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Original Release Date: December 3, 2025Our Global Head of Fixed Income Research and Public Policy Strategy Michael Zezas and Chief Global Cross-Asset Strategist Serena Tang address themes that are key for markets next year.Read more insights from Morgan Stanley.----- Transcript -----Michael Zezas: Welcome to Thoughts on the Market. I'm Michael Zezas, Global Head of Fixed Income Research and Public Policy Strategy.Serena Tang: And I'm Serena Tang, Morgan Stanley's Chief Global Cross-Asset Strategist.Michael Zezas: Today we'll be talking about key investor debates coming out of our year ahead outlook.It's Wednesday, December 3rd at 10:30am in New York.So, Serena, it was a couple weeks ago that you led the publication of our cross-asset outlook for 2026. And so, you've been engaging with clients over the past few weeks about our views – where they differ. And it seems there's some common themes, really common questions that come up that represent some important debates within the market.Is that fair?Serena Tang: Yeah, that's very fair. And, by the way, I think those important debates, are from investors globally. So, you have investors in Europe, Asia, Australia, North America, all kind of wanting to understand our views on AI, on equity valuations, on the dollar.Michael Zezas: So, let's start with talking about equity markets a bit. And one of the common questions – and I get it too, even though I don't cover equity markets – is really about how AI is affecting valuations. One of the concerns is that the stock market might be too high, might be overvalued because people have overinvested in anything related to AI. What does the evidence say? How are you addressing that question?Serena Tang: It is interesting you say that because I think when investors talk about equities being too high, of valuations – AI related valuations being very stretched, it's very much about parallels to that 1990s valuation bubble.But the way I approach it is like there are some very important differences from that time period, from valuations back then. First of all, I think companies in major equity indices are higher quality than the past. They operate more efficiently. They deliver strong profitability, and in general pretty solid free cash flow.I think we also need to consider how technology now represents a larger share of the index, which has helped push overall net margins to about 14 percent compared to 8 percent during that 1990s valuation bubble. And you know, when margins are higher, I think paying premium for stocks is more justified.In other words, I think multiples in the U.S. right now look more reasonable after adjusting for profit margins and changes in index composition. But we also have to consider, and this is something that we stress in our outlook, the policy backdrop is unusually favorable, right? Like you have economists expecting the Fed to continue easing rates into next year. We have the One Big Beautiful Bill Act that could lower corporate taxes, and deregulation is continuing to be a priority in the U.S.And I think this combination, you know, monetary easing, fiscal stimulus, deregulation. That combination rarely occurs outside of a recession. And I think this creates an environment that supports valuation, which is by the way why we recommend an overweight position in U.S. equities, even if absolute and relative valuation look elevated.Michael Zezas: Got it. So, if I'm hearing you right, what I think you're saying is that comparisons to some bubbles of the past don't necessarily stack up because profitability is better. There aren't excesses in the system. Monetary policy might be on the path that's more accommodative. And so, when compared against all of that, the valuations actually don't look that bad.Serena Tang: Exactly.Michael Zezas: Got it. And sticking with the equity markets, then another common question is – it's related to AI, but it's sort of around this idea that a small set of companies have really been driving most of the growth in the market recently. And it would be better or healthier if the equity market were to perform across a wider set of companies and names, particularly in mid- and small cap companies. Is that something that we see on the horizon?Serena Tang: Yes. We are expecting U.S. stock earnings to sort of broaden out here and it's one of the reasons why our U.S. equity strategy team has upgraded small caps and now prefer it over large caps. And I think like all of this – it comes from the fact that we are in a new bull market. I think we have a very early cycle earnings recovery here. I mean, as discussed before, the macro environment is supportive. And Fed rate cuts over the next 12 months, growth positive tax and regulatory policies, they don't just support valuations. They also act as a tailwind to earnings.And I think like on top of that, leaner cost structures, improving earnings revisions, AI driven efficiency gains. They all support a broad-based earnings upturn. and our U.S. equity strategy team do see above consensus 2026 earnings growth at 17 percent. The only other region where we have earnings growth above consensus in 2026 is Japan; for both Europe and the EM we are below, which drive out equal weight and slight underweight position in those two indices respectively.Michael Zezas: Got it. And so, since we can't seem to get away from talking about AI and how it's influencing markets, the other common question we get here is around debt issuance related to AI.So, our colleagues put together a report from earlier this year talking about the potential for nearly $3 trillion of AI related CapEx spending over the next few years. And we think about half of that is going to have to be debt financed. That seems to be a lot of debt, a lot of potential bonds that might be issued into the market – which, are credit investors supposed to be concerned about that?Serena Tang: We really can't get away from AI as a topic. And I think this will continue because AI-related CapEx is a long-term trend, with much of the CapEx still really ahead. And I think this goes to your question. Because this really means that we expect nearly another [$]3 trillion of data center related CapEx from here to 2028. You know, while half of the spend will come from operating cash flows of hyperscalers, it still leaves a financing gap of around [$]1.5 trillion, which needs to be sourced through various credit channels.Now, part of it will be via private credit, part of it would be via Asset Backed Securities. But some of it would also be via the U.S. investment grade corporate credit bond space. So, add in financing for faster M&A cycle, we forecast around [$]1 trillion in net investment grade bond issuance, you know, up 60 percent from this year.And I think given this technical backdrop, even though credit fundamentals should stay fine, we have doubled downgraded U.S. investment grade corporate credit to underweight within our cross asset allocation.Michael Zezas: Okay, so the fundamentals are fine, but it's just a lot of debt to consume over the next year. And so somewhat strangely, you might expect high yield corporate bonds actually do better.Serena Tang: Yes, because I think a high yield doesn't really see the same headwind from the technical side of things. And on the fundamentals front, our credit team actually has default rates coming down over the next 12 months, which again, I think supports high yield much better than investment grade.Michael Zezas: So, before we wrap up, moving away from the equity markets, let's talk about foreign exchange. The U.S. dollar spent much of last year weakening, and that's a call that our team was early to – eventually became a consensus call. It was premised on the idea that the U.S. was going to experience growth weakness, that there would also be these questions among investors about the role of the dollar in the world as the U.S. was raising trade barriers. It seemed to work out pretty well.Going into 2026 though, I think there's some more questions amongst our investors about whether or not that trend could continue. Where do we land?Serena Tang: I think in the first half of next year that downward pressure on the dollar should still persist. And you know, as you said, we've had a very differentiated view for most of this year, expecting the dollar to weaken in the first half versus G10 currencies. And several things drive this. There is a potential for higher dollar negative risk premium, driven by, I think, near term worries about the U.S. labor markets in the short term. And as investors, I think, debate the likely composition of the FOMC next year. Also, you know, compression in U.S. versus rest of the world. Rate differentials should reduce FX hedging costs, which also adds incentive for hedging activity and dollar selling.All this means that we see downward pressure on the dollar persisting in the first half of next year with EUR/USD at 123 and USD/JPY at 140 by the end of first half 2026.Michael Zezas: All right. Well, that's a pretty good survey about what clients care about and what our view is. So, Serena, thanks for taking the time to talk with me today.Serena Tang: And thank you for inviting me to the show today.Michael Zezas: And to our audience, thanks for listening. If you enjoy Thoughts on the Market, please leave us a review and share the podcast. We want everyone to listen.

Performer cancellations at the Kennedy Center continue to pile up. Now the entire New Year's Eve show has been canceled. All because Trump illegally put his name on the Center. And Trump and his sycophants are complaining about it. Tough luck. This is the market and the resistance at work. Hosted on Acast. See acast.com/privacy for more information.

Request A Customized Workshop For Your Company⁠: https://www.americannegotiationinstitute.com/services/workshops/} In this episode, Jennifer Walton, Chief Brand Officer at Sky Nile Consulting, discusses how to change the marketing field by creating a strategy focused on diversity, equity, inclusion, and anti-racism. ⁠Sky Nile Consulting ⁠ https://www.skynileconsulting.com/ ⁠Follow Kwame Christian on LinkedIn⁠: https://www.linkedin.com/in/kwamechristian/ ⁠The Ultimate Negotiation Guide⁠: https://www.americannegotiationinstitute.com/guides/ultimate-negotiation-guide/ ⁠Click here to buy your copy of How To Have Difficult Conversations About Race!⁠: https://www.amazon.com/Have-Difficult-Conversations-About-Race/dp/1637741308/ref=pd_%5B%E2%80%A6%5Df0bc9774-7975-448b-bde1-094cab455adb&pd_rd_i=1637741308&psc=1 ⁠Click here to buy your copy of Finding Confidence in Conflict: How to Negotiate Anything and Live Your Best Life!⁠: https://www.amazon.com/Finding-Confidence-Conflict-Negotiate-Anything/dp/0578413736/ref=sr_1_1?crid=2PSW69L6ABTK&keywords=finding+confidence+in+conflict&qid=1667317257&qu=eyJxc2MiOiIwLjQyIiwicXNhIjoiMC4xNCIsInFzcCI6IjAuMjMifQ%3D%3D&sprefix=finding+confidence+in+conflic%2Caps%2C69&sr=8-1

Is now a good time for me to purchase in Chicago? ============= Connect with Mark and Tom: StraightUpChicagoInvestor.com Guest: Mark Ainley, Straight Up Chicago Investor Podcast Email the Show: StraightUpChicagoInvestor@gmail.com Properties for Sale on the North Side?  We want to buy them. Email: StraightUpChicagoInvestor@gmail.com Have a vacancy? We can place your next tenant and give you back 30-40 hours of your time. Learn more: GCRealtyInc.com/tenant-placement Has Property Mgmt become an opportunity cost for you? Let us lower your risk and give you your time back to grow. Learn more: GCRealtyinc.com ----------------- Production House: Flint Stone Media Copyright of Straight Up Chicago Investor 2025.

