Podcasts about managing partners

On today's episode, Dr. Mark Costes sits down with Matt Mulcock, CFP and Managing Partner at Dentist Advisors, for a practical conversation on financial planning throughout the full arc of a dentist's career. Matt breaks down how new graduates should think about student debt, liquidity, retirement savings, and preparing for practice ownership without rushing the process. He and Mark also discuss mid-career priorities like emergency funds, maximizing retirement accounts, profit sharing, and building liquidity both personally and inside the practice.  Later, they explore what late-career dentists should consider when preparing for an exit, including how much to rely on the sale of the practice, why rural practices can be harder to liquidate, and the importance of building assets outside the business. Matt emphasizes that intentional planning, organization, and smart investing early on can help dentists reduce financial stress and create more options for the future. Be sure to check out the full episode from the Dentalpreneur Podcast! EPISODE RESOURCES https://dentistadvisors.com/lp/book-free-consultation-dsi https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast

Nasir Ali, Managing Partner of Rise360 Ventures, explains how to build a manufactured housing investment business that scales without you by acquiring underperforming communities, filling vacancies, and earning passive income from lot rent. He shares how to start with limited capital, why he targets communities of at least 50 units, and how owning the land instead of the homes removes typical landlord headaches. Learn more at https://rise360ventures.com/

According to The Independent, security researchers have uncovered what they believe to be the first ever instance of an artificial intelligence agent executing a cyber attack from start to finish without human assistance. In this episode, host Amanda Glassner is joined by Heather Engel, Managing Partner at Strategic Cyber Partners, to discuss. To learn more about today's stories, visit https://cybercrimewire.com • For more on cybersecurity, visit us at https://cybersecurityventures.com.

Welcome to episode 262 of Sports Management Podcast. Today's guest is Mike Carney, Co-Founder and Managing Partner of On Deck Partners. Before building one of the most innovative ownership groups in Minor League Baseball, Mike worked as an engineer at NASA before leading business strategy for the Washington Nationals. In this episode, he shares why great sports organizations start with solving problems for fans. In this episode, we spoke about: Transitioning from NASA to professional sports Building community-first sports organizations Why fan experience drives long-term value The future of private equity in sports Episode Time Stamps 00:00 From NASA to Sports 00:17 Why Engineers Fit Sports 02:22 Joining the Washington Nationals 03:28 Business Strategy Explained 04:37 Solving Fan Problems 06:13 The Future of Fan Engagement 08:31 Building On Deck Partners 10:45 Creating Community Value 14:58 Private Equity in Sports 16:18 The Modern Fan Experience 18:33 Lessons from Sports Leadership 22:05 Why Transparency Matters 23:32 Advice for Future Sports Professionals 25:45 Inside On Deck Partners   Follow Sports Management Podcast on social media Instagram Twitter LinkedIn YouTube www.sportsmanagementpodcast.com

In der 380. Episode von Irgendwas mit Recht spricht Marc mit Dr. Friedrich Gebert und Dr. Christof Schneider von ARQIS. Friedrich ist Managing Partner, Christof leitet als Partner den Bereich Legal Innovation and AI. Beide erzählen von ihrem Weg zwischen Aktienrecht, M&A und Legal Tech und zeigen, wie ARQIS Abläufe wie die Chain-of-Title-Prüfung in der Due Diligence digitalisiert und für agentisches Arbeiten vorbereitet. Es geht um den Wandel vom Stundenhonorar hin zu Festpreisen, um die Aufbereitung interner Prozesse für den KI-Einsatz und um die Ausbildung des Nachwuchses, wenn KI-gestützte Simulationen klassische Lernkurven ergänzen. Warum verändert die W&I-Versicherung den M&A-Markt nachhaltiger als gedacht? Wieso sehen beide im Rechtsmarkt bislang keinen KI-Hype? Wie lässt sich anwaltliche Arbeit jenseits der Stunde bepreisen? Und welche neuen Mandantengruppen erreicht eine Kanzlei künftig durch mehr Preistransparenz? Antworten auf diese und viele weitere Fragen erhaltet Ihr in dieser Folge von IMR. Viel Spaß!

Et si le métier de banquier d'affaires pouvait redevenir une aventure humaine ?Aujourd'hui, c'est une rediffusion de mon épisode From Within, dans lequel je recevais Jacques Ittah, Managing Partner de Wil Partners et fondateur de la Fondation Florence.Après un parcours singulier – du droit au conseil, de la banque à l'entrepreneuriat – Jacques partage une vision rare de son métier : celle d'un accompagnement profondément humain, où chaque deal est avant tout une rencontre.Au fil de la conversation, il évoque :la solitude des dirigeants et la valeur du regard extérieur d'une personne de confiance,la place de l'intuition, de l'instinct et de l'écoute dans un univers dominé par les chiffres,la naissance de la Fondation Florence, et son engagement pour l'égalité des chances auprès des étudiants boursiers,la culture de l'exemplarité avec la gratitude comme moteur de vie et de réussite, la conviction que l'impact durable naît de gestes simples, répétés avec constance.Une conversation profonde, empreinte de bienveillance et de clarté, où Jacques Ittah questionne la finalité de son métier, le sens du succès et la place de l'humain dans la finance — et où l'on découvre qu'au cœur des chiffres, reste avant tout une quête de sens et de lien.Liens utiles:Fondation Florence : https://www.fondationflorence.orgJacques Ittah: https://www.linkedin.com/in/jacques-ittah-369a2b43/ ***************************Cet épisode est produit et animé par Solenne Niedercorn, fondatrice de Finscale.Finscale, c'est bien plus qu'un podcast. C'est un écosystème qui connecte les acteurs clés du secteur financier à travers du Networking, du coaching et des partenariats.

Gonzalo Matta Managing Partner Latin America Wall Chase Mujeres Todo Terreno

Join hosts Heather Osmond of Osmond Designs and her guest, Tanner Olson, as they discuss the thriving Commercial Real Estate market here in Utah and how people just like you can invest. Tanner Olson is the Managing Partner at Legend Commercial.  For more information about Heather Osmond and Osmond Designs, visit their website or Facebook page.

We break down Amazon and Apple's latest quarters with both stocks heading in opposite directions today. Then, Thoma Bravo Managing Partner Holden Spaht joins to discuss how he's looking at the software sector right now. Plus, Kalshi Board Member Brian Quintenz joins with his reaction to New York State suing the prediction market company today. Squawk on the Street Disclaimer Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode of the ETA Insider Podcast, we continue celebrating our 10-year podcast anniversary with Steve Groya, Managing Partner at Aldine Capital Partners, returning to the show a decade after his first conversation with us. As Aldine prepares to hold the final close on its fifth fund — a lower middle market vehicle investing both mezzanine and equity in $3–6 million EBITDA businesses — Steve reflects on what has held true over ten years and what has surprised him. From his non-traditional start in public accounting and investment banking to his own stint as an independent sponsor, Steve digs into why capital structure is everything, how over-equitizing at entry can save a deal when the unpredictable inevitably happens, and why staying disciplined in the lower middle market beats chasing the shiny object of bigger AUM. Released July 31, 2026.

