Podcasts about Marine

Cassidy Zacharyasz served as a mortarman in 3rd Battalion 9th Marine Regiment and 2nd Battalion 2nd Marine Regiment. Cassidy then changed jobs to become a Fire Support Man and, eventually, a Joint Terminal Attack Controller (JTAC).Want to be on the Former Action Guys Podcast?https://forms.gle/9MuoSkzBUgNiVgPu5 Support the podcast and website: www.jcramergraphics.com www.ANGLICOshop.comPodcast Links:YouTube: http://bit.ly/formeractionguysYouTubeSpotify: http://bit.ly/formeractionguysApplePodcast: http://bit.ly/formeractionguysAppleSocial Media:Instagram: www.instagram.com/formeractionguys Instagram: www.instagram.com/jcramergraphics Twitter: https://twitter.com/4meractionguys Reference:117 - Backpack-able radio for tactical use148 - Walkie-talkie style tactical radio152 - Walkie-talkie style tactical radio7-Ton - Medium Tactical Vehicle Replacement (Dump truck-sized military vehicle for hauling troops, supplies, etc.)9-Line - CAS mission brief formatA&S - Assessment and SelectionAAV - Assault Amphibious Vehicle (Also called Tracks)ABC - ANGLICO Basic CourseANG - Air National GuardANGLICO - Air Naval Gunfire Liaison CompanyBLT - Battalion Landing TeamBRC - Basic Reconnaissance CourseCAR - Combat Action RibbonCAS - Close Air SupportCCT - Combat Control TeamCLB - Combat Logistics BattalionCO - Commanding OfficerCOC - Command Operations CenterCOP - Combat OutpostCorpsman - Navy medic attached to MarinesEOD - Explosive Ordnance DisposalFAC - Forward Air ControllerFCT - Firepower Control TeamFDC - Fire Direction ControlFET - Female Engagement Team.FSCC - Fire Support Coordination Center. Where fire missions are deconflicted and approved prior to shooting.GBU - Guided Bomb Unit GLT - Georgian Liaison Team. Georgian military advisors in Afghanistan.Hesco Barrier - Earthen filled barriers used to make or reinforce outpostsHMMWV - High mobility multi-wheeled vehicleIED - Improvised Explosive DeviceIOC - Infantry Officer's CourseJDAM - Joint Direct Attack Munition (GPS guided bomb)JTAC - Joint Terminal Attack ControllerLGTR - LASER Guided Training RoundM-ATV - MRAP All-terrain vehicleMARSOC - Marine Corps Special Operations CommandMART - Marines Awaiting Recon TrainingM-ATV - MRAP All Terrain VehicleMCMAP - Marine Corps Martial Arts ProgramMCIWS - Marine Corps Instructor of Water SurvivalMCT - Marine Combat TrainingMEB - Marine Expeditionary BrigadeMEU - Marine Expeditionary Unit (Unit attached to ships for deployment)MRAP - Mine Resistant Ambush Protected (armored vehicle)MSOT - Marine Special Operations TeamOCS - Officer Candidate SchoolOP - Observation Post. An area where forward observers spot enemy positions and conduct fire missions on targetsPB - Patrol BasePGM - Precision Guided MunitionsPID - Positive identificationPLDR - Portable Lightweight Designator Rangefinder PosRep - Position ReportRIP - Relief In PlaceRO - Radio Operator (Sometimes called an RTO)ROMAD - Radio Operator, Mechanic, and DriverR&S - Reconnaissance and SurveillanceSACC - Supporting Arms Coordination Center (FSCC on a ship)SALT - Supporting Arms Liaison TeamSERE - Survive, Evade, Resist, EscapeSOCS - Special Operations Capabilities SpecialistSOI - School of InfantrySOTG - Special Operations Training GroupS Shops - S-1 (Administration), S-2 (Intelligence), S-3 (Operations), S-4 (Logistics), S-6 (Communication)SVBIED - Suicide vehicle-borne improvised explosive deviceTACP - Tactical Air Control PartyWater Dogs - Logistics Marines in charge of purifying water and running sanitation facilitiesVBIED - Vehicle-borne improvised explosive device

The show gets started with a News Roundup. Guest Jesse Philippe is a democratic congressional candidate in Florida. A Marine and Lawyer, he's running to represent Florida's 15th District as a grassroots candidate. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/its-news-to-us/message Support this podcast: https://anchor.fm/its-news-to-us/support

Según una encuesta que publicó este fin de semana el periódico Le Figaro, Emmanuel Macron volverá a ganar las elecciones presidenciales que se celebrarán el próximo mes de abril. Serán, como siempre en Francia, a dos vueltas. La primera tendrá lugar el 10 de abril, la segunda dos semanas más tarde, el día 24. Macron obtendría según esta encuesta entre un 25% y un 27% de los votos en la primera vuelta y tendría que vérselas con un candidato de extrema derecha en la segunda. Y es aquí donde ha saltado la sorpresa. La derecha nacionalista en Francia es cosa de la familia Le Pen desde hace décadas, primero del padre, Jean Marie, y ahora de su hija Marine. Pero les ha salido un competidor, Eric Zemmour, un periodista muy popular por sus libros y sus intervenciones en televisión que, de un modo sorprendente, ha entrado en las quinielas de los presidenciables. Por ahora Zemmour no ha adelantado a Marine Le Pen, que quedaría en segundo lugar con una expectativa de voto del 18%. Le sigue Eric Zemmour muy de cerca, según esta encuesta se quedaría entre el 16% y el 17% de los votos a pesar de que su candidatura aún no es oficial. Este basculamiento de la opinión pública hacia candidatos de derecha identitaria ha dejado a los conservadores de Xavier Bertrand fuera de juego con un 15%. Faltan todavía muchos meses, más de cinco, para la primera vuelta, pero el panorama se va aclarando. Para Macron que dos candidatos persigan al mismo votante es una gran noticia porque es posible que se anulen entre ellos. Si eso sucede pasará Bertrand a segunda vuelta y ahí Macron lo tendría más fácil. Respecto a la izquierda, ni está ni se la espera. El mejor situado es Jean-Luc Melenchon, un candidato de extrema izquierda con un 8%, por delante del candidato de los Verdes, Yannick Jadot, que obtendría un 7%. Anne Hidalgo, la alcaldesa socialista de París, que esta misma semana ha presentado su candidatura, se queda con un 5% raspado. Las elecciones de 2017 no fueron un espejismo, Francia, definitivamente se ha escorado a la derecha. Queda por saber si esa derecha se presentará dividida o lo hará con una sola voz. Depende todo de Eric Zemmour, que tendrá la última palabra y casi con toda seguridad decidirá el destino de estas elecciones. En La ContraRéplica: - Carmen Mola y el Premio Planeta - Leyenda negra y leyenda rosa - España, la primera globalización - Abusos en el imperio romano “La ContraHistoria de España. Auge, caída y vuelta a empezar de un país en 28 episodios”… https://amzn.to/3kXcZ6i Apoya La Contra en: · Patreon... https://www.patreon.com/diazvillanueva · iVoox... https://www.ivoox.com/podcast-contracronica_sq_f1267769_1.html · Paypal... https://www.paypal.me/diazvillanueva Sígueme en: · Web... https://diazvillanueva.com · Twitter... https://twitter.com/diazvillanueva · Facebook... https://www.facebook.com/fernandodiazvillanueva1/ · Instagram... https://www.instagram.com/diazvillanueva · Linkedin… https://www.linkedin.com/in/fernando-d%C3%ADaz-villanueva-7303865/ · Flickr... https://www.flickr.com/photos/147276463@N05/?/ · Pinterest... https://www.pinterest.com/fernandodiazvillanueva Encuentra mis libros en: · Amazon... https://www.amazon.es/Fernando-Diaz-Villanueva/e/B00J2ASBXM Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

For more than half of its existence, members of the Marine Corps largely self-identified as soldiers. It did not yet mean something distinct to be a Marine, either to themselves or to the public at large. As neither a land-based organization like the Army nor an entirely sea-based one like the Navy, the Corps' missions overlapped with both institutions. Heather P. Venable, How the Few Became the Proud: Crafting the Marine Corps Mystique 1874-1918 (US Naval Institute Press, 2019) argues that the Marine Corps could not and would not settle on a mission, and therefore it turned to an image to ensure its institutional survival. The process by which a maligned group of nineteenth-century naval policemen began to consider themselves to be elite warriors benefited from the active engagement of Marine officers with the Corps' historical record as justification for its very being. Rather than look forward and actively seek out a mission that could secure their existence, late nineteenth-century Marines looked backward and embraced the past. They began to justify their existence by invoking their institutional traditions, their many martial engagements, and their claim to be the nation's oldest and proudest military institution. This led them to celebrate themselves as superior to soldiers and sailors. Although there are countless works on this hallowed fighting force, How the Few Became the Proud is the first to explore how the Marine Corps crafted such powerful myths. Alex J. Beckstrand is a Ph.D. candidate at the University of Connecticut, where he researches Woodrow Wilson's civil-military relations. He most recently published a review in H-War and has a forthcoming article in the Journal of Military History on the 1916-1917 American expedition into Mexico. He is an officer in the Marine Corps Reserves, is a Lecturer at Central Connecticut State University, and works in the aerospace industry. Email: alex.beckstrand@uconn.edu Twitter: @AlexBeckstrand Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

For more than half of its existence, members of the Marine Corps largely self-identified as soldiers. It did not yet mean something distinct to be a Marine, either to themselves or to the public at large. As neither a land-based organization like the Army nor an entirely sea-based one like the Navy, the Corps' missions overlapped with both institutions. Heather P. Venable, How the Few Became the Proud: Crafting the Marine Corps Mystique 1874-1918 (US Naval Institute Press, 2019) argues that the Marine Corps could not and would not settle on a mission, and therefore it turned to an image to ensure its institutional survival. The process by which a maligned group of nineteenth-century naval policemen began to consider themselves to be elite warriors benefited from the active engagement of Marine officers with the Corps' historical record as justification for its very being. Rather than look forward and actively seek out a mission that could secure their existence, late nineteenth-century Marines looked backward and embraced the past. They began to justify their existence by invoking their institutional traditions, their many martial engagements, and their claim to be the nation's oldest and proudest military institution. This led them to celebrate themselves as superior to soldiers and sailors. Although there are countless works on this hallowed fighting force, How the Few Became the Proud is the first to explore how the Marine Corps crafted such powerful myths. Alex J. Beckstrand is a Ph.D. candidate at the University of Connecticut, where he researches Woodrow Wilson's civil-military relations. He most recently published a review in H-War and has a forthcoming article in the Journal of Military History on the 1916-1917 American expedition into Mexico. He is an officer in the Marine Corps Reserves, is a Lecturer at Central Connecticut State University, and works in the aerospace industry. Email: alex.beckstrand@uconn.edu Twitter: @AlexBeckstrand Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/history

For more than half of its existence, members of the Marine Corps largely self-identified as soldiers. It did not yet mean something distinct to be a Marine, either to themselves or to the public at large. As neither a land-based organization like the Army nor an entirely sea-based one like the Navy, the Corps' missions overlapped with both institutions. Heather P. Venable, How the Few Became the Proud: Crafting the Marine Corps Mystique 1874-1918 (US Naval Institute Press, 2019) argues that the Marine Corps could not and would not settle on a mission, and therefore it turned to an image to ensure its institutional survival. The process by which a maligned group of nineteenth-century naval policemen began to consider themselves to be elite warriors benefited from the active engagement of Marine officers with the Corps' historical record as justification for its very being. Rather than look forward and actively seek out a mission that could secure their existence, late nineteenth-century Marines looked backward and embraced the past. They began to justify their existence by invoking their institutional traditions, their many martial engagements, and their claim to be the nation's oldest and proudest military institution. This led them to celebrate themselves as superior to soldiers and sailors. Although there are countless works on this hallowed fighting force, How the Few Became the Proud is the first to explore how the Marine Corps crafted such powerful myths. Alex J. Beckstrand is a Ph.D. candidate at the University of Connecticut, where he researches Woodrow Wilson's civil-military relations. He most recently published a review in H-War and has a forthcoming article in the Journal of Military History on the 1916-1917 American expedition into Mexico. He is an officer in the Marine Corps Reserves, is a Lecturer at Central Connecticut State University, and works in the aerospace industry. Email: alex.beckstrand@uconn.edu Twitter: @AlexBeckstrand Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/american-studies

Tom and Chuck sit down with Marine Corps Major Joe Patterson to talk about his time in the Sangin Valley and his commitment to making sure stories of our brave soldiers are told. Remember to like, subscribe and leave a review to help us grow the podcast. Go to www.warstoriesofficial.com and  Join our subscriber forums to get access to premium episodes. Support us at https://patron.podbean.com/warstoriesofficial and get a shout out on an upcoming episode and access to subscriber only episodes. Follow us on Instagram @war_stories_official and on Facebook https://www.facebook.com/WarStoriesOfficialPodcast

Bianca Keys is an honours student and Karli Mylius is completing her Master of Science, with both ladies involved in projects at Adrift Lab, Institute of Marine and Antarctic Studies, University of Tasmania. This is the third conversation we've had with members of the brilliant Adrift Lab team, discussing plastics and their impact on marine life – in particular seabirds and shorebirds.Bianca and Karli cover a lot in this conversation and provide us with a really good insight into just how multifaceted and complex this issue is.In this episode we discuss:• Bianca and Karli's respective backgrounds and their similar full-circle journeys to where they are now with Adrift Lab• The benefits of working with Adrift Lab as students• Bianca and Karli's respective projects with Adrift Lab, focusing on plastics in sea and shorebirds• The difference between seabirds and shorebirds and how the various species are exposed to plastics• Why birds ingest such large quantities of plastics in the first place• Marine life exposure to nano and microplastics and why this matters to us as humans• The surprising number of plastic particles that have been identified in seabird guano and how it then ends up in the environment• Future plans for both Bianca and Karli including upcoming publications• And a lot more!To view all the links to the websites and documents, make sure you visit the show notes on our website. Don't forget to subscribe to this podcast, leave us a review and share this episode with your friends and family.Please support our work and enable us to deliver more content by buying us a coffee.