Host Tom Verducci welcomes the coming New Year by celebrating the 90th birthday of Sandy Koufax! Tom looks back and the accomplishments of Koufax and how his career started and how he ended as a Hall of Famer, 4x World Series Champion, and 3x Cy Young Award winner. Mariners catcher Cal Raleigh wins the SI Breakout Player Award. Tom documents his career from getting cut in high school to making the Major Leagues. What happens next for Raleigh and how does he respond after his 60 home run season? Pitchers are throwing faster than ever, but using less fastballs overall. Tom brings out the data from this season to look at where the use of the fastball is heading. Throwing 100mph used to be an anomaly, now every team has a pitcher that hits the mark. The number of 100mph pitches has quadrupled in just the 6 years! Tom wraps up 2025 with some MLB news on the A's and the future of Alex Bregman. The Book of Joe Podcast is a production of iHeart Radio. #fsrSee omnystudio.com/listener for privacy information.

Frank Holland and the Investment Committee debate the main themes to look out for in 2026.  CNBC's Steve Liesman also joins us with what to expect from the Fed next year.  Plus, Josh Brown spotlights Hilton in his "Best Stocks in the Market." And later, the Committee debate the real estate sector. Investment Committee Disclosures Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Get my new book: https://bronsonequity.com/fireyourselfDownload my new special report - How to Use Inflation to Your Advantage - www.bronsonequity.com/inflationJoin Bronson Hill and co-host Nate Hambrick on the Mailbox Money Show for an eye-opening look at Build-to-Rent (BTR) communities with Andy McMullen, co-founder of Legacy Acquisitions. With decades navigating real estate—from LA office deals to 2010s multifamily pivots—Andy now scales BTR projects for instant cash flow, skipping traditional development delays.Discover why BTR dominates today's market: merging single-family vibes with apartment perks in booming submarkets like Lafayette, LA, and Baldwin County, AL.From passive lending to hands-on development, Andy's straightforward playbook—built on relationships and tight processes—delivers mailbox money today and legacy-scale tomorrow. Pivoting from scattered singles or oversupplied multis? This episode is your no-nonsense roadmap through volatility.00:41 - Episode Intro01:28 - BTR Niche: Pivot from Multifamily/Single-Family02:04 - Andy's Background: Cycles to BTR Development03:39 - BTR Trend: Clustered SFH Amenities04:35 - Tax Benefits: Avoid Gains via Hold Strategy04:53 - Cash Flow Model: 10-14% Lender Guarantees06:20 - Lender Structure: Personal Guarantees, Judgments07:54 - Blended Equity: Depreciation Post-Stabilization09:16 - Financing: Horizontal to 6% Permanent Rates10:06 - Submarkets: Secondary Growth Areas12:02 - GC Management: Working Genius Assignment13:39 - Incentives: Premiums Over Penalties15:12 - On-Site Engagement: Relationships with Workers15:44 - Community Officer: Referrals and Oversight16:27 - Rate Lock-In: 60% Sub-4% Loans Stagnate Inventory17:56 - Blended Classes: Loan + Backend Equity20:21 - Creative Financing: Subject-To, Owner Carry21:51 - Crisis Opportunity: Danger + Pivot22:26 - Success or Seminar: Learn from Losses23:23 - Disguised Growth: Pain + Reflection24:06 - Arena Mindset: Control Process, Not Results25:17 - Resilience: Firing as Growth Lesson26:07 - JFK: Pray to Be Better, Not Easier28:41 - Leverage Law: Choose Your Hard30:44 - Energize Focus: Transformational Tasks32:52 - Connect with AndyCONNECT WITH THE GUESTWebsite: https://legacyacquisitions.com/#BuildToRent#RealEstateNiches#CashFlowInvesting#InvestorResilience#DevelopmentFinancing#MindsetShift#SecondaryMarkets

Andrew and Ben discuss Meta's latest acquisition plans and the Dallas Fed survey. Join our live YouTube stream Monday through Friday at 8:30 AM EST:http://www.youtube.com/@TheMorningMarketBriefingPlease see disclosures:https://www.narwhal.com/disclosure

Nick and JP discuss if the available coaching market will effect the Browns firing or keeping Kevin Stefanski.

Nick and JP are joined by Albert Breer from the MMQB to discuss Kevin Stefanski's job security, Shedeur Sanders' future, the Browns future, and everything else happening in the NFL. Nick and JP also discuss if the available coach market will effect the Browns firing Kevin Stefanski.

