to dramatically reduce the time and costs traditionally associated with document review and analysis. Using large language models (LLMs) like GPT and Claude, it offers an alternative to the labor-intensive methods of the past, enabling clients to navigate through extensive data sets with unprecedented speed and reduced expenses. The post Epiq Acquires Contract Management Consultancy Mainspring appeared first on ComplexDiscovery.

In this episode, Riccardo Cosentino sits down with fellow Oxford alumni, Rachael Patel, to discuss integrated project delivery (IPD). With a background as a registered nurse, Rachael brings her unique expertise to her current role in the health sector specializing in strategic planning and execution of health services, research and infrastructure projects in North America. The pair discuss the impediments and challenges of adoption of the IPD model, specifically how it relates to private and public healthcare major infrastructure projects and the procurement process.“You add an integrated project delivery, where the idea is risk sharing and then you use that same methodology to calculate value for money, IPD will never win because IPDs base core base is sharing risk. It's two issues in our procurement, it's the idea of what value for money is and how we calculate money.”– Rachael Patel Key Takeaways: The origin of IPD and how its optimizing project design and construction Why value for money is problematic for IPDFinding a better way to allocate risk, relational over transactional  The policy associated in procurement and how it is hindering the marketplace shift to alternative models Links Mentioned: A critical perspective on Integrated Project Delivery (IPD) applied in a Norwegian public hospital projectBenefits and challenges to applying IPD: experiences from a Norwegian mega-project If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our LinkedIn community: Navigating Major Programmes PodcastRiccardo CosentinoRachael Patel Transcript:Riccardo Cosentino  00:00If you're listening to Navigating Major Programmes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino. I bring over 20 years of major programme management experience. Most recently, I graduated from Oxford Universities they business group, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us.  Racheal Patel is an Associate Vice President and senior project manager at a global architecture and engineering firm. She's a registered nurse, and also the Master of Science in major program management from the University of Oxford, and a Master of nursing from the University of Toronto. Racheal is a skilled leader in the health sector specializing in strategic planning and execution of health services, research and infrastructure projects in Canada and the United States. Her expertise includes guiding organization for the initial strategic planning phase, through detailed planning and design to the implementation of transformative and innovative capital projects. Hello, everyone.  Welcome to another episode of navigating major programs. I'm here today with Richard Patel. I met Racheal at Oxford University when we were completing together our mastering major program management. And I asked Racheal today to join us on the podcast to discuss her dissertation, which is quite interesting and very relevant to the topics that we've been discussing on navigating major programs. How're you doing, Racheal? Racheal Patel  02:00I'm good Ricardo. And thanks for having me here. I'm excited to have a platform to talk about my dissertation and you providing that platform to talk about major programs. So thank you very much for having me.   Riccardo Cosentino  02:14It's my pleasure. So maybe since I've tucked up your dissertation a little bit, well, what was the topic of your dissertation?  Yeah, so my topic was actually looking at the challenges of adopting integrated project delivery in health infrastructure here specifically in Ontario. And I kind of was interested in this because here in Ontario, as you know, we've been in a transactional type of model for some time, and I wanted to see could we push the boundary and look at other project delivery models that would achieve the the goals of infrastructure for healthcare in a different manner? Interesting. And you talk about transactional contracting, and you talk about IPD, can you maybe explain for some of our listeners the difference or what was in the context of your, your research, what those terms mean? Racheal Patel  03:20So when we when I say transactional, it's more of a contractual obligation. So it's what we see today, like a p3, you know, alternative delivery model where you have a relationship based on some terms and conditions. Relational, it's a similar idea in that more, they're not similar, but it's a similar idea, in that it's a relationship based model where you're working together as a team, there's no one, you know, a buyer and a seller you are, I guess, in a way, a group or collaborative, all working towards the same goal and you have incentives and so forth, in a nutshell, that it's different. We in transactional, as you know, you have contractual requirements, you're obligated to meet certain things, whereas in relational, it's really about the relationships and the collaboration and the people and people organizations that come together to deliver. So it's, it's harder, sorry, relational is more softer compared to transactional in my non legal way of trying to explain. Riccardo Cosentino  04:41So another way of putting that is an is one that of an example that I use in the past is that transactional contracting or is more of a zero sum game where there is a party, a winning party in the losing party. We're in relational contracting. We're all on the same table, we all have one common goal, one common incentive. And all of the incentives are aligned providing a more collaborative environment.   Racheal Patel  05:11Yeah, yeah, that's probably more eloquent and articulate in the way I'm trying to explain it. That yeah, like, with relational, and specifically with IPD, you have everyone coming together with a common goal objective, and you're all measured on that same group of objectives or metrics metrics. And I would say transactional is a very much risk transfer moving risk to one party to hold that and your obligation to meet those risks, that transfer of that risk. But yes, I would say what you what you said is more eloquent than how I'm trying to explain it. Riccardo Cosentino  05:54No, yours is more is more detailed and more accurate by this very broad strokes. But maybe maybe for again, for our listeners, I know, in your research, you know, part of your literature review you you actually had a bit of a dive into IPD, which means integrated project delivery. And I actually cover some of that in my dissertation. So in a previous podcast, where I talked about IPD, Alliance and collaborative contracting, maybe just for those listeners that didn't listen to that podcast. Can you talk a little bit about the origin of IPD?  Yeah, no problem. So IPD, which is integrated project delivery is the definition. It's kind of vetted by the American Institute of Architects, or specifically the California Council that came up with this notion of IPD. Being that it's a project delivery model that integrates people, businesses, and legal structures into a process that drives collaboration, while it optimizes efficiencies in the design and the construction phases of a project. So what that really means is that your you know, you're kind of like a temporary project organization, or a temporary organization all set to one vision, a shared vision, purpose, and a goal. And you're all working together, in, in what we work in organizations to achieve that. And each part like, you know, you have a joint management decision making where you come together. It's not one party oversight on one, you have key party members within your organization that sit together make decisions, for the best project outcome, you agree on the targets and goals. So what what are we trying to like? What is our project mission values, but what are we trying to achieve with this, you bring everyone to the table. So it's early engagement of parties, like in our current models, or in some of the models, we're all used to, you know, you have owner, you know, their designers are the design team, and then they work together, then you bring in somebody else later in the game, whereas in this one, everyone's sitting at the table on day one, working together to achieve the vision. The other thing with integrated project delivery is that you're sharing the risks and rewards. So it's not self interest driven. It's more we work together, and we share the risk of the solutions we put together or the rewards of the solutions like we work together to do that. So it's a pain share gain kind of model, where if we all do it together, and we're successful, we profit in it together. If we made some bad judgments, we all suffer together in a nutshell. And then the other thing that's different than probably an alliance model, is that our life, reduce liability exposure. So there's no blame game, you know, you're waiving claim and liability between each other. I mean, I'm sure there are legal mechanisms that if it's willful, or negligent, like in that way, that it's purposeful, there's repercussions. But basically, what you're trying to do is create an environment that has trust or respect. And in order to do that, you don't have legal mechanisms that will point to someone and say, Well, you did this, now you're a blame because you all are all on the same page or sharing that reward or the risk or making the decisions.  Yeah, that's why I was That's why I was talking about a zero sum game, because I think what you described it, you know, I think the legal recourse creates a situation where there's going to be a winner and a loser in case things go wrong. I mean, at the end of the day, I mean, my my experience is that yeah, a contract. If a project goes well a contrast is on the shelves and nobody looks at it, but is when things start to go wrong, that you take out the contract. Look what the contract says and you pursue your legal remedies. I think what what you did ascribe to the IPD. And to a certain extent, even the Alliance model, or any relational contract allows for that. You know, if the project starts going badly, you don't reach for the contract to start appointing blame, but you actually have to sit at the table and come up with with a solution from the project team, rather than from the contract. Racheal Patel  10:25Yeah, like it's very much in this type of model. It's working together, you know, and in my experience, too, on the other types of contracts, if a project goes well, right, yeah, you're never gonna, you're never going to open it up and blame game. But I think, as the complexities of health infrastructure continues, and I'm talking health infrastructure, like continues to grow, I think we're more heading down the line. And I've seen it going down the line where that contract is open, and that blame game starts. Whereas an IP D, and what I like what I've seen in the industry, and those that have used it, you don't see those levels of escalation, or you don't hear about yourself as an escalation, because everyone that's in this delivery in this project are working together to achieve the same thing. So if, you know if blame is shared, everyone shares I mean, if blame is to be shared, everyone shares that blame. And so that that's the difference in this model, for sure.   