Competing in a Future World of Infinite Intelligence Navigation: Intro From Knowledge Workers to Judgment Workers The AI-Native Company: Org, Hiring, Culture The Human Element: Are We Underestimating It? Scenarios Our Take Conclusion Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show:   Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Nuno Gonçalves Pedro Introduction Welcome to episode 79 of Tech DECIPHERED. Today, we take a leap into the big unknown. This is a thesis episode, not your classic analysis, in-depth sharing episode. The big idea for this episode is that we may be approaching the cognitive age, and how would one, or how would a company compete in a world of infinite intelligence? The big idea, again, is that intelligence, which has been mostly scarce and expensive for all of human history, might become abundant and cheap. If that happens, what happens to work, what happens to companies, what happens to society? This episode will be really framing a lot of these discussions. From knowledge workers to judgment workers, addressing the AI native company and how does that change, going into the human element and whether or not we’re underestimating it, and finally, ending up going into scenarios, feasible scenarios of a future where, well, intelligence is abundant. Intelligence is quasi-infinite or infinite itself.Bertrand Schmitt Yes. Big questions for this episode 79. From Knowledge Workers to Judgment Workers We can start with from knowledge workers to judgment workers. Let’s go back first to how came the knowledge worker. It’s a 20th-century invention from Peter Drucker in 1959. The idea here is that that category might be splitting. The production of knowledge itself is on its way to being commoditized by AI. However, our perspective is that judgment around production of knowledge is not disappearing and is staying for a bit control managed by humans. What’s your take on this, Nuno? Do you agree with this split?Nuno Gonçalves Pedro I think it’s a little bit more profound than that. It’s not just judgment. Definitely, human judgment will be needed. We’ve seen agents perform all sorts of funny things in the wrong way when left alone to their own devices. Even some very well-known AI researchers coming forward and saying, “Hey, I tried to use this myself, and actually I messed up some of my systems,” or “I messed some of my code. I messed up some of my flows for a period of time.” I think just having human-in-the-loop from a judgment standpoint will be needed for a significant amount of time. That is something you can’t just delegate into machines, into algorithms, et cetera. The second part is, ultimately, there needs to be contextualization, and that contextualization, I think, comes from two forms. One from actual data, where the machine, I think, at some point will catch up, or the machines will catch up. The algorithms, at some point, on the data analysis will get better and better and have probably the closest to the truth that you can get, minus all the biases that are in the data, just to be clear, because data has a ton of biases. We’ve looked at this in the past and discussed it at prior episodes. But maybe on that, I think the machine has a chance to catch up, or the machines have a chance to catch up, so there’s less of distinctiveness from the human standpoint. But then, on just the attributes, the ability when you’re judging some situation, you’re in the middle of the situation. You’re judging the person and how it’s acting, in some ways, a lot of the things that end up happening, end up happening because there’s human interaction. There’s someone on the other side. I see how they’re delivering the message, how they’re implicating. We’ll talk about it later in the context of the organization and what changes in companies. I don’t think it’s just judgment. I think there’s a little bit more than that. One of the reasons I went to the dark side of management early on in my career from being an engineer was Peter Drucker and this notion of the knowledge worker, which he later on reemphasized with the publishing of his book, which for me was seminal and defined a lot of my career in life, the post-capitalist society, which is this notion that information rich and information poor is going to be the key distinctiveness that will happen in the world. The two big camps, information rich, information poor, which links back to this invention of the term knowledge worker, that knowledge is going to be key in some ways. I think that’s what we’ve seen for the last decades. Again, I think judgment is not going anywhere, but I think it’s beyond judgment. There’s elements of humanity and involvement that won’t go away anytime soon, where human-in-the-loop are particularly critical. We’ll discuss later some scenarios, but for me, that’s my stick in the ground. I think human-in-the-loop is going to be critical for many decades to come.Bertrand Schmitt While we are talking about all of this, and we share some possible scenarios, there is always that question. This is moving so fast right now. If you think about AI 10 years ago, AI 5 years ago, AI with the launch of ChatGPT 3, and then AI the past 2 years, now we have agents that are running at scale. Things are moving very fast. I can tell you, me in 6 months, the change has been pretty dramatic in terms of what I can use AI for. There is always that question that whatever we are thinking about cannot just be connected to what we were able to do 6 months ago or even today, we have to think and project ourselves at least in the next 6–12 months. Of course, we can go beyond that, and we will do that with some future scenarios, but it’s a very fast-moving, and it’s not clear yet where are the limits.Nuno Gonçalves Pedro I think that’s a very fair point. Let me try to analyze things that I don’t think will change anytime soon for the next few years. Agreed with you that many things will change, and we’ll have a lot better tools, platforms out there. That will be difficult to predict what exactly won’t change. I think there’s elements of humanity, and some of them do relate to judgment, like having good or bad taste, having a view on it, on whether something looks good or bad. Obviously, all of this sometimes is subjective, but some of it may not be as subjective as people think it is. The elements of contextualization. I think a little bit going back to what we did at Chamaeleon ourselves, where we built this platform, Mantis, and the objective of building Mantis was not really to replace us, was that it was a core augmentation layer in some ways that we would use investment or investor judgment as humans in the loop to systematize pattern recognition and a variety of other things, but that Mantis would really elevate all that judgment, not just in terms of timing, us being more productive, but also in terms of the quality of the decisions we’re making. Think of it as a little bit like having our human judgment in the context of operating Chamaeleon at a higher altitude, where we are more aware of the things that are happening and how they actually happen. The ability to really get to the data pieces and then make decisions on top of that that generate the needed alpha in our case for investors. What I mean by this is I think there’s always going to be core elements of humanity that I do think are going to be difficult for the machines to replace. For example, the taste piece people are like, “I can figure out what’s the taste in the market.” Yeah, but that’s mainstream. That doesn’t identify what’s the next big thing, which normally doesn’t start from mainstream. It starts from something else. It could start from opinion leaders and influencers. It could start by someone having a different way of addressing a problem and having a solution that hasn’t been thought through. For example, elements of creativity, I think, in human judgment and in human operations is something that I feel the machine will still have difficulty to replace.Bertrand Schmitt Let’s not forget how today current algorithms are working by feeding them enormous quantity of data, actually as much data as we can find. Finding more data is becoming a limitation these days. What it means is that it’s very hard for AI to think beyond its training data. There is some level of logic that’s being added, but at the same time, take the launch of the iPhone. What was the opinion before launch? Is that no, it doesn’t make sense. Not enough battery life, no keyboard, no this, no that. If you just base your analysis on what’s written out there, what’s being sold out there, you would just say, “It’s going to fail.” AI might really follow that more generic advice and perspective because that’s what in the training data and that’s what they’re in volume. It’s, of course, raising a lot of questions of, how do you improve the quality of the training data? How do you separate the weed from the chaff? There are a lot of questions there, and obviously, it will get better over time. But it’s still a critical part of how it’s working today. It won’t be that easy to change. I really like your point regarding Mantis, and I will say in general, platforms that you build with AI or leveraging AI capacity. Because when we say knowledge production is going to disappear, but we’ll keep judgment, it will be a different type of judgment because the quantity and quality of knowledge we will have in front of us to build our judgment will be very different. If suddenly we have for free the work of 10 interns or 5 junior analysts or whatever, and you can run that on nearly anything you do in life or at work, it’s completely dramatic. Your judgment was not used to be exercised so often because often you were missing quality data to have a judgment. Before it was a lot of finger in the wind and trying to smell something, but you didn’t have enough to make a serious analysis. Except if you are working as a strategy consultant, as you used to do, Nuno. That part is actually quite interesting. That the judgment itself will be exercised much more often and hopefully on the base of much more in-depth analysis for a lot of things. We will work very differently.Nuno Gonçalves Pedro We will go in-depth, faster and more fact-based, more data-based along the way. The question some of you might have right now is, is there some judgment that’s going to go away? Is there some judgment? We seem to be defining that there’s this organization, we’ll talk about it later, that goes from doers more into deciders. I think there’s some nuances to that, so I’ll just hit pause on that. In terms of judgment, obviously, there’s judgment that has been hidden over the years under the pretense of being wisdom, but it’s actually not wisdom. It’s just repetitive tasking, and it’s rules-based for the most. There’s a lot of judgment done, in particular in the white-collar space, that you could say it’s just reps. People have been doing it all along like that, and so therefore to say, “I’ve done it before like this, so I’ll do it the same way.” There’s actually no best in class, no analysis, no nothing. It’s just, “I’ve done it like that before.” I think that type of judgment will disappear because, again, algorithms will be as good, if not much better at that. They’ll be better at figuring out, actually, this would be the better way to do this. That’s how you play it forward. Then the question is, if there are fundamental, wise people in the organization, people that can really take that more complex elements of judgment, how do you go from the world we have today, which is a world of apprenticeship, where people come out of college, they go and work, and they learn their way, and therefore, hopefully over time, some of them, not all of them, we know that, but some of them will develop that wisdom to be great decision makers 15, 20 years down the road? How do we do that in a world that now is saying, “I don’t need people out of college because I can do it myself, and I can do individual contributor, and I can have agents doing the work that would require some manifestation of management in the middle.” Basically, “I don’t need this stuff. I don’t need you.” It’s a little bit the story we’re in. How do you create then this apprenticeship? How do we create then wisdom? My two cents on that is that wisdom, because of what we were just discussing and what, for example, myself and Bertrand was just saying, because of more often interactions with more data-stressed information and insights, what will happen is people will get better through their own reps in whatever form they’re doing, in day-to-day life, in internships, et cetera. In some ways, that will create the accelerated growth. It’s a little bit the interactions with agents and the interactions with our beloved AI algorithms that will create that growth over time and maybe not as much with other people. That still leaves the question around social interactions, but that’s probably the way this gets sorted. Apprenticeship gets sorted through the machine and the human having more interactions in effect.Bertrand Schmitt I agree with you because when we talk about apprenticeship, in some ways a lot of time was wasted on stuff that were not that important. But in a way, that was the price you had to pay in order to be there when people make the big decision to try to get some wisdom from that one hour of interactions that’s really useful and make a difference out of your full week. But the rest of your full week was just basic stuff that you had to do like a machine in a way. Why not let a machine do that? That, for me, is a big question. You could argue there is a transition period where it could be hard. For instance, if you can work hand in hand with AI smartly while you are doing your 4, 5 years of universities, you could graduate with a very different knowledge, perspective, judgment, skill set than anyone who graduated 5 years ago. I think that part will require a question around, “How do you change education?” You see what I mean? If you keep education the same way, expecting that the output is someone that should go now into 5 years of apprenticeship, that’s not going to work because companies will be, “No apprenticeship anymore.” On the contrary, you have to come much more knowledgeable and ready to use the tools. The tools are so efficient that the bar pretty high. You need to come already very well-grounded. If the education is not doing their job, that will be trouble. That part for me, I think is often forgotten. In some ways, the new-found importance of universities as a place to, and not just universities, the trade to really deliver people who are ready for the workforce. If on the business side, the expectation can change, of course, you have to change the education on the other side. My worry probably right now is that it doesn’t look like universities are in touch with what businesses are looking for, businesses are working on. Of course, that’s very worrisome because the cost of university has increased very significantly. It’s not clear quality of education has improved at all. If anything, it could be the opposite. It’s pretty scary. Of course, it’s going to raise a lot of questions. How much is education worth in that type of situation? Maybe another point because we talk a lot about apprenticeship, how this stuff was useful, but at the same time, if we go back in time, not long ago in the ’50s, if you wanted to be a developer, for instance, ’50s, ’60s, the job was very different. There was barely any programmation language out there. You had to use punch cards. Your time truly spent doing the coding was very limited. Once you had your stuff working, then, the debugging was a total nightmare. My point is that no one is looking back to that time saying, “You know what? It was great. It was a great way to learn and to do an apprenticeship for 5 years. To do that crappy job of punching cards for the boss.” There was little value in this. Guess what? Everyone is happy it’s not being done anymore by anyone. I think we also have to see what AI is bringing in a similar way is that everyone’s job is going to become quite different. There are a lot of big parts of the job who are not going to look back with fondness. Just looking back as, “Wow, that was very machine-like type of job. I’m glad I’m done with it.” People will want to jump directly to the next step. You don’t need to go to the punch card phase to be able to be a good developer for the past 40 years. I guess it will be the same with AI.Nuno Gonçalves Pedro I think so. The difficulty we have as humans is to also visualize dramatically different scenarios and landscapes, professionally. It’s difficult for us to anticipate what are the jobs of the future. Jobs have changed a lot in the last few decades, not even the last century. What people do, the migration initially from the agricultural society to then the industrial society to then the services society, and in some ways, the shift within the services industry, and now we’re seeing another shift, so we can’t really anticipate what those jobs look like. Back to your point on education, because I think that’s a very important point. If you’re right now an undergraduate student or a postgraduate student, for that matter, and you’re not figuring out your own mechanisms of learning outside of your syllabus, outside of what your professors are telling you, et cetera, you’re going to face very difficult times. If you’re not right now using all these AI tools proficiently, all these cycles of vibe coding, co-working, et cetera, with agents in the mix, you’re going to have a really tough time. If you’re not at this point in time as proficient as someone like myself or Bertrand, and given that we’re nerds, we’re relatively proficient with a lot of these tools that are out there. On top of it, some of us have our own platforms in-house. If you’re not as proficient as we are with those tools, you’re going to have a very difficult time because then people like us won’t need you. I think that’s the sad truth. It’s like at some point, if you’re not needed, you’re not needed. Then again, you may find something else that’s more interesting for you to do. Start your own company, go join a new exciting job doing whatever it is that you need to do next, et cetera. But again, I think the bar is very high. If you’re in college right now, again, undergrad, postgraduate, this is the time of transition. This is the worst time. It’s not the best time, it’s the worst time. Because education and all these institutions haven’t adapted to it yet. You need to adapt. You need to adapt. You need to adapt. If you don’t, you’re going to pay for it, not just in the loans you need to repay, but also in terms of actually having difficulty finding your career path in those first few critical years.Bertrand Schmitt You need to be especially proactive when you’re facing this type of period where businesses are adapting as fast as they can because they all know it’s going to be survival of the fittest very quickly. Universities typically are working on a very different pace, and it’s pretty guaranteed they are not going to have adapted as fast as businesses. In time of big dramatic change, it will be trouble. It will be trouble. Yes, you will have not fun. Not saying it was part of the deal when you sign up for that loan and decided to go for university. But that’s life. There has been issues before. It’s not the first time. You have to do something about it. You talk about your perspective about, “Hey, why do we need you if you are not already fluent and very efficient with these tools and stuff?” The truth, in some ways, it’s even worse than that. Each time we spend with someone who is not efficient with all of this is less time we spend with the tools that are already providing magic for us.Nuno Gonçalves Pedro Exactly.Bertrand Schmitt It’s a very big choice of, “Hey, do I spend more time training this person?” Do I just… there is an opportunity cost. Or, do I spend more time staying at light speed? Why do I slow down to do something else in the hope that maybe I will get to return versus the light speed I’m already on? It’s a lot of tension. Again, it’s certainly new. But if we want to look back, I think you talk about the switch from agriculture and society, industrial society, and now the service industry. The reality is that, yes, we have made dramatic changes in the past before. 140 years ago, we were 90% agricultural society in Europe, in the US, 90% of us. Today, it’s what? 2%. So my point is that that’s a normal evolution. There is no progress without change. Sometimes the rate of change is soft, and sometimes you have a step function. Now it’s a step function, and it’s also a pretty fast step function. Before, it could take decades to get new stuff being put in place, to have electricity come up, this or that. Now we see that the rate of investment in AI is insane, way beyond anything we have seen before. Two, in a way, a lot of the architecture behind the scene was already there to support an even faster transition. What’s new might be the pace of the transition, how unnatural it might look. But at the same time, if you put yourself in the shoes of someone who lived 150 years ago, I mean, this was also a dramatic change for them. From horses to cars to planes to rockets, pretty big change, maybe even bigger change.Nuno Gonçalves Pedro Maybe the silver lining, just to bookend this section, is one, there will be new roles. There are a lot of things we can’t anticipate. There will be new roles, there will be new jobs being created, and new things that we can’t really quite grasp yet. The second part is that the rules are changing, and they’re changing, I would say, in general, for the better. If you are a decision-maker or an organization, and you still have your job, you’re probably making more important decisions with more data, with more tooling around you, with less red tape, hopefully over time. I know that will not hold true for all the big corporations out there that are listening to us, but it is starting to happen. Things are making an impact on how decision-making is made. There’s less and less red tape along the way in certain organizations. There are more and more fact-based discussions happening as we move along. The silver lining is better jobs, more jobs, different jobs in the future, hopefully as well. Secondly, the second part of the silver line is that the jobs that exist today, hopefully, will be more interesting, certainly on the knowledge space and on this judgment space that we’re now introducing as part of this episode. The AI-Native Company: Org, Hiring, Culture Switching gears, maybe to how does that shift? How does the company of the future look like? How does an AI native company look like? I feel there are a lot of discussions on, “Oh, you only need one person to run everything.” Let’s not go to that level. We’ve had a couple of episodes where we focused on AI as your co-founder and a couple of other elements that you guys can go back to. Let’s focus on a more evolutionary view of what’s happening to organizations, and maybe start with the org structure. In general, we should see more flat organizations where mid-level managers have to justify their pay in some ways because middle management are routers. They are normally routing tasks. It’s sometimes aggregating it, synthesizing it, and pulling it back up. Guess what? AI and agents in general are very good at that. The synthesis piece, et cetera, is not as well needed. One could say there are several elements of middle management that are valuable, like the coaching of people, the creation of apprentices, and the accountability that comes with some of middle management. But lo and behold, most of middle management is seen as a little bit of a thin line that doesn’t need to necessarily exist. I feel we’re moving into a world of smaller teams, more senior teams, where there’s more judgment at the top, where you’ll have people that both do a mix of what we used to call management in its new form, but also a lot of individual contribution. If you’re not used to that, if you’re not used anymore to be an individual in the future, again, and if you’re a very senior in an organization, maybe this is the right time to either reinvent yourself, find some other job that doesn’t require as much of that, which we’ll have plenty of those jobs for the next few decades, or maybe retire. I’ve actually, shockingly enough, seen people who have said, “You know what? This thing is changing too fast, too dramatically. My industry is changing quite aggressively right now. I’m about to retire in a couple of years. I’m just going to retire now.” I’ve literally met two people who have done that. Again, there’s nothing wrong about it. I think we’re, again, going through a step function and a huge shift, but figuring out where you fit in this new model of organizations, more senior at the top, smaller teams, more of a mix of individual contribution with management than ever was done before.Bertrand Schmitt I agree with you. In some ways, I’m not surprised that some people might say, “You know what? It’s now time to retire.” I feel a bit sad, maybe because it means you don’t like to keep reinventing yourself and changing your habits and thinking about new stuff. You were a creature of habits, I would say, if that’s your conclusion. But everyone is entitled to their own opinion, obviously, and a way of life. I guess that’s what happened, again, at regular times in the past in terms of big change. What I can see is that the rise of, you can call it the full-stack individual, someone who will have multiple roles inside the team. Before, you had to really separate the role. Especially in the US, there is such a clear separation between every role you can have in a company. Let’s take a tech company. You will have people doing design, people doing different types of designs, people doing front-end development, back-end development, and operations. You see step-by-step hyper-specialization. I have seen that, and it’s true that the level of complexity you had to deal with at some point requires some level of hyper-specialization because it will take you 6, 12 months in order to be really, really strong on a specific topic, a specific language. God forbid, trying to go deep into something that you had no real experience into. But I feel with AI, it’s a big change, actually. It’s the opportunity to go beyond that. It’s the opportunity to do more, to touch more. You can combine designing and shipping code, product managing and shipping code, being an analyst and deploying. Of course, we have to think how it works because putting a marketer shipping code to production, maybe that will get you into trouble. But I think that there must be some change. We see it changing dramatically, how fast we can get into something, something different from what we are used to. I think it would be crazy not to take that opportunity to dramatically change the scope of many positions and put an end to that hyper-specialization. I think for me, in some ways, hyper-specialization was bad. There is only so much you want to be a specialist in because a lot of things, a lot of opportunities are actually coming from the mixing of many different ideas, many different perspectives, and you lose if you go to hyper-specialization.Nuno Gonçalves Pedro I don’t think the age that is coming is the age of the generalist. I think it’s going to be the age of the multispecialist. We’re going to go into an age of multispecialization, which is a little bit, we’ve mentioned it as well in the past, what Amazon defines as an athlete or T-shaped or pie-shaped people, people that have on top an amazing ability to do general management, strategy, managing teams, et cetera, then have spikes. Spikes into business development, corporate development, product management, whatever it is. With AI and with agents, the development of those spikes, as we’ve been discussing in this episode, will actually be easier. It’s almost like a given. If you want to go deeper and deeper into a certain area, you can go much faster. I think that level of multispecialization is going to be really cool to observe. I’m not sure we’ve had an age of multispecialization over the years. Maybe people would point out, well, the Da Vinci example, people that are great across very different areas. Maybe that’s an example of multispecialization. But honestly, from my perspective, this is going to be an exciting time because of that, because you’ll have people who, instead of being just focused on this area of sales, and I only do that, they can actually and should actually do a lot of other things. So the work, as we were talking before, can be more interesting. More demanding as well, because the judgments you need to make are more complex. The context you need to actually gain needs to be gained much faster. At a level of magnitude, you haven’t been able to do it before. Talk about information overload. But actually, ultimately, the roles can be a lot more interesting, a lot more exciting, because I can jump around. If I’m an investor, in this case, we have two investors on this conversation. But if I’m an investor, one of the things that we start looking at is actually not just looking at a startup as, is this startup doing something in AI or not? Is it AI-enabled or not? Is it an AI platform or not? But actually, more fundamentally, is this an AI native startup? Meaning, organizationally, culturally, is this the company that’s already in the AI age? How is the team working? How are they defining things? It’s not just that they only have two or three people. It’s like, what are those two or three people doing? How are they doing it? What cadence are they doing it on? What tools are they using? How are they making decisions? I feel we’re still actually relatively early on that track. It’s very interesting because we’ve had all these companies raising mega rounds. First round out, we invested in one of them, but there have been many frontier labs out there raising a ton of money. But a lot of them don’t have a fundamentally different way of doing business. Of organizing themselves, of how they do the day-to-day. Although they’re working on cutting-edge stuff, with very notable exceptions, they’re actually not using it themselves. They’re not actually shifting how they do stuff themselves.Bertrand Schmitt For me, that’s very interesting because in the past, I used to be quite conservative on how you manage and run a company in the sense that if you’re already in tech, if you are already on the cutting edge of what technology can deliver, and this and that, don’t waste time trying to invent a new org structure. Just focus on delivering something great, amazing, and be great at technologies. That’s already your huge differentiator. At the time, there was no real reason to innovate on the team organization. I have seen so many teams that tried to innovate, and it was just catastrophic because there was not much to innovate on, because we had decades of optimization that we could leverage. There was no reason to invent. But here it’s very different. There is a dramatic shift in how you can organize differently a company. I don’t think there are any blueprints yet on what’s the best way to do it because it’s too new. But at the same time, I would feel very bad to invest or support a company that first is not focused on AI or AI-enabled, but at the same time is not trying to innovate on the team itself. Because if you don’t do that, you’re going to get killed by someone who is going to innovate better than you on not just the product, but on the org as well.Nuno Gonçalves Pedro Indeed. The shifts are pretty substantial. If you look, for example, just at hiring, what do you hire for? Certainly, there’s this element of the multispecialized orchestrator, which normally will be someone with quite a lot of wisdom and expertise. It doesn’t necessarily mean someone who’s old, but someone who has the ability to work with all the AI tooling and platforms out there and be an orchestrator of agents. Why do they make judgments, make decisions, move stuff forward really, really, really quickly? Again, those jobs are going to be the best jobs. The second part, I think that is very interesting, around hiring, is you’re going to skew towards the elements that are potentially either very aligned with the use of AI tooling and platform, AI expertise, or being AI native, or someone who’s used to using AI. That’s one side of the fence. On the other side, you’re going to actually be optimizing to hire people that have the characteristics that will be difficult for AI to replace immediately, like taste and the notion of fundamental accountability and notion of implications, the notion of how you affect change in organizations, how you affect change in individuals, the elements of coaching, and beyond coaching. You’ll be optimizing for those kinds of hires as well. Then, last but not least, for me, I feel that there is a momentum already happening. I think it will happen even more, which is the tendency to under-hire rather than over-hire. The moment of the good old days of blitz scaling, “Oh, let me go and hire 300 people to scale my go-to-market and just land grab market.” Now, that’s not how it’s going to work. People are going to try and first get the efficiencies in-house with top talent and see if there’s, at the end, the need to hire more people or not, rather than the other way around. I think the issue here is a little bit of what we alluded to before in this episode. There is a tax on individuals. If you hire more people, you’ll have to manage people, you’ll have to work with them, et cetera. If I don’t need to, I might as well work with the agents that the tools and platforms that I use give me access to. Because that’s a world that’s much more efficient, right?Bertrand Schmitt I’m in total agreement with you on this. It’s definitely raising way more questions than before because, again, on one side, you have the product, the technology used to build products that are completely different. At the same time, all of this is also enabling new ways to design organizations and to scale differently, especially in a world where, as we have seen in 3, 6, and 12 months, stuff that you thought were impossible are suddenly becoming possible. So you’re, “Hey, I’m going to scale and burn a shitload of money for 6 months before I know if there is any return.” Versus, “You know what? Maybe I just wait 6 months. The AI has improved enough so that we don’t need this new team. We don’t need these people to do stuff.” Because actually, if you just wait 6 months, we will have stuff coming for free from either new AI models or new AI tools or this or that. If you remember, we used to say that in mobile, things were going three times as fast as on the web in terms of pace of innovation and speed of development and stuff. I mean, with AI, it’s 5X mobile.Nuno Gonçalves Pedro Maybe even more. Yes, well.Bertrand Schmitt Maybe even more, maybe 10X. Every assumption around blitz scaling or scaling in general was based on past assumptions. It’s not based on how is the industry evolving today. Might make more sense for you to really grow your agents and spend more money on more tokens. I remember, of course, Jensen is selling his business interest, but he was saying, “Hey, for each one of my 450K engineers, he better spend 250K in tokens a year.” I’m not saying it’s the right way to say it, but I think there is some truth in it, and that would be something to think about. Have we maxed out the token usage per employee? I’m not talking in a stupid way because token maxing and wasting money has no value and is as stupid as it gets. But if you are truly getting a return on these tokens, can you use more? Can you generate more? Can you create more loops so that one engineer manages not just 10 agents, but 50 agents, but 200 agents? I think that’s the big question. We’re trying to add more people. More people means more management, more issues, more this, more that. That would be a fair question. Another piece of the puzzle is how do you build in a way your… I don’t know if it’s a digital twin, but more like the digital version of your companies represented by agents. How do you make sure that everything you do as a business is truly captured, is truly leveraged so that your agents are getting better and better? Not just because the model gets better, but because you are putting more data into it, because it has more opportunity to learn, and as a result, gets better at your specific business.Nuno Gonçalves Pedro The next big thing is culture. How does culture change? I think the biggest shift that I see is, why would you do meetings all the time?Bertrand Schmitt Yes.Nuno Gonçalves Pedro At least at Chamaeleon, we have a very small team, just by the way. We have a very small team at Chamaeleon. We’ve reduced by way more than 50% the time we spend on meetings between each other across the board, one-on-ones, partner meetings, et cetera. I think we’re really pushing to be more and more asynchronous. There’s stuff you can process via message. I was just asking one of my colleagues, “Can you just send me that prompt for that so I can just do that on CoWork?” Or “Can I just go on Mantis and do this? Can you tell me the cycle?” Or vice versa. Basically, it’s a little bit like you’re just going to do it. I don’t need to meet. I don’t need to meet all the time. There are some things where we still need to meet and interact, and we need to brainstorm at times, and we need to go to a different level of abstraction on the top end. Then on the lower end, there might be things that are a little bit more specific and governance-related and operational-related that we need to agree on that are more sticky. But otherwise, the culture is going to be biased towards build. “Go and do it,” rather than, “Let’s do a meeting.”Bertrand Schmitt Yes.Nuno Gonçalves Pedro Async is the thing. I’m more and more like we have a couple of interns this summer. “Can we async this?” They’re like, “What does that mean?” “Can we make this interaction asynchronous?” Because synchronous interactions for me are very expensive. Can you send me something that I can process, and then I can send it back to you? We don’t waste time on you giving me context and whatever. Then I’m not ready quite yet because I need to process it. Maybe I’m in between two meetings that I’m actually thinking about other things in my mind.” Again, I feel that shifts how stuff is done. One, build rather than meeting. Two, asynchronous versus synchronous. In some way, millennials had it right when they shifted a lot to messaging and stuff like that. Let’s do more asynchronous rather than synchronous, those two elements from just an operating model of the company are significant. Maybe this is a good time for me just to put one parenthesis because there’s this thing that’s bugging me as we’re talking here. Everyone who is listening to us at this point in time might be saying, “Cool, but I work for this large organization. We’re just now…” Everything we’re saying here is contextualized by time. We’re giving you extreme situations. We’re looking into the future. Some companies that we’re talking about might be doing this already as we speak. Some of them might be in the process of doing this and might in the next couple of months be doing it like we are describing it here. Some of them might take years to get there. Then again, some of the companies that might take years might actually be destroyed in between or meanwhile, and be disrupted. Some of them might not because they’re in very legacy businesses, and it’s fine, and it’s okay. Again, don’t take everything that Bertrand and I are saying today as this is gospel, and it’s going to happen tomorrow, and why the hell are we not doing it? We think that aspirationally, this is where you should be moving to as an organization, whatever size you’re at. Speed will matter, as we discussed before, but not everyone, obviously, is going to move as fast as we’re describing it here.Bertrand Schmitt Yes. Me, for instance, take inspiration often with what some of the AI labs, frontier AI labs, are doing, the way they are working, especially in OpenAI and Anthropic. They are clearly at the top of the spear in terms of what is it that you can do because they have access to models we don’t have access to, because they have unlimited tokens they can use for tasks. They hire people who are, of course, 100% on AI. They are the best example of what is achievable if you have the top minds, if you have the latest models, if you have unlimited tokens. From there, you can take that for our needs and for our situation, and others in industries that are not as advanced. Definitely, you have some time. But as you say, things are moving fast, things are changing. Wall Street is going to expect better returns because when we discuss all of this, the conclusion is that you should be able to do more with less. That’s as real as it gets at some point. By the way, that’s what you see. You see better performance, a better business performance right now. So even if you might not get disrupted, you’d better start there. For some, it might take more time, and they might still be fine.Nuno Gonçalves Pedro Maybe to bookend this section, clearly what we’re saying is organizations are going to change. Their MOs are going to change, the structures are going to change. There are elements of what we discussed before in terms of judgment that are fundamental to this. The ability that in some ways, one would say a lot of the technique of getting solutions out there, even in brainstorming or problem-solving, is going to get democratized. The algorithms are able to do that. On the other hand, having points of view and having wisdom is not necessarily democratized, necessarily by the machines. It can be facilitated, it can be more productive in achieving that level of wisdom, but wisdom still will matter at the end of the day. We’re not saying that’s out of the question. Actually, that’s going to be the asset. People who have fundamental wisdom that can come to the table and frame things. We see this even today in prompt engineering, on just creating prompts. The better your prompt is, the better the outcome is going to be, the result that you get from the algorithms. That’s not going to change, in my opinion, anytime soon. That UI interaction piece is not going to change anytime soon. Again, if you’re an organization thinking through organizational structure, culture, if you’re thinking through hiring, these are some of the elements that we think will give you an opportunity, but I would actually go one step further. On the positive side, I would say, they give you arbitrage. If you’re able to move faster than your competitors and really adapt your org faster, you’ll reap the benefits faster as well. That’s what many still say and relate to as the word innovation. That’s how innovation gets accelerated. I think there’s a huge opportunity right now for arbitrage. If you move fast, experiment, experiment on new org structures, experiment with talent, you’ll know that some of them will work well, some of them will fail miserably, so you can’t experiment on literally everything. On the other side, I think the doomsday scenario is if you don’t, if you’re on the other side and your competitor is outpacing you on trying these different organizational models, structure, hiring models, and operating models, they’ll potentially just disrupt you. They’ll do stuff that you thought you had the moat on, and lo and behold, you don’t anymore. Sometimes it comes just from org, just from injection of people with a different MRO, different operating model.Bertrand Schmitt The Human Element: Are We Underestimating It? Maybe we can move to our next section about the human elements. Are we underestimating it or are we overestimating it? The three things that are a big part of the human elements, emotion, creativity, and synthesis. Is it just soft skills, replaceable part? On the contrary, is it the durable part now that we have automated intelligence?Nuno Gonçalves Pedro I’ll start with emotion first because I think it’s probably the easiest of all the ones you’ve mentioned. Emotion is key. Many of you listening to us will know this. The way you deliver a certain message, the emotion that you have when you deliver it, just in and of itself, this could be a sentence, it’s something verbal, et cetera. Makes a difference between the person or the people on the other side actually adopting it or actually just resisting it. Emotion is critical. It’s what runs the world. Everyone talks about a bunch of things, but emotion is a currency that is still naturally human. It will be, I feel, difficult for these AI tools and platforms to recreate it fully until there’s some literally very high-definition manifestation of them as avatars or some physical manifestation of them as robots and all that stuff. It will take a while for that emotion to be manifested. Emotion, I think, is still something that we as humans have as a moat, and it’s critical. As you mentioned before, I was a strategy management consultant at McKinsey, and getting people to action is actually 80% about the delivery, communication, the emotion that you surround the project itself, more than sometimes the truth. It’s great to have the truth and to have something that is similar to the truth in terms of analysis, but in some ways, that’s not what really moves change. Change is moved by, I would argue, a significant amount of emotion and alignment on emotions.Bertrand Schmitt You could argue that’s something that most politicians have perfectly understood. If you look at most campaigns these days, everything on emotions, maybe the tagline might be one word. It’s interesting when you see from that perspective that actually it’s very little on facts, very little on all of this, but more about emotion. You could argue it’s the same for businesses in the future? That’s a fair question. I think creativity is another one that’s quite important. At the same time, it’s not so easy because I must say I’m quite amazed when I’m looking for creativity from AI, either to generate the image, to generate video, to generate audio, or to generate text. AI can be pretty creative. I still think you need to control its creativity; you need to understand what’s good, what’s bad, what’s quality, but at the same time, I can see even in creative tasks, AI can be a very strong partner. I’m talking about any creative task, like invent a name for a product, let’s brainstorm the mission for the company. AI can actually be doing a pretty impressive job. That’s the type of job where you will hire experts, where you will use some of the best people in your team to help you for days. We say, “You can do quite a lot.” It’s an interesting one because I think there is some unique human creativity, and at the same time, AI can be pretty strong at creative task as well.Nuno Gonçalves Pedro I agree. In particular, if it represents benchmarking, if it represents repetition, if it represents seeing the world and then coming up with something that presents itself as creative, to be honest, it can actually outpace humans. If it’s like genuine light bulb moments of creativity, angles that haven’t been tried before, certainly not in the same way, I think humans still have the advantage. To your point, I agree. This is not a humans-win situation. On the previous one, on emotion, still, part of it is because, also on emotion, there are exchanges. You and I might be looking at each other, and from the facial expressions and the reactions, where you judge that for AI to get there, it’s going to take a long time. There’s going to be a lot of very complex algorithmic stuff put into that for AI to be able to create synthetic emotional behaviors, but creativity, I agree with you. There are a lot more nuances to it today, where AI does have significant advantages at the end of the day. Synthesis depends. Synthesis, I feel, if we’re talking about holding a bunch of messy assumptions, contextualized inputs with different layers of data adjacent to them and then trying to create and form one coherent, fully accountable point of view that you stake something on, like a decision, a company, a business unit, whatever, I think humans have the advantage. Part of it is the complexity of what we have today with generative, pre-trained transformers, today with GPTs, where the hallucination comes through, where it’s really more statistical analysis. Over time, maybe synthesis will be a forte for AI. Right now, I think we still have that ability to really be the ultimate decision-makers and judge-makers and have that wisdom put at the table to make those decisions. Honestly, models are very good on balancing both sides, so ended up, as we say in Portuguese, neither fish nor meat. It’s to balance both sides’ answers. That’s not helpful in most cases. When you’re in a difficult position where, for example, the future of a company, company is almost dying, what do you do? I’m not sure your AI algorithms that are going to give you a great solution. Because it will give you a median or average solution, which likely will lead you to a median or average outcome, which in this case would be failure. Again, on synthesis, there are some areas of advantage for human beings. If you are looking for clearly synthesized perspectives on certain elements that are maybe less edge-focused, they’re more than the normal part of the normal distribution, then probably AI agents are brilliant at that. All the tools we have today are pretty good at that, and I think they’ll just get better over time. That’s how I see synthesis.Bertrand Schmitt I think a lot of improvements will come with a better fine-tuning of agents to what’s special about your company. Because if you just take a general agent, there is only so much. It can understand your industry, your company, and your way of working. I think that part of making sure your agents are finely trained, finely tuned on your own business, so that they can give you a really well-calibrated feedback, will have a lot of importance.Nuno Gonçalves Pedro I think that’s absolutely spot on. Maybe to end it, what is definitely different about humanity? Definitely, emotion, as we discussed, some pieces of synthesis. Creativity, maybe the light bulb creativity, not the more repeatable creativity, the one that you can put and encapsulate into processes in some ways. There are elements of us being physical, which robots can’t still recreate. That’s definitely an advantage. The embodied, we’re embodied. That’s obviously a huge advantage. With that also comes advantages because we have to interpret each other, and we have to see the complexities in physicality that land to it. Is human and the human element categorical difference? If we’re having a more philosophical discussion around this, I think it is. I think it will be for at least the foreseeable future and maybe decades to come, even in whatever scenarios we’ll discuss, which is our next section, scenarios.Bertrand Schmitt I would say projecting beyond 10 years is always pretty hard on this because, again, some of the improvements we are talking about we can imagine based on how it has evolved, but at the same time, there will be disruptions in AI. Stuff that we take for granted in terms of weakness, especially, might not be there in a few years from now. Either because it has been solved through brute force or because the field will have made significant change and improvements and discoveries, making some of our points moot. If we talk about embodiment, obviously, robots are coming. How fast, how cheap? That will be a big question. Right now, they’re not very smart. They’re usually very specialized. The more we move to a more general form factor, humanoid form factor, the more I think it will change. Also, another piece of the puzzle is that we have the assumption of agents having trouble to convince humans and stuff. At some point, we keep assuming that humans in the loop. If we’re talking about agents convincing another agent, not having embodiment might be even more efficient. That will be another perspective. Going forward, we will have not just agents we control who are doing a job and scanning the job, but agents truly interacting with other agents. You have agents controlled by one person, one team in your company, working either together or maybe not confrontationally, but trying to think and having different perspectives with another agent, controlled by other teams. I don’t think we have seen much of that now. We have seen mostly agents that are controlled by one team doing one job in one direction. Not multiple teams agents working together, or against or in parallel with another team agent. I think we will see some interesting things coming out of that.Nuno Gonçalves Pedro Scenarios Switching to scenarios, we love our two-by-twos. We haven’t done one in a while. This time it’s a two by two. We have four scenarios. I think on one axis, we would have potentially the capabilities of AI. One side would be more incremental. The other side would be the extreme full AGI. I’ll define it in a bit so that we can at least have a little bit of a definitional view on what the AGI is. Then the other axis would be how gains are distributed, concentrated versus broad. Obviously, if they’re very concentrated, it’s more unequal. It only goes to a few companies, a few people, a few individuals. If it’s broad, it’s much more dispersed through society, et cetera. AGI, just to try to define it, the formal definition of it is that it’s a hypothetical AI that matches or exceeds human capabilities across virtually all cognitive and practical tasks. In some ways, AGI can learn, reason, and adapt to novel situations across any domain. Then there are several mutations on this, but there’s one notion, or rather, there are three notions that normally are across a lot of these definitions. One is generalization, ability to seamlessly transfer knowledge from one domain to another without needing retraining, which is a very impressive skill that we humans still seemingly have. Autonomy in agency, the capacity to operate independently, set goals, plan and execute complex tasks. I think AI is their issue with agents to a lot of that extent. Then, last but not least, human parity, performing economically valuable work at or above the level of a typical human knowledge worker. If you listen to one of our last episodes, you’ll realize that Bertrand and I have slightly different views on AGI, and if it’s already here or not. I think, definitionally, maybe we have slightly different views on what the definition actually is. For me, maybe AGI is a little bit more what some would call superintelligence and generalized superintelligence. Strict to census, Bertrand is more connecting to AGI as in its prime definition. It behaves as well or better than a human thing. Maybe that’s what’s leading us to differences on whether AGI has arrived or not.Bertrand Schmitt Personally, I will have a different scale where I will put AGI, as you just said, in some ways, relatively similar in performance to your average human being. On top of it, it’s able to touch different domains that most humans are not able to do. Usually, there is some level of specializations where in AI, it can be more generic. I will put ASI, Artificial Superintelligence, as clearly the step beyond. Something that, on any dimension you pick, it’s able to beat a human expert. From my perspective, I think we already discussed that, but we are at AGI already. We have AI that can do way better, not just way better, but at least as well as humans on many topics, sometimes better. Yes, there are some topics that are not for AI yet. Embodiment, for instance, to flock with your humanoid robot in 2026. For me, we are partially there or fully there in AGI. If we take the stricter definition, ASI, we are definitely not there, but my guess is that it’s moving quite fast. We might be there in a few years from now. I don’t think we are talking about multi-decades. It’s 5 years, maybe 10. Of course, there are questions because people will say, for instance, “Hey, how do you become truly super-intelligent when all your training is based on human data?” That’s not an easy one because how do you train on that? To be way better, not just a bit better, but way better. Maybe I’m going on a tangent, but some are looking at AI learning from AI, AI being taught from AI, AI fighting with AI, AI challenging AI. The same way we saw this AlphaGo moment where AI was not trained anymore, like in chess with human moves, but has been trained to play against itself. That’s when it reached superintelligence in Go. It reached superintelligence by playing against itself and basically letting go of that human baggage, if you want, and going to the next level. What I found interesting in that, actually, first, that’s what happened, but two, there was some analysis that the average level of Go players and the top players went up after AlphaGo because AlphaGo, in a way, opened doors that humans didn’t believe were open in front of them, or they didn’t see them. They didn’t see these doors, so they didn’t bother to open them. AI opened new doors, but interestingly enough, humans improved after that, thanks to AI. You see what I mean? It was an interesting, okay, that self-learning from AI was the way to go beyond the current level of human knowledge and human expertise, but at the same time, humans were able to follow up. It was not like suddenly humans are totally useless crap. They improved. Did they still beat AI? Maybe not, but it was definitely also helpful.Nuno Gonçalves Pedro Back to our scenarios. We’re going to take the definitional extreme just for argument’s sake for scenarios. We’re going to talk about maybe what you were saying, ASI rather than full AGI, but like ASI. Again, artificial superintelligence as the extreme on the one hand. Let me talk about maybe the first scenario that would come to mind. Maybe we can call it the plateau scenario. All of this was great, but it was all smoke and mirrors. They were great at some cognition stuff. They’re a great tool. At some point, they’re going to hit a wall. Hallucinations are never going to be a thing of the past. We can’t fully trust them on really hardcore stuff. We’ll gain productivity enhancements. We’ll keep gaining those productivity enhancements, but at some point in time, we really won’t reach ASI. We really will be stuck with what we have. It’s a little bit like we get the next big thing, the next big spreadsheet, the next big internet, but it’s not going to change the whole world beyond just productivity, enhancements, and amazing tools that we have available to us that makes us much better. In that scenario, the winners will continue being fast adopters, probably small and medium businesses, because there won’t be a push for maximum speed either, so they’ll catch up at some point. Then AI native companies will be better companies than other companies, but not necessarily overall disruptors across the board. It’s not necessarily a new species of companies. It’s just companies that are a little bit better at doing stuff, which we also saw during the internet phenomenon and that first big push forward and then bubble, where we had some companies that were fundamentally different on how they operated. It took us another couple of decades for companies to be more and more digitally native along the way. Basically interesting, but it’s boring. It’s like, cool, we got tools, we got promised the world. What are the implications? All these companies that are worth trillions and trillions of dollars are not worth trillions and trillions of dollars. Because at some point we’ll face competition, commoditization. It will just be tools and platforms. They will not unlock that next stage. Therefore, this will have been a bubble, and likely it would be a hard landing to that bubble. That’s the implication.Bertrand Schmitt I would just say that, yes, I agree with you, but I would just say overall, even if it stopped today in terms of quality improvement, speed or stuff, or it barely improves, I still think we will have 10 years of madness just to leverage everything that we have today.Nuno Gonçalves Pedro Understood, Bertrand. This is a scenario. I understand, but maybe we’re going to hit a wall, and we’re going to hit that wall next year, or we’re going to hit that wall in 2 years or whatever.Bertrand Schmitt Possibly. I’m just saying we still have 10 years of goodness from that big push in AI we experienced the past few years.Nuno Gonçalves Pedro Absolutely. Agreed, but it’s boring.Bertrand Schmitt It’s boring. It’s a plateau.Nuno Gonçalves Pedro It’s a plateau. The second one is more of something that we have AI, but humans in the loop are going to be critical along the way. The judgment work that we described earlier in the episode is going to be critical to everything that happens. It’s, I would call it the augmentation scenario. The AI will be a great augmentation tool for humans, but humans will never really quite stop being in the loop. Some of the gains that AI has are broadly distributed in society and in the startup, big corporation and small medium business world. Everyone will have access to them. We humans, are still very important. We have all these augmentation things, and AI is mostly benign. There will be a couple of issues, but honestly, at the end of the day, we’re just better. We’re better, faster, more data-driven, more factually current. We’re doing stuff faster, but humans