Original Release Date: November 13, 2025Live from Morgan Stanley's European Tech, Media and Telecom Conference in Barcelona, our roundtable of analysts discusses tech disruptions and datacenter growth, and how Europe factors in.Read more insights from Morgan Stanley.----- Transcript -----Paul Walsh: Welcome to Thoughts on the Market. I'm Paul Walsh, Morgan Stanley's European Head of Research Product. Today we return to my conversation with Adam Wood. Head of European Technology and Payments, Emmet Kelly, Head of European Telco and Data Centers, and Lee Simpson, Head of European Technology. We were live on stage at Morgan Stanley's 25th TMT Europe conference. We had so much to discuss around the themes of AI enablers, semiconductors, and telcos. So, we are back with a concluding episode on tech disruption and data center investments. It's Thursday the 13th of November at 8am in Barcelona. After speaking with the panel about the U.S. being overweight AI enablers, and the pockets of opportunity in Europe, I wanted to ask them about AI disruption, which has been a key theme here in Europe. I started by asking Adam how he was thinking about this theme. Adam Wood: It's fascinating to see this year how we've gone in most of those sectors to how positive can GenAI be for these companies? How well are they going to monetize the opportunities? How much are they going to take advantage internally to take their own margins up? To flipping in the second half of the year, mainly to, how disruptive are they going to be? And how on earth are they going to fend off these challenges? Paul Walsh: And I think that speaks to the extent to which, as a theme, this has really, you know, built momentum. Adam Wood: Absolutely. And I mean, look, I think the first point, you know, that you made is absolutely correct – that it's very difficult to disprove this. It's going to take time for that to happen. It's impossible to do in the short term. I think the other issue is that what we've seen is – if we look at the revenues of some of the companies, you know, and huge investments going in there. And investors can clearly see the benefit of GenAI. And so investors are right to ask the question, well, where's the revenue for these businesses? You know, where are we seeing it in info services or in IT services, or in enterprise software. And the reality is today, you know, we're not seeing it. And it's hard for analysts to point to evidence that – well, no, here's the revenue base, here's the benefit that's coming through. And so, investors naturally flip to, well, if there's no benefit, then surely, we should focus on the risk. So, I think we totally understand, you know, why people are focused on the negative side of things today. I think there are differences between the sub-sectors. I mean, I think if we look, you know, at IT services, first of all, from an investor point of view, I think that's been pretty well placed in the losers' buckets and people are most concerned about that sub-sector… Paul Walsh: Something you and the global team have written a lot about. Adam Wood: Yeah, we've written about, you know, the risk of disruption in that space, the need for those companies to invest, and then the challenges they face. But I mean, if we just keep it very, very simplistic. If Gen AI is a technology that, you know, displaces labor to any extent – companies that have played labor arbitrage and provide labor for the last 20 - 25 years, you know, they're going to have to make changes to their business model. So, I think that's understandable. And they're going to have to demonstrate how they can change and invest and produce a business model that addresses those concerns. I'd probably put info services in the middle. But the challenge in that space is you have real identifiable companies that have emerged, that have a revenue base and that are challenging a subset of the products of those businesses. So again, it's perfectly understandable that investors would worry. In that context, it's not a potential threat on the horizon. It's a real threat that exists today against certainly their businesses. I think software is probably the most interesting. I'd put it in the kind of final bucket where I actually believe… Well, I think first of all, we certainly wouldn't take the view that there's no risk of disruption and things aren't going to change. Clearly that is going to be the case. I think what we'd want to do though is we'd want to continue to use frameworks that we've used historically to think about how software companies differentiate themselves, what the barriers to entry are. We don't think we need to throw all of those things away just because we have GenAI, this new set of capabilities. And I think investors will come back most easily to that space. Paul Walsh: Emmet, you talked a little bit there before about the fact that you haven't seen a huge amount of progress or additional insight from the telco space around AI; how AI is diffusing across the space. Do you get any discussions around disruption as it relates to telco space? Emmet Kelly: Very, very little. I think the biggest threat that telcos do see is – it is from the hyperscalers. So, if I look at and separate the B2C market out from the B2B, the telcos are still extremely dominant in the B2C space, clearly. But on the B2B space, the hyperscalers have come in on the cloud side, and if you look at their market share, they're very, very dominant in cloud – certainly from a wholesale perspective. So, if you look at the cloud market shares of the big three hyperscalers in Europe, this number is courtesy of my colleague George Webb. He said it's roughly 85 percent; that's how much they have of the cloud space today. The telcos, what they're doing is they're actually reselling the hyperscale service under the telco brand name. But we don't see much really in terms of the pure kind of AI disruption, but there are concerns definitely within the telco space that the hyperscalers might try and move from the B2B space into the B2C space at some stage. And whether it's through virtual networks, cloudified networks, to try and get into the B2C space that way. Paul Walsh: Understood. And Lee maybe less about disruption, but certainly adoption, some insights from your side around adoption across the tech hardware space? Lee Simpson: Sure. I think, you know, it's always seen that are enabling the AI move, but, but there is adoption inside semis companies as well, and I think I'd point to design flow. So, if you look at the design guys, they're embracing the agentic system thing really quickly and they're putting forward this capability of an agent engineer, so like a digital engineer. And it – I guess we've got to get this right. It is going to enable a faster time to market for the design flow on a chip. So, if you have that design flow time, that time to market. So, you're creating double the value there for the client. Do you share that 50-50 with them? So, the challenge is going to be exactly as Adam was saying, how do you monetize this stuff? So, this is kind of the struggle that we're seeing in adoption. Paul Walsh: And Emmet, let's move to you on data centers. I mean, there are just some incredible numbers that we've seen emerging, as it relates to the hyperscaler investment that we're seeing in building out the infrastructure. I know data centers is something that you have focused tremendously on in your research, bringing our global perspectives together. Obviously, Europe sits within that. And there is a market here in Europe that might be more challenged. But I'm interested to understand how you're thinking about framing the whole data center story? Implications for Europe. Do European companies feed off some of that U.S. hyperscaler CapEx? How should we be thinking about that through the European lens? Emmet Kelly: Yeah, absolutely. So, big question, Paul. What… Paul Walsh: We've got a few minutes! Emmet Kelly: We've got a few minutes. What I would say is there was a great paper that came out from Harvard just two weeks ago, and they were looking at the scale of data center investments in the United States. And clearly the U.S. economy is ticking along very, very nicely at the moment. But this Harvard paper concluded that if you take out data center investments, U.S. economic growth today is actually zero. Paul Walsh: Wow. Emmet Kelly: That is how big the data center investments are. And what we've said in our research very clearly is if you want to build a megawatt of data center capacity that's going to cost you roughly $35 million today. Let's put that number out there. 35 million. Roughly, I'd say 25… Well, 20 to 25 million of that goes into the chips. But what's really interesting is the other remaining $10 million per megawatt, and I like to call that the picks and shovels of data centers; and I'm very convinced there is no bubble in that area whatsoever.So, what's in that area? Firstly, the first building block of a data center is finding a powered land bank. And this is a big thing that private equity is doing at the moment. So, find some real estate that's close to a mass population that's got a good fiber connection. Probably needs a little bit of water, but most importantly needs some power. And the demand for that is still infinite at the moment. Then beyond that, you've got the construction angle and there's a very big shortage of labor today to build the shells of these data centers. Then the third layer is the likes of capital goods, and there are serious supply bottlenecks there as well.And I could go on and on, but roughly that first $10 million, there's no bubble there. I'm very, very sure of that. Paul Walsh: And we conducted some extensive survey work recently as part of your analysis into the global data center market. You've sort of touched on a few of the gating factors that the industry has to contend with. That survey work was done on the operators and the supply chain, as it relates to data center build out. What were the key conclusions from that? Emmet Kelly: Well, the key conclusion was there is a shortage of power for these data centers, and… Paul Walsh: Which I think… Which is a sort of known-known, to some extent. Emmet Kelly: it is a known-known, but it's not just about the availability of power, it's the availability of green power. And it's also the price of power is a very big factor as well because energy is roughly 40 to 45 percent of the operating cost of running a data center. So, it's very, very important. And of course, that's another area where Europe doesn't screen very well.I was looking at statistics just last week on the countries that have got the highest power prices in the world. And unsurprisingly, it came out as UK, Ireland, Germany, and that's three of our big five data center markets. But when I looked at our data center stats at the beginning of the year, to put a bit of context into where we are…Paul Walsh: In Europe… Emmet Kelly: In Europe versus the rest. So, at the end of [20]24, the U.S. data center market had 35 gigawatts of data center capacity. But that grew last year at a clip of 30 percent. China had a data center bank of roughly 22 gigawatts, but that had grown at a rate of just 10 percent. And that was because of the chip issue. And then Europe has capacity, or had capacity at the end of last year, roughly 7 to 8 gigawatts, and that had grown at a rate of 10 percent. Now, the reason for that is because the three big data center markets in Europe are called FLAP-D. So, it's Frankfurt, London, Amsterdam, Paris, and Dublin. We had to put an acronym on it. So, Flap-D. Good news. I'm sitting with the tech guys. They've got even more acronyms than I do, in their sector, so well done them. Lee Simpson: Nothing beats FLAP-D. Paul Walsh: Yes. Emmet Kelly: It's quite an achievement. But what is interesting is three of the big five markets in Europe are constrained. So, Frankfurt, post the Ukraine conflict. Ireland, because in Ireland, an incredible statistic is data centers are using 25 percent of the Irish power grid. Compared to a global average of 3 percent.Now I'm from Dublin, and data centers are running into conflict with industry, with housing estates. Data centers are using 45 percent of the Dublin grid, 45. So, there's a moratorium in building data centers there. And then Amsterdam has the classic semi moratorium space because it's a small country with a very high population. So, three of our five markets are constrained in Europe. What is interesting is it started with the former Prime Minister Rishi Sunak. The UK has made great strides at attracting data center money and AI capital into the UK and the current Prime Minister continues to do that. So, the UK has definitely gone; moved from the middle lane into the fast lane. And then Macron in France. He hosted an AI summit back in February and he attracted over a 100 billion euros of AI and data center commitments. Paul Walsh: And I think if we added up, as per the research that we published a few months ago, Europe's announced over 350 billion euros, in proposed investments around AI. Emmet Kelly: Yeah, absolutely. It's a good stat. Now where people can get a little bit cynical is they can say a couple of things. Firstly, it's now over a year since the Mario Draghi report came out. And what's changed since? Absolutely nothing, unfortunately. And secondly, when I look at powering AI, I like to compare Europe to what's happening in the United States. I mean, the U.S. is giving access to nuclear power to AI. It started with the three Mile Island… Paul Walsh: Yeah. The nuclear renaissance is… Emmet Kelly: Nuclear Renaissance is absolutely huge. Now, what's underappreciated is actually Europe has got a massive nuclear power bank. It's right up there. But unfortunately, we're decommissioning some of our nuclear power around Europe, so we're going the wrong way from that perspective. Whereas President Trump is opening up the nuclear power to AI tech companies and data centers. Then over in the States we also have gas and turbines. That's a very, very big growth area and we're not quite on top of that here in Europe. So, looking at this year, I have a feeling that the Americans will probably increase their data center capacity somewhere between – it's incredible – somewhere between 35 and 50 percent. And I think in Europe we're probably looking at something like 10 percent again. Paul Walsh: Okay. Understood. Emmet Kelly: So, we're growing in Europe, but we're way, way behind as a starting point. And it feels like the others are pulling away. The other big change I'd highlight is the Chinese are really going to accelerate their data center growth this year as well. They've got their act together and you'll see them heading probably towards 30 gigs of capacity by the end of next year. Paul Walsh: Alright, we're out of time. The TMT Edge is alive and kicking in Europe. I want to thank Emmett, Lee and Adam for their time and I just want to wish everybody a great day today. Thank you.(Applause) That was my conversation with Adam, Emmett and Lee. Many thanks again to them. Many thanks again to them for telling us about the latest in their areas of research and to the live audience for hearing us out. And a thanks to you as well for listening. Let us know what you think about this and other episodes by living us a review wherever you get your podcasts. And if you enjoy listening to Thoughts on the Market, please tell a friend or colleague about the podcast today.