Riccardo Cosentino  11:28Okay, so I think I think we've set the scene and we talked about IPD. So hopefully, people listening who are not familiar with a Marvel getting a sense. So like to take you back to your dissertation. And, you know, ask, I'd like to ask you, what were the key findings of your, of your, of your research. Racheal Patel  11:52So my, just to kind of give your listeners a little bit of context. So what I was trying to understand in this in this research is, what are the impediments or the challenges of adoption of this model? And so when I looked at, when I looked at, you know, how, how I would identify them, I interviewed individuals in Ontario, both in the public and the private end of health infrastructure, that are decision makers in the process and have been involved. And, you know, we looked at different categories. So is our market even ready to accept a model? Right? Like, are we are we in Ontario, even willing to say, hey, let's look at different project delivery models? You know, what's the impact of culture and environment? The legal ramifications, financial procurement, because we work through a different procurement body? And is there any impact of our regulatory authorities on how we go through it? And so I think, overarching, like one of the biggest findings, and the resounding is, the individuals that I interviewed, were all were like, We need a different model. So it was a resounding yes. The marketplace is saying we need to look at different ways to deliver these infrastructure projects. Because the complexities, the cost they're increasing. And the current models we have, while they deliver an amount saying that P3 are not good, but they do deliver. But for what we're delivering, it's not the best solution. And from a culture and environment, I think, you know, with integrated project delivery, it's about trust and collaboration. And our environment has a huge impact on trust, how we work together and so forth. So I think, I don't think are the culture we work in or in the environment. Everyone's like, it's going to be difficult to apply this model. And I think from a procurement perspective, one of the biggest, you know, ideas that came out was, you know, our procurement, the way we procure projects, that whole process, not necessarily, the broader procurement of the BPS has to change but we have to look at it in a different way to apply this type of model. I think those were some of the key big findings. Riccardo Cosentino  14:22Okay, so I think in your, your dissertation, you you talk about some of the challenges and some of the findings and I think procurement challenges is the one that I found quite interesting. And you talk about how the how the the process to secure funding for the developing new or new health infrastructure. creates challenges in adopting IPD. And also you look at the the value for money analysis used when procuring new infrastructure now that could be a barrier for the for the deployment of integrated project delivery. And so I'm very curious to draw upon your knowledge of what the MO Ministry of Health process is, and why is it detrimental? Racheal Patel  15:18So, I mean, it comes back to so the Ministry of Health process, if we look at, you know, how hospitals kind of work within our system, the hospitals are within, you know, the Ministry of Health. And it's not that they're regulated by the Ministry of Health, because each hospitals, independent corporations, they have their own board of directors, but they're tied to a lot of the operational funding the capital funding come through the Ministry of Health, so you have to work with them in order to get funding for whether it's a renovation or a new build. And so the capital, the health capital planning process, and I know they've changed it in in the last year, or they've added some different nomenclature of stages. But basically, it's separated into two different stages, in that you have your early planning, that talks about, you know, what is the infrastructure proposal how you're going to address it. And that then is requires approval to proceed further into the actual development of the health infrastructure structure project you want to actually implement. And so there's two different approval process within the government through the Treasury Board that your project has to go through. And then during that those approval processes, set dollar amount, whatever that is, whatever is established for that project, and that includes, you know, transaction fees. And so all the other fees that are held, that number is carried across the process. And that kind of is you're upset value or your total value of the project. But when you look at the process, the duration of this process is so long, and you know, healthcare projects can take 10, to, you know, 13 years to get through this process, where you actually go to a part where you go to RFP and start to bid and build, that there's such an evolution, the way we deliver healthcare, because it's rapidly changing with technology operations, and so forth, and different models of care, that what you first envisioned in your project, maybe you're one and where you ended up, when you're about to go to bed could change, but that number doesn't change. And so it's not agile enough to respond to the market. Riccardo Cosentino  17:36I guess another challenge is that when you know, because of the planning process, you develop a design and a solution. And you develop it to probably award 5% design completion. And so you lock in in certain certain things with your, with your master planning, you block schematic as you go through the approval process. And obviously, you wouldn't be able to have an IPD contractor on board, that early on to start that collaboration is that one of the findings, one of the challenges, Racheal Patel  18:11it is a challenge, but I think if you look at the way the US where IPDS is predominantly used for healthcare, you can have your business case written and your idea written, but then you know, when you get into blocks, or schematics, you engage that contractor into the process, right. And then together with the designer, the owner, the and the contractor in some of their sub trades, you start to build or design and plan for that future facility. So in the US, they do do that. Here in Ontario, we have a very process driven stream that contractors are not engaged and their value is not added until they get the bid documents. And so could the contractor come in earlier in the process? I believe it could. But that means you're procuring certain things earlier in order to have those conversations at the table. And they would have to be integrated into this. I don't see it being a barrier. I think it's a shift in mindset and how we approach it. And if this is the what we have to do with the ministry's process and Treasury board's approval for release of funding, then I think we have to look at, you know, when does a contract or when does the sub trades When did those key individuals get involved? Riccardo Cosentino  19:33Well, yeah, because what we have is a very linear process, you know, you have all these stages and you know, you can only is a Stage Gate approach. Well, I think without with IBD, you want a more fluid, more fluid approach that creates collaboration and interaction as early as possible because that's where that's where the value is created. And that's where optimization has appearance is it's at the early stages of the project. Racheal Patel  20:02Right. And it's also where the innovation happens, right? Like with the optimization, but it's innovation and maybe how we address mechanical I mean, you look at healthcare, mechanical, maybe 45, to, if not 50, but close to 50% of the value of our healthcare project is the engineering systems that run, not a name, excluding the equipment that you know, that it's put into the organization. But when you have such a heavy value of your costs sitting, like and you don't have those players that are going to build it at the table, it's a huge detriment, right. And we ended up having issues going down. And I think that's the benefit of this process of IPD. Everyone comes to the table early in design, so you can work out those solutions and the problems, say, you know, what's the best approach for, you know, air handling? What's the best approach for, you know, feature flexibility of data and so forth? I mean, I'm not an engineering to talk technical, but, you know, I've worked in situations where you have everyone at the table, and you can create something more efficient in its operation, but also in the price. Riccardo Cosentino  21:11Yes. Yeah. You know, enough to be dangerous. That's the mean. So, touched upon value for money. So let's, let's jump on to that. Because I think that's the other that, you know, and I worked for infrastructure, Ontario, and I know the value for money methodology. But, again, I think in your findings, you describe it beautifully. Why is problematic, so I won't steal your thunder. I leave, I leave you to explain why the VFM methodology is problematic. Racheal Patel  21:52Yeah, so So you, I get in trouble and not you. Alright. So I do believe that the value for money calculation that we use in Ontario is problematic, because the way we calculate value for money is that, and, again, I've listened and not at Infrastructure Ontario. So I can't say that with certainty. But my understanding of it is that when so let me take a step back when the idea of I think it's the idea of value for money first is problematic. When we think of value for money, we think of lowest price in Ontario. But when you look at what really value for money, it's the best, it's the best solution based on financial and non financial objectives. That's what value for money is value for money is not finding the cheapest bid. And I think, in Ontario, and I'm not just talking p3, but in Ontario, whether it's through supply chain procurement, so if we always look for this lowest price, because we believe that that is value for money, that itself is problematic for IPD. Because in IPD, its value for money is based on a number of other things, right? Value for money is on the team, it's on. It's not on a fixed price, it's how the team works together, right? Like, that's, you know, when you procure IPD, you're not procuring a fixed price, what you're procuring is the team that comes to the table that will work with you to develop the solution for what you're coming together for, you know, their qualifications, their experience, how they work