Une émission de Philippe Meyer, enregistrée au studio l'Arrière-boutique le 15 octobre 2021.Avec cette semaine :Jean-Louis Bourlanges, président de la commission des affaires étrangères de l'Assemblée Nationale.Béatrice Giblin, directrice de la revue Hérodote et fondatrice de l'Institut Français de Géopolitique.Nicole Gnesotto, titulaire de la chaire « Union Européenne » au CNAM.Lionel Zinsou, ancien Premier ministre du Bénin et président de la fondation Terra Nova.LES DROITES DANS TOUS LEURS ÉTATSLe 9 octobre au Havre, ville dont il est redevenu maire en 2020, Edouard Philippe a lancé sa propre formation politique, baptisée « Horizons », destinée à accélérer la recomposition politique à droite. L'ancien Premier ministre a estimé que le premier défi était de « remettre de l'ordre dans nos comptes et de l'ordre dans nos rues » et que « le premier sujet à régler s'agissant des dépenses, c'est la question des retraites ». Une nouvelle offre politique qui entend « regarder devant », mais qui s'inscrit dans la logique d'une droite « Macron-compatible » pour élargir vers la droite la base électorale d'Emmanuel Macron. Horizons doit tenir son congrès fondateur d'ici à la fin de l'année.Après s'être opposé à toutes formes de primaire et avoir souvent laissé entendre qu'il ne participerait à aucune compétition interne, le 11 octobre, le président des Hauts-de-France, Xavier Bertrand a finalement annoncé qu'il participerait au congrès du parti Les Républicains. Le 4 décembre, il se soumettra donc aux votes des adhérents d'un parti dont il avait claqué la porte en décembre 2017. Il s'opposera alors à Valérie Pécresse, Michel Barnier, Éric Ciotti, Philippe Juvin et Denis Payre. « La droite n'est pas morte hier », s'est ému Damien Abad, chef de file des députés LR et soutien de Bertrand, au lendemain de cette annonce. « Elle ne s'est pas fracturée et fissurée en deux à un moment où nous-mêmes nous devons faire face à deux menaces extérieures, avec Éric Zemmour d'un côté et Edouard Philippe de l'autre. » Une investiture permettrait à Xavier Bertrand, en plus de la force de frappe des 80 000 militants LR revendiqués, de ne plus se soucier de la collecte des 500 signatures et de bénéficier des 8 à 10 millions d'euros mis de côté par le parti pour faire campagne. Selon une récente enquête commandée par la structure du député Les Républicains, Julien Aubert, Oser la France, Xavier Bertrand récoltait 38 % de bonnes opinions au sein des militants Les Républicains, derrière Valérie Pécresse (52 %) et Michel Barnier (58 %). En revanche, chez les électeurs, il est régulièrement donné dans les sondages légèrement devant ses concurrents, et a été pour la première fois le 11 octobre placé par l'IFOP pour Sud Radio à 16 %, ex aequo avec Marine Le Pen, soit en position d'accéder au second tour, tandis qu'Éric Zemmour redescendait à 14%.Devant ou derrière Marine le Pen, Eric Zemmour est, selon, un sondage Odoxa la personnalité politique qui suscite le plus de « rejet » à 59 % contre 9 % de « soutien » et 10 % de « sympathie ». Pour Pascal Perrineau, le presque candidat « est plus le reflet d'une offre politique un peu usée qu'autre chose. Sa force, c'est sa capacité à incarner le dégagisme - or la présidentielle ne devient plus que ça - dans un contexte de profonde droitisation de l'opinion publique ». Au total, les intentions de vote additionnées de Marine Le Pen, Éric Zemmour et Nicolas Dupont-Aignan arrivent aux alentours de 30 %.***AFRIQUE-FRANCE QUOI DE NOUVEAU ?Le « nouveau sommet », Afrique-France s'est tenu le 8 octobre à Montpellier. Il a été le 28ème du genre, a rassemblé 3 000 participants, dont plus d'un millier de jeunes du continent africain (parmi eux près de 350 entrepreneurs) pour des rencontres et des tables rondes entre sociétés civiles africaine, française et de la diaspora, sur des sujets économiques, culturels et politiques. La nouveauté de ce sommet a reposé sur l'absence des présidents africains pour la première fois depuis 1973, date du premier du genre. Il s'agissait « d'écouter la parole de la jeunesse africaine » et de « sortir des formules et réseaux obsolètes », a indiqué l'Elysée. Parallèlement, Montpellier a été le théâtre d'un contre-sommet organisé, notamment, par les organisations militantes Attac et Survie.En session plénière, le Président Macron a dialogué avec des jeunes venus de douze pays africains, pas tous francophones (Afrique du Sud, Angola, Burkina Faso, Cameroun, Côte d'Ivoire, Kenya, Nigeria, Mali, Niger, République démocratique du Congo, Sénégal, Tunisie). Ce panel a été sélectionné à l'issue des dialogues menés pendant des mois à travers le continent par l'intellectuel camerounais Achille Mbembe, dialogues qui ont abouti à un rapport sur la refondation de la relation entre la France et l'Afrique. Les thèmes retenus étaient la santé, le climat, le colonialisme, l'égalité et la démocratie. L'occasion de tirer un premier bilan des initiatives lancées après l'énoncé d'une feuille de route établie par Emmanuel Macron lors de son discours, fondateur, prononcé en octobre 2017 à l'université de Ouagadougou, au Burkina Faso et d'évoquer les treize propositions du rapport. Achille Mbembe a préconisé également une reconnaissance claire de la colonisation comme crime contre l'humanité.Le chef de l'État a retenu plusieurs des propositions. Il a notamment annoncé la création d'un fonds d'innovation pour la démocratie. Doté de 30 millions d'euros sur trois ans, hébergé par l'Agence française de développement, ce fonds devra soutenir « les acteurs du changement » en Afrique sans que l'on sache encore comment. L'enjeu est d'orienter les investissements directement vers la société civile. Emmanuel Macron a aussi annoncé la création d'une « maison des mondes africains et des diasporas ». et la restitution au Bénin, fin octobre, des 26 œuvres du « Trésor de Béhanzin », provenant du pillage des palais d'Abomey en 1892 par l'armée coloniale.Antoine Glaser, coauteur du livre « Le Piège africain de Macron » remarque qu'« au moment où Emmanuel Macron met fin aux grands-messes entre l'Afrique et la France, la Chine et, tout récemment, la Russie en font. » En 2022, un « sommet Afrique-Europe » devrait se tenir « sous la présidence française de l'Union européenne », a annoncé l'Elysée. On n'en connait pas encore le format.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Today we finally have back with us Jeff Wilson of Instruments of Freedom as well as our good friend Agent Tom. Unfortunately Ethan was unable to join us for this one so standing in for him is Dennis Heil of Instruments of Freedom. Jeff and Dennis got us caught up on what's been going on at Instruments of Freedom. Then we got off into the weeds as per usual with this group. We talked about everything from the 2020 lock downs, to education and even politics. There is definitely no shortage of opinion with any of this crew. We had a ton of fun during this podcast and time seemed to stand still while we yelled back and forth at each other. Hopefully you enjoy this heated debate.   Agent Tom is a federal agent. Although he is unable to talk about most of his work for the man, he is able to talk in generalities of some of the things he has done as an agent. Tom joined the Army right after high school. He was deployed over seas shortly after boot camp and spent most of his military career over seas. He spent a bunch of his military career in a job that was different from what he was supposed to be doing. But that allowed him to get some more experience than he would have otherwise. After his time in the military he ended up in Dallas Texas on the Police department. He spent 7 years on the force there. He was applying to different agencies to work for the federal government. He got a position here in Ohio and took that one and has been working for the man ever since.   Jeff and Ethan run a company call the Instruments of Freedom Tactical Weapons Training Group IOFTWTG.COM. Head over and sign up for some training from some of the best firearms trainers in the area. You can visit their retail store at 426 E. Liberty St. Wooster, Ohio 44691. Then they are the one stop shop for everything firearms in Wayne county Ohio.   Dennis is a former active duty Marine. Dennis is also a firearms instructor with Jeff and Ethan at Instruments of Freedom. He is typically at the shop and is known for talking your ear off if you let him. We always have great conversations and I immensely enjoy when we get the chance to chat for a while.   You can also visit them on Instagram @Instruments_of_Freedom or find them on Facebook at Instruments of Freedom.   If you want to contact the show you can go to https://www.uncensoredhumanity.com/ and fill out the Contact Us form. Or email us at uncensoredhumanitypodcast@gmail.com. Feel free to ask a question to any of our regular guests, let us know if you have a topic you want us to cover or just let us know what you think of the episode. We look forward to hearing from you.       © 2018 Uncensored Humanity   Artwork by Kathryn Kidwell Intro music Rover by S Strong – available on Youtube audio library Outro music Whitestick by S Strong – available on Youtube audio library

durée : 00:54:17 - Le temps d'un bivouac - par : Daniel FIEVET - Les passionnés de plongée Ghislain, Emmanuelle Bardout et leurs 2 enfants se sont sont lancés dans une grande expédition pour explorer les fonds marins fragiles et méconnus de l'Arctique à la Polynésie - réalisé par : Hélène KOUYOUMDJIAN

Healing Through ServiceAaron Quinonez pt 3I grew up in the Vietnam Era. I joined the military straight out of high school just a few years after Vietnam ended. I have seen the effects of what we now call PTSD on friends and fellow soldiers that served prior to my enlistment. I know many of our war veterans back then did not know, nor did anyone else for that matter, what PTSD was or how it affected our veterans. Fast forward 25 years and we understand a lot more about PTSD and its effects. But yet, many of our war veterans still struggle with these battle scars. Some have such a hard time readjusting to civilian life, they decide to take their own life. My guest today has experienced just this sort of turmoil. Aaron Quinonez is a Marine combat veteran who joined the service straight out of high school. Serving 8 years in the Marines and a combat tour in Iraq as part of the Marine 1stANGLICO unit. In case you were wondering about the military acronym for ANGLICO it stands for “Air Naval Gunfire Liaison Company” which is the only US Dept. of Defense unit capable of bringing in direct fire support for ground forces from air, sea or land and they are regularly part of special operations forces in combat. Sgt. Quinonez returned to civilian life, only to find that the real battle had just begun. Suffering from depression, anger and panic attacks, he was diagnosed with PTSD. But just being diagnosed with a problem and receiving the needed help are two entirely different things. This affected Sgt. Quinonez (or “Sgt. Q” as he is called now) decided it would be better to just take his own life that continuing in the agony he was facing on a daily basis. Today is the conclusion of a great three part interview with "Sgt Q." He has been sharing how Jesus delivered him, gave him a new life, a new calling and he is now in charge of what is called, https://www.qmissions.org/ (“Q Missions.”) This is a pathway for veterans and fellow warfighters to help them replace the battle scars of their minds with the joy of serving others through building churches, homes, feeding children and suppling precious hope to struggling communities worldwide. Sgt. Q has also authored a new book titled, https://amzn.to/3EShdnN (“Healing Thru Service: The Warriors Guide to Overcoming Trauma.”) Tell us about https://operationpopsmoke.com/ (“Operation Pop Smoke.” ) I know the phraseology for “pop smoke” but how have you used this term to communicate with veterans that need assistance? And your book, https://amzn.to/3EShdnN (“Healing Thru Service: The Warriors Guide to Overcoming Trauma.” ) Why did you decide to publish this book at this time? Who was this book written for? Sgt. Q, this is all so fascinating. And the services you are providing to help struggling veterans has also been recognized by the Veterans Administration, correct? Your book, https://amzn.to/3EShdnN (“Healing Thru Service: The Warriors Guide to Overcoming Trauma”) is a must have for every veteran and families of veterans. Where can someone order your book? Is it on Amazon? If someone has a question about your book or your organization, https://www.qmissions.org/ (“Q Missions”) or https://operationpopsmoke.com/ (“Operation Pop Smoke”) – how can they get in touch with you? Folks, veteran PTSD and veteran suicides are a very real and very serious reality in this country. Just as this condition is very individual in nature, where every person suffers in their own way, the help needs to be individualized as well. Organizations such as those founded by Sgt. Q are not only needful, but directly impacting those who need help and need help now. Your donations are needed – right now. Someone, somewhere is suffering – right now. There is no better time to provide help, than right now. Go down into the show notes and click the links there to get in touch with Sgt. Q and his... Support this podcast

Guests: Oliver North, combat decorated U.S. Marine and #1 best-selling author. On to discuss his co-authored book "We Didn't Fight For Socialism." Peter Wood, president of the National Association of Scholars and anthropologist. On to discuss his book "Wrath." And your thoughts on the news of the day... See omnystudio.com/listener for privacy information.