As studios contend with layoffs, hiring freezes, longer development cycles, and a growing supply of experienced talent outside traditional roles, fractional work is emerging as a potential middle ground between full-time hiring and conventional consulting. Host Devin Becker is joined by Aaron Bush, co-founder and Managing Partner of Naavik, to discuss why the company expanded from research and advisory into fractional talent, what meaningfully separates fractional leadership from contracting or staff augmentation, and how these engagements work in practice. They examine which roles fit the model, why senior talent dominates the supply pool, how studios retain knowledge after an engagement ends, and whether increased reliance on fractional experts could weaken the industry's pipeline for developing junior talent. The conversation also considers whether this is a temporary response to the current employment cycle or an early sign of studios becoming smaller permanent teams supported by flexible specialists.Check out Naavik's Fractional Talent Network: https://naavik.co/fractional-talent/ We'd like to thank Dive for making this episode possible! With its fully managed analytics and LiveOps platform built for game studios, 95% of their clients grow revenue in one year. All of that without having to hire an in-house data team. Learn more here: dive.games/scale If you like the episode, please help others find us by leaving a 5-star rating or review! And if you have any comments, requests, or feedback shoot us a note at podcast@naavik.co. Watch the episode: YouTube ChannelFor more episodes and details: Podcast WebsiteFree newsletter: Naavik DigestFollow us: Twitter | LinkedIn | WebsiteSound design by Gavin Mc Cabe.