Watch the full episode on our YouTube channel: youtube.com/@mreapodcastAs we close out the year, Jason Abrams shares his powerful reflections on why some real estate agents thrive while others burn out, and what truly separates the two. Across thousands of conversations, Jason has discovered that the agents winning at the highest level share a common thread: they lead themselves well, they understand their value, and they generate business in ways that energize rather than drain them.Jason pulls lessons from Million Dollar Habits, The Wealthy Gardener, Essentialism, and The Untethered Soul to show how belief, clarity, and wisdom shape outcomes. He also breaks down the real drivers of a real estate agent's income. He details the need for your service, how well you perform it, how difficult you are to replace, and how many people you serve.Then comes the unlock: the highest-producing agents don't force lead gen. They build their entire business around what they already love, like walking clubs, gym life, dinner parties, front-yard parties, speed-friending, and board-game nights. To the highest-performing real estate agents, these activities aren't hobbies. They're thriving referral engines built on joy, connection, and consistency.This episode invites you to design a real estate business that feels like your life — not like a punishment. When you stop fighting your business model and start aligning it with what fulfills you, everything changes.Resources:Read Million Dollar Habits by Robert RingerRead The Wealthy Gardener: Life Lessons on Prosperity Between Father and Son by John SoforicRead Essentialism: The Disciplined Pursuit of Less by Greg McKeownRead The Untethered Soul: The Journey Beyond Yourself by Michael A. SingerOrder the Millionaire Real Estate Agent Playbook | Volume 3Connect with Jason:LinkedinProduced by NOVAThis podcast is for general informational purposes only. The views, thoughts, and opinions of the guest represent those of the guest and not  Keller Williams Realty, LLC and its affiliates, and should not be construed as financial, economic, legal, tax, or other advice. This podcast is provided without any warranty, or guarantee of its accuracy, completeness, timeliness, or results from using the information.WARNING! You must comply with the TCPA and any other federal, state or local laws, including for B2B calls and texts. Never call or text a number on any Do Not Call list, and do not use an autodialer or artificial voice or prerecorded messages without proper consent. Contact your attorney to ensure your compliance.

The NFL regular season is nearing the end as Week 18 kicks off this Thursday! How should you approach betting this week? Join Kelly Stewart and Teddy Covers for The Opening Line Report as we dissect the NFL Week 18 betting markets opening betting lines!Intro 00:00MNF Overview 2:00Season Win Totals 3:30How do you Bet Week 18? 5:15Carolina Panthers vs Tampa Bay Buccaneers 7:00Seattle Seahawks vs San Francisco 49ers 12:35Green Bay Packers vs Minnesota Vikings 15:20Indianapolis Colts vs Houston Texans 19:35Miami Dolphins vs New England Patriots 22:00 Kansas City Chiefs vs Las Vegas Raiders 25:54Detroit Lions vs Chicago Bears 29:44New York Jets vs Buffalo Bills 32:00Baltimore Ravens vs Pittsburgh Steelers 36:00Cleveland Browns vs Cincinnati Bengals 42:12Dallas Cowboys vs New York Giants 44:30Washington Commanders vs Philadelphia Eagles 47:18New Orleans Saints vs Atlanta Falcons 49:45Arizona Cardinals vs Los Angeles Rams 52:00Los Angeles Chargers vs Denver Broncos 53:22Tennessee Titans vs Jacksonville Jaguars 54:50

Giuseppe Grammatico explains franchising, AI automation, and how real estate investors use franchises to build predictable cash flow and scale smarter.Full DescriptionIn this episode of RealDealChat, Jack Hoss sits down with Giuseppe Grammatico, franchise consultant and founder of GG The Franchise Guide, to break down how franchising intersects with real estate investing, cash flow, and AI-powered operations.Giuseppe shares his journey from Wall Street to entrepreneurship, why franchising is often misunderstood, and how “business-in-a-box” models help investors shortcut years of trial and error. He explains how real estate investors can leverage franchises for recession-resistant income, vendor consolidation, and even hybrid landlord-style models like salon suites and property services.The conversation dives deep into franchise due diligence, why lines out the door don't equal profitability, how to avoid shiny object syndrome, and what investors must look for inside Item 19 disclosures. Giuseppe also explains how AI is transforming franchising—from AI call agents handling 1,000 calls at once to backend automation that reduces staff costs without sacrificing human relationships.If you're a real estate investor looking to diversify income, stabilize cash flow, or integrate AI into operations, this episode delivers real-world clarity.

Jayne Peressini returns to Passion to Profession for a second conversation. She works on product inside eBay Collectibles and lives this market every day.This episode focuses on signals that shape the hobby beyond headline sales.We talk aboutSupply and how to read it without emotionLiquidity and time to cashVelocity and why turnover mattersWhy comps lag realityHow collectors build strategy with limited budgetsWhat demand looks like when you zoom outThis is a collector conversation grounded in product reality.If you buy, sell, or plan your collection with intent, this episode will change how you look at the market.A special thank you to eBay for sponsoring Passion to Profession. The biggest and best marketplace to buy your next favorite trading card.Get your free copy of Collecting For Keeps: Finding Meaning In A Hobby Built On HypeGet exclusive content, promote your cards, and connect with other collectors who listen to the pod today by joining the Patreon: Join Stacking Slabs Podcast Patreon[Distributed on Sunday] Sign up for the Stacking Slabs Weekly Rip Newsletter using this linkFollow Stacking Slabs: | Twitter | Instagram | Facebook | Tiktok ★ Support this podcast on Patreon ★

In this episode, I chat with Jason Leibowitz, Head of Strategy at Meanwhile, about a game-changing financial product that blends Bitcoin with the powerful concept of infinite banking.Jason takes us on a journey through how Bitcoin-denominated whole life insurance works—and why it might be the smartest way for Bitcoiners to unlock liquidity, plan for the future, and ensure their wealth outlives them. He also breaks down the mechanics of policy loans, estate planning, and why traditional life insurance fails in a fiat-debased world. Whether you're thinking about passing your Bitcoin on to your family, protecting your wealth from future uncertainty, or simply want more control over your financial life—this conversation is a must-listen. ––– Offers & Discounts –––

Ben provides an update on Ukraine peace talks and Nvidia's latest acquisition. Join our live YouTube stream Monday through Friday at 8:30 EST:http://www.youtube.com/@TheMorningMarketBriefingPlease see disclosures:https://www.narwhal.com/disclosure

This week, Phil wraps up 2025 with an update on the Santa Claus rally, market reflections and has a special guest- his daughter Marcella Blancato!