On Thursday's Mark Levin Show, due to President Biden's policies, the wholesale inflation rate for September was 8.6% and was the highest rate of the year. Since it's taking longer to get goods from overseas, there's a situation where too many paper dollars are chasing after too few goods and this hurts all Americans. Inflation has gone up and the number of available jobs will go down. Consumers are panicking and hoarding whatever they can get their hands on for fear of the impending recession. Then, Biden's actions to shut down the Keystone Pipeline slowed down oil production on federal land, so now gasoline is at a 7-year high and America went from being an exporter of energy to being an importer of foreign energy. Democrats are using their razor-thin majorities to fundamentally change the economy which will destroy the currency and ultimately the country. Later, a federal judge has ruled that the warden of the D.C jail holding some January 6th prisoners, be held in contempt of court and is being referred to the AG for a federal civil rights investigation. Afterward, the intricacies involved in producing a wooden pencil, as described in the i-pencil video, is proof that this supply chain mess that Biden has created will affect a lot more than just the ports and truckers. Finally, the candidate for Lt Governor of VA, Winsome Sears, calls in with an update on her race and shares her personal story of her time as a Marine and when she sold her car and traveled with a child seat on the back of her bicycle to get through college.

On Thursday's Mark Levin Show, due to President Biden's policies, the wholesale inflation rate for September was 8.6% and was the highest rate of the year. Since it's taking longer to get goods from overseas, there's a situation where too many paper dollars are chasing after too few goods and this hurts all Americans. Inflation has gone up and the number of available jobs will go down. Consumers are panicking and hoarding whatever they can get their hands on for fear of the impending recession. Then, Biden's actions to shut down the Keystone Pipeline slowed down oil production on federal land, so now gasoline is at a 7-year high and America went from being an exporter of energy to being an importer of foreign energy. Democrats are using their razor-thin majorities to fundamentally change the economy which will destroy the currency and ultimately the country. Later, a federal judge has ruled that the warden of the D.C jail holding some January 6th prisoners, be held in contempt of court and is being referred to the AG for a federal civil rights investigation. Afterward, the intricacies involved in producing a wooden pencil, as described in the i-pencil video, is proof that this supply chain mess that Biden has created will affect a lot more than just the ports and truckers. Finally, the candidate for Lt Governor of VA, Winsome Sears, calls in with an update on her race and shares her personal story of her time as a Marine and when she sold her car and traveled with a child seat on the back of her bicycle to get through college.

NTD Evening News—10/14/20211. U.S. Elected to U.N. Human Rights Council2. LinkedIn to Shut Down Operations in China3. Marine Officer Pleads Guilty to All Charges4. FDA Panel Unanimously Backs Moderna Boosters5. GoFundMe Takes Down Nurse's Campaign

Mike and Rich talk about Camp Lejeune again, Kona being delayed, and crazy Russians. Transitions from War After his service in the United States Marines Corps, Mike Ergo started the Transitions from War blog  and Podcast to talk about his struggles returning from combat in Iraq. From PTSD and addiction to finding endurance sports, Mike has found a new life purpose and a passion to share this with others. He is joined by fellow Marine, Rich Dreyling to talk all things veteran.     Transitions from War Sponsors:    Fire Team Whiskey An app-based personal fitness and nutrition service geared to help active duty and military veterans take charge of their health with a ketogenic approach to eating. Save 40% on all training plans and coaching, as well as 15% on all keto supplements with the promo code "TRANSITIONS"      Zealios Zinc-based performance sunscreen along with chlorine-removing hair and skin products. Use the promo code VETS to save 20% on all orders.    Primal Kitchen Healthy, Paleo/Primal/Keto and Vegan condiments, salad dressings, and energy bars that actually taste good! Use the promo code PRIMALVETERAN to save 10% on your order and directly support this show.   Green Wolf Tactical Marine Corps Veteran-owned business specializing in paracord gear, custom embroidery, bracelets, key chains, survival gear, PVC patches, & more. Save 20% on all your orders with the promo code SEMPERFI   Find us on Facebook, Twitter,  Instagram and TransitionsFromWar.com #TFWSTORIES  

Three retired Marine Infantry Officers — Colonel Will Costantini, Colonel Jeff Kenney & Major Tim Lynch join host Mike McNamara for an hour of current events discussion every Thursday here on ALL MARINE RADIO. TODAY'S TOPICS: Is the court martial of LtCol Scheller appropriate and what do you expect from the carnival that will surround […]

Tonight's rundown: Joe Biden meets with major retailers as shipping delays continue at ports across the U.S. The number of Americans who voluntarily quit their jobs surged to a record high in August Despite the pandemic, the U.S. sees the biggest revenue surge in 44 years Leon County, Florida is fined $3.5 million for its vaccine mandate for county workers Brooklyn Nets star player suspended for not being vaccinated – stands to lose $17 million Lt. Col. Stuart Scheller, the Marine officer who criticized the U.S. withdrawal from Afghanistan, is expected to plead guilty to several charges against him for his comments Walgreens announces five more store closures in San Francisco as crime continues to spiral out of control Top bookmakers and polls are signaling a Trump victory in 2024 This Day in History, 1999: Grand jury dismissed in JonBenét Ramsey murder case Final Thought: Why Bill is working so hard, rather than be in retirement Learn more about your ad choices. Visit megaphone.fm/adchoices

Dotun and Tim welcome writer Ola Aiyegbayo onto the show to discuss Nigeria's match against Marine and Nigeria's tour of the UK in 1949.

Healing Through Service Aaron Quinonez pt 2I grew up in the Vietnam Era. I joined the military straight out of high school just a few years after Vietnam ended. I have seen the effects of what we now call PTSD on friends and fellow soldiers that served prior to my enlistment. I know many of our war veterans back then did not know, nor did anyone else for that matter, what PTSD was or how it affected our veterans. Fast forward 25 years and we understand a lot more about PTSD and its effects. But yet, many of our war veterans still struggle with these battle scars. Some have such a hard time readjusting to civilian life, they decide to take their own life. My guest today has experienced just this sort of turmoil. Aaron Quinonez is a Marine combat veteran who joined the service straight out of high school. Serving 8 years in the Marines and a combat tour in Iraq as part of the Marine 1stANGLICO unit. In case you were wondering about the military acronym for ANGLICO it stands for “Air Naval Gunfire Liaison Company” which is the only US Dept. of Defense unit capable of bringing in direct fire support for ground forces from air, sea or land and they are regularly part of special operations forces in combat. Sgt. Quinonez returned to civilian life, only to find that the real battle had just begun. Suffering from depression, anger and panic attacks, he was diagnosed with PTSD. But just being diagnosed with a problem and receiving the needed help are two entirely different things. This affected Sgt. Quinonez (or “Sgt. Q” as he is called now) decided it would be better to just take his own life that continuing in the agony he was facing on a daily basis. Today is part two of a three part interview with "Sgt Q." He has been sharing how Jesus delivered him, gave him a new life, a new calling and he is now in charge of what is called, https://www.qmissions.org/ (“Q Missions.”) This is a pathway for veterans and fellow warfighters to help them replace the battle scars of their minds with the joy of serving others through building churches, homes, feeding children and suppling precious hope to struggling communities worldwide. Sgt. Q has also authored a new book titled, https://amzn.to/3EShdnN (“Healing Thru Service: The Warriors Guide to Overcoming Trauma.”) Take us through some of the turmoil PTSD has on a war veteran. I know not everyone suffers the same things or to the same degree. But in general, what are some of the things going on the mind of someone suffering from PTSD? Then came the day you decided to take your life. Can you give us what was going through your mind on that day and what happened to make you change your decision? 25 min zoom edit How did you decide to start https://www.qmissions.org/ (“Q Missions?”) Tell us about https://operationpopsmoke.com/ (“Operation Pop Smoke.” ) I know the phraseology for “pop smoke” but how have you used this term to communicate with veterans that need assistance? Folks, veteran PTSD and veteran suicides are a very real and very serious reality in this country. Just as this condition is very individual in nature, where every person suffers in their own way, the help needs to be individualized as well. Organizations such as those founded by Sgt. Q are not only needful, but directly impacting those who need help and need help now. Your donations are needed – right now. Someone, somewhere is suffering – right now. There is no better time to provide help, than right now. Go down into the show notes and click the links there to get in touch with Sgt. Q and his organizations, https://operationpopsmoke.com/ (“OperationPopSmoke.com”) and https://www.qmissions.org/ (“QMissions.org.”) And be sure to click the link below and order your copies of https://amzn.to/3EShdnN (“Healing Thru Service: The Warriors Guide to Overcoming Trauma.”)  CONTACT... Support this podcast

Douglas London is a retired senior CIA operations officer and the author of the new book The Recruiter: Spying and the Lost Art of American Intelligence.  Doug served as a U.S. Marine before joining the Central Intelligence Agency in 1984 where he worked for 34 years - 17 years on either side of 9/11.  His job was the clandestine collection of HUMINT - intelligence that comes from people who provide secrets valuable to the United States.  By virtue of recruiting spies for an equal number of years on either side of 11 September 2001, Doug offers a unique perspective on the Agency pre and post that seminal date in history.   He served in the Middle East, South and Central Asia, and Africa including three assignments as a chief of station, the president's senior advisor at post, and chief of base in a conflict zone.  Assignments at CIA Headquarters included executive positions at the Agency's Counterterrorism Center, Information Operations Center, and Near East and South Asia Division.  He is the recipient of the CIA's Career Intelligence Medal.   Today, Doug is an Adjunct Associate Professor at Georgetown University's Center for Security Studies, and is a non-resident fellow at the Middle East Institute.   On this episode of Danger Close, Doug discusses the state of modern intelligence, failures of the intelligence community, a lack of accountability prevalent in the post-9/11 CIA, and a lot more.   You can follow him on Twitter @douglaslondon5 and you can follow Jack on social platforms  @jackcarrusa. Featured Gear: Microsoft Surface  Premier Body Armor Bulletproof Laptop Case Sponsors: SIG Sauer: Today's episode is presented by SIG Sauer. Schnee's: Go to Schnees.com and use the promo code JACK21 to save 10% off your pair of Schnee's boots and logo wear.

In this episode you'll meet Nakia @thevirtualskincarecoach & @browtotoe from Hampstead, NC.   She is a former marine who decided to pursue a career in the esthetics industry as a mom.  She shares how being a marine has influenced her as a mom and a business owner.  As a mom to a teenage girl, Nakia strives to be someone that her daughter would want to emulate.  "Children watch everything we do" she says, and she works hard to make sure her daughter sees all the hard work that goes into not only being a mom, but running a business.  She explains that she creates balance in her life by creating structure, rules and boundaries and sticking to them! Plus she is not afraid to say "no". Nakia also shares how she was resourceful during the pandemic and began to coach clients, virtually, about their skin.  She felt it was a great opportunity to teach them and knew they would benefit from getting personalized advice from a professional and not from a celebrity. Going from Marine to Mom Boss wasn't easy, however she had a great foundation and has  not been afraid to invest in herself.  She has a great story to tell that I know you'll enjoy!________________________________________________Connect with Nakia:@thevirturalskincarecoach@browtotoe

In preparation for the discussion of the US Navy's Investigation into the 15th MEU AAV incident of July 2020… I was reading.  I thought I would share this with you.

- Adrian & Pat talk with Joe Masley.Joe is a firefighter, CrossFit Seminar Staff member, co-owner of CrossFit Marshfield, as well as a former Marine.- Joe shares his experience around training to be physically prepared for a demanding occupation such as being a first responder.- Tips & tricks for maintaining fitness while doing shift work are covered.- The pros & cons of training in gear/equipment is discussed.

Tracy Offutt is a former Marine Corps Sergeant Major, infantryman and all-around good dude. I'm glad to have him back on the show and we get caught up on what he's been doing with his retirement and BS about current events.Want to be on the Former Action Guys Podcast?https://forms.gle/9MuoSkzBUgNiVgPu5 Support the podcast and website: www.jcramergraphics.com www.ANGLICOshop.comPodcast Links:YouTube: http://bit.ly/formeractionguysYouTubeSpotify: http://bit.ly/formeractionguysApplePodcast: http://bit.ly/formeractionguysAppleSocial Media:Instagram: www.instagram.com/formeractionguys Instagram: www.instagram.com/jcramergraphics Twitter: https://twitter.com/4meractionguys Reference:117 - Backpack-able radio for tactical use148 - Walkie-talkie style tactical radio152 - Walkie-talkie style tactical radio7-Ton - Medium Tactical Vehicle Replacement (Dump truck-sized military vehicle for hauling troops, supplies, etc.)9-Line - CAS mission brief formatA&S - Assessment and SelectionAAV - Assault Amphibious Vehicle (Also called Tracks)ABC - ANGLICO Basic CourseANG - Air National GuardANGLICO - Air Naval Gunfire Liaison CompanyBLT - Battalion Landing TeamBRC - Basic Reconnaissance CourseCAR - Combat Action RibbonCAS - Close Air SupportCCT - Combat Control TeamCLB - Combat Logistics BattalionCO - Commanding OfficerCOC - Command Operations CenterCOP - Combat OutpostCorpsman - Navy medic attached to MarinesEOD - Explosive Ordnance DisposalFAC - Forward Air ControllerFCT - Firepower Control TeamFDC - Fire Direction ControlFET - Female Engagement Team.FSCC - Fire Support Coordination Center. Where fire missions are deconflicted and approved prior to shooting.GBU - Guided Bomb Unit GLT - Georgian Liaison Team. Georgian military advisors in Afghanistan.Hesco Barrier - Earthen filled barriers used to make or reinforce outpostsHMMWV - High mobility multi-wheeled vehicleIED - Improvised Explosive DeviceIOC - Infantry Officer's CourseJDAM - Joint Direct Attack Munition (GPS guided bomb)JTAC - Joint Terminal Attack ControllerLGTR - LASER Guided Training RoundM-ATV - MRAP All-terrain vehicleMARSOC - Marine Corps Special Operations CommandMART - Marines Awaiting Recon TrainingM-ATV - MRAP All Terrain VehicleMCMAP - Marine Corps Martial Arts ProgramMCIWS - Marine Corps Instructor of Water SurvivalMCT - Marine Combat TrainingMEB - Marine Expeditionary BrigadeMEU - Marine Expeditionary Unit (Unit attached to ships for deployment)MRAP - Mine Resistant Ambush Protected (armored vehicle)MSOT - Marine Special Operations TeamOCS - Officer Candidate SchoolOP - Observation Post. An area where forward observers spot enemy positions and conduct fire missions on targetsPB - Patrol BasePGM - Precision Guided MunitionsPID - Positive identificationPLDR - Portable Lightweight Designator Rangefinder PosRep - Position ReportRIP - Relief In PlaceRO - Radio Operator (Sometimes called an RTO)ROMAD - Radio Operator, Mechanic, and DriverR&S - Reconnaissance and SurveillanceSACC - Supporting Arms Coordination Center (FSCC on a ship)SALT - Supporting Arms Liaison TeamSERE - Survive, Evade, Resist, EscapeSOCS - Special Operations Capabilities SpecialistSOI - School of InfantrySOTG - Special Operations Training GroupS Shops - S-1 (Administration), S-2 (Intelligence), S-3 (Operations), S-4 (Logistics), S-6 (Communication)SVBIED - Suicide vehicle-borne improvised explosive deviceTACP - Tactical Air Control PartyWater Dogs - Logistics Marines in charge of purifying water and running sanitation facilitiesVBIED - Vehicle-borne improvised explosive device