Your weekly dose of information that keeps you up to date on the latest developments in the field of technology designed to assist people with disabilities and special needs. Special Guest: Brittany Palmer – CoFounder and CEO – Ability Lane And – Managing Partner – Adaptation Ventures Website: https://abilitylane.com Screen Time Story: https://n.pr/4w39rld INDATA Full […]

Matt Friedman founded Wing Zone in his fraternity house kitchen in 1992 with just a $500 investment. What started as a college experiment became a global brand — Wing Zone opened its first storefront steps from the University of Florida campus in 1993, and by 2000, Matt and his partner had expanded into six major college markets. In 2001, Matt launched the Wing Zone Franchise System, eventually leading a team that opened over 140 locations across the U.S. and six countries. After selling a majority interest in Wing Zone in late 2020, Matt channeled nearly three decades of franchise expertise into his next venture. Today, he serves as Managing Partner at Friedman Consulting, a franchise incubator helping emerging franchisors scale and grow. His team provides end-to-end support across franchise recruitment, branding, marketing, real estate, operations, and IT business intelligence. Matt is also the author of From Frat House to Franchising: The Wing Zone Story — an honest, behind-the-scenes look at what it truly takes to build something from nothing.

AI has been the market's biggest winner—but Barry Knapp believes the trade is entering a new phase. In this conversation with Maggie Lake, Barry Knapp, Founder and Managing Partner of Ironsides Macroeconomics, explains why he's reduced his exposure to technology stocks, why the pace of AI capital spending is likely to slow, and where he's positioning instead. The discussion also explores why the Federal Reserve's 2% inflation target was a mistake, what a Kevin Warsh-led Fed could mean for markets, why inflation is likely to stabilize around 2.5%, and why fiscal policy—not monetary policy—may be the biggest long-term risk facing investors. In this interview: • Why Barry is underweight technology stocks • Is the AI investment boom entering a new phase? • The Fed's biggest policy mistake • Kevin Warsh and the future of monetary policy • Why inflation may stabilize around 2.5% • Where Barry sees the biggest investment opportunities today • Why he believes a 10% market pullback is possible • The long-term risks of U.S. fiscal policy

What if the strongest networks in the world aren't built by asking for more—but by giving first?This week on Entrepreneurial Thinkers, I sit down with Justis Mendez, Co-Founder and Managing Partner of OneSixOne Ventures, for one of the most thoughtful conversations we've had about leadership, relationships, resilience, and the power of community. While Justis has quickly become one of the country's rising young venture capitalists, what fascinated me most wasn't the companies he's invested in—it was the philosophy that shapes the way he approaches people, opportunity, and life itself.Together, we explore how hardship can become fuel, why trust is often the greatest competitive advantage, and how creating the right environments can unlock extraordinary people and ideas. From growing up amid adversity to helping founders build companies through connection rather than transaction, Justis shares a perspective that reaches far beyond venture capital. Whether you're building a business, leading a team, or simply trying to become a better version of yourself, this conversation is a powerful reminder that entrepreneurial thinking begins long before anyone starts a company.Feel free to follow and engage with Justis here:LinkedIn: https://www.linkedin.com/in/justis-mendez-a78453b6/Instagram: https://www.instagram.com/justismendez?utm_source=ig_web_button_share_sheet&igsh=ZDNlZDc0MzIxNw==Website: https://www.onesixone.ventures/We're so grateful to you, our growing audience of entrepreneurs, investors and community leaders interested in the human stories of the Entrepreneurial Thinkers behind entrepreneurial economies worldwide.As always we hope you enjoy each episode and Like, Follow, Subscribe or share with your friends. You can find our shows here, and our new Video Podcast, at “Entrepreneurial Thinkers” channel on YouTube. Plug in, relax and enjoy inspiring, educational and empowering conversations between Rob and our guests.¡Cheers y gracias!,Entrepreneurial Thinkers Team.