The Couple With $8.5 Million… and One Salad “Bruce, I'm afraid we're going to run out of money.” He had over $8.5 million across different accounts. They were in their early 70s. On paper, they were far ahead of where most people ever get. https://www.youtube.com/live/L4phmdaJydw But his fear was so real that when they went out to dinner, his wife shared a salad instead of ordering her own—because he was afraid they “couldn't afford” it. This is what we see over and over again. People obsess over the question “how much do I need to retire?”They chase a number.They hit that number—or get close to it.And still feel anxious, fragile, and uncertain. The problem isn't just the money.The problem is the model. The Couple With $8.5 Million… and One SaladWhy “How Much Do I Need to Retire?” Is the Wrong First QuestionHow Much Do I Need to Retire? Why That Question Is MisleadingRetirement Cash Flow vs Nest Egg: What You Really NeedSequence of Return Risk in Retirement: Why Timing Matters More Than AveragesBuilding a Retirement Buffer Account to Protect Your PortfolioHow a buffer account protects your retirement portfolio:The LIFE Acronym for Retirement Planning: Liquid, Income, Flexible, EstateProblems With Traditional Retirement Planning and the 4 Percent RuleRedefining Retirement: Gradual Retirement vs Traditional “Out of Service”Cash-Flowing Assets and Alternative Investments for Retirement Cash FlowUsing Whole Life Insurance in Retirement for Guarantees and FlexibilityHow Much Do I Need to Retire? Rethinking the Real QuestionListen to the Full Episode on How Much Do I Need to RetireBook A Strategy CallFAQ: How Much Do I Need to Retire?How much do I need to retire comfortably?How do I know if I have enough to retire?What is sequence of return risk in retirement?What is a retirement buffer account?Is whole life insurance good for retirement income?How can I create guaranteed income in retirement without a pension?How much income do I need in retirement each month?How can my retirement plan serve future generations? Why “How Much Do I Need to Retire?” Is the Wrong First Question If you've ever typed how much do I need to retire or how much money do I need to retire into Google, you're not alone. The financial industry has trained us to believe that the right “number” equals security. But that question is incomplete. It ignores: How long you'll live How much you'll actually spend How many emergencies will show up What taxes and inflation will do What sequence of returns your investments will experience In this article, Bruce and I will help you: Understand why “how much do I need to retire” is the wrong question to start with See the difference between retirement cash flow vs nest egg Grasp sequence of return risk in retirement with simple examples Learn how a retirement buffer account can protect you Use the LIFE acronym for retirement planning (Liquid, Income, Flexible, Estate) Explore cash flowing assets, alternative investments, and whole life insurance in retirement Rethink retirement itself—from an “out of service” event to a purposeful, gradual transition My goal is to empower you to take control of your financial life with clarity, not fear. How Much Do I Need to Retire? Why That Question Is Misleading The classic commercial asked, “What's your number?” People walked around carrying a big orange figure that supposedly represented what they needed to retire. Here's the problem: That number assumes: A set rate of return A set withdrawal rate No major disruptions And that you won't touch your principal But real life is not a straight-line projection. When you ask how much do I need to retire, you're usually really asking: “How can I have enough cash flow for as long as I'm alive, without living in fear?” The issue is not just how much you have—it's how that wealth behaves under stress and how it converts into dependable income. Retirement Cash Flow vs Nest Egg: What You Really Need Traditional planning focuses on accumulation: “If I can just get to $X million, I'll be fine.” But what you actually live on is cash flow, not the size of your account statement. You need to know: How much income do I need in retirement each month? Which part of that income is guaranteed and which part is variable How that income will behave if markets drop or inflation spikes If you have $2 million but no idea how to turn that into reliable, sustainable cash flow, you will feel fragile. If you have a mix of guaranteed income in retirement plus flexible cash flowing assets, even a smaller nest egg can feel much more secure. The question isn't just how much money do I need to retire, but how do I design cash flow that will last? Sequence of Return Risk in Retirement: Why Timing Matters More Than Averages The industry loves to tell you that “the market averages 10% over time.” That's nice trivia—but it's not how your life works. If you're accumulating, you can ride out the ups and downs.If you're retired and pulling money out, the sequence of returns can make or break you. Here's a simple illustration: Start with $100,000 Year 1: -20% → now you have $80,000 Year 2: +20% → now you have $96,000 The average return is 0% (-20 + 20 / 2).But your actual money is down $4,000. Now imagine that on top of the losses, you're pulling out 4–6% per year to live. Suddenly, the portfolio has to recover the market loss and everything you withdrew. That's sequence of return risk explained with examples—and why relying solely on averages is dangerous. Building a Retirement Buffer Account to Protect Your Portfolio One of the most powerful ways to address sequence of return risk in retirement is using a retirement buffer account. The idea is simple: When markets are down, you do not take distributions from your volatile assets. Instead, you live off a separate, safe buffer of liquid capital. This buffer could be: Cash in the bank CDs or other stable vehicles Cash value in a well-designed whole life insurance policy How a buffer account protects your retirement portfolio: It gives your market-based assets time to recover It reduces the risk of selling low during downturns It lowers emotional stress when headlines scream “market crash” You're no longer forced to sell when everything is on sale. The LIFE Acronym for Retirement Planning: Liquid, Income, Flexible, Estate To make this practical, we often walk clients through the LIFE acronym for retirement planning: L – LiquidHow much “15-minute money” do you need to feel comfortable? This is money you can access quickly for emergencies or peace of mind—not dependent on your cash flow plan. I – IncomeHow much income do you need each month? How much of that would you like guaranteed? This is where retirement income planning really happens. F – FlexibleThis is liquid money that's not earmarked for emergencies or core living expenses. It's for things like trips, special projects, and helping kids or grandkids. It's the “I can do this without stress” bucket. E – EstateHow much do you want to leave behind, and in what form? This is where how to make your retirement plan serve future generations becomes part of the design. A well-designed mix of cash, whole life insurance, and other assets can touch every part of LIFE: Liquid, Income, Flexible, and Estate. Problems With Traditional Retirement Planning and the 4 Percent Rule Traditional planning often rests on: A withdrawal rule (4% or 5%) Market-based portfolios Historical averages and Monte Carlo simulations But as Bruce mentioned: A 100-year average doesn't matter if you're retired for 20 years Inflation erodes real purchasing power Market volatility plus withdrawals increase fragility Focusing only on accumulation creates emotional anxiety This is why cash flow vs accumulation in retirement planning is such an important shift. When you're not dependent on markets going up every year just so you can eat, your whole experience of retirement changes. Redefining Retirement: Gradual Retirement vs Traditional “Out of Service” Nelson Nash used to remind us: Retirement, by definition, means “taken out of service.” Most of us don't want to be taken out of service; we want to stay useful, engaged, and purposeful. Instead of a hard stop at 65, consider redefining retirement as a gradual retirement vs traditional retirement: Negotiating part-time work or consulting Reducing hours instead of walking away completely Staying in the game mentally, physically, and relationally We've seen engineers move to 10 hours a week, seasoned professionals mentor younger staff, and business owners step back from daily operations while still contributing. Purposeful work, even part-time, can: Supplement your retirement income Reduce pressure on your portfolio Keep you sharp and connected Retirement doesn't have to mean being benched. Cash-Flowing Assets and Alternative Investments for Retirement Cash Flow Another powerful way to support retirement is shifting some focus from growth-only assets to cash flowing assets for retirement. Examples include: Dividend-paying stocks Real estate (direct ownership or funds) Private lending Certain alternative investments for retirement For accredited investors, there are a variety of alternative investments for retirement cash flow: Multifamily apartment funds Industrial and distribution center funds Certain energy or infrastructure programs Technology and telecom infrastructure (like tower or data assets) These are not guaranteed and require careful due diligence, but they're often backed by real underlying assets and designed with yield in mind.

Is Die Hard a Christmas Shooter Movie? Only this podcast would know!We discuss:- Call of Duty's rare public admission of failure and what the end of back-to-back sub-franchise releases actually signals.- Marathon's delay, $40 price point, and why fiscal calendars still distort launch strategy.- Why Valorant Mobile exploded in China, and why Western mobile shooters keep failing to break through.- EA hiring a VP of Shooters for mobile, and whether Battlefield or Apex can realistically return to phones.- Highguard's confused reveal, the danger of losing narrative control, and why innovation still matters.- Marvel Rivals as a ceiling, not a failure, and what the hero-shooter arms race gets wrong about retention.

In our final episode of this season, we reflect on what it took to build Collected from the ground up: building the product, shipping dealer workflows, enabling transactions, and creating the earliest version of the community we believe the watch market needs. This episode isn't just a recap, but an open question to the industry too. We dig into topics the watch world hasn't spent enough time confronting like responsibility sellers have to disclose issues that materially impact value, why liquidity starts before a transaction ever happens, and why the future of this market depends on tools, transparency, and participation from both sides. It's also what inspired us to launch our first-ever Future of the Watch Commerce survey – because we don't want to set standards on our own, but build them with the community. We'll see you back here in 2026.

Plus - Friday's fortunate/unfortunate stocks Learn more about your ad choices. Visit podcastchoices.com/adchoices

Market update for Monday December 29, 2025Interview with Jason Ware, CIO of Albion Financial Space Stocks Deep DiveFollow us on Instagram (@TheRundownDaily) for bonus content and instant reactions.In today's episode:Lululemon's founder launches proxy fight to shake up the boardNvidia finalizes a $5B investment in IntelDigitalBridge stock soars on SoftBank acquisitionSilver pulls back after a historic run fueled by speculation and industrial demandFun Fact: Bluey once again dominated streaming in 2025

The charts just flashed a signal that every trader fears: A Shooting Star. It looks innocent, but it means the buyers just lost a massive battle. Neel Parekh decodes this classic reversal pattern and explains why today's session could be the "tipping point" for your portfolio. Are we looking at a small dip or a major correction? Listen now to find out where the trap door is located.

The charts just flashed a signal that every trader fears: A Shooting Star. It looks innocent, but it means the buyers just lost a massive battle. Neel Parekh decodes this classic reversal pattern and explains why today's session could be the "tipping point" for your portfolio. Are we looking at a small dip or a major correction? Listen now to find out where the trap door is located.

The charts just flashed a signal that every trader fears: A Shooting Star. It looks innocent, but it means the buyers just lost a massive battle. Neel Parekh decodes this classic reversal pattern and explains why today's session could be the "tipping point" for your portfolio. Are we looking at a small dip or a major correction? Listen now to find out where the trap door is located.

Retiring after age 65 changes the math and the priorities. You have fewer high-energy years, shorter tax planning windows, and RMDs much closer than most people realize. But you also often have higher Social Security, clearer spending needs, and more flexibility if the plan is built the right way. This episode breaks down how retirement strategy shifts when you retire later. Traditional withdrawal rules are built for 30–40 year retirements. If your timeline is closer to 10–20 years, blindly following those rules can lead to significant underspending and missed opportunities in your healthiest years.Tax strategy becomes more compressed. Roth conversion windows are shorter. Medicare premiums and IRMAA surcharges matter more. Required minimum distributions arrive faster. Planning mistakes are harder to unwind, which makes coordination between income, investments, and taxes far more important.Market risk looks different too. Higher Social Security and other income sources can reduce pressure on your portfolio, even though recovery time after downturns is shorter. The goal is not extreme conservatism. It is matching investments to real cash-flow needs while protecting against inflation and future healthcare costs.The episode also covers survivor planning, charitable giving strategies like QCDs, Medicare surcharge planning, and why prioritizing health becomes one of the highest-return investments you can make when retiring later.Retiring after 65 is not a disadvantage. It simply requires a different plan, tighter execution, and more intentional use of the years that matter most.-Advisory services are offered through Root Financial Partners, LLC, an SEC-registered investment adviser. This content is intended for informational and educational purposes only and should not be considered personalized investment, tax, or legal advice. Viewing this content does not create an advisory relationship. We do not provide tax preparation or legal services. Always consult an investment, tax or legal professional regarding your specific situation.The strategies, case studies, and examples discussed may not be suitable for everyone. They are hypothetical and for illustrative and educational purposes only. They do not reflect actual client results and are not guarantees of future performance. All investments involve risk, including the potential loss of principal.Comments reflect the views of individual users and do not necessarily represent the views of Root Financial. They are not verified, may not be accurate, and should not be considered testimonials or endorsementsParticipation in the Retirement Planning Academy or Early Retirement Academy does not create an advisory relationship with Root Financial. These programs are educational in nature and are not a substitute for personalized financial advice. Advisory services are offered only under a written agreement with Root Financial.Create Your Custom Strategy ⬇️ Get Started Here.Join the new Root Collective HERE!