Sign up for www.solciety.co! Speaker 1 (00:03):Welcome to the Solarpreneur podcast, where we teach you to take your solar business to the next level. My name is Taylor Armstrong and I went from $50 in my bank account and struggling for groceries to closing 150 deals in a year and cracking the code on why sales reps fail. I teach you to avoid the mistakes I made and bringing the top solar dogs, the industry to let you in on the secrets of generating more leads, falling up like a pro and closing more deals. What is a Solarpreneur you might ask a Solarpreneur is a new breed of solar pro that is willing to do whatever it takes to achieve mastery and you are about to become one.Speaker 2 (00:42):What's going on Solarpreneurs. I am super excited for this episode. We have a live episode in the studio. I always love doing it with live guests because I think I get more out of it and more connection with the guests. And I'm super excited because we have our second lady, second girl rep coming on the show. I don't know. I don't know if you guys like get like female girls, lady, whatever. Um, but anyway, it's okay. So we've got Alex Hogan hall on the show here, live in the studio, Alex. Thanks for coming out today and coming on the show. Yeah, of course.Speaker 3 (01:15):Taylor, thanks so much for having me. I'm excited to beSpeaker 2 (01:17):Here. Yeah, it'll be super fun. And she's, uh, hopefully moving our assume, but you're right now you're commuting from Utah working with the team, right? Yes, sir.Speaker 3 (01:25):Yep. Back and forth,Speaker 2 (01:26):California. You're getting sick of that. Uh, that plane ride yet. Are you guys like riding in the plane?Speaker 3 (01:31):Oh my gosh. I feel like everyone at Delta probably has to know me by now. It's the same flight.Speaker 2 (01:38):Uh, is it like you see like the same pilots and like flight attendants and stuff? Or does that change your name?Speaker 3 (01:43):I see the same, like Utah based crew. I feel like every time.Speaker 2 (01:47):Nice. Well, that's cool. And, um, so for those that don't know, Alex, she right now is the, uh, you might have to help me a little bit, but your CMO right at,Speaker 3 (01:57):Yep. I'm a chief marketing officer and chairman of the board for true power.Speaker 2 (02:02):Okay. True power in Alex. She has a ton of experience. We're just talking a little bit before the show and she gave me their own whole, you know, kind of run down of everything. She's done all the experiences she's had and, um, she's done a ton awesome stuff. So, um, Alex, do you want to give us kind of like the rundown for those who don't know you kind of how you got into the industry, how you got into door to door and, um, I guess how you got into the position that you're at now too. Yeah,Speaker 3 (02:25):Sure. Cool. So, um, so I got started in the industry back in 2015. I had just finished up college with a degree in Marine biology and I was just loved the environment of super, you know, pro hippie fixing, fixing climate change. So couldn't find a job in Marine bio. So I applied to this position to knock doors and sell solar. So I was like, look, I can do this for a petition signing or something. It's going to be easy to get paid. Um, so I tried it out. I was one of the first, uh, direct training classes over at Trinity solar out in New Jersey. Um, back in, I think of 2015. And at the time we really didn't have much training in place support systems. It was still very new to the business. Um, so I was one of the first female sales reps. They brought on board.Speaker 3 (03:11):I had to like make my own polos with the logo on it and stuff, um, at the time. So yeah, just start now and I, uh, didn't have any sales background or anything didn't think I'd ever get into sales, but I, you know, did pretty well. I am a super hard worker, so I just went straight into, um, you know, knocking every day, making sure I was working the hours and I did pretty well. I was doing about five or six a month and was able to pay off all of my student loans within the first year I was able to, uh, get my first, uh, apartment with some friends. I was able to get my first car. So pretty much everything I wanted at 22 and I was getting all that stuff covered. Yeah. And so I enjoyed what I was doing. Um, but I was starting to think about getting back into Marine biology.Speaker 3 (03:56):This was about nine months to a year later and the director of sales and I kind of sat down before I was looking to leave and they offered me a role to come in and kind of just use a little bit of experience I had out in the field understanding kind of what the field was going through to start building out their support systems. So that's covering anything with onboarding. What does our recruiting process look like? What do our competitions look like? What's our training, our marketing materials, kind of you name it. And that was kind of the stuff that I got into and the way that I did it was mostly like, you know, figuring out what problems existed in the org that I could come in and solve. And, uh, and just kind of figuring out where my hard work could get put in a place. And when you don't really have a skillset built out for something like that, a lot of what you're going to be able to do, that's unique is provide value through your hard work. So I worked my butt off or to really late hours, um, kind of whatever I needed to do to start getting that off the ground. And within, I'd say two years, I was managing a team and then took a director position at Trinity over, uh, all of sales admin, and then also recruiting.Speaker 2 (04:59):Let's go, was there a lot of like, was there a lot of girls at the time or you really, really like the only one coming into the office?Speaker 3 (05:05):So we, our office staff is a little bit heavier on the female side, lots in our different support departments. Um, but I was our first and only female director, youngest director. So yeah, not, not as, quite as much at the leadership level on the sales side, for sure. Okay. Yeah. And so that's kinda where I grew into my director level self, I guess. And then, um, I transitioned into working with legacy, uh, built out the setter closer model over there. Again, I'm very heavy on like building out the systems, kind of the backend stuff, making everything work. Um, and then, uh, after working at legacy for awhile, transitioned over into vivant solar and took on a role managing the sales marketing department there under Jason Del stra. And, uh, that was probably my most fun part of the career before branched out into consulting. I loved, you know, we had this big $5 million budget.Speaker 3 (05:55):I had a huge team. We were very heavy on the culture and that's kind of where I realized how unique and valuable it was to be excellent at building out culture. So, um, when, you know, kind of doubled down on that as the way that I could provide, you know, unique value in the industry. And so when I left Viven and got into consulting with door to door experts, that was kinda my thing. So I worked really heavily on both new hire experience, repor tension, increasing your per rep average for your team, just kind of that type of stuff that kept people around, um, long-term and could make companies unique. Um, culture is really interesting with that where, you know, I'm going back to school now and something we're learning about is how does a business provide a competitive advantage or sustain their competitive advantage.Speaker 3 (06:38):And if you think about it in door to door, our audience for marketing, isn't so much like, uh, the solar customer, as much as it is this as it is the sales rep. So that's kinda my biggest audience is how can I provide the best possible experience for my sales reps? And so a sustained competitive advantage also, you know, usually comes from something that's really socially complex. And so if you can build a really unique and interesting culture that keeps people around, it's something that's very hard for other companies to imitate. So that's going to be kind of the way that you can, uh, set your company apart from the rest.Speaker 2 (07:09):No doubt. And yeah, I saw Alex first speak actually back at door-to-door con was that last year and last year. Yeah. Yeah. So, uh, got a ton of like nuggets from just her talking to door to door con. Um, and you talked to a lot of things you just mentioned, like the culture of the competitions, um, how to increase the per rep average. I remember, um, need to go back and review my notes, but it was super good, super valuable stuff you talked about. Um, and yeah, in my opinion, I think that's why we need more like girl reps in door to door is because I don't know, you've probably seen this by now, but pretty much every successful, you know, door to door rep, at least the guys we all got add, we're all super disorganized. We're all, you know, take an Adderall, all this stuff.Speaker 2 (07:53):That's like the, you know, door to door, culture and everything though. Um, in every like most, every girl I see come in and they, you know, they're on top of it. They want organize things. They just get people in line and yeah. Then matter of fact, that's how it is. Our company ran out. I told you just off, um, before we started the interview here, we got someone that used to be at Trinity solar to your name's Jeanette. And, uh, yeah, she helped us like just dial in like being so much better than, than what we were doing before though. Yeah. Um, for those that are looking for, you know, more organization, I would consider looking at, you know, bringing in some more girls in your organization because yeah. I think that's kind of the super powers that a lot of, probably not all girls, but I would say in general, um, they're definitely more organized. Is that fair to say Alex?Speaker 3 (08:39):Yeah, I would say so. I mean, that's definitely been like a blessing for me at first I was like kind of done being the only girl in my org. It was tougher for me to find mentorship, you know, connect with the male leaders that I was with. It was just, you know, there's just that barrier there. Um, so it was for us to build that relationship. So for awhile it was kind of sad, but then after I realized, you know, just like you mentioned, Taylor, like so much of my natural skill set or the things that I knew I could double down on to become unique. Like a lot of that was very different than the skill set that my male peers brought to the table. A lot of them were growing up and having success, like getting into director roles through being really great at sales. And so, um, I was fortunate enough to have kind of that mix of doing well enough with sales to really understand what reps are going through. So then when I could come in and build out those systems and provide that structure, it w it was a very specific to them and help that out a lot.Speaker 2 (09:30):Yeah. That's awesome. So how long were you like in the sales before you got into more like the like management's type stuff organization?Speaker 3 (09:37):Yeah, so I, I knocked for about a year, um, and then took a lot of referrals after that, that lasted for awhile. And then once I moved out of New Jersey into Utah referral game, kind of dried up there, um, wasn't working out there quite as much, but yeah, I still, you know, to this day, I'll go out and talk with our sales reps here and there and make sure I'm spending as much time as in the field as I can. I think it's super important to know firsthand what they're going through in order to make sure that, you know, everything we're building is the best it possibly can be to support them and, um, keep them here longterm, as everybody wants to find a home in their career. I think oftentimes we think in door to door, how, like, you know, reps don't stay that long. It's kind of fleeting. It's okay if you lose a lot of people, but I think it's, um, it's a challenge, but to think about it the opposite way where, you know, if I can figure out if I can crack the code on how people can stay longterm, I'm actually gonna have an org that connects at a way deeper level has success at a way deeper level. So that's what I'mSpeaker 2 (10:32):A hundred percent. Yeah. I respect that a ton like leaders that still want to go out and knock with their teams as all these top companies. I see all the leaders. A matter of fact, I just saw a post about a, I think it was Sunrun CEO or something shows up. I don't know if he saw that, but she shows up to a meeting and then they thought they're going to have a meet and greet after. And she's like, no, we're going to the doors who might knock them with like, wow, she's awesome. So like, I think people really expect respect that. And I've talked with reps from other organizations that don't do that, where their leaders are just coming in and doing trainings and then heading out and they're talking about all these things. I go and knock harder, go close more doors and things like that. But I think it's hard to, um, I don't know, maybe take that information sometimes if the reps don't see, oh, they're willing to do it themselves. And, um, they're going to come out and like, show me how it's done even though, I mean, I mean, I'm sure you're not to the level you were before when you're knocking consistently every day. Yeah.Speaker 3 (11:26):This is just here and there, but I mean, you're so right. Like even, you know, in the times where I've been even recruiting at the manager level, a DM will sometimes say, okay, like I am down to come over and I'll do this, that, and the other thing, but I don't really want to knock anymore. And I just think it's so silly to think that you can be as effective and be the best person for your people if you don't really know what they're going through and you're not willing to do that with them. Yeah.Speaker 2 (11:50):That's for sure. Yeah. So when you, um, like kind of transitioned more into the management stuff, more into building out the systems, things like that, was that, were they asking you to do that? Or were you kind of like, I dunno, is that, was that you more wanting to get into that type of role? Or how did that transition go?Speaker 3 (12:07):Yeah, I, I didn't really know what to expect when I first took the role. I was kind of, even in the mentality of, you know, I'll, I'll come on, I'll do this and I'll keep looking for a job that I want in the meantime. Um, but coming in, I, I didn't realize how valuable this question was at the time I was like 23, but I remember going, um, department to department the first couple of weeks of my job, because my boss was traveling to all the offices. So I'm just sitting around corporate. I'm like, okay, what am I going to do? And I went to all the departments and I said, Hey, I'm Alex, I'm working with the direct sales team. I just wanted to know, like, how do you interact with them? What problems do you run into? Like, how can I make things easier for you guys?Speaker 3 (12:42):And kind of like build that, um, kind of system up and everybody had their own opinions and things. And so not only did it build a ton of relationship equity for me, like people kind of talked about playing politics and corporate, I don't think it has to be politics, but you do need to build relationships. So I built up a ton of that equity by, um, going out, doing things for other departments, kind of seeing how I could kind of grease the wheel there between their relationship with sales. And, uh, and because of that, I noticed a ton of holes that needed to be filled, created systems and kind of, um, different problem solving solutions that I could put into place there. And then I managed it because I put it into place. So as I grew and built more systems under me and things that I was managing, I was able to convince my boss to let me bring on additional people. And that's how I got into management was purely just working my butt off and then figuring out, okay, what problems exist that no, one's either thinking about solving or wants to solve and figure out the solution to that, and then kind of build out my influence from there.Speaker 2 (13:39):Uh that's awesome. So it sounds like you're more like super proactive, like, Hey, what problems can I help with? What things can be improved? It wasn't like them doing yoga, doing this, go do this, like went out there and kind of recognize that yourself and like suggest to them, things like that.Speaker 3 (13:54):Totally. And I think that like, it applies, I think, no matter what position you're in, like anyone that's trying to get into leadership, if you can be proactive about figuring out, you know, what needs to get done, that's not getting done. What are the holes that you can fill with different solutions? Um, that is the way to kind of stand out and be unique. Yeah.Speaker 2 (14:10):Well that's, yeah, that's a good point. Good point. And so I'm with team, I know this is what you're doing at a door to door experts for awhile while was helping people kind of help build out these systems and more on the organizational thing, the rep retention. Right. Um, what was like some big mistakes that you would see as you went into a company? I'm sure you've dealt with some pretty disorganized companies and maybe some that were a mess and everything. Do you have any, uh, I don't know, cool stories of companies that were a disaster and you helped them turn things around or anything like that,Speaker 3 (14:40):Dude, that's such a good question. Um, yeah, I, I'm just thinking through all these examples, I would say one of the biggest things I noticed was if you're a smaller business or you're like a manager looking to do this for your team, you know, you're not doing it huge scale of in status yet, or anything like that. A lot of people, you don't even realize you're doing it, but you're like trying to imitate a big culture. You're trying to imitate these big players that you admire. So it's not coming from a place of like genuine, authentic, like you're trying to do what's in your reps, best interest. You're like building out systems or creating competitions or doing all these things because you think you need to, and because you think that's, what's going to work. And so it's like, it's this weird, like disconnect, like emotionally in between like you and the sales rep.Speaker 3 (15:28):So instead a big part of it was getting in touch with that. Company's like identity, like what are the things that they really care about? Who are the people that they're trying to bring on board? Like who really aligns with their core values and then figuring out how do I build out systems, build out training, uh, build it into my recruiting process, whatever a way that I'm providing what is best for the best interests of the sales rep. And that will also align with your best interest as a business or a, you know, manager simply because you're bringing on the right people. So, you know, you're bringing on the right person, if your best interests and theirs align perfectly because you're bringing somebody into your culture that shares your values.Speaker 2 (16:05):Okay. So it sounds like step one is kind of recognizing what are the core values before anything and then going out and finding people that fit into that. And that's more, would you say that's what we, what you were helping companies with as you started working with them?Speaker 3 (16:20):Yeah, I would say so because a mistake I made in the beginning was I would, you know, I just, I, I feel like I've got these systems now that could be successful anywhere. So we'd start on the system front and we'd put the stuff into place. And, um, their retention didn't go up. Like the metrics kind of, we were trying to measure, we're not really changing. And so if I looked at it, it was like this, yeah. It was just this like false imitation of what we really needed to be providing. So we started a step back and said like, okay, who are the people that we're truly trying to bring on board? Right. Like, and one thing I, um, I was telling you about this earlier, but a little Simon Senate training I saw that I think is super valuable is, uh, he, he was interviewing a leader in Navy seals and he was talking about, um, how they choose who they want to bring into their org.Speaker 3 (17:01):And he kind of drew this little graph. So one of the axis was, uh, high performance, so low to high performance. And then the other axis was, uh, culture, or, you know, how good of a human is this person kind of thing. So every company wants someone that falls under that one corner where it's high performance, you know, high, high value to the culture. Nobody wants someone that's in the low and low corner, but then, um, oftentimes people will choose the high performer. That's a bad fit for your culture over the, a low performer. That is a great fit for your culture. And I think that's a huge thing we do here in door to door because we care so much about that production, but this guy kind of defined that person as a toxic team member. So it's someone that comes on board. Um, they might be breaking your rules.Speaker 3 (17:45):They might be kind of going against your core values. And then as a manager or a leader, you're looking at this person and you're like, dang, I really want the production. So you keep them on board. You make concessions with yourself, you kind of give up some of that identity that you care so much about with your, with your team and what you guys stand for. And then you think that, that person's either, you know, providing a neutral or a benefit to the team where oftentimes if you put a top performer, that's a bad fit for the culture in place, and you prioritize them