In our latest 3 Lessons from Breakthrough Leaders podcast episode, we're joined by Patrick Coveney, CEO of SSP Group plc.Patrick is a strategic, people-focused leader with deep roots in the global food industry, having previously spent 14 years as the CEO of Greencore Group. He was a Managing Partner at McKinsey & Company and served on various boards, including his current role as a non-executive director at OFI.In this episode, we explored 3 lessons with Patrick Coveney:1. The CEO Mindset2. Leading Through Global Shocks3. Finding Direction in a Moment of Choice

YC's Nemil Dalal joins to explain why he's never been more bullish as BitMEX winds down after 11 years, whether every failed crypto idea (TCRs, DAOs, creator coins) eventually works, why crypto is really about money, Base's consumer mea culpa, on-chain reputation and credit, and who pays in the x402 AI-agent era. Welcome to The Chopping Block – where crypto insiders Haseeb Qureshi, Tom Schmidt, Tarun Chitra, and Robert Leshner chop it up about the latest in crypto. This week they're joined by Nemil Dalal, Visiting Partner at Y Combinator and ex-Coinbase, where he led USDC and the Coinbase Developer Platform. He's here to explain why, with exchanges winding down left and right, he's somehow never been more bullish. The crew digs into the great contrast of the moment: BitMEX shutting down after 11 years (plus BitMart, Movement Labs, Balancer Labs) while the plumbing quietly prints, and whether Imran's viral 'everything that failed will eventually work' thesis is genius or toxic positivity. From there it's the question of whether crypto is really only about money (Jesse's Base mea culpa included), a war-memories tour through TCRs, on-chain reputation and why pure on-chain credit keeps faceplanting, and finally who actually pays in the x402 AI-agent era, and whether decentralization even survives contact with Google-shaped gravity. Listen to the episode on Apple Podcasts, Spotify, Pods, Fountain, Podcast Addict, Pocket Casts, Amazon Music, or on your favorite podcast platform. Show highlights

"It's amazing how you can rise to the top just by doing what you say you're going to do and being honest about what you can't do." - Anthony Clervi, Managing Partner, Una Procurement teams today are under intense pressure to deliver savings, manage risk, and do more with less… all while digital transformation reshapes the landscape. For many, group purchasing organizations (GPOs) sound good on paper, but open questions about control and fit.  What does it take to find a true partner in this space? In this Provider of the Week episode, Anthony Clervi, Managing Partner at Una, joins us to break down what's changed in indirect spend and what CPOs should look for in a partner. From the "dietician, not the butcher" mindset to embracing AI and ongoing alignment, Anthony shares why a consultative, agile approach beats one-size-fits-all solutions.  In this episode, Anthony covers: -How GPOs balance speed, savings, and transparency  -When to bring in partners like Una (and why earlier is better) -Ways to adapt GPO services to your team's resource and maturity levels -How ongoing supplier alignment drives long-term value -Why a human, empathy-first approach matters now more than ever   Links: Anthony Clervi on LinkedIn: https://www.linkedin.com/in/anthonyclervi/  Provider Profile: Una: https://artofprocurement.com/provider-directory/una  Subscribe to the AOP Newsletter: https://resources.artofprocurement.com/art-of-procurement-podcast-subscribe  Subscribe to Art of Procurement on YouTube: https://www.youtube.com/@ArtofProcurement   

In this week's episode, Miguel Gonzalez explains the key differences between saving and investing, including how time horizon, risk, inflation, and financial goals influence each strategy. Learn why both saving and investing play important roles in building a strong financial foundation and how understanding the difference can help you make smarter financial decisions.Miguel Gonzalez is a Certified Retirement Counselor (CRC) with over 25 years of experience helping individuals and families design retirement income strategies and long-term financial plans. He is the Managing Partner of Cortburg Retirement Advisors, a boutique firm focused on retirement planning, investment management, and financial clarity.#SavingVsInvesting #PersonalFinance #Investing #SavingMoney #FinancialPlanning #CortburgSpeaksRetirement #MiguelXGonzalez #FinancialWellness #MoneyManagement #RetirementPlanning #FinancialEducation #WealthBuilding #MoneyHabits #FinancialFreedom #InvestingBasics #SavingsGoals #SmartMoneyMoves #MoneyMindset #FinancialConfidence #LongTermInvestingWelcome to Cortburg Speaks Retirement Podcast with Miguel Gonzalez, MBA, AIF®, CPFA®, CRC® CLICK HERE TO LISTEN TO MIGUEL'S LATEST PODCAST FOLLOW US ON: YouTube->https://m.youtube.com/c/CORTBURGRETIREMENTADVISORSFacebook-> https://m.facebook.com/CortburgIncTwitter-> https://twitter.com/CortburgIncLinkedIn->https://www.linkedin.com/in/miguelxgonzalez/Website: www.CortburgRetirement.comEmail:     Miguel@CortburgRetirement.com

In this episode of the insuranceaum.com podcast, host Stewart Foley, CFA, speaks with Trevor Clark, Founder and Managing Partner of TPG Twinbrook Capital Partners, about the structural changes reshaping private credit and the enduring role of lower middle market lending. Trevor explains why private credit should not be treated as a single, uniform asset class and discusses how manager experience, direct origination, disciplined underwriting, financial covenants and active portfolio monitoring can influence investment outcomes.   The conversation also explores how insurance capital, BDC structures, retail redemptions, longer private equity hold periods and artificial intelligence are changing the direct lending landscape. Trevor shares why strong companies can still become vulnerable when overlevered, how lenders can use better data and monitoring to identify risks earlier, and what insurance investors should consider when evaluating both private credit managers and the structures used to access the asset class.

Thomas Urano, Co-CIO and Managing Partner at Sage Advisory, discusses the Fed's decision to keep rates unchanged and the implications of reduced forward guidance for investors. He explains how AI capital spending is factoring into the Fed's inflation outlook and why financial conditions can tighten even without changes to interest rates.======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

Learn what makes entrepreneurial conversations with family, staff, and funders so challenging, and how to address them confidently.Starting—or growing—a business isn't just about grit and hustle. Sometimes, the toughest part is having difficult conversations with the people who matter most. Glenn Harper and Julie Smith look into what makes these moments so challenging and how to approach them with clarity and confidence.Key Takeaways:Transition Talks Are Critical: Whether it's telling your employer you're leaving, sharing your dream with your spouse, or explaining your vision to friends and family, it's tough to put your entrepreneurial drive into words others understand (Glenn Harper at 00:33).Confidence Is Contagious: How you frame your plan—confidently presenting your vision and preparation—shapes how much support you'll receive from those around you (Julie Smith at 02:29).Tough Conversations Never End: Success and failure both require direct discussions, whether it's about reinvesting in the business or facing setbacks with transparency and a plan (Glenn Harper at 04:40, 05:18).Running a business doesn't have to run your life.Without a business partner who holds you accountable, it's easy to be so busy ‘doing' business that you don't have the right strategy to grow your business.Stop letting your business run you. At Harper & Co CPA Plus, we know that you want to be empowered to build the lifestyle you envision. In order to do that you need a clear path to follow for successOur clients enjoy a proactive partnership with us. Schedule a consultation with us today.Download our free guide - Entrepreneurial Success Formula: How to Avoid Managing Your Business From Your Bank Account.FAQ's About How Entrepreneurs Handle Hard Talks With Family and TeamsWhat are the hardest conversations entrepreneurs face when starting a business?The hardest conversations entrepreneurs face often involve telling employers, spouses, children, and friends about their decision to leave stable jobs and pursue a new venture, as discussed by Glenn Harper and Julie Smith. These talks are challenging because others may not understand the entrepreneur's mindset or vision, making it difficult to articulate their reasons and address doubts 00:33–01:23.How should entrepreneurs approach discussing their new venture with family and supporters?Entrepreneurs should approach discussions with family and supporters by clearly communicating their vision, having a confident plan, and directly addressing potential concerns or objections. Glenn Harper recommends presenting a well-thought-out strategy, explaining the financial plan, and specifying the support needed, which helps make these conversations easier and more productive 02:07–02:21.Why is confidence important when explaining your entrepreneurial decisions to others?Confidence is crucial when explaining entrepreneurial decisions because it reassures supporters and helps them believe in the venture. As Julie Smith explains, when entrepreneurs lack confidence, others may also doubt the plan, but a clear, purposeful vision encourages buy-in and support from those around them 02:29–02:45.Running a business doesn't have to run your life.Without a business partner who holds you accountable, it's easy to be so busy ‘doing' business that you don't have the right strategy to grow your business.Stop letting your business run you. At Harper & Co CPA Plus, we know that you want to be empowered to build the lifestyle you envision. In order to do that you need a clear path to follow for successOur clients enjoy a proactive partnership with us. Schedule a consultation with us today.Download our free guide - Entrepreneurial Success Formula: How to Avoid Managing Your Business From Your Bank Account.Glenn Harper, CPA, is the Owner and Managing Partner of Harper & Company CPAs Plus, a top 10 Managing Partner in the country (Accounting Today's 2022 MP Elite). His firm won the 2021 Luca Award for Firm of the Year. An entrepreneur and speaker, Glenn transformed his firm into an advisory-focused practice, doubling revenue and profit in two years. He teaches entrepreneurs to build financial and operational excellence, speaks nationwide to CPA firm owners about running their businesses like entrepreneurs, and consults with firms across the country. Glenn enjoys golfing, fishing, hiking, cooking, and spending time with his family.Julie Smith, MBA, is a serial entrepreneur in the public accounting space. She is the Founder of EmpowerCPA™, Founder of PureTax, LLC, COO for Harper & Company CPAs Plus, and Co-host of the Empowering Entrepreneurs podcast. Named CPA.com's 2021 Innovative Practitioner of Year, Julie led Harper & Company's transition to an advisory-focused firm, doubling revenue and profit in two years. She now empowers other CPA firm owners nationwide through consulting and speaking, teaching them how to run their businesses like entrepreneurs. Julie lives in Columbus, OH with her family and enjoys travel, coaching basketball, sporting events, and the occasional shopping spree.https://creativecommons.org/licenses/by-nd/4.0/Copyright 2026 Glenn HarperMentioned in this episode:Brought to you by Harper & Company CPAs PlusRunning a business takes vision, grit… and the right financial partner. At Harper & Company CPAs Plus, we don't just crunch numbers—we empower entrepreneurs. From proactive tax strategy and accounting to business advisory services, our team helps you keep more of what you earn and scale with confidence. Whether you're launching, growing, or preparing for exit, Harper & Company is in your corner with expert guidance built for business owners like you. Visit www.harpercpaplus.com to book a complimentary discovery call today - or call us at 614-456-7222. Brought to you by Harper & Company CPAs Plus

Money Talks is hosted by Dr Nancy Lottridge Anderson, President of New Perspectives, Ryder Taff, Managing Partner at New Perspectives, and Meredith DeLaune, Financial Planner at New Perspectives. To email a question to the show, send it to money@mpbonline.org. In this episode, Nancy and Meredith invite the President of The Mississippi Council on Economic Education. If you enjoy listening to this podcast, please consider contributing to MPB. https://donate.mpbfoundation.org/mspb/podcast. Hosted on Acast. See acast.com/privacy for more information.

On Episode 935 of The Core Report, financial journalist Govindraj Ethiraj talks to Sachin Sawrikar, Managing Partner at Artha Bharat Investment Managers. We also feature an excerpt from our latest episode of How India's Economy Works, featuring Electrical Engineer Sudhir Gera, Director of Operations at IEC Electric Power Ltd.SHOW NOTES(00:00) Stories of the Day(01:00) India's Contrast Between Weak Macros And Strong Micros(04:00) IT Stocks Pick Up Pace As Investors Sell Off Global AI Majors(05:19) Did Apple Miss Out On The AI Boom Or Stay Away From It, A Question Every Business Leader Should Ponder(07:17) India Is Holding Back More Solar Power As Capacity Exceeds Transmission Infrastructure(08:41) 46% Of NRI Property Owners In A Survey  Are Looking To Sell Their Properties Immediately (10:23) How Are Investors Responding To GIFT City Based Funds?(18:22) How Are India's Engineering Colleges Disconnected From The Job Market?EVENT: Spotify x The Core's "Building Wealth for a Longer Life" with Saurabh Mukherjea of Marcellus Investment Managers. Register HereFor more of our coverage check out ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠thecore.in⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe to our Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow us on:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠Youtube⁠⁠⁠⁠⁠⁠

For generations, the Midwest built the products, industries, and institutions that powered America. Now we're racing to build what comes next: AI companies, advanced manufacturing ventures, health innovations, and more, all with new models of work and ownership. Across the region, founders are launching companies that are going to revolutionize how we manufacture, move, heal, learn, and live. What will this new Midwest look like? How can everyone contribute? How can more people benefit? Can Midwest cities collaborate instead of compete for the same talent and capital? Featuring: Brian Brackeen, Managing Partner, Lightship Anchor Fund Shannon McGhee, CEO, SEED SPOT Ted Velie, CEO, Midwest House, and Co-Founder, Start Midwest  Your host is Wolf Starr, Founder and CEO, Venture Atlas. This forum was sponsored by 614 Tech Week. CMC's forum partner was Midwest House.  The presenting sponsor of the CMC livestream is The Center for Human Kindness at the Columbus Foundation. CMC's livestream partner is The Columbus Dispatch. This forum is also supported by Downtown Columbus, Inc. and The Idea Foundry. CMC's theme music was composed by Jeffrey Ciampa. If you would like to keep exploring this week's forum topic, our fantastic partners at The Columbus Metropolitan Library recommend reading "Midwest Futures" by Phil Christman (2020). This forum was recorded before a live audience at The Idea Foundry in Columbus, Ohio on July 29, 2026.

The best careers rarely follow a straight line. They evolve through curiosity, calculated risks, unexpected opportunities, and the courage to keep moving forward, even when the destination isn't clear.In this episode of the 2B Bolder Podcast, host Mary Killelea sits down with Tracey Miller, co-owner and Managing Partner of 9iFX, an award-winning creative visual studio that helps some of the world's most recognizable brands tell unforgettable stories through visual effects, animation, immersive experiences, and cinematic storytelling.But this conversation isn't just about visual effects—it's about building a career with intention, embracing uncertainty, and creating opportunities instead of waiting for them.Tracey shares the unconventional path that led her from backpacking through South America at 18 to graduating into the 2008 financial crisis, launching an entrepreneurial venture, earning a Fulbright Scholarship to complete her MBA in Madrid—in Spanish—and ultimately co-founding 9iFX with her husband. Her journey is a powerful reminder that resilience, adaptability, and a willingness to take thoughtful risks often lead to the most rewarding careers.Mary and Tracey also explore what it really takes to grow a creative business—from balancing entrepreneurship with marriage and leadership to hiring employees, building client relationships, and navigating the realities of running a studio in an industry that's constantly evolving.The conversation also dives into one of today's biggest topics: AI and the future of creativity. Tracey shares her perspective on how artificial intelligence is changing visual storytelling, where it creates new opportunities, and why human creativity, taste, collaboration, and craftsmanship remain essential. Together, they discuss the growing importance of originality, copyright, client trust, and creating work that genuinely connects with people.Whether you're building your career, considering entrepreneurship, leading a creative team, or wondering how AI will reshape the future of work, this episode offers practical insights and inspiration for embracing change with confidence.In this episode, you'll discover: Why the most fulfilling careers are rarely linear  How curiosity and calculated risk create unexpected opportunities  What it really takes to build a successful creative business  Lessons from partnering with your spouse while growing a company  Why the best visual effects are often the ones you never notice  How great storytelling creates emotional connection  The opportunities—and challenges—AI is bringing to creative industries  Why human judgment, creativity, and craftsmanship still matter  Advice for women considering entrepreneurship or their next bold career move  What it means to build a career you couldn't have predicted, but wouldn't trade for anything If you've ever questioned whether you're on the "right" career path, this conversation is a reminder that some of the best opportunities come from following your curiosity, saying yes to the unknown, and trusting yourself to figure it out along the way.