Welcome back to the Ultimate Guide to Partnering® Podcast. AI agents are your next customers. Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ https://youtu.be/vEdq8rpBM3I In this data-rich keynote, Jay McBain deconstructs the tectonic shifts reshaping the $5.3 trillion global technology industry, arguing that we are entering a new 20-year cycle where traditional direct sales models are obsolete. McBain explains why 96% of the industry is now surrounded by partners and how successful companies must pivot from “flywheels and theory” to a granular strategy focused on the seven specific partners present in every deal. From the explosion of agentic AI and the $163 billion marketplace revolution to the specific mechanics of multiplier economics, this discussion provides a roadmap for navigating the “decade of the ecosystem” where influence, trust, and integration—not just product—determine winners and losers. Key Takeaways Half of today's Fortune 500 companies will likely vanish in the next 20 years due to the shift toward AI and ecosystem-led models. Every B2B deal now involves an average of seven trusted partners who influence the decision before a vendor even knows a deal exists. Microsoft has outpaced AWS growth for 26 consecutive quarters largely because of a superior partner-led geographic strategy. Marketplaces are projected to grow to $163 billion by 2030, with nearly 60% of deals involving partner funding or private offers. The “Multiplier Effect” is the new ROI, where partners can make up to $8.45 for every dollar of vendor product sold. Future dominance relies on five key pillars: Platform, Service Partnerships, Channel Partnerships, Alliances, and Go-to-Market orchestration. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Keywords: Jay McBain, Canalys, partner ecosystem, channel chief, agentic AI, marketplace growth, multiplier economics, B2B sales trends, tech industry forecast, service partnerships, strategic alliances, Microsoft vs AWS, distribution transformation, managed services growth, SaaS platforms, customer journey mapping, 28 moments of truth, future of reselling, technology spending 2025, ecosystem orchestration, partner multipliers. T Transcript: Jay McBain WORKFILE FOR TRANSCRIPT [00:00:00] Vince Menzione: Just up from, did you Puerto Rico last night? Puerto Rico, yes. Puerto Rico. He dodged the hurricane. Um, you all know him. Uh, let him introduce himself for those of you who don’t, but just thrilled to have on the stage, again, somebody who knows more about what’s going on in, in the, and has the pulse on this industry probably than just about anybody I know personally. [00:00:21] Vince Menzione: J Jay McBain. Jay, great to see you my friend. Alright, thank you. We have to come all the way. We live, we live uh, about 20 minutes from each other. We have to come all the way to Reston, Virginia to see each other, right? That’s right. Very good. Well, uh, that’s all over to you, sir. Thank you. [00:00:35] Jay McBain: Alright, well thank you so much. [00:00:36] Jay McBain: I went from 85 degrees yesterday to 45 today, but I was able to dodge that, uh, that hurricane, uh, that we kind of had to fly through the northern edge of, uh, wanna talk today about our industry, about the ultimate partner. I’m gonna try to frame up the ultimate partner as I walk through the data and the latest research that, uh, that we’ve been doing in the market. [00:00:56] Jay McBain: But I wanted to start here ’cause our industry moves in 20 year cycles, and if you look at the Fortune 500 and dial back 20 years from today, 52% of them no longer exist. As we step into the next 20 year AI era, half of the companies that we know and love today are not gonna exist. So we look at this, and by the way, if you’re not in the Fortune 500 and you don’t have deep pockets to buy your way outta problems, 71% of tech companies fail over the course of 10 years. [00:01:30] Jay McBain: Those are statistics from the US government. So I start to look at our industry and you know, you may look at the, you know, mainframe era from the sixties and seventies, mini computers, August the 12th, 1981, that first IBM, PC with Microsoft dos, version one, you know, triggered. A new 20 year era of client server. [00:01:51] Jay McBain: It was the time and I worked at IBM for 17 years, but there was a time where Bill Gates flew into Boca Raton, Florida and met with the IBM team and did that, you know, fancy licensing agreement. But after, you know, 20 years of being the most valuable company in the world and 13 years of antitrust and getting broken up, almost like at and TIBM almost didn’t make payroll. [00:02:14] Jay McBain: 13 years after meeting Bill Gates. Yeah, that’s how quickly things change in these eras. In 1999, a small company outta San Francisco called salesforce.com got its start. About 10 years later, Jeff Bezos asked a question in a boardroom, could we rent out our excess capacity and would other companies buy it? [00:02:35] Jay McBain: Which, you know, most people in the room laughed at ’em at the time. But it created a 20 year cloud era when our friends, our neighbors, our family. Saw Chachi PT for the first time in March of 2023. They saw the deep fakes, they saw the poetry, they saw the music. They came to us as tech people and said, did we just light up Skynet? [00:02:58] Jay McBain: And that consumer trend has triggered this next 20 years. I could walk through the richest people in the world through those trends. I could walk through the most valuable companies. It all aligns. ’cause by the way, Apple’s no longer at the top. Nvidia is at the top, Microsoft. Second, things change really quickly. [00:03:17] Jay McBain: So in that course of time, you start to look at our industry and as people are talking about a six and a half or $7 trillion build out of ai, that’s open AI and Microsoft numbers, that is bigger than our industry that’s taken over 50 years to build. This year, we’re gonna finish the year at $5.3 trillion. [00:03:36] Jay McBain: That’s from the smallest flower shop to the biggest bank. Biggest governments that Caresoft would, uh, serve biggest customer in the world is actually the federal government of the us. But you look at this pie chart and you look at the changes that we’re gonna go through over the next 20 years, there’s about a trillion dollars in hardware. [00:03:54] Jay McBain: There’s about a trillion dollars in software. If you look forward through all of the merging trends, quantum computing, humanoid robots, all the things that are coming that dollar to dollar software to hardware will continue to exist all the way through. We see services making up almost two thirds of this pie. [00:04:13] Jay McBain: Yesterday I was in a telco conference with at and t and Verizon and T-Mobile and some of the biggest wireless players and IT services, which happen to be growing faster than products. At the moment, there is more work to be done wrapping around the deal than the actual products that the customer is buying. [00:04:32] Jay McBain: So in an industry that’s growing at 7%. On top of the world economy that’s grown at 2.2. This is the fastest growing industry, and it will be at least for the next 10 years, if not 2070 0.1% of this entire $5 trillion gets transacted through partners. While what we’re talking to today about the ultimate partner, 96% of this industry is surrounded by partners in one way or another. [00:05:01] Jay McBain: They’re there before the deal. They’re there at the deal. They’re there after the deal. Two thirds of our industry is now subscription consumption based. So every 30 days forever, and a customer for life becomes everything. So if every deal in medium, mid-market, and higher has seven partners, according to McKinsey, who are those seven people trying to get into the deal? [00:05:25] Jay McBain: While there’s millions of companies that have come into tech over the last 10 to 20 years. Digital agencies, accountants, legal firms, everybody’s come in. The 250,000 SaaS companies, a million emerging tech companies, there’s a big fight to be one of those seven trusted people at the table. So millions of companies and tens of millions of people our competing for these slots. [00:05:49] Jay McBain: So one of the pieces of research I’m most proud of, uh, in my analyst career is this. And this took over two years to build. It’s a lot of logos. Not this PowerPoint slide, but the actual data. Thousands of people hours. Because guess what? When you look at partners from the top down, the top 1000 partners, by capability and capacity, not by resale. [00:06:15] Jay McBain: It’s not a ranking of CDW and insight and resale numbers. It is the surrounding. Consulting, design, architecture, implementations, integrations, managed services, all the pieces that’s gonna make the next 20 years run. So when you start to look at this, 98% of these companies are private, so very difficult to get to those numbers and, uh, a ton of research and help from AI and other things to get this. [00:06:41] Jay McBain: But this is it. And if you look at this list, there’s a thousand logos out of the million companies. There’s a thousand logos that drive two thirds of all tech services in the world. $1.07 trillion gets delivered by a thousand companies, but here’s where it gets fun. Those companies in the middle, in blue, the 30 of them deliver more tech services than the next 970. [00:07:08] Jay McBain: Combined the 970 combined in white deliver more tech services. Then the next million combined. So if you think we live in an 80 20 rule or maybe a 99, a 95 5 rule, or a 99 1 rule, we actually live in a 99.9 0.1 parallel principle. These companies spread around the world evenly split across the uh, different regions. [00:07:35] Jay McBain: South Africa, Latin America, they’re all over. They split. They split among types. All of the Venn diagram I just showed from GSIs to VARs to MSPs, to agencies and other types of companies. But this is a really rich list and it’s public. So every company in the world now, if you’re looking at Transactable data, if you’re looking at quantifiable data that you can go put your revenue numbers against, it represents 70 to 80% of every company in this room’s Tam. [00:08:08] Jay McBain: In one piece of research. So what do you do below that? How do you cover a million companies that you can’t afford to put a channel account manager? You can’t afford to write programs directly for well after the top down analysis and all the wallet share and you know exactly where the lowest hanging fruit is for most of your tam. [00:08:28] Jay McBain: The available markets. The obtainable markets. You gotta start from the community level grassroots up. So you need to ask the question for the million companies and the maybe a hundred thousand companies out there, partner companies that are surrounding your customer. These are the seven partners that surround your customer. [00:08:48] Jay McBain: What do they read, where do they go, and who do they follow? Interestingly enough, our industry globally equates to only a thousand watering holes, a thousand companies at the top, a thousand places at the bottom. 