over your good guys on the team that are maybe mediocre, you know, you work with that person versus developing them. Then you're actually going to detract from the overall kind of culture and performance of everyone.Speaker 2 (18:19):That's interesting. So how do you know cause like, um, um, I'm sure you've seen, sometimes it's tough to recognize you do one, two interviews and you don't necessarily know how this person's going to work out with the team. So how do you, like, what do you do? Say you bring on someone they're crushing it, but yeah. They're not fitting into their culture. I don't know. Maybe they're like doing shady stuff or, and I'm sure you've seen all types of things going on that, like, what do you do with these reps? Do you like, Hey, strike one, strike two year out or do you like sit down and talk with them or do you like, I don't know if you see they're not a good fit in your culture, do you try to like mold them first? Or what do you do in these cases?Speaker 3 (18:55):Yeah, I would, I would say always like, step one, you should be a high enough level person too. If you have a high performer, that's not a good fit for your culture, you should be able to control that situation enough to try to mold them into what you need. Okay. So oftentimes, you know, someone's, um, uh, being, you know, really aggressive or territorial or just kind of this personality that doesn't fit with the group. If you first try to level with them and be like, Hey, like I want to provide a space for you to, you know, move into leadership here, make the most money. You can, whatever that person's goals are, I'd kind of aligned with them there and be like, I need you to do me a favor though, because you are such a high level influencer on the team because of your production level and like how well you can go out and perform that if you don't come to meetings and you do all of these things that are like against the basic rules that I'm trying to hold everybody to.Speaker 3 (19:42):And those expectations, it sucks for me as a leader because I have a tough time. Like all these people look up to, you have all this influence over them. So I need to try to hold you to those same standards if it's not, you know, just for you coming to the team, cause you don't care that much about going to the trainings every day. Maybe you don't need them as much, but the rest of the team does. And so you would be doing me a massive, massive favor if you could, you know, follow X, Y, and Z. So whatever those basic expectations are, I try to kind of set it that way. And oftentimes if you level with that person and they're like, yeah, um, I'm just doing something nice for the team like that usually connects and will resonate with people. Um, if they are still not going to be a good fit for the group, I have, you know, um, consulted people and we've said, okay, let's put this person kind of out on an island.Speaker 3 (20:25):So, you know, don't come to the meetings. We're not gonna put you on the leader board, but you're welcome to come here and sell lights out and kind of do your thing and work with me. But I can't just put you in with the rest of the team because you're kind of a bad influence on them. Um, or worst case scenario too. Like I've also, um, personally lost people that I thought were high, high performer, toxic team member. Um, and I've also had, uh, one of my roofing clients actually in Colorado, they lost their top top person that they were petrified to lose because they finally put some expectations in place like this. And he left and they were petrified that the whole team was going to leave. And now they're like five X the size that they were like this little training room where they had these influences that kept them from holding their expectations. Um, when I was there, like that was tough for them. So now that person's gone, they're able to hold everyone to a higher standard, the team actually gels a lot better. And so they've only gotten better since then.Speaker 2 (21:16):Yes. Yeah. Yeah. It's like cutting the fat off, but yeah. And then I think it's that scarcity mindset people get, they don't want to let go of the golden goose, the things it's feeding them. So they're afraid to, I don't know, do sometimes what's necessary. Like a lot of times they, they probably know they need to do it right, but they're just like scared to like, I don't want to cut a guy that's closing 10 deals a month, whatever it, 10 20 dealsSpeaker 3 (21:37):For sure. And if that person leaving allows you to help everybody else in the office get one or two more deals a month and that kind of covers your 10 or 20 that you're losing. So I look at it.Speaker 2 (21:48):Yeah. I like that. I agree for sure. And so another thing I know you've helped a lot of companies with, and you're probably one of your strengths do is just the rep retention. Um, so does that, would you say that's pretty hand-in-hand with what we're talking about? Like retaining reps, just figuring out the culture first, any other ideas you have on that? Because as you know, solar, I mean, at my first company I was with, it's like, you know, trying to pour, uh, uh, like water in a colander, you know, you're trying to fill up a colander and the water is just flowing out of there and you're constantly just filling it up, filling it up every single week. I go, at one point we were recruiting, I don't know, maybe like five or six reps a week. And then we're lucky if one of them like stayed double next week. Cause we're just like bringing in these guys from, you know, restaurant, is it ZipRecruiter, indeed all these things. So yeah. In your opinion, Alex, what's like the biggest, um, I dunno, mistaken retention. I know probably a lot of that stuff we just talked about, but anything else you would say that's helps a lot that you've seen in companies you work with in retention? Yeah.Speaker 3 (22:50):Yeah. So I would say, um, first off is I think a big mistake we make in the industry is, you know, we put a lot of weight on recruiting, but then mentally people start to kind of check out of the recruiting process once that person gets hired. So as soon as that person shows up to bootcamp, you're like, cool, my job is done. This person's here. And that's what we reward people on. We say, oh, he brought in this number of recruits, but what we really care about is that person staying retained. So I'm a metric and solar that I got from a previous company, just with a ton of data, was, um, if a rep can get five sales within their first 60 days, they're 80% more likely to stay with that company six months or longer, which is a huge step for us in our industry.Speaker 3 (23:29):Right. So, um, I, you know, knowing that, I mean there's a million things you can think of to put into place. You know, how I answer the question? How can I get more of my sales reps to hit five sales in 60 days? There's a lot you can build into place there. But I think a big thing too, that should be thought of through the recruiting process and kind of, as it bleeds into that onboarding and the first couple of weeks is just kind of the journey that your, your recruit is going to have to go through in order to actually stay retained and like fully integrate this new job into their life. So for example, let's say you've got, um, someone that's working like a nine to five job. They're a young parent, young mom or dad, and they've got like a two or three-year-old at home that they put to bed at like 7, 7 30 every night.Speaker 3 (24:11):And that's like their little family time. It totally fits into their current routine. And now you're trying to recruit this person from that lifestyle into door to door. Well, if you're asking that person, you know, you, if you're feeling resistance during the recruiting process, you might immediately go to, let me throw more money at this person. And let me give them a manager title, like whatever, some of these perks that we can give versus thinking through that hesitation is more so based on the changes to their lifestyle, that they haven't thought through a solution to yet. So like this person, this example may come into your org and if they plan to like, they've always needed to be home at seven 30 for bedtime, and now you're telling them they need to knock until eight or later, every single night, that's going to be a disconnect for you guys.Speaker 3 (24:52):So you could nip that stuff in the bud, even during the recruiting process, by getting to know that person at a deeper level, know what their life is, like, know what they care about. And then, um, you know, that could be setting up a schedule where a couple of nights a week you want them out late and a couple of nights a week, you're cool with them going home because they get their doors in or they start earlier, like whatever it's gotta be. But if you can kind of figure those things out early on and mold some of the process with them, it breaks that barrier down between where they are and them being, you know, fully self-sustaining in this role, making money and working with the longterm. So I think if you can think through solving that, that is going to change the way you recruit your processes, your onboarding, your incentives, like everything else kind of falls in line. Yeah.Speaker 2 (25:34):Yeah. Okay. I love that. Yeah. That's a good point now. And I'm doing a little bit with that right now. I mean, the company I'm with now, it's like we have all these young guys that just came like young hustlers coming from, uh, Vivian alarms and stuff like that. They're all lined up for the summer. And then, um, yeah, I told you before we started recording here that I was running a team of just like 10, 15 reps. Most of us were like married guys, just, uh, I don't know, kind of doing our thing had kids, stuff like that, but now our teams, like we ha we got 30 guys that they're not married, they're off like, uh, just doing like the single guy stuff. And we're trying to kind of like, um, you know, fit into that culture and everything. And then, uh, you know, you get like girls coming on the teams too. So like there's all these different, like people that can come into the organization and from all types of scenarios, different schedules that they're used to. So, um, I dunno, do you have any like tips on say you got something like that where it's a bunch of young people and you've got some married guys, then you got some girls. I don't know. Is that how your team is right now currently or, yeah,Speaker 3 (26:36):Yeah. We've got a really good mix over at Tru. We've got, um, I'd say probably 30% of our like active reps are women, which is cool. Um, yeah, we, we have a younger Salesforce, but we've got plenty of married people with young kids and everything. Um, I mean, I think a big, a big piece of that is like, we've got all these little subcultures within our teams that I've noticed people that have similar schedules. They're kind of like breaking off and doing some of their own thing. Um, you could even incentivize the groups that start to naturally form like that to like, do little head-to-head matches. Like you can do some office level incentives with them on that type of stuff. Okay. Um, and then, I mean, just touching on bringing people into solar from summer programs, I've got like a whole thing that I've been, uh, brewing up with a couple with, you know, Brandon and Parker, a couple of old experts, but, um, we've been talking about a lot how, how different it is going from a summer program over into solar.Speaker 3 (27:32):And I think for anyone like recruiting from summer programs right now, this is a hurdle that you guys might not be thinking of people in pest control or alarms or something they're coming from this very regimented schedule. They know what they're doing. Like every hour of the day for the summer, they've got really robust training systems because they're trying to, you know, in a summer program, you need to get people, videos, get that stuff figured out, and then they need to be on the doors producing as soon as the summer starts. So they've got this whole system in place. And oftentimes, you know, a lot of us got into solar maybe because you were doing other sales and you loved the freedom and things that come with the schedule we can create. And solar, well, if you're a manager that values freedom with your time and you're kind of unstructured and you don't care if people are showing up to the meetings twice a week and stuff like that, and you recruit a group of alarm guys, like what are the chances that, that person's going to be successful in this unstructured culture where it's like, no, man, you can do whatever you want.Speaker 3 (28:25):Like kind of thing. You know? So, um, so oftentimes we see that as a perk that we got into this industry for, if you're bringing on summer teams, I would say, match what they are familiar with until they know what they're doing. And then you can let off the gas a little bit, like put something into place that feels remotely similar to what they've been going through with their training and their schedule and their structure. And it may not match what you're asking the rest of the team to do, but it's going to help those people come on board and get past the learning curve.Speaker 2 (28:54):Okay. That's interesting. So almost like having them do, even though we say you're only meeting twice a week or something, so you bring in a group of summer guys. So you're saying maybe like meet with them every day and just have them do their same schedule for a while until they start seeing success. Things like that.Speaker 3 (29:09):Totally. Because for us, we might be like, oh yeah, it's cool. We only do meetings twice a week. Like this like less structured lifestyle is what we enjoy. But for someone coming from a really regimented routine and door to door that could give them anxiety and it could keep them from like their routines on how they've learned and their work ethic and their numbers are all based on them being in a regular regimented schedule. So if you mess that up, they may not have the personal, like wherewithal to just do that themselves because they know that's what they need. Like they might not even know that. So I would say, put those guys in, yeah, like a quick 30 minute meeting every day to kind of touch base for the first couple of weeks. And once you guys, once you see them kind of get into their own like groove with solar, you can always let up and pull them into the, the, um, structure that you're holding with the rest of the group. But I think that would help with retention, like big time for summer people.Speaker 2 (29:56):Yeah. No, for sure. I agree with that. Cause you actually, that's, I'm totally, I'm working with Jason newbie and that's basically what we're doing right now because he comes from alarms, a bunch of the guys that he has on the team are from vivid alarms. So right now, yeah, he has a meeting every day. Like it used to be 10:00 AM you moved it to 12, but it's like every single day we're having a meeting, we're getting out there and yeah. I mean, the guys are producing, so it's, whatever's doing work and working and they were producing a lot more than our team that was working twice. There was a meeting twice a week. I'm like, okay, well something must be working.Speaker 3 (30:26):Oh yeah. We, uh, we just finished up our first competition as a company. And it was like a one V one and our top manager that won the whole thing came from pest control. Yeah. He's got his schedule down. He works harder than everyone else because he knows like the another trap we get into with solar is the commissions are so high right now that like, it's so tough to push people, to actually make them produce what numbers you want to see on the board. If they've got any type of limiting mindset with money or they don't need that much. And they don't think about that type of stuff. So we, um, part of our practice when we're bringing people on board is we'll even frame it during the interview process is like kind of this, this problem. We want this person to help us solve, which is like, look, you can make very, very good money coming in and solar to the point where sometimes it can be tough to make people hit the numbers that we expect out of them every month, because you might sell one or two deals and like cover all your bills for the month.Speaker 3 (31:16):So you want to relax, but how does a person that does two sales a month affect the rest of their team that wants to do way more than that could be stretching their personal limits, way higher than we've seen people in our industry do 30 plus a month, you know, like that happens all the time. So if you hire a bunch of people and you don't kind of frame it that way first, um, you can get people kind of caught in this like, oh yeah, I'm good doing one or two sales and you've got kind of this mediocre performance. So yeah,Speaker 2 (31:42):No, that's true. I mean, that's, the act is do two deals and solar. I mean, especially in California, that's still like decent money.Speaker 3 (31:49):Yeah. You might be doing better than anyone in your family has ever done. And you're only selling two accounts. So like if you're pulling someone in, that's not from our industry and they're doing two accounts a month, they think they're winning. You think that they're, uh, you know, time suck on the rest of your team. So you got to kind of figure out how to like reconcile that early on to make sure that person knows what you expect out of them. And can, you know, if they've got some limiting mindset there, you're working with them on that, that's kind of another step to helping people stay longer term is kind of getting them in the frame of mind. Like, no, I, I may be doing way better than the rest of my family, but doing two deals a month. Like I could, now that I know this skill, I can be doing 6, 10, 15, whatever. So, um, getting people kind of in that number mindset versus the money, one is big too. Yeah,Speaker 2 (32:33):I would agree. And yeah, I think it's good to bring to that point to bring people from the other industries. Because like, for me, I, I saw it on myself. I was like getting lazier and lazier for awhile just because we're guys that were just pretty much in pure soul where we weren't bringing any whales that had been in like Pesan show alarms. And so we're good with our three, four hours knocking a day and, you know, just closing her maybe two or three deals a week tops and yeah, it was good money and everything. But then once I recently, once we have did this, like merger as Tony about with Jason newbie's team, got to these alarm guys, a lot of them were working on alarm schedule, like 6, 7, 8 hours of knocking. And then, and then they're closing 30 plus deals a week. A few of them I'm like, whoa, like this is possible.Speaker 2 (33:18):And solar guys can do this much. So I think it's a, I think it's a good idea to be bringing in people that are fresh that don't know that, that don't kind of like have that lazy solar mindset. Cause in my opinion, like, um, I've seen guys that are coming from different industries or guys there may be new. Um, a lot of times they're having more success than recruiting from like other solar companies, because a lot of these other like no offense to a lot of these companies, but they have a lot of lazy reps that are used to closing, you know, one or one or two deals maybe tops a week. So, uh, yeah, I think I liked that a lot.Speaker 3 (33:54):That was kind of like, you know, I was fortunate enough to work at some of the bigger companies and pull some lessons from there. So whether I'm working with a smaller company and mid whatever, like a big, a big thing has been the pattern with the top performing companies is they expect high performance all the way through their leadership stack. A lot of times you'll, you know, you could recruit someone into a smaller dealer, um, and they've done well in the past. You want to put them at this really high level. You're either bringing them in as like a DM, maybe a regional, maybe a director. And they're like, cool. I want to come in. And this is what I'm going to do. But by the way, I'm not going to knock doors. And if they go that route, like again, I saw some of the craziest performance of my life in solar, just being at Viven and those guys all the way up through the director level, like they could be managing hundreds of reps under them and they're still expecting to hit some of the highest levels of production in the industry and leading from the front.Speaker 3 (34:46):They're like a lot of times we will get into management and you start to get sucked into the reporting and the hiring and firing and territory management and all that other stuff. And you, and you forget how high priority you should be, um, putting, actually knocking and showing up for your team, but by far and away say the biggest pattern is like you see managers, um, able to bring teams on and have them perform at a much higher level of they are leading the charge.Speaker 2 (35:11):Yeah, I agree for sure. And say, I speak in a culture. Um, I know that was, you probably, uh, learned a ton as you were, um, helping them like Vivid Solar things. And I know that's part of, we talked about a door to door con too. Um, but you also mentioned like, I think you were saying smaller companies shouldn't necessarily try to do all the things that the big dogs are doing, like the vivid soldiers of the, of the world and that and all that. So what do you see? I don't know, say you're a small company. How should the culture be different? Like in a big company, how much of what they're seeing Vivint solar and