Follow me @samirkaji for my thoughts on the venture market, with a focus on the continued evolution of the VC landscape.Welcome back to Venture Unlocked, the podcast that takes you inside the business of venture capital. I'm your host, Samir Kaji.My guest today is Micah Rosenbloom, Managing Partner at Founder Collective, one of the longest standing and respected seed firms in the industry, with early investments in companies like Uber, The Trade Desk, and Coupang. What makes Founder Collective atypical to most successful firms is their decision to keep fund sizes small. In fact, despite their success, they've never raised a fund over 100 million dollars, in a market where nearly every one of their peers has scaled up.In this conversation, Micah and I dig into why they've stayed small, and the data behind it, including a study his team ran on 25 years of venture exits that found the median outcome of the top 500 exits is about 2.7 billion dollars. We also spent time on his post that described why the industry may have lost the plot by obsessing over fund and firm strategy instead of simply focusing on the core of finding unique opportunities that early, priced appropriately, and led by great operators.Micah is a two time founder himself, a clear thinker, and someone who's willing to say what a lot of investors only think. I think you'll get a lot out of this one. Thanks for listening to another episode of Venture Unlocked. I hope you enjoyed this conversation with Micah. If you'd like to get Venture Unlocked content straight to your inbox, go to ventureunlocked.substack.com and sign up, or head over to Apple Podcasts or Spotify and subscribe. Thanks again for listening.Micah Rosenbloom is a General Partner at Founder Collective, a seed-stage venture capital firm built by founders for founders. Before becoming an investor, Micah co-founded multiple technology companies, including Brontes Technologies, which was acquired by 3M, giving him firsthand experience building and scaling startups. Today, he invests in early-stage companies across enterprise software, healthcare, and frontier technologies, and has backed successful startups including Verkada, Lovevery, Talos, Plated, and Trusted. Known for his founder-first philosophy, Micah is a respected voice on capital efficiency, venture strategy, and building enduring companies.Timestamps:Topics in this conversation include:* Seed Capital Scarcity in Boston and Birth of Founder Collective (5:18)* Why Small Funds Create Optionality and Better Multiples (9:02)* Capital Efficiency vs Growth Treadmill and Founder Psychology (13:08)* Data on Billion Dollar Exits and 2.7B Median Outcome (18:20)* Can AI Change the Exit Math or Just Inflate Valuations? (23:59)* Profitability, Durable Growth, and Non AI Winners (30:28)* What Founder Collective Refuses to Chase in This Market (34:47)* Saying No to Great Founders at Misaligned Terms (38:10)* Has Venture Lost the Plot? Multiple VC Business Models (41:45)* Biggest Lesson Learned: Betting on Who, Not Just What (46:24)Follow me @SamirKaji and give me your insights and questions with the hashtag #ventureunlocked. If you'd like to be considered as a guest or have someone you'd like to hear from (GP or LP), drop me a direct message on X. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit ventureunlocked.substack.com

Brandon Sedloff and David Weisburd explore the hidden psychology behind venture capital fundraising and LP decision-making on The Distribution. Weisburd, co-founder of Weisburd Pierce and host of How I Invest, shares insights from hundreds of conversations with institutional allocators managing over 10 trillion dollars in assets. The discussion reveals why LP incentives often diverge from traditional performance metrics, how career risk shapes investment behavior, and why media has become a structural advantage in private markets. They discuss: - Why LPs use a "double gated" diligence process that most GPs misunderstand - How the average pension CIO tenure of 6.1 years creates rational but seemingly counterintuitive investment patterns - Why elite Ivy League endowments are shifting away from blind pool funds toward direct investments and SPVs - The mechanics of anchor investor psychology and momentum in fundraising - How media functions as a network effect business and relationship-building tool at scale This episode offers a practical framework for understanding how capital allocation decisions actually get made in venture and private markets. Topics: (00:00:00) - Intro (00:02:32) - David's immigrant journey and first ventures (00:04:16) - Starting the How I Invest podcast (00:05:29) - Growing up poor and the mindset it created (00:08:06) - The stamp of approval from elite institutions (00:11:32) - From Tuck to 10x Capital (00:14:08) - What is a media-driven venture firm (00:17:00) - Why media is a moat in venture capital (00:20:28) - Advice for GPs on podcast guesting (00:23:03) - The psychology of elite listening (00:27:25) - Theory of mind and the LP LLM (00:29:09) - The rational irrationality of LP behavior (00:43:00) - Themes guiding capital allocation (00:49:05) - Advice for GPs and LPs (00:51:41) - Outro Speaker Profiles:   Brandon Sedloff     LinkedIn — https://www.linkedin.com/in/bsedloff/     Website — https://brandonsedloff.substack.com/     Juniper Square - https://www.junipersquare.com/   David Weisburd     LinkedIn — https://www.linkedin.com/in/dweisburd/     Twitter / X — https://x.com/DWeisburd     Weisburd Capital — https://www.weisburdpierce.com/ Podcasts:   How I Invest — https://howiinvestpodcast.com/episodes

Watch the show on television by downloading the SuperCrowd.tv Channel app to your Roku or Amazon Fire TV or e360tv channel app to your Roku, LG or Amazon Fire TV. You can also see it on YouTube.Devin: What is your superpower?Pierre: Unwavering desire to see everyone win by fostering equitable opportunities and collective success.In a world where communities often find themselves excluded from wealth creation, Pierre Clark has introduced a transformative idea: community wealth building through local ownership and collaboration. During this episode, Pierre, Managing Partner of NuMillennium Opportunity Capital Ltd., shared his bold vision for empowering communities to take control of their economic destinies.Inspired by a 2024 report detailing net worth disparities in Chicago, Pierre's journey began with a simple yet profound question: “Why don't we hear more about this?” That curiosity catalyzed his mission to combat what he calls the “extractive economy,” which strips wealth from communities instead of enabling the people who live there to benefit.“Our communities don't own where they live,” Pierre said. “They don't employ themselves, don't own the land, and don't benefit from the prosperity passing through.” His solution is to mobilize local resources, partnerships, and education to ensure that communities have a stake in their economic infrastructure.Pierre emphasized that there's more capital in communities than many realize, locked in pension funds, retirement plans, and other assets. However, the lack of access for non-accredited investors leaves local residents disconnected from the wealth-building process. Through NuMillennium Opportunity Capital, Pierre is crafting strategies and tools to flip the narrative—helping communities wield their collective resources to achieve ownership and self-determination.These concepts are no longer abstract for Pierre and the people he serves. He shared the exciting news of a forthcoming real estate development project in Chicago, which will be among the first truly community-owned ventures in the country. “The community not only owns part of it,” Pierre explained, “but they gain the return on investment and all the benefits from the cash flow.”For Pierre, this journey is deeply personal, shaped by decades of experience in development, nonprofit work, and collaborative entrepreneurship. With a firm belief that teamwork and local ownership are the future, he leads a growing movement to address wealth gaps through empowerment and education.Pierre's vision for community-driven economics is both inspiring and compelling, offering hope to millions who feel left behind in traditional economic systems.By empowering communities, this model paves a path for others to follow—and it all begins with ownership.tl;dr:Pierre Clark discusses his vision for reversing economic inequity through community wealth building.The concept of the “extractive economy” is explored, highlighting its impact on community ownership and wealth retention.Pierre unveils an upcoming Chicago real estate project, one of the first community-owned ventures.The guest shares insights from working on the Clinton Administration's Empowerment Zone program.Pierre emphasizes the importance of collective success and equitable systems for long-term change.How to Develop Collective Success As a SuperpowerPierre's superpower is his unwavering desire to see everyone win by fostering equitable opportunities and collective success. As he explained, “I truly want everybody to win. Nobody gains when only a few people win.” He emphasized that prosperity and stability depend on cooperation, mutual dependence, and creating systems that benefit whole communities. For Pierre, everyone's success is interconnected—an idea that drives his mission.Pierre recounted his work with the Clinton Administration's Empowerment Zone program in the 1990s, which aimed to give communities control over their economic development. In Chicago, he helped design and win the award for a program that harnessed collective decision-making to direct resources. Despite political resistance and setbacks, this initiative laid the foundation for his current endeavors and illustrated what genuine community empowerment looks like.Tips to Develop This SuperpowerRecognize Interdependence: Understand that every aspect of life is collaborative, from work to daily conveniences.Advocate for Equity: Identify disparities in the systems being operated within and work to level the playing field.Foster Collective Action: Encourage teamwork and create strategies that benefit groups rather than serving individual interests.Educate and Empower: Use education to clarify complex issues and provide tools for others to achieve success.By following Pierre's example and advice, collective success can become a skill. With practice and effort, it can become a superpower that enables positive impact in the world.Remember, however, that research into success suggests that building on your own superpowers is more important than creating new ones or overcoming weaknesses. You do you!Guest ProfilePierre Clark (he/him):Managing Partner, NuMillennium Opportunity Capital Ltd.About NuMillennium Opportunity Capital Ltd.: We are The Development Intermediary For Community Wealthbuilding And Collaborative Entrepreneurship(tm). We provide tools, resources and support in creating The Thrive Economy(tm) and develop the platform for creating community owned wealth management assets leveraging community wealthbuilding.Website: numillenniumcapital.lovable.appBiographical Information: Pierre Clark has worked at the intersection of community development, technology and economic empowerment and community wealthbuilding for residents for 4 decades. Having been a technology consultant and digital access advocate since 1990, in community development as writer/editor/designer of the National Empowerment Zone document which President Bill Clinton cited as one of the best in the country as one of six selected December 21, 1994 by the Clinton administration, and as a community/non-profit/development consultant/founder-co-founder since 1995, Clark has been at the forefront of economic change and resident empowerment.A national columnist on entrepreneurship for 30 years with an estimated 2 million readers, Clark now manages NuMillennium Opportunity Capital Ltd., which champions community wealthbuilding and defines The Thrive Economy(tm), advocates for community investment and ownership, and financial education/empowerment using software based financial tools and resources. Pierre attended Holy Angels, St. Ignatius (honors graduate), Harvard and U. of Chicago, various educational institutions, was a National Merit Finalist/National Achievement Scholar, and is now a proud dad and granddad.LinkedIn: linkedin.com/in/pierreaclarkSupport Our SponsorsOur generous sponsors make our work possible, serving impact investors, social entrepreneurs, community builders and diverse founders. Today's advertisers include PurposeBuilt100™ Winners and Climatize. Learn more about advertising with us here.Max-Impact Members(We're grateful for every one of these community champions who make this work possible.)Brian Christie, Brainsy | Cameron Neil, Lend For Good | Carol Fineagan, Independent Consultant | Eric Coury, Arthia AI | Hiten Sonpal, RISE Robotics | John Berlet, CORE Tax Deeds, LLC. | Justin Starbird, The Aebli Group | Lory Moore, Lory Moore Law | Marcia Brinton, High Desert Gear | Mark Grimes, Networked Enterprise Development | Matthew Mead, Hempitecture | Michael Pratt, Qnetic | Mike Babbit | Coledger Solutions | Mike Green, Envirosult | Nick Degnan, Unlimit Ventures | Dr. Nicole Paulk, Siren Biotechnology | Paul Lovejoy, Stakeholder Enterprise | Pearl Wright, Global Changemaker | Scott Thorpe, Philanthropist | Sharon Samjitsingh, Health Care Originals | Add Your Name HereUpcoming SuperCrowd Event CalendarIf a location is not noted, the events below are virtual.Join the SuperCrowd Impact League! You can be recognized for making impact investments via Reg CF. See how your activity compares to your peers. It's free. Win valuable prizes. Start now!SuperCrowd Impact Member Networking Session: Impact (and, of course, Max-Impact) Members of the SuperCrowd are invited to a private networking session on August 11th at 8:00 PM ET/5:00 PM PT. Mark your calendar. We'll send private emails to Impact Members with registration details. Upgrade to Impact Membership today!SuperCrowdHour, August 19, 2026, at 12:00 PM Eastern. Devin Thorpe, CEO and Founder of The Super Crowd, Inc., will lead a session on “How to Make Money As an Impact Investor Starting with $10.” Drawing on his experience as a former investment banker, impact investor, and crowdfunding expert, Devin will demonstrate how anyone can begin building wealth while investing in companies that create positive social and environmental impact—even with as little as $10. In this session, he'll explore how impact crowdfunding has opened investment opportunities to everyday investors, explain how to identify promising mission-driven companies, and share practical strategies for building a diversified portfolio over time. Attendees will learn how to get started with limited capital, manage risk, evaluate investment opportunities, and avoid common mistakes new investors make. Whether you're completely new to investing or looking for an affordable way to expand your impact investing portfolio, this SuperCrowdHour will provide actionable insights to help you invest with purpose, build long-term wealth, and make a meaningful difference. Register now!SuperCrowd26 featuring PurposeBuilt100™: This August 25–27, founders, investors, and ecosystem leaders will gather for a three-day, broadcast-quality global experience focused on disciplined capital formation, regulated investment crowdfunding, and purpose-driven growth. We're bringing together leading voices in impact investing, compliance, digital marketing, and circular economy innovation to deliver practical frameworks, real-world case studies, and actionable strategies. The event culminates in the PurposeBuilt100™ Showcase, recognizing 100 of the fastest-growing purpose-driven companies in the U.S. Register now to secure your seat and get all the details. August 25–27, streaming worldwide.SuperCrowd26 Live Pitch: Apply to pitch at SuperCrowd26 if you now have and anticipate having a live Reg CF offering on August 26, 2026. This is a completely free opportunity to expose your offering to a large audience.Community Event CalendarSuccessful Funding with Karl Dakin, Tuesdays at 10:00 AM ET - Click on Events.Register Now! October 20th and 21st will be the Crowdfunding Professional Association Regulated Investment Crowdfunding Summit for 2026. This is the event of the year for everyone in the crowdfunding ecosystem.If you would like to submit an event for us to share with the 10,000+ changemakers, investors and entrepreneurs who are members of the SuperCrowd, click here.Manage the volume of emails you receive from us by clicking here.We share educational information—not investment advice. Some links may generate compensation. See our full disclosure.We use AI to help us write compelling recaps of each episode. Get full access to Superpowers for Good at www.superpowers4good.com/subscribe

What could museums learn right now — from their competitors?What's happening out there that museums should know about? How can museums compete with a sports venue that has 18,000 seats, each with its own interactive controller? What do IP, KPI, and F&B mean? What if museums went out and learned from theme parks, advertising, corporate centers … and even casinos? Renée Hampton (Strategic Partnerships Manager, Electrosonic) discusses “What Museums Can Learn from Casinos, Theme Parks, Sports, and More” with MtM host Jonathan Alger (Managing Partner, C&G Partners | The Exhibition and Experience Design Studio).Along the way: eye tracking, Donkey Kong, and Cirque du Soleil.Talking Points:1. What sports experiences … can teach museums2. What theme parks … can teach museums3. What advertising activations … can teach museums4. What corporate briefing centers … can teach museums5. What casinos … can teach museumsHow to Listen:Listen on Apple Podcasts:https://podcasts.apple.com/us/podcast/making-the-museum/id1674901311 Listen on Spotify:https://open.spotify.com/show/6oP4QJR7yxv7Rs7VqIpI1G Listen at Making the Museum, the Website:https://www.makingthemuseum.com/podcast Links to Every Podcast Service, via Transistor:https://makingthemuseum.transistor.fm/ Guest Bio:Renée Hampton is passionate about bringing creativity and multidisciplinary partnerships into the way organizations design and build experiential attractions across industries. As Strategic Partnerships Manager at Electrosonic, she collaborates with architects, interior designers, exhibit designers, fabricators, media producers, and technology partners to develop innovative technology solutions for institutions, owners, and operators. With a background spanning film production, real-time interactive media production, and experiential events, Renée combines creative and technical expertise with partnership strategy, project management, and business development. She is dedicated to building strong relationships that help create immersive environments connecting people with spaces, stories, and technology through the power of design.About Making the Museum:Making the Museum is a newsletter and podcast on exhibitions, written and hosted by Jonathan Alger. MtM is a project of C&G Partners | The Exhibition and Experience Design Studio.Learn more about the creative work of C&G Partners:https://www.cgpartnersllc.com/ Links for This Episode:Renée via LinkedIn: https://www.linkedin.com/in/renee-hampton/ Renée via Email:renee.hampton@electrosonic.com or renee.e.hampton@gmail.com Electrosonic:https://www.electrosonic.com/ Links for Making the Museum, the Podcast:Contact Making the Museum:https://www.makingthemuseum.com/contact Host Jonathan Alger, Managing Partner of C&G Partners, on LinkedIn: https://www.linkedin.com/in/jonathanalger Email Jonathan Alger:alger@cgpartnersllc.com C&G Partners | The Exhibition and Experience Design Studio:https://www.cgpartnersllc.com/ Making the Museum, the Newsletter:Like the show? You might enjoy the newsletter. Making the Museum is also a free weekly email about exhibitions for museum leaders and teams. (And newsletter subscribers are the first to hear about new episodes of this podcast.)Join hundreds of your peers with a one-minute read, three times a week. Invest in your career with a diverse, regular feed of planning and design insights, practical tips, and tested strategies — including thought-provoking approaches to technology, experience design, audience, budgeting, content, and project management.Subscribe to the newsletter:https://www.makingthemuseum.com/ 

Featuring Mitch Avnet, Founder & Managing Partner of CRC-Oyster, and Devin Sullivan, Deputy General Counsel at Altruist.Fintech is at an inflection point. More companies are stepping into regulated territory: standing up broker-dealers, registering as investment advisers, and building the infrastructure regulators expect from day one.In Episode 2 of Built to Scale, we sat down with Mitch Avnet, who guides tech-enabled firms through registration and operational build-out, and Devin Sullivan, a former SEC rulemaking attorney whose in-house career runs through Robinhood, AngelList, Cash App, and now Altruist.CRC-Oyster: Compliance Risk Concepts / Oyster Consulting

Jacob Parks and Andi Baldwin sit down with Alexander Kaarls, Managing Partner of Houthoff, to explore how an early-career opportunity that pushed him into the deep end shaped his approach to leadership, growth, and developing talent. Drawing on his experience leading a large law firm, Alexander shares why growth must be everyone's responsibility, how learning from peers and sharing success stories can build a growth-minded culture, and why partners play a critical role in developing client relationships and driving business development.