together, their behaviors, that is what you're evaluating how you choose a team. It's not like, here's my lowest bid. And so I think that's one of the biggest challenges in Ontario is that we had this idea of low bid is the right solution. And then sorry, go   Riccardo Cosentino  21:52yeah, I was gonna I was gonna, you seem reluctant to come to the punch line. So I was gonna I was for you, in case you're too scared. Racheal Patel  24:00Scared, so but I just wanted to say, you know, like, so when you get to value for money calculation, and the way we do it is that it's about transferring the risk, right? So when you look at the value for money calculation, and how, you know, how one thing is, like one procurement model, p3 is better. It's because they're seeing the risk allocation, the transfers of the risk to the private sector is value for money for the public sector, because they're not burdened by that risk. And so that's kind of the premise. And I don't think that's correct, because you're measuring, you know, p3, the risk transference and against a traditional model where there isn't a risk transfer. So that's kind of the issue with the value for money calculation. Now you add an integrated project delivery, where the idea is risk sharing, and then you use that same methodology to calculate value for money IPD will never win because it's IPDs base core base is sharing risk. Because, you know, the definition is if you share a risk, you share solutions, right? Like you're working together to problem solve, as opposed to transferring that problem to somebody else doesn't get to the punch. Thank you. I'm not afraid to say it. But I just wanted to kind of, you know, I think it's two issues in our procurement, it's the idea of what value for money is and how we calculate money.   Riccardo Cosentino  25:26Okay, so I think I think that paints a pretty good picture of what what are the, in my mind, I mean, I'm your research talks about other challenges. And I think there's there's most the softer type challenges, which is, you know, resources, availability of resources, and culture and environment, which you talked at the beginning, but I'm a commercial person. So I always gravitate toward the heard liabilities and the heard numbers. So not that's not the sort of stuff but you know, the soft stuff is important. And yeah, I agree with you, I mean, value for money as to be and it to be to give credit to Infrastructure Ontario for for new projects. Now, on the civil side, they are starting to use more collaborative model, the studying to assess cognitive they do cognitive behavioral assessments for all the people that work on those project, because at the end of the day, there needs to be a culture of fit of everybody's at the table, because otherwise, you're not going to achieve the collaboration that you need. Racheal Patel  26:29100%. And, you know, I, I've spoken to people at Metrolinx, as well about the different ways they're trying to approach project delivery, civil projects are so complex, I would say probably even more so than a hospital delivery. You know, I think the hospital itself is a complex, but what Civil Works does, that's even more complex, but they're willing to try different models. And so if our partners here at Metrolinx, or other organizations are looking at different models, why can't we apply that? That's kind of also why I'm driving this idea. Like, let's look outside the box of what we've traditionally done here, Ontario. Riccardo Cosentino  27:06Yeah, I couldn't agree more. Okay. So jumping on, I wanted to maybe ask you more of a broader question, which, if you have actually had the chance to look at some case studies when you were doing your research, and if there's anything that that jumped out, you might you might have not actually looked at case study, because I know your literature literature review was a bit broader than that. But any, any anything that jumped out and key successes that jumped out,   Racheal Patel  27:34you know, IPD, in general, is permanently used in the US, but I think other countries are looking at it. So when I was doing this study, specifically, I was trying to find public hospitals or public systems that have applied integrated project delivery. The one organization I found was an I'm going to pronounce this wrong, because there is a lot over one of the letters, but it's in Norway, is the Songa project. And so the Norwegian government decided they've had enough with cost overruns, scheduled delays, adversarial relationships. And they actually implemented integrated project delivery in the redevelopment of hospitals, specifically one in this specific region and can't remember the name, but I can get you the reference or anybody that wants to know it after. And so they applied integrated project delivery, because they wanted more of a collaboration and a different approach to public infrastructure, it's probably the closest thing that you would see to a true definition of integrated project delivery, with the exception is that there is no multi party contract. So in integrated project delivery, all the individuals are under a multi party contracts, you all signed together. And so in this public project, that was the only key characteristics of a true IPD. That wasn't in there. But all of the risk sharing the reduced liability, not waiver of liability was there, you know, the the key concepts were there, with the exception of the multi party agreement. So that was probably the only one. There's still in the middle of the build stages. And if you do look it up. It's multi phase project. It's very complex redevelopment in this system. But they've just started issuing case studies or publishing case studies are starting to talk to the public or the global public about this specific example. And it's successful because they have delivered and they've achieved what they've wanted to they've had innovations through the process. But it's the first example of public system using integrated project delivery for health infrastructure. Riccardo Cosentino  29:43Interesting. Okay, I'll try. I'll try to get the details. We'll put in the shownotes. Search it up. Okay, so I guess, as maybe as a final question, probably quite a challenging question but are going to have Is there any way? What will be your recommendation to Ontario policymakers? entities like MOH, or Infrastructure Ontario? To what what would they have to do to embrace IPD for future projects? How can they navigate these challenges? Effectively?   does. I think, I think if I can paraphrase. I mean, there's a there's a need for a shift for a fundamental shift in the policy, because as you describe the fact that hospitals are risk averse, and they can't really absorb too much or cost overruns, or, you know, as lower risk. But that's a funding issue. Right? That's a policy issue there. I mean, at the end of the day, hospital are a creature of the Ministry of Health, right. So ultimately, the governance could allow could be put in place to allow a hospital to to have a different approach a different commercial approach. So it is it is within the gift of the policymaker and the politicians. Racheal Patel  33:45Yeah. And 100%. And I think, you know, when you're paraphrasing it better than I wrote it, I think, but I'm trying to put, you know, 60 pages into small answer. But if you look at you know, just even the allocation of how hospitals have funding for resources to do infrastructure. In the study, a lot of individuals brought up that thing that goes, there's not even enough money to do the current projects that we have with the lack of funding, you know, because they get a certain percentage of ancillary funding in order to pay their staff. But in this situation, when we do IPD, you're going to have a plethora of individuals and experts and stuff that have to sit in the hospital organization to do this. And a hospital isn't an infrastructure professional, right? They bring in the resources to do what they need to but they're they're there to deliver service and care to their community. And so they need to bring all these specialists in but if our if our ancillary costs are how until your cost is given and or funding is given to the hospitals to have the resources doesn't meet the need of these comp, this type of project delivery, you're never going to be able to add execute it. Right now, it supports more of the transactional. So yeah, to your point that also has to be done from a ministry level saying we need to look at how money is given the allocation of funding for these types. Riccardo Cosentino  35:15Okay, so I mean, if I gonna, I'm going to try to summarize I mean, I think my three takeaways is having the there needs to be a change in changing culture, and environment. In order to bring a different type of behaviors to the table, there needs to be a change in the way that risk is allocated, or better, we need to find a better way to share risk. We need to we will need to change some of the policies associated with procurement and project development. And if all this was to happen, then potentially we could have a rich IPD market in Ontario.  Yeah, I think you separated and I think maybe IPD, just in its and probably negate everything I just said about why I'm passionate about IPD. But I, I, I think this would be true for any relational type of contracting like Alliance, Alliance, as well as IPD. They have similarities as we talked about earlier. But what you've summarize are critical for our marketplace to allow for different models. And I think that's kind of the crux of the issue is that we have a marketplace that's set up for one specific type of delivery model. And if we need to look outside the box, we need to look at these issues. Okay, now, you said it better than me, well, Racheal Patel  36:44play off of you. Riccardo Cosentino  36:47Okay, I think I think that's all we have time for today. Thank you very much for joining me today. Racheal. This was a fascinating conversation about our own province, our own in our own country. So thank you for joining me and all the best for your future endeavors. Racheal Patel  37:02Thanks, Riccardo and thank you for the platform to talk about this right now. Riccardo Cosentino  37:08That's it for this episode on navigating major problems. I hope you found today's conversation as informative and thought provoking as I did. If you enjoyed this conversation, please consider subscribing and leaving a review. I would also like to personally invite you to continue the conversation by joining me on my personal LinkedIn at Riccardo Cosentino. Listening to the next episode, we will continue to explore the latest trends and challenges in major program management. Our next in depth conversation promises to continue to dive into topics such as leadership risk management, and the impact of emerging technology in infrastructure. It's a conversation you're not going to want to miss. Thanks for listening to Navigating Major Programmes and I look forward to keeping the conversation going  Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