all these companies that are having a ton of success? What th what should they try and take from that? And I don't know, maybe what are some things that didn't work that you saw that companies were trying to take from these big cultures that were super successful?Speaker 3 (35:56):Oh my gosh. That's such a good question. Um, I think a big one was the way that you're spending your money to build your culture. So I think the two metrics that matter in culture are increasing your repor tension. How long are people staying? How well are they doing? And then the per rep average. So if my reps are producing two sales a month on average, can I get that to a three or four or higher? Okay. And, uh, and so I see companies, you know, especially sometimes I do my like competition training and people get all jacked up about getting into doing a competition and, um, the way you could spend $10,000 on a competition and have it be the best thing that's ever happened to your business, or you could do it and it could be a total flop. You might not get any extra sales.Speaker 3 (36:38):Yeah. So I think it's, um, figuring out how to spend your money, not just to like check off all the boxes of like, I've got the fancy things, I've got a competition where someone can like win a razor and all that kind of stuff like this high level stuff. Um, you can spend a lot less money, but gain some of the lessons from that, like, you know, motivating reps through a competition, for example, um, the way Vivian is going to handle a competition with, um, they're, you know, really flashy launch videos, really big flashy prizes, all of that stuff, you know, podcasts and video casts on like all of the people that won last year, bringing them on trash, talking like this whole thing. Um, there's a bootstrap version of that that I think can happen, um, for companies at a lower level, but like a lot of what goes into making an amazing competition can just be you hyping it up ahead of time as a manager, you knowing what the rules are and the prizes, and like letting your reps know that, um, a month in advance, maybe sometimes more letting them kind of prepare, you know, if I've got a four or five week competition coming up, um, I would launch it to my sales reps in enough time where they can move, um, obligations that they might have if someone's got, you know, I'll, I'll roll out my schedule at the beginning of the year.Speaker 3 (37:49):Most companies should do that so that their reps can kind of plan out for sure. Yeah. So if I know, like I know the main competitions I want to do, and then maybe I'll have like one or two months where it's a little bit light and offices can do their competitions. If I do that, that allows, uh, your sales reps to not have to sacrifice family time for work time. They can plan their family time around the times and the seasons where you're going to do like high level competitions. So literally just scheduling your competition's a little bit different, like that could double the production you get from one versus spending a crap ton of money on the prizes.Speaker 2 (38:23):Mm genius. I love that. Yeah. Cause most, yeah, you probably see that a lot, but like guys tomorrow we're doing a competition tournament tomorrow starts tomorrow, getSpeaker 3 (38:35):Ready. Yeah. And then like reps will go like a week without knowing their numbers in it. And they're like, Hey, what's the score? And you're like, crap. I keep forgetting to do that. And like, finally you do it. And you just like text the numbers into the group chat. Like it's not even on a graphic or anything. So, um, so yeah, like just hyping it ahead of time, setting up the rules, allowing everyone to clear their schedule, um, tracking and hyping up the numbers and what's happening during a competition, like in, as life-time, as you can to give them those updates. All of that generates that kind of competitive nature that you're looking to get out of your sales reps, that in and of itself is going to help them kind of break past their previous limits and perform way better during competitions. Um, but that was one thing I noticed at, at Vivian.Speaker 3 (39:17):I think this is a cool principle across the board. We did not make significantly more money because of the competitions we put into place, pretty big budgets for it. We would see a really big volume pop. Um, and then you'd see kind of this dip afterwards as everyone kind of relaxes. And you want to make sure that rise always kind of supersedes the dip that comes after, but even if it does, like the one thing we saw was no matter what happened at the end of the competition, the per rep average is kind of what went up. So we would see sales reps that previously had maybe had their best week of being four or five sales. Now they're doing 10 plus sales in a week and they didn't even realize that was possible for themselves. So reps are all setting this new personal record with themselves or a new personal record that they now have, you know, manager, the office just did 30 that month. Now they know it's possible. So you're kind of raising the limit in competitions to show everyone what they're capable of, which hopefully then you can kind of sustain that afterwards. And that's like, I think that's the target with competition. So how can I, what, what practices, or what way can I structure this competition in a way that's going to allow my sales reps to raise the personal limit they have on the number of sales they think they can do.Speaker 2 (40:26):Yeah. I love that. That's a massive, um, yeah, but no, it's just reminds me of, uh, my first company I was with, um, it seemed like every single competition we had, I had like some trips scheduled with my family or whatever. They would like schedule months in advance and they rolled it out like the next week or whatever. I'm like, all right, well, I'm not going to try that hard because I already know I have this like, scheduledSpeaker 3 (40:49):Exactly. That's so if you could like prevent that stuff and it changes everything.Speaker 2 (40:54):I don't know. So that's not, I think that's a huge takeaway. Um, so sweet. And so Alex, um, I know we don't have all day here, but the last thing I kind of wanted to ask, pick your brain about is just with recruiting. Um, you guys said you're, uh, you have a team of 110 reps or so right now at true power. Yep. Okay. And so you did a merger. How many reps did you have, like when you first started with that merger, has it stayed the same or have you built the team a lot since you like started the company or merged?Speaker 3 (41:23):Yeah, I mean, and I know you're kind of going through this too, uh, merging multiple cultures and systems and everything together, um, has probably been one of the most fun challenges I've had in the industry so far. Um, we're fortunate enough to have a lot of people putting their egos aside to combine leadership. You know, we've got an awesome team. Um, we started out, uh, probably trying to think how many sales reps we had. We probably had a hundred total, but active, I'd say it was probably close to like 60 or 70, um, reps that we had. And we've had some big new hire classes, but, you know, even coming from this is the area of door to drive, decided to become an expert in, um, still retention is tough. So we've kind of gone back and forth. You know, we've had big classes, we've lost some people we've changed our practices a lot. So, um, yeah, we've been able to, we've been able to grow quite a bit, but by far and away, the biggest thing that's made a difference, I think is establishing some better systems to get like our mid-level reps, um, understanding, expectations, getting support to become better and like figure out how they can kind of level up. We rolled out a mentor program, which I think is big. Um, so that is essentially, it's something Brandon I've used in the past with companiesSpeaker 2 (42:39):Legacy does too, right?Speaker 3 (42:41):Yes. Yeah. Similar. So essentially what we wanted to do was along with that statistic of let's get people to five or more sales within 60 days. Um, if you are just alone manager or you're a small company, you might have only one person that can get all of your new hires past that learning curve. Like it's just that one manager. Yeah. So, um, if that's what you're doing, you're kind of limited to only being able to bring on enough people where that person can actually truly give the amount of attention that they need to, to all of their new hires at one time to get them past the curve. So, um, rolling out something like the mentor program, essentially the mentor role as this new, uh, position in leadership where you're not quite a manager yet, but it's kind of the first step towards it.Speaker 3 (43:21):So, um, you can, as long as you're, you know, we've got some performance requirements, but as long as you're a good, uh, kind of conduit of our culture, you understand our processes well enough. Um, this person is now going to be mentor to a new hire coming in as a mentee. And their goal is to get that mentee to five sales in 60 days. Okay. Um, so we, we do like an incentive. If anyone gets to seven sales, we'll do a rookie trip for them. So they want to get their mentees to seven sales. And then we also incentivize our mentors for that. So, um, if we have mentees hitting that, they get to go on this trip as mentors get more and more of their reps through to those higher levels, we've kind of gameified it. So we've got like, you know, scoreboards and calls with just our mentors where we can kind of work a hundred percent on focusing on that new rep experience. So that's been like, you know, we, we knew that was, uh, needed to be a focus coming in. We had some big classes, we lost a bunch of people. So now we've really like doubled down on that for the fall. Yeah.Speaker 2 (44:17):That's awesome. And yeah, you mentioned you guys do like a bootcamp, right? So you're bringing in like a big, like, I guess a new class of people, almost like a university class or something. Right. I'd get them all trained a little bit. And how are you, uh, for you guys, what's your like, system on recruiting? How you guys recruiting now in yourSpeaker 3 (44:35):Good question? So, um, it's kind of twofold. Uh, Brandon Hall, my husband is our CEO and he's made his career around becoming an expert in recruiting. So, um, he's both working on personal recruiting culture within the business, but a big thing too, is how can you, how can you succeed at bringing in web applicants and, um, help them have the same experience you would if they were personal recruits? So we all know if we bring in a personal recruit, that person is way more likely to stay than a web applicant. A lot of that's just because of the ties they have in the business, the community, they feel like they have, like, they feel like they know someone that can support them, whether the person that recruited them as good at selling or not, it's just a person they can talk to if they need it.Speaker 3 (45:14):Right. Um, so just having some of those elements, so that's kind of why that's some of the reason we put the mentor program into place was like, you can bring on a ton of web applicants. Anyone can figure out how to crack the code on indeed and get enough resumes coming through. It's really a numbers game there. Um, but you know, there's plenty of tactics we do in our interviews to make sure people have their mindset shaped into. Um, I, I know what to expect. This is a very legitimate company. I don't want to let them down. A lot of times we'll go into, uh, people in our industry will go into interviews and you sound like you are recruiting for an MLM. It's just like, you're going to do so great, bro. Like, you're going to kill it. Like I know you're going to make over six figures this year.Speaker 3 (45:50):Like I can't wait to be there for it, blah, blah, blah. So you do that. And then someone's coming on board, like dang, like that guy would have hired probably anyone with a pulse. So let's see how this first day goes. So if you have someone with that mentality coming in versus holy crap, I'm so lucky to have this opportunity. I do not want to let this company down, like I'm going to come in here and kill it. Just that mentality going into bootcamp is totally different. So we definitely shape our interviews around people having that mentality, kind of coming out of it and into our bootcamp. And then we just make sure that we are providing the experience that they would get as if they were a personal recruit. So that's where they get their mentor. They meet that person before they come on board.Speaker 3 (46:28):Um, so, you know, first time they walk into a corelation room, they already know, at least that one person is going to come over and chat with them and sit with them and stuff. So it's just all those little things to help someone feel like they're, um, integrating into your team's culture quicker. If you have someone that's kind of out on an island because you don't have the time to help them as a manager, no one else can come in and shadow them. Like I think that, you know, that can be a big, uh, the first week is so important for new hires. If you are giving them like polos that are two sizes too big and having a stain on it, cause you take it from a rep that left and like, you don't have a badge prepared for them. And then you're like, Hey Frank, can you, uh, can you have this new guy shadow you? And he's like, no, dude, sorry. Like I was going to go do this, this and this. Isn't going to do it. And you're like, crap. Uh, well what about you? Can you shadow this guy? And everyone's like, no, man, sorry, I can't do it. Like now you're stuck with this reps that like, dude, like, how am I going to get trained here? So, uh, so it's just having those little things organized ahead of time. Can make such a big difference for your new hires.Speaker 2 (47:24):It's funny. That's what happensSpeaker 3 (47:26):All the time. Like, you know, when you, I mean, I, if you've ever had like a new hire come into your bootcamp, like wearing like a three-piece suit or anything, but I'd totally have that. And you're like, dude, that's my bad that I did not. I should have told you that you don't wear that to your first day, but it's moments like that where someone walks in and they're like, I'm in the wrong place. I don't know what I'm doing here. And it's like that mind, like that little mental story, they start to tell themselves if you can keep that from happening, keep them on the positive. Even with those little, little things, it makes such a big difference.Speaker 2 (47:53):Uh, no. Yeah. There's, it's funny. I've been with previous companies do where they bring in these indeed recruits and they're like, they had an interview and everything and they show up to the meet and they're like, oh wait, this is door knocking. We have to knock doors. That's like a, yeah, they don't take that in the interview. I go, no, I guess I'll come Che.Speaker 3 (48:11):Yeah. And it's such an art to talking about door knocking in interviews. Um, because you know, some companies like the mentality of, they'll just be like, yo, this is door to door. Are you cool with that? And then they'll scare away anyone that isn't okay with it. And then anyone that is like, perfect. I've weeded out the week kind of thing. Yeah. I think that mentality, you're losing a ton of people that could be open to it. Just because door to door kind of carries a negative connotation if you don't understand our industry. Um, but if you are talking through parts of the job where like, you know, we're super picky with who we bring on board and we care a lot about making sure this person's aligned with our culture and our business and what we're trying to accomplish here. And you know, you, and most of the rest of the team, you guys are going to spend a lot of your time outdoors.Speaker 3 (48:54):Uh, you're going to be out in neighborhoods because we need to make sure people are qualified for solar. So that means you need to see what their roof looks like, see what their house looks like, make sure they've got the right meter. There's all of these in-person elements to it. So you're going to be outside dealing with homeowners, kinda like that on a daily basis. So, you know, that being said, um, do you have any problems with like extreme weather or whatever you good being outside in the rain? And then P you basically just said, it's door to door. You're gonna be out in neighborhoods. You're talking to homeowners, you're in person, blah, blah, blah. You're qualifying them. Right. But you didn't say the phrase door to door to start the pitch. So then people are like, no, no, I'm totally cool with that. Like, oh, I love the heat.Speaker 3 (49:30):I love the cold. Like, whatever. They'll say these things to convince you, like, no, no, please hire me. Like, I'm still the, I wanna, I want to work with you. So they're convincing you to hire them in that instance. And then later on, like, as you, you can keep talking, you know, day in the life and get into how it store to door and talk about your culture. Now it's a little bit less of a blow, right? Like if you just come out and be like, Hey, this is a door to door position. Are you cool with that? You're going to weed out. A lot of people that would have said no in that instance, but could have said yes, if you framed it a little bit differently,Speaker 2 (49:58):It's almost like in California, how you can't really start at the door saying, I'm saying I'm selling solar doors that had like sneak your way around at first, get them to buy into that. They want to save money on energy and all that. And then the, how we do that as solar. Exactly. Similar thing. Well, that's awesome, Alex. No, some great ideas you've given us today. And for our, for our listeners kind of last question I wanted to ask you before we wrap up here, um, all, a lot of small companies, they don't have this role of someone like you. It's like super great at organizing. That's helping all put all these systems together and things like that. We didn't get one until pretty recently, actually in our company it's helped a ton. So how do you suggest people that's traditional door to door? Just like, I don't know, like manager, the sales reps a lot of times and then company owner. So what would you suggest to people that are, maybe they're struggling with all this management stuff and setting up the systems and they're hearing all these things right now and I go, dang, how do they bring someone on to implement all this, all these ideas Alex has given us all this, a fire she's spent and how do we implement these things? So what would you say to those companies that's want to like have help with getting someone that's more organized like that?Speaker 3 (51:09):Yeah. Good question. Um, I guess there's a couple ways you could do it depending on your circumstance. I'd say, um, you could bring in someone that either has experience on the doors and is just not doing well in your company. Similar, you know, I had the opportunity to, I was about to leave. I was able to take this opportunity instead. Um, you could pull someone in, you could even hire, I mean, a lot of this could be an hourly type of role, but like I would say the first, first position, which would totally pay for itself is bringing someone in to work on like new hire experience, help the recruiting process, flow into the onboarding, help that person get to their first sale. So, um, you could hire someone for that role and have that really be your focus. And then you will again have that person pay for themselves many times over.Speaker 3 (51:54):So then that new cashflow can kind of help you build out that little department if you want. Um, or I would kind of split it up amongst your management. So even if he didn't have anybody focusing on this system, um, and you just had, you know, a manager that was really focused on the interviewing process and the training, like boot camp type of training, and then you assigned yourself one or two mentors within your org that were going to help out with this new hire experience. I think that is really the most important. So you could, um, you know, I'd say first step, if you don't have any other leaders is identify people in your org that you would want to pull into a mentorship type of position. You don't need to give up any override or anything. This is just, they can be incentivized based on just getting a little portion of those first few sales, um, and kind of gamifying that. So I'd bring in your mentors and then I would start to implement some of the little systems, like a lot of this isn't super time-consuming, you're probably already doing interviews. You might just need to change the way you're interviewing. You are probably already doing a bootcamp and already trying to get them out to shadow. You just could tweak the way that you're running that system a little bit. So you're spending the same amount of time. You're just doing everything a little bit better. Yeah.Speaker 2 (52:58):Yeah. It's huge. So yeah, for all our listeners definitely consider bringing on someone like that. Um, if you're like a lot of company owners, um, if you're like myself, a lot of us are super disorganized and we need someone like Alex, I wish we could just clone Alex like 50 times and send her to every company, but you can't so listen to this podcast and then get someone to help you with that, I think is a huge key to growing and, uh, retention like Alex was talking about. So Alex, before we say goodbye here, where can people connect with you? And, um, I dunno, say what's up and thank you for coming on the