35% of this audience we’re talking. Millions of people here love events and there’s 352 of them like this one that they love to go to. [00:09:13] Jay McBain: They love the hallway chats, they love the hotel lobby bar, you know, in a time reminded by the pandemic. They love to be in person. It’s the number one way they’re influenced. So if you don’t have a solid event strategy and you don’t have a community team out giving out socks every week, your competitors might beat you. [00:09:31] Jay McBain: 12% of this audience loves podcasts. It’s the Joe Rogan effect of our industry. And while you know, you may not think the 121 podcasts out there are important, well, you’re missing 12% of your audience. It’s over a million people. If you’re not on a weekly podcast in one of these podcasts in the world, there’s still people that read one of the 106 magazines in the world. [00:09:55] Jay McBain: There are people that love peer groups, associations, they wanna be part of this. There’s 15 different ways people are influenced. And a solid grassroots strategy is how you make this happen. In the last 10 years, we’ve created a number of billionaires. Bottom up. They never had to go talk to la large enterprise. [00:10:15] Jay McBain: They never had to go build out a mid-market strategy. They just went and give away socks and new community marketing. And this has created, I could rip through a bunch of names that became unicorns just in the last couple of years, bottoms up. You go back to your board walking into next year, top down, bottom up. [00:10:34] Jay McBain: You’ve covered a hundred percent of your tam, and now you’ve covered it with names, faces, and places. You haven’t covered it with a flywheel or a theory. And for 44 years, we have gone to our board every fourth quarter with flywheels and theory. Trust me, partners are important. The channel is key to us. [00:10:57] Jay McBain: Well, let’s talk at the point of this granularity, and now we’re getting supported by technology 261 entrepreneurs. Many of them in the room actually here that are driving this ability to succeed with seven partners in every deal to exchange data to be able to exchange telemetry of these prospects to be able to see twice or three times in terms of pipeline of your target addressable market. [00:11:26] Jay McBain: All these ai, um, technologies, agentic technologies are coming into this. It’s all about data. It’s all about quantifiable names, faces, and places. Now none of us should be walking around with flywheels, so let’s flip the flywheels. No. Uh, so we also look at, and I sold PCs for 17 years and that was in the high times of 40% margins for partners. [00:11:55] Jay McBain: But one interesting thing when you study the p and l for broad base of partners around the world, it’s changed pretty significantly in this last 20 year era. What the cloud era did is dropped hardware from what used to be 84% plus the break fix and things that wrap around it of the p and l to now 16% of every partner in the world. [00:12:16] Jay McBain: 84% of their p and l is now software and services. And if you look at profitability, it’s worse. It’s actually 87% is profitability wise. They’ve completely shifted in terms of where they go. Now we look at other parts of our market. I could go through every part of the pie of the slide, but we’re watching each of the companies, and if you can see here, this is what we want to talk about in terms of ultimate partner. [00:12:43] Jay McBain: Microsoft has outgrown AWS for 26 straight quarters. They don’t have a better product. They don’t have a better price, they don’t have better promotion. It’s all place. And I’ll explain why you guess here in the light green line. Exactly. The day that Google went a hundred percent all in partner, every deal, even if a deal didn’t have a partner, one of the 4% of deals that didn’t have a partner, they injected a partner. [00:13:09] Jay McBain: You can see on the left side exactly where they did it. They got to the point of a hundred percent partner driven. Rebuilt their programs, rebuilt their marketplace. Their marketplace is actually larger than Microsoft’s, and they grew faster than Microsoft. A couple of those quarters. It is a partner driven future, and now I have Oracle, which I just walked by as I walked from the hotel. [00:13:31] Jay McBain: Oracle with their RPOs will start to join. Maybe the list of three hyperscalers becomes the list of four in future slides, but that’s a growth slide. Market share is different. AWS early and commanding lead. And it plays out, uh, plays out this way. But we’re at an interesting moment and I stood up six years ago talking about the decade of the ecosystem after we went through a decade of sales starting in 1999 when we all thought we were born to be salespeople. [00:14:02] Jay McBain: We managed territories with our gut. The sales tech stack would have it different, that sales was a science, and we ended the decade 2009, looking at sales very differently in 2009. I remember being at cocktail parties where CMOs would be joking around that 50% of their marketing dollars were wasted. They just didn’t know which 50%. [00:14:23] Jay McBain: And I’ll tell you, that was really funny. In 2009 till every 58-year-old CMO got replaced by a 38-year-old growth hacker who walked in with 15,348 SaaS companies in their MarTech and ad tech stack to solve the problem, every nickel of marketing by 2019 was tracked. Marketo, Eloqua, Pardot, HubSpot, driving this industry. [00:14:50] Jay McBain: Now, we stood up and said the 28 moments that come before a sale are pretty much all partner driven. In the best case scenario, a vendor might see four of the moments. They might come to your website, maybe they read an ebook, maybe they have a salesperson or a demo that comes in. That’s four outta 28 moments. [00:15:10] Jay McBain: The other 24 are done by partners. Yeah, in the worst case scenario and the majority scenario, you don’t see any of the moments. All 28 happen and you lose a deal without knowing there ever was a deal. So this is it. We need to partner in these moments and we need to inject partners into sales and marketing, like no time before, and this was the time to do it. [00:15:33] Jay McBain: And we got some feedback in the Salesforce state of sales report, which doesn’t involve any partnerships or, or. Channel Chiefs or anything else. This is 5,500 of the biggest CROs in the world that obviously use Salesforce. 89% of salespeople today use partners every day. For the 11% who don’t, 58% plan two within a year. [00:15:57] Jay McBain: If you add those two numbers together, that’s magically the 96% number. They recognize that every deal has partners in it. In 2024, last year, half of the salespeople in the world, every industry, every country. Miss their numbers. For the minority who made their numbers, 84 point percent pointed to partners as the reason why they made their numbers. [00:16:21] Jay McBain: It was the cheat code for sales, so that modern salesperson that knows how to orchestrate a deal, orchestrate the 28 moments with the seven partners and get to that final spot is the winning formula. HubSpot’s number in separate research was 84% in marketing. So we’re starting to see partners in here. We don’t have to shout from the mountaintops. [00:16:44] Jay McBain: These communities like ultimate Partner are working and we’re getting this to the highest levels in the board. And I’ll say that, you know, when 20 years from now half of the companies we know and love fail after we’re done writing the book and blaming the CEO for inventing the thing that ended up killing them, blaming the board for fiduciary responsibility and letting it happen. [00:17:06] Jay McBain: What are the other chapters of the book? And I think it’s all in one slide. We are in this platform economy and the. [00:17:31] Jay McBain: So your battery’s fine. Check, check, check, check. Alright, I’ll, I’ll just hold this in case, but the companies that execute on all five of these areas, well. Not only today become the trillion dollar valued companies, but they become the companies of tomorrow. These will be the fastest growing companies at every level. [00:17:50] Jay McBain: Not only running a platform business, but participating in other platforms. So this is how it breaks out, and there are people at very senior levels, at very big companies that have this now posted in the office of the CEO winning on integrations is everything. We just went through a demographic shift this year where 51% of our buyers are born after 1982. [00:18:15] Jay McBain: Millennials are the number one buyer of the $5 trillion. Their number one buying criteria is not service. Support your price, your brand reputation, it’s integrations. The buy a product, 80% is good as the next one if it works better in their environment. 