Welcome to the Boomer Briefing Podcast — your 10-minute insight into the conversations shaping the future of the accounting profession. In this episode, Jim Boomer and Marc Staut recap the latest Managing Partner Circle meeting, where firm leaders came together to discuss the evolving realities of leadership, growth, client experience, and AI in today's profession. They explore how firms are rethinking traditional success metrics, why AI is becoming a leadership imperative—not just a technology initiative—and how managing partners are preparing for the ripple effects AI will have on pricing, hiring, accountability, and firm strategy. Jim and Marc also highlight conversations around the modern client experience, inspired by concepts like Unreasonable Hospitality, and discuss how firms can raise the bar by creating more intentional, personalized client relationships in an era of rapidly changing expectations. The episode also touches on the value of peer collaboration through the Managing Partner Exchange, where members openly share ideas, projects, and lessons learned with fellow firm leaders.

In this episode of Critical Thinking, Teena Jilka is joined by David Scopelliti and Karl Heckenberg, President and Managing Partner at Constellation Wealth Capital, to explore how wealth managers are evolving their alternatives playbooks in response to macro shifts, changing client expectations, and the continued retailization of private markets. The conversation looks at how some firms are adapting their offerings, where scaling pressures are emerging, and what the growth of private markets could mean for the future of wealth management. Capital at Risk. This content was recorded in July 2026. The views expressed are those of the speaker(s). They are current as of the date of recording and subject to change without notice. Podcast guests may be from firms that Marsh Investments evaluates or rates. Podcast guests may have commercial relationships with Marsh Investments. Notwithstanding any separate relationship between Marsh Investments and a guest, no guest receives direct or indirect compensation for their participation in the podcast. For Marsh Investments's conflict of interest disclosures, see Conflicts of Interest. None of the material presented in this podcast is intended as a recommendation or endorsement of any particular investment manager or investment. This is provided for informational and educational purposes only. This does not constitute a recommendation or an offer to purchase or sell any securities. This does not contain investment, financial, legal, tax or any other advice and should not be relied upon for this purpose. The discussion is not tailored to your particular personal and/or financial position. No investment decision should be made based on this information. Certain information may constitute forward-looking statements though there is no guarantee that these results will be achieved. Past performance of any asset class or security is not a reliable indicator of future results. Diversification does not guarantee a profit or protect against a loss. There are substantial risks associated with investments classified as alternative investments. Investors considering alternatives should have the ability, investing sophistication and experience to bear the risks associated with such investments.  Marsh Investments makes no representations or warranties as to the accuracy or completeness of statements or information contained herein and takes no responsibility or liability (including for indirect, consequential, or incidental damages) for any error, omission or inaccuracy. This material should not be copied, distributed, published or reproduced in whole or in part without written permission. A transcript may be provided for your convenience. Marsh Investments is not responsible for any errors in the transcript. © 2026 Marsh.  All rights reserved. Important noticesPodcast guests may be from firms that Mercer Investments evaluates or rates. In addition, podcast guests may have commercial relationships with Mercer Investments. Notwithstanding any separate relationship between Mercer Investments and a guest, no guest receives direct or indirect compensation for their participation in the podcast. None of the material presented in this podcast is intended as a recommendation or endorsement of any particular investment manager or investment.

En el episodio de hoy me siento con Ricky Newman, hotelero, cofundador y Managing Partner de JUMP Sports Development Center.Ricky me cuenta cómo su papá pasó de una carrera en loss prevention en Houston a dirigir hoteles en Puerto Rico en 1991, cómo se unió a la apertura del Rincón Beach Resort en el 2002 después de graduarse de Purdue, sus años dirigiendo el Verdanza Hotel, y cómo una amistad casual con José Juan Barea en el 2006, dio paso a la idea original de JUMP Sports Development Center.También hablamos sobre los 8 años y varios intentos fallidos antes de conseguir el antiguo Colegio Nuestra Señora de la Merced en Hato Rey, por qué el presupuesto terminó duplicándose de $7 a $14 millones, la sorpresa de recibir a Caitlin Clark y Team USA en las instalaciones, y por qué cree que hablar una idea en voz alta es lo que finalmente la convierte en realidad.Tres "takeaways" de este episodio:1.⁠ ⁠"Siempre hay un poquito de suerte, pero es trabajo. Las cosas no pasan solas, hay que hacerlo pasar."2. "Si tienen una idea, háblenlo, porque si se lo callan es más difícil."3. "A veces lo que ellos quieren es que los traten como un ser humano, no como un fulano, un mengano o el jugador de tal equipo."Suscríbete a nuestro newsletter "Miércoles de Mentores" - ⁠https://mentoresenlinea.com/⁠ Sigue a JUMP:Pagina Web - https://www.jump-pr.com/Instagram  - https://www.instagram.com/jumpsportspr/

This is a very special episode of Compounders: number 100. To celebrate that milestone, my guests on the show today are Alex Rubalcava and Connor Sundberg, Managing Partner and Partner, respectively, at the early-stage VC firm Amplify LA. Alex and I have been friends for many years, and it is an absolute treat to finally get him on the podcast. Alex recently merged his firm, Stage Venture Partners, into Amplify, where Connor was already a Partner. In this intriguing conversation, we covered: The rationale for the merger of the two investment firms; How they expect decision making and sourcing to change going forward; The idea of focusing on companies that are tackling challenges that are different and hard; Their current views on the pre-seed and broader venture capital investment universe; and How the SaaS-pocalypse is and isn't impacting how they view investing in enterprise software companies.

Send us Fan MailDiscover powerful tax strategies that actually work for your small business and private practice with expert CPA Mark Martukovich. Learn how proactive planning can save you money, leverage your business as an investment, and avoid common pitfalls. This episode dives deep into overlooked deductions, entity structuring, and smart financial moves that can significantly boost your bottom line and ensure you're not paying more than you need to. Get ready to transform your approach to taxes and cultivate lasting financial success for your business.What You'll Learn:Why proactive tax planning is more critical than a reactive approach.How to properly utilize the home office deduction without fear of audits.Advanced strategies for retirement planning and stacking within your business.The truth about business vehicle deductions and how to avoid common mistakes.The benefits of adopting an S corporation entity structure for tax savings.An in-depth explanation of the "Augusta Rule" and how to apply it ethically.The importance of showing profitability for the future sale of your business.Don't miss these actionable insights to optimize your tax situation and unlock your business's full financial potential! #TaxStrategies #SmallBusinessTax #PrivatePractice #TaxPlanning #EntrepreneurshipMark Martukovich is a Certified Public Accountant and Managing Partner of Business Advisory and Accounting Partners (B.A.A.P.), a firm known for turning accounting from an expense into a strategic investment. With over 25 years of business development and consulting experience, and a career that spans public accounting, corporate leadership, and commercial banking, Mark brings a board-level advisory perspective to every client relationship.Mark began his career in 1989 as a staff accountant in Cleveland, Ohio, after graduating from The University of Akron with a degree in accounting. His early work in public accounting was followed by senior leadership roles in business development, where he helped organizations scale, implement technology solutions, and open new markets.In 2004, Mark transitioned into commercial banking, spending a decade advising small and mid-sized companies in the Tampa Bay area. His banking experience gave him a deep understanding of how lenders view business performance, insight he now uses to help clients prepare for financing, expansion, and eventual ownership transition.Since joining BAAP in 2010, Mark has been the driving force behind the firm's business advisory consulting model, which combines:Tax efficiency strategies that are designed around each client's long-term goals.Operational and financial analysis to improve profitability and resilienceSuccession and exit planning that helps owners turn their business into a true retirement asset.Mark is a recognized leader in the accounting profession. He serves as a featured speaker for Thomson Reuters' Partner Summit: Moving Your Practice Forward, where he trains other CPAs on transitioning from compliance-focused work to becoming proactive business advisors. He also served on the Board of Directors of the SPCA Tampa Bay from November 2019 until January 2025, reflecting his commitment to community leadership.http://busadvisory.com https://www.facebook.com/BusinessAdvisoryAndAccountingPartners https://www.youtube.com/@business-advisory Welcome to Private Practice Survival Guide Podcast hosted by Brandon Seigel! Brandon Seigel, President of Wellness Works Management Partners, is an internationally known private practice consultant with over fifteen years of executive leadership experience. Seigel's book "The Private Practice Survival Guide" takes private practice entrepreneurs on a journey to unlocking key strategies for surviving―and thriving―in today's business environment. Now Brandon Seigel goes beyond the book and brings the same great tips, tricks, and anecdotes to improve your private practice in this companion podcast. Get In Touch With MePodcast Website: https://www.privatepracticesurvivalguide.com/LinkedIn: https://www.linkedin.com/in/brandonseigel/Instagram: https://www.instagram.com/brandonseigel/https://wellnessworksmedicalbilling.com/Private Practice Survival Guide BookThis show is proudly produced at PS Studios — learn more https://www.psstudios.co

By the end of this episode, you'll understand how lawyers are actually AI maxxing in 2026, and how you can, too.Timestamps:0:00 Intro1:58 Why it's the best time to be a lawyer3:03 Hallucinations and cognitive surrender 5:33 Quality over efficiency8:13 Why AI upends legal work15:20 60% of contracts filed to EDGAR have mistakes20:04 How LLMs actually work25:59 Zero data retention, explained29:16 The privacy risk beyond training39:16 How to prompt 47:03 Michael Showalter's AI-native litigation stack55:27 Spellbook's Compare to Market Feature1:03:10 Building a regulatory agent1:09:50 The judgment crisis for junior lawyers1:12:15 Cooley's AI training methodYou'll hear from 10 people at the cutting edge of legal AI:Zack Shapiro, Founder and Managing Partner at Rains LLPMolly Abraham, General Counsel at CoinbaseSujit Raman, Chief Legal Officer at TRM LabsMichael Showalter, Founder of Showalter PLLCErich Dylus, attorney, programmer and creator of CamoTextAaron Kelly, General Counsel and open source AI expertDavid Wang, Chief Innovation Officer at CooleyScott Stevenson, CEO of SpellbookJustin McCallon, CEO of StrongSuitSamson Enzer, Partner at Cahill Gordon & ReindelThis episode is presented by Altitude, visit altitude.xyz/law to learn more about their financial operating system.Newsletter: Stay updated on emerging tech law for free at lawofcode.fm.Any feedback on this episode? Or how to improve the podcast? Click here: https://docs.google.com/forms/d/1QAcE1sQAKZIkma20DbyB5frgKdiK8UB6Fkb6CwaVP1I/edit Sponsors: Thank you to the Hyperliquid Policy Center and Solana Policy Institute for supporting this podcast.To get in touch with the Cahill team about how any issues discussed in this episode apply to your situation, email mtomsky@cahill.com. Disclaimer: This podcast is for informational and educational purposes only and does not constitute legal or investment advice. Views expressed by guests are their own and do not necessarily reflect those of their employers. Listening to this podcast does not create an attorney-client relationship.

Engadget published an article recently highlighting massive penalties for Meta over the addictive designs of Facebook and Instagram. In this episode, host Amanda Glassner is joined by Heather Engel, Managing Partner at Strategic Cyber Partners, to discuss. To learn more about today's stories, visit https://cybercrimewire.com • For more on cybersecurity, visit us at https://cybersecurityventures.com.

In this episode, Adam Torres interviews Sascha Alilovic, Managing Partner at SHS Capital. Sascha discusses SHS Capital's healthcare-focused investment strategy, how the firm helps founders scale innovative companies across Europe, and the importance of specialized private equity in advancing healthcare innovation and generating long-term value. Follow Adam on Instagram at https://www.instagram.com/askadamtorres/ for up to date information on book releases and tour schedule. Apply to be a guest on our podcast: https://missionmatters.lpages.co/podcastguest/ Visit our website: https://missionmatters.com/ More FREE content from Mission Matters here: https://linktr.ee/missionmattersmedia Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode, ⁠Adam Torres⁠ interviews ⁠Sascha Alilovic⁠, Managing Partner at SHS Capital. Sascha discusses SHS Capital's healthcare-focused investment strategy, how the firm helps founders scale innovative companies across Europe, and the importance of specialized private equity in advancing healthcare innovation and generating long-term value. Follow Adam on Instagram at ⁠https://www.instagram.com/askadamtorres/⁠ for up to date information on book releases and tour schedule. Apply to be a guest on our podcast: ⁠https://missionmatters.lpages.co/podcastguest/⁠ Visit our website: ⁠https://missionmatters.com/⁠ More FREE content from Mission Matters here: ⁠https://linktr.ee/missionmattersmedia⁠ Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode of the Planet MicroCap Podcast, recorded just ahead of Planet MicroCap Las Vegas, I spoke with Dan Rasmussen, Founder and Manager Partner of Verdad Advisers, to dig into where we actually stand on the value and microcap cycle - and whether the last few years of pain are finally turning into opportunity. We break down why microcap deep value has lagged since the release of ChatGPT and what that means going forward, why Dan thinks the private equity unwind is still in its early innings, and why Japan remains his highest conviction trade right now despite how well-known the setup has become. We also get into Korea, Europe, and where AI capex spending is likely to disappoint. We mention several companies and sectors during this conversation, and I am not a shareholder in any of them. For more information about Verdad Advisers, please visit: https://verdadcap.com/ Chapters: 00:00 Introduction and guest background 00:26 Overview of the microcap cycle and recent pain 01:25 The 2018-2020 value apocalypse and conviction 02:50 When does value and microcap work best? 03:44 Impact of ChatGPT and AI on value performance 05:17 International vs. US value performance post-AI 09:04 The small cap amplifier and recent market trends 10:06 Eternal truths about market cycles and CAPEX 11:49 Market bubbles, equity issuance, and private markets 21:24 The Japan opportunity and market structure 27:18 Korea's market structure and unique opportunities 34:04 Europe's valuation and macroeconomic challenges 35:52 AI adoption, market outlook, and microcap positioning 38:45 Managing wrong calls and investment discipline 40:30 Final thoughts: Japan as a key opportunity 41:06 Where to find more about Dan Rasmussen Planet Microcap hosts the highest quality in-person microcap events in North America. The mission is to bring the best microcap investors, companies, and allocators together to gather, connect, and grow.; visit https://planetmicrocap.com/ to learn more about our Las Vegas and Toronto events. This presentation is for informational purposes only and should not be construed as a recommendation to purchase or sell any security referenced herein. Planet MicroCap Holdings LLC and MicroCapClub LLC (collectively, “we” or “our”) are not licensed brokers nor registered investment advisors. We, our partners, contractors, members, subscribers, guests, or affiliates may or may not hold positions in one or more of the securities mentioned in this presentation and may trade in such securities at any time. We may have received cash compensation from one or more participants for presenting at past, present, or future events. We recommend you consult a licensed investment adviser, broker, or legal counsel before purchasing or selling any securities referenced in this presentation.