Why interrupt the entertainment when you can create it?  Jae Goodman is Founder and CEO of Superconnector Studios, a Management Consultancy, Brand Entertainment Producer, and Talent-Led-Consumer-Product Accelerator.  His thesis that brands can create entertainment has earned him thirty-six Cannes Lions, seventeen Webby awards, four Emmys from twelve Emmy nominations, and four Gold Effies including the coveted David vs. Goliath.  In his conversation with host Ryan Berman, Jae gives an overview of his incredible career journey working for legends like Warren Miller and Bill Graham, and sharing many lessons he's learned along the way.  The two also debate the importance of awards in the advertising and creative fields, and unpack the three T's that Jae feels describe him best - Talkative, Tenacious, and Tireless.

Adding management consultancy as a service offering of your recruitment agency can potentially increase your revenue. But the question is, is it easier said than done?   In this episode, you will hear insights from Colin Kleine, co-founder of Scalerr. They're a growth advisory firm that helps Tech companies reach their revenue goals through Strategy, Execution, and People.   Colin discusses why he made the pivot from Recruiter into Management Consultant, and why recruitment was so fundamental in helping him successfully do it. He shared the challenges, key learnings, and how this transition benefits their business.    I have known Colin since 2014, he's a former client and I've tracked his remarkable rise, especially since he launched Scalerr.    Episode Outline and Highlights   [02:07] Colin shared how he came across Mark and the learnings he took that transformed his billings. [05:34] The highs and lows that led Colin to start Scalerr. [11:45] Thriving during the longest COVID lockdown. [16:21] From recruitment to management consulting: Colin explains how their advisory services help clients expand internationally to increase their valuation. [28:49] Mark emphasizes how understanding the client's objectives rather than just filling roles can add more value. [38:14] How having a co-founder who is aligned with Collin's passion became a game-changer. [48:30] Colin shares the biggest challenges that he had to face when building Scalerr. [56:13] Key success factors and milestones that led Colin and Scalerr to where they are now. [1:00:46] Colin thanks Mark for being a mentor and inspiration throughout his career. Recruitment Skills and Experience Leading to Management Consulting   How Colin pivoted from being just a recruiter to a management consultant is a story that I find fascinating. Aside from talent acquisition, Scalerr helps startup companies scale up and expand globally and increase their valuation. What propelled this shift? Colin shared three takeaways:   Understanding their client's objectives and challenges. Colin and his team are focused on being consultative and understanding their client's journey, stresses, and pain points.   Learning from experience: having helped more than 150 companies, Colin and his team learned what makes some businesses successful and some businesses fail. They have come up with a playbook that    Leveraging his recruitment experience, Colin took lessons from the CEOs, VPs, and other key positions he placed. He said, “You learn information that somebody else is prepared to pay hundreds of millions of dollars for. So you start learning what is it that made some companies wildly successful? What is it that successful CEOs did to grow and scale a company and also understand how all of this ties in ultimately into valuation?”   The management consulting arm of their business skyrocketed, leading Colin and his team to start a venture arm.    Challenges and Solutions While Building Scalerr   Just like all business owners, Colin faced a multitude of challenges when building Scalerr. I wanted to hear what his top challenges are and how his team was able to overcome them. He shared one particular challenge that resonates with many recruitment business owners:   “Not enough hours in the day, as many entrepreneurs will do, and make this mistake of trying to do too much of it yourself. And I know there's going to be a lot of people listening to this podcast that know exactly what I'm talking about, not realizing when it's now time to start delegating things out and bringing somebody on board to do that, not knowing when to give up control and relinquish.”   Colin emphasized the importance of systemizing and delegating tasks. Not doing so and becoming overwhelmed with tasks you can delegate will be a constraint to scaling your business.   Creating a Flywheel: Pivotal Factors That Propelled Scalerr to Their Current Achievements   Another topic that stood out to me is how Colin and his team were able to create a flywheel - their consultancy work feeds their recruitment segment and vice versa. Instead of solely relying on placements as a revenue stream, they were able to establish their consultancy to the point that it could be a standalone revenue source. Colin described it this way: “I think there's a lot of mutual value added and then you start speaking to them and introducing yourself and building a relationship, and more and more people know you, and guess what? They end up giving you recruitment work.”   Colin also elaborated on the three pivotal factors that he believes contributed greatly to their current achievements:   Diversification of where they source their leads. Foundational understanding of their clients on a business level. Creating their own flywheel and not solely relying on placements as a revenue source.   Our Sponsor   This podcast is proudly sponsored by i-intro  i-intro® is an end-to-end retained recruitment platform. Their technology and methodology allow recruiters to differentiate themselves from the competition, win more retained business, bigger fees, and increase their billings. Their software combined with world-class training enables you to transition from transactional, contingency recruiter to consultative, retained recruiter. Instead of being perceived as a “me too” vendor, you'll be positioned as a “me only” solutions provider. Be sure to mention Mark Whitby or The Resilient Recruiter. Book your free, no-obligation consultation here: https://recruitmentcoach.com/retained   Colin Kleine Bio and Contact Info   Colin specializes in forging innovative revenue streams through strategic channel partnerships, crafting accelerated GTM and Commercialization strategies, and handpicking high-impact teams with a battle-tested background in startup scaling. His expertise spans customized advisory and recruitment services, enabling swift market validation, deft navigation of the intricate APAC landscape, and securing vital venture capital and government grants. With an impressive portfolio of over 150 victorious startups, Colin's results-driven approach guarantees maximum revenue, valuation growth, and a triumphant expansion into the APAC market. As a dedicated investor and seasoned business advisor, Colin puts his money where his mouth is, committed to your success while leveraging his insider knowledge to drive your business forward.   Colin on LinkedIn Scalerr website link    People and Resources Mentioned   Allan Cutter on LinkedIn Leanne Sarah Jones Hunt on LinkedIn Traction by Gino Wickman The E Myth Revisited by Michael Gerber Who Not How by Dan Sullivan   Connect with Mark Whitby Get your FREE 30-minute strategy call Mark on LinkedIn Mark on Twitter: @MarkWhitby Mark on Facebook Mark on Instagram: @RecruitmentCoach Subscribe to The Resilient Recruiter   If you've been enjoying the podcast, please take two minutes to leave a review. Your review is greatly appreciated because it helps us attract a bigger audience and help more recruiters.  “Support the podcast and leave a review here”.

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In this episode, guest Samia Qamar emphasizes the importance of surrounding yourself with people who both challenge and support you and the need to strategically spend time with individuals who can provide valuable help, advice, and advocacy. Samia is a Pakistani citizen with a rich experience of more than 16 years in Human Resources of multinational companies with multiple industries, which includes Healthcare, Management Consultancy,Hospitality and Financial Services. In her most recent role, she's working as a trusted partner for business.Her purpose is nurturing talent for scalable business and sustainable planet. She cultivates workplaces by guiding leaders to engage, lead high performance teams, create Employee Value Proposition by building a competitive advantage, drive cultural transformations, and develop talent and leadership pipeline to deliver sustainable profits.She has an innate passion for philanthropy through community outreach.Samia's Awards and Recognitions Include: Listed in the “South Asia's Top 100 Power Women” –South Asian Business Excellence Awards (2022) Inducted into the WAW Hall Of Fame at the 5th annual WAW – Women Appreciating Women prestigious conference (2021) Inducted into The Global Library of Female Authors with 99 inspirational women (2020). Recognized by Women Economic Forum as “Exceptional Woman of Excellence” in Cairo (2020). Appointed as Global Goodwill Ambassador for Pakistan (2019).Samia is a member of LEAD Alumni community for Stanford GSB. Also, she's a Senior CertifiedProfessional from Society for Human Resources Management, US.MAIN TAKEAWAYS:[00:01:30] Podcast's popularity and success.[00:04:37] Growing up in Pakistan[00:08:23] Disparity between men and women[00:13:41] Bigger sense of purpose[00:18:26] Confidence is your best accessory[00:20:09] Asking for opportunities[00:24:01] Professional development practices[00:27:59] Prioritizing time for career exploration[00:31:06] Taking action to reach goals.Purchase your copy of "Relationships that Work" on Amazon today at https://www.amazon.com/dp/B0CD2KJX17?ref_=pe_3052080_276849420