Season2 Episode 41 - No you are not having deja vu. This episode was one of our most popular and well worth listening to again...or for the first time if you are just joining us at Not the Pastor.Join us as we discuss David Sommerdorf's call to evangelism as well as what he has observed in our Baptist movement while traveling around the country for the last 20+ years. Bro. Sommerdorf and his wife Mrs. Deb also have a unique ministry called the "Military Vette" which we talk about in this episode. This is a great discussion that was a great help to us and which we hope will be the same for you!Find the Sommerdorfs at militaryvette.comJoin the conversation on our Facebook page.Email us at notthepastorpodcast@gmail.comFind more from Nathan Auxer at nathanauxer.comMusic:Inspiring Advertising by Rafael KruxLink: https://filmmusic.io/song/5515-inspiring-advertising-License: http://creativecommons.org/licenses/by/4.0/

Who's ready for Halloween? This show features spooky tales told at Portsmouth Halloween Parade fundraisers held at 3S Artspace. If you haven't been to Portsmouth, NH at Halloween time, it's worth the trip. The city goes all out with a community-run Halloween parade that nothing short of an impressive show of creativity and creepiness. Anyone can join the parade, which is probably wide it draws hundreds of participants, musicians and floats, and about 10 fold the number of spectators. The first story on this episode is from Kristen Ringman, a fantastic horror and fantasy writer, who shares a story from her book I Stole You, Stories from the Fae, which was a Lambda Literary Finalist in LGBTQ Science fiction, fantasy and horror. This story is a mesmerizing tale about a woodland supernatural creature longing for human connection and the consequences that come from trying to seek it. The next story we have is a story from Long Story Short advisory board member Mark Michael Adams with this "true" story about exploring an abandoned prison at the Portsmouth Naval Shipyard. This prison is a looming castle over the Piscataqua River between Portsmouth and Kittery, Maine, made famous for being one of the most fearsome military brigs in all of the armed services. Known as the Alcatraz of the East, legend has it that if anyone escaped, the Marine guarding that prisoner would have to serve the remainder of his sentence. The prison closed in 1974 and has since been empty--with plenty of local conjecture as to what secrets might be inside. Here, Mark talks about a night he and his friends dared enter the secure facility and the supernatural occurrences they witnessed there. The Portsmouth Halloween Parade is a community-funded event that relies on donations. Please consider making a donation at https://www.portsmouthhalloweenparade.org/ or attending one of their spooky fundraisers: Fri Oct 1 – Rock Show @ Press Room, 8pm Thu Oct 21 – SCARY-oke @ Daniel Street Tavern (aka D Street), 9pm Fri Oct 22 – Movie Night @ Liar's Bench, 8pm Sat Oct 23 – Pumpkin SMASH @ Portsmouth Farmer's Market*, 8am – 1pm Sun Oct 24 – Halloween Costume Paddle Contest @ Pierce Island, 11am – 12pm Wed Oct 27 – Flatbread Community Night @ Flatbread Portsmouth, 3pm – 9pm Thu Oct 28 – Undead Beat Night @ Book and Bar, 7pm For the most up-to-date information, check their Facebook page. For more information about Long Story Short and the live shows, go to https://longstoryshortpod.com.