Patrick Witt, the White House's executive director for digital assets policy, calls in mid-episode to give the Chopping Block crew a live read on the CLARITY market structure bill! Welcome to The Chopping Block – where crypto insiders Haseeb Qureshi, Tom Schmidt, Tarun Chitra, and Robert Leshner chop it up about the latest in crypto. This week they're joined mid-episode by Patrick Witt, Executive Director of the President's Council of Advisors for Digital Assets, who dialed in late because he was literally chasing down bill language. First, Tarun explains how Gauntlet closed its biggest raise ever, $125M from SBI Holdings, the crypto OGs of Japan and early Ripple Labs backers, and what it cost him in suits and seven straight days of staying shaved (chairman Kitao-san reportedly listens). Then the crew dissects Balaji's Network School saga, from a Forest City ghost town in Malaysia to an immigration raid, a revoked license, and a sudden MOU-fueled pivot to Kazakhstan, with Tom's dreaded 'turkey chart' making an appearance. Finally, the main event: Patrick lays out the state of play on the CLARITY market structure bill, the August 7th recess deadline, the ~46% Polymarket coin flip, and the first-of-its-kind ethics provision, including the DOJ-versus-state-AG enforcement fight and whether crypto gets a second crack after midterms. Listen to the episode on Apple Podcasts, Spotify, Pods, Fountain, Podcast Addict, Pocket Casts, Amazon Music, or on your favorite podcast platform. Show highlights

On this episode of WTH Live! Stephen Hadley, Robert O'Brien, and Michèle Flournoy join Marc on the Aspen Security Forum stage to discuss the good, the bad, and the ugly of Trump's foreign policy scorecard. In a frank and bipartisan discussion on what should come next, especially in Ukraine, Iran, and Venezuela, and what the Trump Doctrine has evolved to represent, Marc asks the panelists to fairly reflect on the second Trump Administration. The resolution of the conflicts above hinge on intentional American leadership and clear-eyed peace through strength. So where are we now, and where do we have to go?Stephen J. Hadley, 20th U.S. National Security Advisor; Founding Principal, Rice, Hadley, Gates & Manuel LLC.Robert O'Brien, 27th U.S. National Security Advisor; Chairman, American Global Strategies.Michèle Flournoy, Former Under Secretary of Defense for Policy; Co-Founder and Managing Partner, WestExec Advisors.Read the transcript here.Subscribe to our Substack here.

What actually separates a great early-stage bet from an obvious one? This week on The Data Minute, Peter sits down with Lan Xuezhao, Founder and Managing Partner of Basis Set Ventures, fresh off closing the firm's $250 million Fund IV.Lan built Basis Set in 2017 as one of the first venture funds structured specifically around AI, years before AI became the entire market's obsession. Her portfolio includes an early bet on Scale AI before the fund technically existed, along with Quince, Path Robotics, Workstream, Ergeon, Cusp, and Drata. She and Peter dig into why she deliberately looks for founders who don't come from the obvious pedigree or the most hyped category, how she reads "speed of learning" in a founder across a single meeting or a string of them, and why she thinks a chart everyone loves (fastest company ever to $100 million in revenue) is one of the most misleading in venture right now.The conversation also covers her thesis behind backing Quince as a supply chain company rather than a consumer brand, why robotics went from a graveyard of failed bets to the hottest category in the market, how AI is compressing deal diligence from weeks to days, and her framework for thinking about secondaries with LPs who have stuck with her since fund one. It closes with a personal story: raising her first fund five months pregnant, and the LPs who told her flatly she was crazy to try.Subscribe to Carta's weekly Data Minute newsletter: https://carta.com/subscribe/data-newsletter-sign-up/Explore interactive startup and VC data, with Carta's Data Desk: https://carta.com/data-desk/Chapters:00:00 – Intro: Reading the Bifurcated Seed Chart01:20 – Why Unknown Founders Command Premium Valuations03:38 – Higher Valuation, Lower Multiple: The Math of Being Late04:18 – Two Types of Companies Basis Set Backs05:33 – Defining "Good": Avoiding the Most Obvious Space07:14 – Is Revenue-Per-Employee a Real Signal or Just Vanity?08:55 – Defining "Speed of Learning"11:55 – Do the Most Expert Founders Struggle to Update Their Views?13:14 – The Interview Trick: Pick Any Topic, Go Deep16:31 – The Revenue Chart Everyone Loves (and Why It Lies)18:48 – Margin, Retention, and What Actually Matters at Seed21:19 – Why Series A to B Is the Most Confusing Stage22:35 – Using AI to Compress Diligence From Weeks to Days24:16 – The Quince Thesis: Supply Chain, Not Consumer Brand27:06 – Robotics: From Graveyard to Hottest Category27:54 – Model Commoditization: Real Risk or Lazy Narrative?30:07 – The San Francisco Premium: Moving Here Doubles the Price33:27 – Does Sky-High Ambition Help Companies or Kill Them?36:17 – LP Sentiment: Recycling Capital, and Why the Type of LP Matters40:28 – A Framework for Secondaries: Baskets, Founders, and the Data Point That Worries Her44:13 – Are There Too Many VCs?45:51 – Fund Four: When a Firm Stops Feeling Like a Collection of Funds47:26 – LPs Aren't Backing the Outcome, They're Backing the Process48:34 – Raising Fund One Five Months Pregnant, and Being Called Crazy49:14 – OutroThis presentation contains general information only and eShares, Inc. dba Carta, Inc. (“Carta”) is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services, and is for informational purposes only.  This presentation is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business or interests. © 2026 eShares, Inc., dba Carta, Inc. All rights reserved.

In the world of global credit and event-driven investing, there are few firms that have been both quietly competitive, whilst simultaneously successful and long-standing.  Founded over 40 years ago, Davidson Kempner may not be a household name, but they have navigated cycles by identifying the opportunities which emerge from dislocations, and complexity when the power between borrowers and lenders shifts.  In this conversation, we discuss if it's possible to assess where we are in the economic cycle. Tony then disentangles the term “private credit” and explains where he believes blockages and problems exist.  He talks about the interdependence of private equity and private debt, and why he thinks the market may be underestimating the time needed to work through these issues.  He explains where he sees capital is as scarce and where it has been abundant, and what that means for risk-taking.  Finally, he discusses why Europe may have less growth but has many opportunities, why lending in India appeals, and most interestingly why we may be in “a golden age of absolute return.”  The Money Maze Podcast is kindly sponsored by J.P. Morgan Asset Management*, IFM Investors, World Gold Council and LSEG.*During the episode we cite J.P. Morgan Asset Management as Europe's leading active ETF provider by assets under management. This is sourced from J.P. Morgan Asset management and Bloomberg, data as of 30 March 2026.

In this episode, Miguel Gonzalez discusses practical ways to prepare for life's financial surprises, from building emergency savings and planning for irregular expenses to reviewing insurance coverage, managing debt, and creating flexibility within your budget. A little preparation today can help you face tomorrow's unexpected challenges with greater confidence.Miguel Gonzalez is a Certified Retirement Counselor (CRC) with over 25 years of experience helping individuals and families design retirement income strategies and long-term financial plans. He is the Managing Partner of Cortburg Retirement Advisors, a boutique firm focused on retirement planning, investment management, and financial clarity.#EmergencyFund #UnexpectedExpenses #CortburgSpeaksRetirement #MiguelXGonzalez #FinancialWellness #FinancialPlanning #MoneyManagement #PersonalFinance #EmergencySavings #Budgeting #FinancialFreedom #MoneyHabits #DebtManagement #FinancialConfidence #WealthBuilding #SmartMoneyMoves #SavingsGoals #FinancialEducation #MoneyMindset #FinancialHealthWelcome to Cortburg Speaks Retirement Podcast with Miguel Gonzalez, MBA, AIF®, CPFA®, CRC® CLICK HERE TO LISTEN TO MIGUEL'S LATEST PODCAST FOLLOW US ON: YouTube->https://m.youtube.com/c/CORTBURGRETIREMENTADVISORSFacebook-> https://m.facebook.com/CortburgIncTwitter-> https://twitter.com/CortburgIncLinkedIn->https://www.linkedin.com/in/miguelxgonzalez/Website: www.CortburgRetirement.comEmail:     Miguel@CortburgRetirement.com

In this episode, we sit down with Geoff Woo, Co-Founder and Managing Partner of Antifund, an unconventional venture capital firm investing in the next generation of companies across technology, consumer, defense, and culture. Geoff is also the Founder and Executive Chairman of Ketone-IQ and has built businesses alongside creators like Jake and Logan Paul, giving him a unique perspective at the intersection of venture capital, entrepreneurship, and internet culture.We discuss why venture capital is "high-class begging," how Antifund uses celebrity partnerships to win the most competitive startup deals, why attention is becoming more valuable than capital, how AI is changing the future of startups and human expertise, the philosophy behind Ketone-IQ, and the mindset founders need to build category-defining companies.If you're interested in startups, venture capital, AI, entrepreneurship, creator businesses, or learning how top investors think, this episode is for you.This episode is supported by Sydecar, HEX, Wispr Flow, Granola, Beehiiv, KalshiSydecar: https://sydecar.io/partners/trailblazersbeehiiv: https://www.beehiiv.com/splash?utm_campaign=trailblazers-2026-Partnership&utm_medium=podcast&utm_source=trailblazers&utm_term=podcast-6&stripe_campaign_code=TRAILBLAZERS30 (or use code “trailblazers30” for 30% OFF)*Granola is the official notetaker of Trailblazers! Check out the episode show notes here: https://notes.granola.ai/t/7b44b7f3-ac56-487b-befa-81d024355e49-00b881l8Kalshi: http://Kalshi.com/r/trailblazersWispr Flow: https://ref.wisprflow.ai/trailblazersHEX: http://hex.ai/trailblazers

How should co-founders divide equity - and what happens to those shares if one person leaves?In Part 1 of my conversation with Phil Hails-Smith, Managing Partner at Joelson,  we unpack the ownership decisions that founders building consumer and CPG brands need to make long before an investment round or exit. (This conversation was soo jam-packed with value that we had to split it in to two!)Joelson B Corp is the leading commercial law firm specialising in helping founders of scaling consumer brands. The're the law firm that advised the innocent founders on their landmark sale to Coca-Cola (and still work with them at JamJar Investments today, which tells you something...). They also work with brands like Little Moons, Trip, Eat Natural, Bear Graze and Pulsin, and are always present at every industry event, chatting to everyone, with smiling faces and ready to help. In this episode, Phil shares practical benchmarks rather than vague principles: why a 50:50 co-founder split is relatively unusual, when 60:40 or 70:30 may be more appropriate, how vesting can prevent dead equity, and why both founders may need to be subject to the same provisions. We also explore all the questions you might have around advisor equity, employee option pools, EMI options and the hidden dilution founders can absorb when investors negotiate on a fully diluted basis.What You'll LearnHow to decide between a 50:50, 60:40 or 70:30 co-founder split.Why founder shares may need to vest over three or four years.What “dead equity” means and why future investors dislike it.How much equity an advisor or instrumental early employee might receive.How employee option pools can dilute the founding team during a fundraise.Key Topics DiscussedAssessing each founder's original idea, commitment and financial riskWhy equal equity is not always the fairest structurePlanning for illness, parental leave or a founder leaving the companyGood-leaver and bad-leaver provisionsFounder vesting schedulesPreventing dead equityWhy vesting should generally be balanced between co-foundersUsing AI to create co-founder agreementsWhy AI cannot identify questions founders do not know to askThe risk of US legal assumptions appearing in UK agreementsTypical advisor equity of approximately 1% to 2.5%Why 5% or 7.5% may be excessive for an advisorFounder control at 75%, 50% and 30% ownershipCreating a 15% to 20% employee option poolUnderstanding fully diluted valuationsWho absorbs option-pool dilution during an investment roundEMI options and tax-efficient employee incentivesGiving meaningful equity to instrumental early employeesUseful linkshttps://joelsonlaw.com/https://www.linkedin.com/company/joelson-law/Like this episode?PLEASE share the love by sharing it with another founder building a challenger brand, a colleague or a mate who loves brilliant non-alcoholic drinks, or anyone trying to work out how to build a sharper, more focused growth model.Don't forget to FOLLOW or SUBSCRIBE to Brand Growth Heroes on your favourite podcast app, and even LEAVE A REVIEW - both of these actions make a MASSIVE difference to our mission to help more founders just like you.Join our communityInstagram (https://www.instagram.com/brandgrowthheroes)LinkedIn (https://www.linkedin.com/company/brand-growth-heroes/?viewAsMember=true)Youtube (https://www.youtube.com/brandgrowthheroes)Find out more about the programmes and courses Fiona runs here (https://www.brandgrowthheroes.com/mini-mba-2026)Join the NextGen CPG WhatsApp group for founders leaning in to the value that a leadership approach to engaging with AI can unlock for businesses like yours.*** Thanks to Brand Growth Heroes' podcast sponsor  - Joelson, the commercial law firm ***Scaling CPG business also brings legal complexities that can make or break your growth journey - from contracts and regulatory compliance to protecting your intellectual property - that's why we're proud to partner with Joelson, the leading commercial law firm specialising in helping founders of scaling consumer brands.Joelson is offering a FREE LEGAL CONSULTATION to all BGH listeners (mailto:hello@joelsonlaw.com) - we highly recommend you take them up on it!CreditsThanks to our Sound Engineer Gyp Buggane at Ballagroove.com and the entire BGH team