Cloud Nine Spain Mankind Director Sean Woolley speaks about his background in the UK and his move to Spain. Originally from the Wirral Peninsula near Liverpool in the UK, Sean studied law and psychology in university. He trained to be a criminal lawyer and enjoyed the experience but left the profession due to government cost-cutting measures. He later got into management consultancy and high-end recruitment. When he sold his stake in his Management Consultancy firm he decided to move to Spain with his partner. They sold their belongings in the UK and bought a small apartment in Marbella, feeling a sense of freedom and escape from the rat race. Watch it on YouTube here: https://youtu.be/8pR4JKvTGeU Get in touch with Sean: Telephone: +34 951 203 808 Email: sean@cloudninespain.com https://cloudninespain.com/ Cloud Nine Consulting S.L. The Pool Marbella (Oficina 3.14) C.C. El Capricho Av. Bulevar Principe Alfonso de Hohenlohe 2 29602 Marbella, Malaga

Analytics is something that everyone says they want, and some brag that they can analyze very well. But few people know what investment's required to build a quality analytics function, and even fewer are good at justifying its value.  Our guest Martin McGarry is so passionate about analytics, as you'll see from his  backstory, if anyone can articulate the business value of analytics, it's him.  After completing a Bachelor of Science from The University of Manchester and studying at the University of Cambridge as a Doctoral Candidate, our guest worked in the UK analytics practice of a global Management Consultancy.  Due for a change after 6 years of that, he moved to Ottawa Canada and founded his own consultancy so he could offer a more independent approach. A while later started the firm he's been leading for nearly 15 years, Bronson Analytics.  In 2018 he began a recurring event in Ottawa called Beer & Analytics, which draws hundreds from the field together for learning and socializing. In 2022, the event went outside of Ottawa for the first time, being held in Toronto.

In the mid-80s, Guy Singh-Watson left his cushty job as a management consultant to return to his roots (quite literally) as a he ploughed a few acres of his parents' farm and started growing organic vegetables. Over the 30 years since, Riverford Organic Farms has grown to become the most recognisable name in organic produce in the UK, turning over £100m + per year. The list of 'little bit radical' aspects to Guy and Riverford is extensive, from pioneering 'direct-to-consumer' veg boxes in the 90s, to becoming an employee owned business, to being a proud B Corp. A famously self-assured and opinionated figure, Guy doesn't hold back in this interview where he covers: How his childhood on a farm encouraged him to think creatively, practically, and entrepreneurially His parents' radical ideas on farming and the world which influenced him His very unusual 8th birthday present How he continues to become more radical as he gets older and is determined to challenge what he sees as terrible governance His views on Boris Johnson, Jacob Rees-Mogg and the Conservative government From milking cows, to opening the New York office of a Management Consultancy within a year of graduating The early days of Riverford His hideous experience selling to supermarkets and The 'freaks from the fringes' who inspired him to switch to a direct-to-consumer model The community-led marketing approach which grew the business in the early days His dislike of the word 'professional' and how he reveres 'competence' How capitalism needs to be regulated and his admiration for the B Corp movement How the 'customer is not always right' Riverford's environmental policies and his frustration with over-focus on plastics The importance of fully understanding how your product fits into your customers' lives Employee ownership and his motivations for handing over ownership of Riverford to its employees Whether every business could be employee-owned His desire for a political shift to re-distribute wealth to those who need it most Our need to reclaim the sense patriotism and collectivism that founded the NHS and the welfare state Keep up with Guy's latest blogs on 'Wicked Leaks' https://wickedleeks.riverford.co.uk/author/guy-singh-watson/ Visit the Riverford website: https://organic.riverford.co.uk/ Rob on linkedin: https://www.linkedin.com/in/rob-warren/ Standing on Giants: standingongiants.com Want to appear? Email: podcast@standingongiants.com

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Episode 13: Sarah Davenport and Matthew Bennett The Recruitment Network provides a platform for successful recruitment leaders to share their stories, experiences and perspectives on what it takes to get to the next level. In this episode, we present an engaging conversation between two great business leaders: Sarah Davenport, Managing Director at Capstone and Matthew Bennett, Managing Director at Ascent. Sneak Peak: Sarah Davenport: Capstone offers exceptional service and an unrivalled knowledge of the market. It is driven by quality its what sets them apart in the industry. Matthew Bennett: Industry Expert within Management Consultancy headhunting - strategy, restructuring & turnaround, pricing, innovation, change and programme management. Tune in below!

In this thought-provoking interview series from the RSA, Matthew Taylor, puts a range of leading thinkers on the spot - from writers to business leaders, politicians to journalists - by asking for big ideas to help build effective bridges to our new future. McKinsey & Co is one of the biggest names in the global consulting business. Established in 1926, it employs 30,000 people, has offices in more than 130 locations and earns billions of dollars in fees. But what exactly does the company do? And how much power does it have in shaping the way corporations and governments are run? Matthew is joined by two New York Times investigative reporters, Walt Bogdanich and Michael Forsythe, whose latest book, When McKinsey Comes to Town, shines a spotlight on the influential firm. Walt Bogdanich is an investigative reporter for The New YorkTimes. He has been awarded three Pulitzer Prizes for his investigative journalism. He previously produced stories for “60 Minutes,” ABC News and TheWall Street Journal in New York and Washington. He has a B.A. in political science from the University of Wisconsin and a master's degree in journalism from Ohio State University. He lives in Port Washington, NY.Michael Forsythe is an investigative reporter for The New York Times. At Bloomberg was part of a team that won the George Polk Award in 2013. Mr. Forsythe is a veteran of the U.S. Navy. He has a B.A. in international economics from Georgetown University and a Master's degree in East Asian Studies from Harvard University. He lives in New York City.Michael and Walt's book, 'When McKinsey Comes to Town,' is available now. A Tempo & Talker production for the RSA. In this time of global change, strong communities and initiatives that bring people together are more invaluable than ever before. The RSA Fellowship is a global network of problem solvers. We invite you to join our community today to stay connected, inspired and motivated in the months ahead. You can learn more about the Fellowship or start an application by clicking here. 

On the fourth episode of the “What is a Good Life?” podcast, I am joined by Jindy Mann to discuss both our experiences of therapy. Jindy is a co-Founder of Leader Brother Son, a group that works with individuals and organisations, with the goal of helping men become better and happier partners, colleagues, fathers, leaders, brothers, sons - and men. Ultimately through having more open, honest, and vulnerable, conversations and engaging with topics men don't typically discuss. A significant departure from his past lives in Management Consultancy and Banking. Jindy is also a good mate of mine, and we thought it would be helpful to have a conversation around our experiences with therapy, in part to break down stigma around what therapy is, how it works, what you could expect from it, and to show it's a normal topic of conversation.  In this podcast we share what was happening in our lives that made us seek therapy, what moments instigated the process, what we wanted to explore or heal, how it started, what surprised us about it, and how our lives have changed for the better because of it. Running Order:01:35 Podcast begins03:10 When did Jindy start going to therapy05:45 Why Jindy needed therapy09:10 You seem to be carrying grief10:00 Why Mark needed therapy13:00 Tired of faking it (clip)17:18 Finding a therapist20:10 Needing someone independent and skilled24:25 How did your therapy journey begin?26:15 Letting go and crying30:00 Dealing with our past and events from childhood33:00 Using anger as a coping mechanism35:36 Not knowing how to express feelings37:00 Speaking in the first-person perspective41:00 What surprised you about therapy44:35 It felt good to cry47:00 Stigma 50:00 How did it affect your relationships?55:00 Is all vulnerability is good vulnerability?58:40 Redefining old friendships1:02:46 The biggest influence of therapy on our lives1:05:45 What is a good life for Jindy For further content and information check out the following: - For clips and video of the podcast: https://www.youtube.com/@whatisagoodlife/videos- My newsletter: https://www.whatisagood.life/- My LinkedIn: https://www.linkedin.com/in/mark-mccartney-14b0161b4/- Leader Brother Son website: https://www.leaderbrotherson.com/- Jindy's Linkedin: https://www.linkedin.com/in/jindymann/- Jindy's newsletter: https://jindymann.substack.com/Subscribe for weekly episodes, every Tuesday, and check out my YouTube channel for daily clips and weekly reflections.  