Grant Newsham is a senior research fellow at the Japan Forum for Strategic Studies, a senior research fellow at the Center for Security Policy and a retired United States Marine Officer. He was the first US Marine liaison officer to the Japan Ground Self Defense force and was instrumental in promoting the JSDF's initial moves […]

Superintendent veterinary inspector, Philip Breslin, from the Department of Agriculture, Food and the Marine, joins Emma-Louise Coffey on this week's Dairy Edge podcast to discuss the incidence of TB in dairy herds in Ireland. Philip explains that the skin test remains the best method for diagnosis of TB in cattle, offering the most accurate number of positive incidents of TB with low levels of false positives (1 in 5,000). To reduce the risk of TB to your herd, farmers should aim to maintain a closed herd, consider culling older stock that may have been exposed to TB outbreak previously, ensure all boundary are fenced well and being vigilant to wildlife activity on your farm. Philip encourages farmers to be proactive in engaging and consulting with the Department of Agriculture where wildlife such as badgers are identified in order to vaccinate or remove the badger populations near to your herd. For more episodes from the Dairy Edge podcast go to the show page at: https://www.teagasc.ie/animals/dairy/the-dairy-edge-podcast/ The Dairy Edge is a co-production with LastCastMedia.com

TRIGGER WARNING: This episode contains talk of sexual assault, suicide, and explicit language Today Nic and Jules sit down with Leah, a former United States Marine who courageously served our country in Afghanistan. She explains in detail what it's like to be a woman in the Military, and about the raw and real truths of going to war. She talks about her struggles with PTSD, and how she has overcome many of those through different types of therapy and consistently deciding to choose happiness every day. Leah is strong, brave, open, and honest, and helped open our eyes to the sacrifices our Military makes for us daily. @leah__marlene ✧ Don't forget to SUBSCRIBE!!! ✧ RATE & REVIEW to show your support!!! ✧ FOLLOW us on Instagram!!! ✧ @fleurishpodcast

Healing Through Service Aaron Quinonez pt 1I grew up in the Vietnam Era. I joined the military straight out of high school just a few years after Vietnam ended. I have seen the effects of what we now call PTSD on friends and fellow soldiers that served prior to my enlistment. I know many of our war veterans back then did not know, nor did anyone else for that matter, what PTSD was or how it affected our veterans. Fast forward 25 years and we understand a lot more about PTSD and its effects. But yet, many of our war veterans still struggle with these battle scars. Some have such a hard time readjusting to civilian life, they decide to take their own life. My guest today has experienced just this sort of turmoil. Aaron Quinonez is a Marine combat veteran who joined the service straight out of high school. Serving 8 years in the Marines and a combat tour in Iraq as part of the Marine 1stANGLICO unit. In case you were wondering about the military acronym for ANGLICO it stands for “Air Naval Gunfire Liaison Company” which is the only US Dept. of Defense unit capable of bringing in direct fire support for ground forces from air, sea or land and they are regularly part of special operations forces in combat. Sgt. Quinonez returned to civilian life, only to find that the real battle had just begun. Suffering from depression, anger and panic attacks, he was diagnosed with PTSD. But just being diagnosed with a problem and receiving the needed help are two entirely different things. This affected Sgt. Quinonez (or “Sgt. Q” as he is called now) decided it would be better to just take his own life that continuing in the agony he was facing on a daily basis. But, since he is a guest today, I guess you could say, that was not the end of the story! Jesus delivered him, giving him a new life, a new calling and he is now in charge of what is called, https://www.qmissions.org/ (“Q Missions.”) This is a pathway for veterans and fellow warfighters to help them replace the battle scars of their minds with the joy of serving others through building churches, homes, feeding children and suppling precious hope to struggling communities worldwide.  Sgt. Q has also authored a new book titled, https://amzn.to/3EShdnN (“Healing Thru Service: The Warriors Guide to Overcoming Trauma.”) First, I want to personally thank you and every other service man and woman out there for the sacrifices that you have made on behalf of this nation. I served 12 years in the Army before leaving service in 1989 and entering law enforcement from which I retired in 2011. But I understand, what we call, the “mindset of the warrior” all too well and consider it an honor to have you on the program today. First question, other than that brief information I just shared, tell us in your words, “Who is Sgt. Q – Aaron Quinonez?” Tell us about your preparation for and the transition from combat military life to civilian life and what was provided to you and what was lacking to help you with the transition… And you returned home and entered janitorial services. Did that help or hinder your transition process? Were you married when you were in service? Take us through some of the turmoil PTSD has on a war veteran. I know not everyone suffers the same things or to the same degree. But in general, what are some of the things going on the mind of someone suffering from PTSD? Then came the day you decided to take your life. Can you give us what was going through your mind on that day and what happened to make you change your decision?  Folks, veteran PTSD and veteran suicides are a very real and very serious reality in this country. Just as this condition is very individual in nature, where every person suffers in their own way, the help needs to be individualized as well. Organizations such as those founded by Sgt. Q are not only needful, but directly impacting those who need help and need help now. Your donations are needed –... Support this podcast

Season 2 is going to be starting in December and we are taking a moment to get to know the Players and Characters from Season 1 that will be joining us in Season 2. This week we will be talking to Francis Farabaugh about Cali the Aasimar Bard and Pepper the puckish Gnome Paladin   Please support Dugongs & Seadragons on Patreon: https://www.patreon.com/DugongsAndSeadragons

Michael “Mick” Patrick Mulroy is the former Deputy Assistant Secretary of Defense for the Middle East. Mr. Mulroy is a retired Paramilitary Operations Officer (PMOO) from the Central Intelligence Agency. His previous assignments include: Chief of Department in Special Activities Center (formerly Special Activities Division), Chief of Station of an overseas country, Chief of Expeditionary Team in a warzone country, Chief of Base in a warzone country, Deputy Chief of a Branch in Special Activities Division (SAD), a PMOO in a Branch in SAD and several other overseas and headquarters positions. His awards include the Intelligence Star, the Intelligence Commendation Medal, the Career Intelligence Medal and the National Intelligence Exceptional Achievement Medal, among others. Mr. Mulroy is also a retired U.S. Marine reservist where he served as both a commissioned and enlisted Marine. During his twenty years of service, he served as an Armored Crewman, a Judge Advocate and an Infantry Officer. His awards include the Joint Service Commendation Medal, the Navy and Marine Corps Commendation Medal, the Afghanistan Campaign Medal and the Iraq Campaign Medal, among others. He is also a recipient of the State Department's Superior Honor Award. Mr. Mulroy holds a bachelor's degree from Augusta University and a law degree from Samford University. He is married to Mary Beth Mulroy and they have two children. A son that is a college student in Montana and a U.S. Marine reservist and a daughter who is a college student in South Carolina. Today's sponsor:

The Leftists running Joe Biden's Administration have made it clear they intend to dismantle everything that makes America's military superior, fierce, and formidable. We've witnessed 'woke' recruitment and indoctrination, the lowering of physical performance standards, the 'purge' of soldiers who don't need or want a vaccine, and of course...the homicidal withdrawal from Afghanistan. We all see how the U.S. military is faltering due to poor leadership and ideological influences that are anathema to its foundation. Jesse Kelly, a former Marine, and his panel of warriors expose the agenda to destroy our national security. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

The Leftists running Joe Biden's Administration have made it clear they intend to dismantle everything that makes America's military superior, fierce, and formidable. We've witnessed 'woke' recruitment and indoctrination, the lowering of physical performance standards, the 'purge' of soldiers who don't need or want a vaccine, and of course...the homicidal withdrawal from Afghanistan. We all see how the U.S. military is faltering due to poor leadership and ideological influences that are anathema to its foundation. Jesse Kelly, a former Marine, and his panel of warriors expose the agenda to destroy our national security. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

Lamar's A Real Radio Flyer (Airdate 10/8/2021) Private jets overflowing with a sea of peanut M&Ms. Marine wives bringing down the house at an adult toy party. Lamar joins Bob and Max on this OddCast episode for a trip down memory lane...remembering the days when corporate bigwigs liked us just enough to let us use the corporate jet to fly to some of the most glamorous listener events in our radio careers. The Bob & Sheri Oddcast: Everything We Don't, Can't, Won't, and Definitely Shouldn't Do on the Show!

Join Lara Trump and The Marine Rapper (Raymond Lott) as they talk joining the Marines, his time in the Middle East, starting a record label, saying no to having a VICTIM MENTALITY, and much MORE! #TheRightView

Just the News reporter, Sophie Mann, talks with China Expert, Stephen Bryen, about recent reports that a US Special Ops unit and Marine unit, have been in Taiwan for the past year training the Taiwanese military, a sign that points to US awareness at the rising threat of China. Bryen also gives his prediction for, if or when, a war between China and Taiwan could breakout after recent heightened tensions following this weekends aggressive signaling by the Chinese towards Taiwan after the sending over of ‘75 airplanes in the last week' into Taiwanese airspace, which is ‘unusual' and ‘worrisome'.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Three retired Marine Infantry Officers — Colonel Will Costantini, Colonel Jeff Kenney & Major Tim Lynch join host Mike McNamara for an hour of current events discussion every Thursday here on ALL MARINE RADIO. TODAY'S TOPICS: Thoughts on the case of LtCol Scheller Thoughts on the Congressional Hearings on Afghanistan

Did a soldier from WWII return to help an active duty solder survive an attack?  Here is a preview of the story.  “I rolled under the hummer and got up trying to open the passenger door. This one opened. So, since it was burning, I got the Marine in that seat out stopped put a tourniquet on his right leg started back to a friendly area for a med evac. I went back for the driver. When I got there, I got hit two more times. But I managed to drag this kid back. I went back for my bag I got hit again. I was down for the count.  I woke up to being shook and then a sharp slap. It was my dad. He was wearing WWII Marine combat uniform. He told me that it was not my time to die, and he helped me up and helped me back to our lines. Then I woke up at Fallujah Surgical.” Watch more at: http://www.realghoststoriesonline.com/ If you have a real ghost story or supernatural event to report, please write into our show or call 1-855-853-4802! If you like the show, please help keep us on the air and support the show by becoming an EPP (Extra Podcast Person). We'll give you a BONUS episode every week as a "Thank You" for your support. Become an EPP here: http://www.ghostpodcast.com/?page_id=118 or at or at http://www.patreon.com/realghoststories

This is part two of a two-part podcast. Host Tim K. sits down with Medal of Honor Recipient Kyle Carpenter, at his home in Charlotte, North Carolina. Kyle is the youngest Medal of Honor Recipient currently living and was only the third Marine to receive our nation's most prestigious honor since the beginning of the GWOT (Global War On Terrorism). On the podcast, Kyle discusses his youth always on the move and how it better prepared him for his time in the Marine Corps. He also speaks on his time in combat and that fateful day on a Marjah rooftop that would cement his legacy forever in the Halls of Marine Corps lore. Beyond that, Carpenter speaks on what it truly means to live a life of service even after the military.

Tonight's rundown: Biden and Chinese President Xi Jinping agree to abide by the Taiwan agreement John Kerry tells reporters that Joe Biden didn't realize he upset France with the U.S.'s submarine deal with Australia Democrats are keeping the heat on Senators Manchin and Sinema to pass their massive spending bill, will the moderates end up caving to the pressure? FBI is now targeting parents who oppose critical race theory being taught in their children's school Marine who spoke out against the Biden administration for their handling of the Afghanistan withdrawal has been released from the brig and is awaiting a trial date The South Pole posts the most severe cold season on record, an anomaly in a warming world This Day in History, 1996: President Bill Clinton debates Bob Dole Final Thought: Preparing for Christmas – order your gifts now!  Learn more about your ad choices. Visit megaphone.fm/adchoices

Did a victim of Covid, return from the grave to live a new life on the other side? Here is a preview of the story. “The building is an older building, so the restroom is in the basement and the nearest breakroom is on the 2nd floor. Sadly, last July our nighttime security guard, Charles, passed away from Covid19.  Charles was an older gentleman, very friendly and as a former Marine, he took his job very seriously. Pre-Covid, a few times a week I would bring him in a cup of coffee in the morning as he would be ending his shift about the time I came in for work. Most days he would stick around a few minutes and chat with me before he left. Charles would often complain about the cleaning crew that came in in the evenings saying that they would turn all the lights on in the office, and just leave them on when they were done. He would joke that most of his job was turning off the lights and cleaning up after the cleaning crew. Once Covid hit, the cleaning crew stopped coming and the Charles was only there over the weekend. So unfortunately, I didn't see much of him before he got sick.” Watch more at: http://www.realghoststoriesonline.com/ If you have a real ghost story or supernatural event to report, please write into our show or call 1-855-853-4802! If you like the show, please help keep us on the air and support the show by becoming an EPP (Extra Podcast Person). We'll give you a BONUS episode every week as a "Thank You" for your support. Become an EPP here: http://www.ghostpodcast.com/?page_id=118 or at or at http://www.patreon.com/realghoststories

Fred Wellman - US Army Westpoint Aviation Veteran and Senior Advisor at The Lincoln Project CNN Clip - Trump brought Marine on stage who claimed he's someone he's not 

Five months after the high-stakes local election in Southlake, the city is gearing up for yet another contentious vote. One of the school board members who supported the diversity plan, retired Air Force Col. Dave Almand, is stepping down, and the battle over diversity programs is at the center of the fight to replace him. But he's far from the only leader to leave a role in public schools this year following attacks from parents opposed to what they see as the quiet creep critical race theory. For this special bonus episode, we sit down with a panel of four educators from across the country who've come under fire, including James Whitfield, the first Black principal at a high school a town over from Southlake, whose school board has begun a formal process that could lead to his termination. The educators discuss how the anti-CRT movement is driving them out of their careers—and away from their students.