Maybe It's About Time is the title of a book written by our guest Neil Boss on this edition of Living The Retirement Lifestyle Podcast. Neil is a retired partner of Deloitte LLP one of "The Big Four" Accountancy and Management Consultancy firms in London and we were intrigued to know the story behind his book and whether it was something he had always wanted to do... You'll hear his answer when you tune into our chat because like you, we were intrigued to know why now and why the story line he chose but as you will hear him say "it was always a plan to write a book in his retirement" We'll circle back to that... https://vimeo.com/773253506 The Story Set in the early months of 2020 Maybe It's About Time is a story about the difficulty of changing life for the better. The central characters are Marcus and Claire and how a chance encounter through a mutual friend, Gavin leads to an unlikely friendship all the while the early months of the pandemic were unfolding. We had to ask Neil whether Marcus was actually him but he assures us the character was totally fictional albeit he draws on his experience of what he describes as the egocentric world of professional service. Whilst full of humour, the story ultimately delivers a serious message about remaining true to our personal values and changing lives for the better. We began reading Maybe It's About Time on a transatlantic flight to Salt Lake City just recently. It was a large book to take on board but Susan was quickly engrossed (and the crew were intrigued to know was it a good book lol). I (Chris) get to read it next beacuse that's how we work together lol

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In times, when the customers expect prompt home delivery of products, the supply chain comes to play a critical role in the success of businesses. This complex network of individuals, resources, technology and activities needs to be managed efficiently to mitigate the risks involved in the production and distribution of the goods. Today, we have a veteran supply chain specialist, Cameron Johnson, who takes us through the evolution of the supply chain. We compare the supply chain risks between Asian countries and other parts of the world. About Cameron Johnson Cameron is the partner of Tidalwave Solutions and a professor at NYU Shanghai. Tidalwave Solutions is divided into two parts, with one part rendering HR and recruitment services, while the other deals with management consultancy, with specialization in supply chains. Cameron teaches project management, global economy, and leadership at NYU, Shanghai. --- Support this podcast: https://anchor.fm/tbcy/support

Learn about finding jobs in web3 & how to creatively leverage the blockchain with Niamh O'Connell. Niamh (Neeve) O'Connell is senior business development manager at CasperLabs. Niamh is a blockchain expert and has been at the forefront of the blockchain evolution since 2016. She is a co-founder of BlockW, a female-led initiative providing a platform for communication, education, and the discussion of ideas relating to careers in blockchain. Earlier in her career (2016), Niamh served at Deloitte and was a founding team member that set up and scaled the company's blockchain lab for Europe, Middle East and South Africa. She was also part of a small team that set up ConsenSys Ireland in 2018 and eventually joined ConsenSys U.S in 2020, working with Treum to build out a SaaS blockchain supply chain platform and co-lead the company's customer adoption division. Additionally in 2018, Niamh worked on the first few production-grade blockchain applications for consumer-packaged goods and in the food & agriculture industry. Niamh was named 2018 “Blockchain Leader of the Year” at the Dublin Tech Summit and has co-authored numerous blockchain studies. Niamh holds a Bachelor of Business Studies from Trinity College Dublin and a Master of Science in Management Consultancy from University College Dublin. Connect with Niamh https://casperlabs.io/ (https://casperlabs.io/) Company Twitter- @Casper_Labs Are you a women-identifying, purpose-driven human looking to receive deeper support on your web3 journey through an inclusive community? Make sure to check out The Calibration Room: https://www.calibrationroom.io/ (https://www.calibrationroom.io/) To join the free NFT Marketing School, head to: https://www.tiktok.com/link/v2?aid=1988&lang=en&scene=bio_url&target=https%3A%2F%2Fdiscord.gg%2Fp3cdgjsWuj (discord.gg/p3cdgjsWuj)  To learn more about Caitlin or MetaMint Marketing, go to: https://www.metamintmarketing.io/ (https://www.metamintmarketing.io/)

To watch the video version click ---> https://youtu.be/ieJ7T12PDZ8 Charles Tan is a Partner and the Singapore office Lead with ADAPTOVATE Asia Pacific and specializes in strategy and operational Improvement. He has over 20 years of working experience across southeast Asia and Australia in industries such as financial services, telecoms, tertiary education, agriculture, private equity & utilities. Joining Charles is Sam who is a Project Lead with ADAPTOVATE and has led multiple teams in financial services through agile transformations and driven shifts in culture. Both gentlemen responded to questions from a live audience at a public webinar organized by Workforce SG. Highlights of their insights are summarized below: What makes the Management Consulting profession an interesting one? A lot of big boys from the Management Consulting field just hit straight for the graduating cohort & grab the cream of the crop. Did both of you start that way?You mentioned that you invested heavily. Was it just Financial?How do management Consultants thrive in domains which are completely new like the Metaverse or post-Covid world where there's no prior knowledge nor experience?Do you put your potential hires through case interviews?If you have two individuals coming in with quite similar experiences, to what degree do you focus on EQ and mindset in your selection?Do you prefer a homogeneous or heterogeneous team?What are the key things that you look for in a consultant?Can you share with us the workplace culture at ADAPTOVATE?Will someone between the ages of 55 to 65 years old be suitable for a management consulting role?If a consultant is popular with many clients to the detriment of an unequal distribution of work amongst consultants, will you hold this consultant back from taking on more or go where the business goes? Thank you Charles & Sam for your generous advice & for spending extended time to address more questions from the audience! ______________________________ To stay abreast of upcoming events, follow our channels: - https://linkedin.com/company/artofcareermain - https://facebook.com/artofcareer - https://youtube.com/c/TheArtOfCareer To receive inspirational quotes, head to: https://instagram.com/artofcareer ... ... #artofcareer #jobs #jobsearch #managementconsulting #consultancy #caseinterview #careertransitioncoach #careermode #careerchange #career #careertransition #careerjourney #interviews #jobinterviews

Manu Gupta has acted as CFO of several high growth businesses including MyDrive Solutions, GridDuck, and Brisk. He shares his unusual journey to his first CFO role and becoming a board advisor. Manu isn't from a traditional accountancy background. He started his career in sales. A finance-based MBA then took Manu into a career in management consulting. He chose to leave consulting and move to a startup. The startup needed a finance team ahead of a Series A investment. Manu's job was to create that team. Manu regards himself as a generalist and really enjoys the variety of challenges the CFO role offers him. We talk about how to become sufficiently rounded to do all the things a generalist CFO needs to do well. We also examine Manu's skills as a management consultant and understand how he applied those to be a dynamic finance leader. Manu talks about the attitudes and skills a modern CFO needs to bring to the role. He has much to share. Listen to the full episode to find out more, including passions and lessons learned that come straight from the cricket field!  Links Manu Gupta on LinkedInKevin Appleby on LinkedInFind out more about becoming a CFOThe CFO as co-pilot to the CEO Timestamps 00:59 How did you become a CFO? 02:35 From sales to finance 03:35 Manu's mantra: “I find myself in places I've not been before” 04:36 Becoming a well-rounded generalist 05:00 An MBA in finance leads to a career in consultancy 06:10 Opportunity to work in a startup and create a finance team ahead of a Series A fundraise 07:16 Advantages & disadvantages of an accountancy qualification and background 09:22 Leveraging skills learned as a consultant 11:06 What attitudes and skills do modern CFOs need? 11:45 Being a business partner and helping others make decisions 13:36 How to engage with others 16:04 Managing your energy 17:13 Managing situations with customers 20:40 Working with the SLT beyond just finance 22:21 Acting as a non-exec alongside being an operational CFO 25:27 Having an impact 25:51 Ben Stokes - lessons from the cricket field 28:45 What are you passionate about? 31:31 The Godfather and the CFO

In this Sellernomics Podcast episode, Dr. Heloise Finch of #SellBeyond will also talk about what state is Amazon UK and Amazon Europe in right now? Where do you see Amazon sellers going? Q4 was very successful for many Amazon sellers: What should they be focusing on right now in the UK? and more. #HeloiseFinch About Dr. Heloise Finch of Sell Beyond Sell Beyond helps companies build a better Amazon business to drive profitable growth through business strategy, team training, Amazon branding, and Seller/Vendor Central knowledge. As CEO of Sell Beyond, Heloise works with business leaders helping them navigate the complexities of Amazon as a new revenue stream or improving the existing channel. Sell Beyond is focused on creating robust, sustainable, and long-term sales channels for future growth, working hard to ensure Amazon works for your business to ensure ROI, including Heloise started selling on Amazon.com in 2006. Her expertise with Amazon Strategy and Management Consultancy also builds on 15 years' experience within startup marketing and financial consulting, combined with a Ph.D. in organizational behavior from the University of Michigan. About GETIDA With e-commerce growing annually by at least 30%, it will become harder and harder to audit what can amount to anywhere from 1-3% of your annual revenue. GETIDA is actively dedicated to improving the overall operations of Amazon FBA sellers. We've developed robust auditing software that keeps track of your Amazon FBA inventory transactions, refunds, seller data analytics, and FBA reimbursements easily and clearly. We maintain an agreeable, established relationship with Amazon, and our dedicated case managers draw on that relationship when filing FBA reimbursement claims on your behalf. We not only identify potential FBA reimbursement claims, our case managers file and follow up on all of your Amazon cases, providing a premium quality service for you and your business. You can join GETIDA for free and quickly discover the FBA reimbursements data on your Amazon account, get free consulting on how to improve your Amazon business, and much more!

Slimme aanpassingen die de kwaliteit van jouw offertes flink omhoog brengen: wie wil dat nou niet?! Podcasthost Daniëlle de Jonge spreekt in deze aflevering van Dé Klantenpodcast met Saskia Kerkhof – specialist in neuropsychologie in offertes. Over onder meer: Het primacy-recency-effect voor een onuitwisbare indruk Egotripperij, en dan vooral welk ego je voorrang geeft Jezelf exclusief en schaars maken met kleine-dingen-die-het-doen Veel aansprekende voorbeelden én praktische tips die maken dat jouw klanten zich gezien, gehoord en begrepen voelen als ze jouw offertes lezen. En daar dan vervolgens graag JA tegen zeggen. Extra tips Meer tips over offertes? Luister dan ook deze aflevering van Dé Klantenpodcast: In offertes is prijs het minst interessant – met Jos Burgers Meer inspiratie? Volg de gratis mini-masterclass ‘Onderscheidende klantgerichtheid'. Host en co-host Daniëlle de Jonge is expert in eigentijdse klantgerichtheid en commerciële slagkracht. Ze is veelgevraagd spreker, trainer en auteur van de bestsellers ‘Verleid de klant', ‘Human2Human: de nieuwe klantrelatie' en ‘Extreem klantgericht'. Zij helpt bedrijven om zakelijk onweerstaanbaar aantrekkelijk te zijn. Daniëlle is de vaste host van Dé Klantenpodcast. LinkedIn: www.linkedin.com/in/danielledejonge Saskia Kerkhof is directeur en oprichter van Winnende Offertes Schrijven. Haar bedrijf helpt van klein MKB tot corporate bedrijven om meer offertes te winnen in minder tijd. Ze studeerde Toegepaste Communicatiewetenschappen aan de Universiteit Twente en rondde cum laude een tweede master in Management Consultancy af in Rotterdam. Haar boek ‘Slimmer Offertes Maken' over neuropsychologie in offertes is opgenomen in het vaste curriculum van verschillende hogescholen. Ook treedt ze regelmatig op als gastdocent, spreker en columnist over neuro-offertes.   Linkedin: Saskia Kerkhof | LinkedIn Connect met Dé Klantenpodcast Heb je vragen of input? Neem dan contact op met podcasthost Daniëlle de Jonge via mail (mail@danielledejonge.nl), LinkedIn, Twitter of Instagram. Abonneren op deze podcast kan via bnr.nl/deklantenpodcast See omnystudio.com/listener for privacy information.

Veränderungen gestaltenVeränderungen werden sich in Zukunft immer weiter beschleunigen. Für Unternehmen und Organisationen bedeutet das, dass sie sich darauf einstellen müssen, um erfolgreich zu sein und zu bleiben“, sagt André Stebens, CEO der Unternehmensberatung Cassini Consulting AG, in unserer Reihe Transformation Leaders. Das Ziel der Technologie- und Managementberatung ist es, den digitalen Wandel zu gestalten. Sie begleitet Unternehmen und die öffentliche Verwaltung in Deutschland auf dem Weg der Transformation. Denn: Organisationen wachsen nur dann, wenn sie die Fähigkeit entwickeln, sich immer wieder zu verändern und an die neuen Gegebenheiten anpassen. Dafür müssen Organisationen bestimmte Voraussetzungen schaffen. René Esteban hat von André Stebens erfahren, wie das gelingt und wie man die Menschen hierbei wertschätzend einbindet.

Find out more on our website: https://bit.ly/3D3fz1V Often the subject of cynical and dismissive media coverage, that emphasises high day rates, over-reliance on management jargon and little added value, management consultancy is a much-maligned profession. Yet, at their best, consultants help organisations set new directions, manage change effectively and generally improve business performance. Is it a profession with a future and how can consultants avoid joining the ranks of scriveners, patten-makers and other redundant occupations? Can those who claim to master change for their clients, change enough to survive? Drawing on research carried out by the Centre for Management Consulting Excellence, this webinar will ask some uncomfortable questions and propose where answers can be found. The ultimate beneficiaries of this process? Clients – and the long-term survival of the profession. Speaker: Nick Bush is the Director of the Centre for Management Consulting Excellence (CMCE), a voluntary organisation that is an open and collaborative for the assessment and sharing of leading and emerging practices in management consulting. Working in and around consulting since the early 1980s, Nick has consulted to organisations in sectors from chemicals to communications, government and financial services. He currently focuses on providing support to non-profit organisations as both an advisor and trustee.

This is a podcast where I talk to my guests about their journey to success. We talk about their education, experience, current business, and future endeavours. A feature length episode with Gary Crotaz, who is executive and mindset coach and author.  Gary's first career was in medicine, where he became a respiratory doctor. While he was doing his final exams, he searched for a role in management consultancy. Gary's second career was a tough, starting at the bottom after 8 years as a student doctor. Gary built a successful business career while balancing a professional career as a ballroom dancer. We talk about Gary's new book called IDEA Mindset which has been inspired by his career and coaching. He talks about the importance of being a great leader and believe in your career.This is a fascinating conversation; I hope you enjoy the podcast!1.08 – Trained as a doctor3.44 – Realisation he didn't want to be a doctor4.33 – Interested in management consultancy career8.12 – Time, money, and effort in PHD in medicine10.38 – no business training10.55 - asking questions is key to Gary's success14.45 – early consulting roles and aligning PowerPoint slides17.17 - professional ballroom dancing20.47 - balancing dancing and working in business25.15 – Leadership roles and techniques30.15 – Gary's experience of business in Covid32.19 – Passion for coaching34.23 – IDEA Mindset book that he has authored38.21 – Passion, profession, and vocation43.36 – Understanding that we are emotional creature47.03 – Unplanned career moves49.25 -Quick fire questionsSupport the show (https://www.patreon.com/Absolutebusinessmindset)

This episode features a strategic personality with a rare blend of aviation and management consulting. Hear Mr. Arvind C. help you gather an extremely insightful understanding on developing a career in this niche realm. Tune in now for a lot of exclusive insights, interaction and fun that educates the aviation aspirant in you.

Harrison Carter is a conservation biologist, storyteller and explorer with a fascination with human/wildlife conflict that has taken him to some of the world's most extraordinary places. He has travelled and filmed in over 50 countries worldwide, and his expeditions include traversing the Guyanese jungle, Indonesian rainforests, and Sri Lankan lowlands in search of the world's most deadly snakes and their stories. Starting his career in Investment Banking and Management Consultancy, Harrison is now studying for his Masters degree in conservation and biodiversity at the University of Exeter before heading out on his next adventure.

Why is the black community still so poorly represented in leadership positions? We speak to the changemakers who are doing something about it. Kike Onawinde used to represent Great Britain in the javelin before setting up the Black Young Professionals Network, which is all about connecting ambitious future leaders. Jean-Marc Laouchez is the President of the Management Consultancy firm Korn Ferry Institute in Paris, who says the main reason why things are not changing is because of the established power structure. Abdul Karim Abdullah, is a clinical trial manager for a pharmaceutical company in New York. He founded the culture festival, Afrochella, to celebrate African culture, food, music, art and fashion. Najah Roberts is the founder and CEO of Crypto Blockchain Plug in Los Angeles. It's one of the first African American owned over the counter cryptocurrency exchanges in the US. She says a big problem for African Americans is that they have been prevented us from acquiring wealth and that virtual money could change all of that.(Picture of boardroom meeting. Picture credit: Getty Images).

Quote: “For me to believe what you are saying as a leader, I need to know and trust that you will hold yourself accountable for your actions and inactions.”  Kemi Ogunkoya What does it take to be an effective leader?  The answer to this question has changed a great deal since the onset of COVID.  Now that we are seeing things starting to open back up and people returning to the workplace, it's imperative to have solid leadership.  The past 18 months have taught us so much about what's important.  Whether at home or work, we all need to feel a connection with those around us.  On this episode of Authentic Living with Roxanne, we welcome Kemi Ogunkoya to share her thoughts on what it takes to be a successful leader. Kemi is a renowned Leadership Development Strategist, Management Consultant, and author. For close to a decade, she has conducted and facilitated high-impact leadership development workshops across, Africa, North America, and Asia. She is an alumna of The Said Business School, University of Oxford, and a member of The Forbes Business Council.  She is a Certified Management Consultant, and a Masters Neuro-Linguistics Programming Practitioner certified by the INLP Centre in California, USA. She holds a Bachelor's Degree in Education & Economics from the University of Ibadan and has an MBA in Management Consultancy from the University of Wales, Cardiff UK. Authentic Touch Points: Kemi's path to leadership coaching.  2:00 Possible blocks in effective leadership.  4:00 The dancefloor and the balcony.  7:00 Competence vs trust.  12:30 Is trust essential?  18:00 Post-COVID leadership support.  21:30 Leaders need compassion now too.  25:30 Kemi prides herself in the ability to help corporate organizations enjoy seamless leadership transitions and executive onboarding to eliminate deficiencies that invariably minimize their costs and let them focus on growth. She is the originator of “The Dozen Model” for raising visionary leaders, a model that has been adopted by numerous corporate organizations and political structures for effective leadership development. She is the Founder of Rellies Works, a leadership consultancy firm; Chairman board of trustees of The PowerWoman Network and The Lead Africa Now Initiative. She is the author of The Leadership Guardian, Goal Mastery Book, and Magical Pills.  With many of us working from home and feeling the pressure of the pandemic, I encourage you to reach out with thoughts or questions about your own self-awareness and creating a healthier mindset through connection.  I have created a new live coaching program to help you Create Healthier and More Authentic Relationships in your life and get more connected to your authentic self.  Click here to contact me at your convenience or click here to book a complimentary call with me.   Stay Authentic,         Roxanne Links: Kemi's website:  https://kemiogunkoya.com Kemi's books:  https://kemiogunkoya.com/shop/ Kemi's LinkedIn profile: https://www.linkedin.com/in/kemiogunkoya/ Roxanne's email: roxanne@roxannederhodge.com Book a complementary Call with Roxanne Roxanne's previous podcasts

Dean Donovan has one foot in the past and, without doubt, one foot in the future.After a five-year career at the Bain consultancy, Donovan and his business partner (Brian Flynn) played central roles in 2004 to the creation and backing of Volaris, Mexico's first low-cost carrier.DiamondStream Partners, the investment house that they created the year before, has since go on to become an important player in the development of companies and technology in the mobility sector.Transforming "rough diamonds into fully cut gems" is not an easy task, especially when it comes to the aviation business, with high costs attached to the creation of next-generation technology that will lower costs of operations and do so in a more sustainable way.Investments have included those in electric propulsion systems, autonomous aircraft, software platforms and global distribution services for private air carriers.Dean joins us as the latest guest on How I Got Here.HIGH is a weekly show produced by PhocusWire and Mozio, aimed at getting the inside stories behind startups and innovation in travel and transportation.It's hosted by PhocusWire's editor in chief, Kevin May, and Mozio co-founder and CEO David Litwak.

Sign up to our newsletter for more in-depth insights | Follow us on LinkedIn Today's guest is a Russian-born, Australian-educated management consultant working at the epicentre of the data-driven revolution which is shaking the established corporate and investment orders. Our guests on this show manage businesses and money, and they need to understand where their industry is moving, its likely trajectory and the skills that will be required. In essence, how they should adapt, for as John F Kennedy observed “Change is the law of life, and those who look only to the past or present are certain to miss the future” So in this episode, we discuss the evolving world of management consultancy and how their advice to companies is shifting. The discussion begins with Irene's escape from Russia, her upbringing in Australia and first employment at Pilkington Glass before moving to consultancy, initially at KPMG, then starting her own firm Molten before selling it to SIA partners. SIA partners today consults with 100 of the Global Fortune 500, specialising in the areas of AI, and data-led consulting, known as Consulting 4.0. Irene talks about changing business practices, the essential need for data to inform and improve decision making, from developing models to advise hotels on Airbnb pricing, to helping the French Alpine meteorological service improve predictions of avalanche dangers. She talks about communication in a zoom-altered world, the office of the future and debates whether younger employees can attain “equity” in their working relationships if done remotely. Finally Irene reflects on the resilience she acquired along the way, the qualities she looks for in hires, how firms can retain female employees more effectively and shares some lessons and advice from running her own business.

Karmarama's Ben Bilboul is excited to talk to Movidiam Creative Leader's Podcast about the changes management consultancy and accountancy firms are making to the world of advertising. He provides insights about his firm's relationship with Accenture Interactive and what it might say for the future of our industry in general.

On this episode of Rhodes to Success, I interview Shawn Casemore, who is the author of Operational Empowerment. Shawn is an internationally recognized speaker and writer. He is also the Principal of Management Consultancy at Casemore and Company Inc. After a 17-year corporate career in operation and sales roles, Shawn launched his company in 2008 with the intention of helping CEOs, executives, and business leaders to enable individuals and teams to be more productive, engaged, and participate to accelerate the growth of the organization. During this show, we discuss workplace communication, empowering employees, how to deal with new employees, and the entrepreneurial lifestyle movement.    Main Questions Asked: What made you leave the corporate world and become an entrepreneur? What do you mean by ‘empowering employees?' How will empowering employees increase your competitive advantage? How do you have a structure where there's no manager, but make sure new employees have a direct superior, to have someone to go to? Is there a movement toward entrepreneurial lifestyle and independent contracting jobs? Why did you decide to write a book that slams operational excellence and leadership as we know it?   Key Lessons Learned: Your employees are most important, as they are the ones operating your company. If you can't get your employees engaged, then you will never be able to grow your business profitably. We have a 1 in 3 million chance we will run into an employee, boss, customer, and supplier that thinks and behaves the same way we do. This explains why there is so much conflict and poor communication in the workplace.   Empowering Employees The empowerment of employees is all about autonomy. The management hierarchy that most businesses are built on was derived from the military, and is now out of date. Today's employees are the most highly educated that have ever been in the workforce throughout history. Employees today don't like being delegated down to, and are smart enough to not have to be. Zappos is an example of a company that has changed the structure so there are no managers.   Achieving Empowerment Put people in cross-functional teams. This helps improve their experience, morale, and communication. Get rid of formal management and have team leaders who are self-selected by the teams. Create a community of people on the front line, and create the tools to get the communication from those teams to the people that matter.   Operational Empowerment Every business has a series of operations such as the sales process and marketing systems. Empowering people is the key to a competitive advantage because it is the best way to service your customers.   New Team Members Integrate team members into the interviewing process. Skills can be learned, but you can't train people to ‘fit' and force people to have the right dynamic. Hire for ‘fit' relative to the community and culture of the team. Building a team of people who work well together matters more than them working well with the boss.   Entrepreneurial Lifestyle Movement The entrepreneurial lifestyle is more attractive to employees, as there is more independence. This movement allows people to have multiple streams of income. The millennials want the autonomy and variety that is offered by this lifestyle. Millennials are resistant to fit inside a mold.   Subscribe to the show in iTunes or Stitcher Radio! The music in today's episode was written by The Danger Os and produced by Nick Palmer. Check them out at https://www.facebook.com/thedangerosmakemusic    Links to Resources Mentioned Casemore & Co Free Chapter