79% of us won’t buy a car unless it has CarPlay or Android Auto. [00:18:34] Jay McBain: This is an integration world. The company with the most integrations win. Second, there are seven partners that surround the customer. Highly trusted partners. We’re talking, coaching the customer’s, kids soccer team, having a cottage together up at the lake. You know, best men, bate of honors at weddings type of relationships. [00:18:57] Jay McBain: You can’t maybe have all seven, but how does Microsoft beat AWS? They might have had two, three, or four of them saying nice things about them instead of the competition. Winning in service partnerships and channel partnerships changes by category. If you’re selling MarTech, only 10% of it today is resold, so you build more on service partnerships. [00:19:18] Jay McBain: If you’re in cybersecurity today, 91.6% of it is resold. Transacted through partners. So you build a lot of channel partnerships, plus the service partnerships, whatever the mix is in your category, you have to have two or three of those seven people. Saying nice things about you at every stage of the customer journey. [00:19:38] Jay McBain: Now move over to alliances. We have already built the platforms at the hyperscale level. We’ve built the platforms within SaaS, Salesforce, ServiceNow, Workday, Marketo, NetSuite, HubSpot. Every buyer has a set of platforms that they buy. We’ve now built them in cybersecurity this year out of 6,500 as high as cyber companies, the top five are starting to separate. [00:20:02] Jay McBain: We built it in distribution, which I’ll show in a minute. We’re building it in Telco. This is a platform economy and alliances win and you have alliances with your competitors ’cause you compete in the morning, but you’re best friends by the afternoon. Winning in other platforms is just as important as driving your own. [00:20:20] Jay McBain: And probably the most important part of this is go to market. That sales, that marketing, the 28 moments, the every 30 days forever become all a partner strategy. So there’s still CEOs out there that believe platform is a UI or UX on a bunch of disparate products and things you’ve acquired. There’s still CFOs out there that Think platform is a pricing model, a bundle model of just getting everything under one, you know, subscription price or consumption price. [00:20:51] Jay McBain: And it’s not, platforms are synonymous with partnerships. This is the way forward and there’s no conversation around ai. That doesn’t involve Nvidia over there, an open AI over here and a hyperscaler over there and a SaaS company over here. The seven layer stack wins every single time, and the companies that get this will be the ones that survive this cycle. [00:21:16] Jay McBain: Now, flipping over to marketplaces. So we had written research that, um, about five years ago that marketplaces were going to grow at 82% compounded. Yeah, probably one of the most accurate predictions we ever made, because it happened, we, we predicted that, uh, we were gonna get up to about $85 billion. Well, now we’ve extended that to 2030, so we’re gonna get up to $163 billion, and the thing that we’re watching is in green. [00:21:46] Jay McBain: If 96% of these deals are partner assisted in some way, how is the economics of partnering going to work? We predicted that 50% of deals by 2027. Would be partner funded in some way. Private offers multi-partner offers distributor sellers of record, and now that extends to 59% by 2030, the most senior leader of the biggest marketplace AWS, just said to us they’re gonna probably make these numbers on their own. [00:22:14] Jay McBain: And he asked what their two competitors are doing. So he’s telling us that we under called this. Now when you look at each of the press releases, and this is the AWS Billion Dollar Club. Every one of the companies on the left have issued a press release that they’re in the billion dollar club. Some of them are in the multi-billions, but I want you to double click on this press release. [00:22:35] Jay McBain: I’m quoted in here somewhere, but as CrowdStrike is building the marketplace at 91% compounded, they’re almost doubling their revenue every single year. They’re growing the partner funding, in this case, distributor funding by 3548%. Almost triple digit growth in marketplace is translating into almost quadruple digit growth in funding. [00:23:01] Jay McBain: And you see that over and over again as, as Splunk hit three, uh, billion dollars. The same. Salesforce hit $2 billion on AWS in Ulti, 18 months. They joined in October 20, 23, and 18 months later, they’re already at $2 billion. But now you’re seeing at Salesforce, which by the way. Grew up to $40 billion in revenue direct, almost not a nickel in resell. [00:23:28] Jay McBain: Made it really difficult for VARs and managed service providers to work with Salesforce because they couldn’t understand how to add services to something they didn’t book the revenue for. While $40 billion companies now seeing 70% of their deals come through partners. So this is just the world that we’re in. [00:23:44] Jay McBain: It doesn’t matter who you are and what industry you’re in, this takes place. But now we’re starting to see for the first time. Partners join the billion dollar club. So you wonder about partnering and all this funding and everything that’s working through Now you’re seeing press releases and companies that are redoing their LinkedIn branding about joining this illustrious club without a product to sell and all the services that wrap around it. [00:24:10] Jay McBain: So the opening session on Microsoft was interesting because there’s been a number of changes that Microsoft has done just in the last 30 days. One is they cut distribution by two thirds going from 180 distributors to 62. They cut out any small partner lower than a thousand dollars, and that doesn’t sound like a lot, but that’s over a hundred thousand partners that get deed tightening the long tail. [00:24:38] Jay McBain: They we’re the first to really put a global point system in place three years ago. They went to the new commerce experience. If you remember, all kinds of changes being led by. The biggest company for the channel. And so when we’re studying marketplaces, we’re not just studying the three hyperscalers, we’re studying what TD Cynic is doing with Stream One Ingram’s doing with Advant Advantage Aerosphere. [00:25:01] Jay McBain: Also, we’re watching what PAX eight, who by the way, is the 365 bestseller for Microsoft in the world. They are the cybersecurity leader for Microsoft in the world and the copilot. Leader in the world for Microsoft and Partner of the Year for Microsoft. So we’re watching what the cloud platforms are doing, watching what the Telco are doing, which is 25 cents out of every dollar, if you remember that pie chart, watching what the biggest resellers are converting themselves into. [00:25:30] Jay McBain: Vince just mentioned, you know, SHI in the changes there watching the managed services market and the leaders there, what they’re doing in terms of how this industry’s moving forward. By the way, managed services at $608 billion this year. Is one and a half times larger than the SaaS industry overall. [00:25:48] Jay McBain: It’s also one and a half times larger than all the hyperscalers combined. Oracle, Alibaba, IBM, all the way down. This is a massive market and it makes up 15 to 20 cents of every dollar the customer spend. We’re watching that industry hit a trillion dollars by the end of the decade, and we’re watching 150 different marketplace development platforms, the distribution of our industry, which today is 70.1% indirect. [00:26:13] Jay McBain: We’re starting to see that number, uh, solidify in terms of marketplaces as well. Watching distributors go from that linear warehouse in a bank to this orchestration model, watching some of the biggest players as the world comes around, platforms, it tightens around the place. So Caresoft, uh, from from here is the sixth biggest distributor in the world. [00:26:40] Jay McBain: Just shows you how big the. You know, biggest client in the world is that they serve. But understand that we’re publishing the distributor 500 list, but it’ll be the same thing. That little group in blue in the middle today, you know, drives almost two thirds of the market. So what happens in all this next stage in terms of where the dollars change hands. [00:27:07] Jay McBain: And the economics of partnering themselves are going through the most radical shift that we’ve seen ever. So back to the nineties, and, and for those of you that have been channel chiefs and running programs, we went to work every day. You know, everything’s on fire. We’re trying to check hundred boxes, trying to make our program 10% better than our competitors. [00:27:30] Jay McBain: Hey, we gotta fix our deal registration program today, and our incentives are outta whack or training programs or. You know, not where they need to be. Our certification, you know, this was the life of, uh, of a channel chief. Everybody thought we were just out drinking in the Caribbean with our best partners, but we were under the weight of this. [00:27:49] Jay McBain: But something interesting has happened is that we turned around and put the customer at the middle of our programs to say that those 28 moments in green before the sale are really, really important. And the seven partners who participate are really important. Understanding. The customer’s gonna buy a seven layer stack. [00:28:09] Jay McBain: They’re gonna buy it With these seven partners, the procurement stage is much different. The growth of marketplaces, the growth of direct in some of these areas, and then long term every 30 days forever in a managed service, implementations, integrations, how you upsell, cross-sell, enrich a deal changes. So how would you build a program that’s wrapped around the customer instead of the vendor? [00:28:35] Jay McBain: And we’re starting to hear our partners shout back to us. These are global surveys, big numbers, but over half of our partners, regardless of type, are selling consulting to their customer. Over half are designing architecting deals. A third of them are trying to be system integrators showing up at those implementation integration moments. [00:28:55] Jay McBain: Two thirds of them are doing managed services, but the shocking one here is 44% of our partners, regardless of type, are coding. They’re building agents and they’re out helping their customer at that level. So this is the modern partner that says, don’t typecast me. You may have thought of me in your program. [00:29:14] Jay McBain: You might have me slotted as a var. Well, I do 3.2 things, and if I don’t get access to those resources, if you don’t walk me to that room, I’m not gonna do them with you. You may have me as a managed service provider that’s only in the morning. By the afternoon I’m coding, and by the next morning I’m implementing and consulting. [00:29:33] Jay McBain: So again, a partner’s not a partner. That Venn diagram is a very loose one now, as every partner on there is doing 3.2 different business models. And again, they’re telling us for 43 years, they said, I want more leads this year it changed. For the first time, I want to be recognized and incentivized as more than just a cash register for you. [00:29:57] Jay McBain: I want you to recognize when I’m consulting, when I’m designing, when you’re winning deals, because of my wonderful services, by the way, we asked the follow up question, well, where should we spend our money with you? And they overwhelmingly say, in the consulting stage, you win and lose deals. Not at moment 28. [00:30:18] Jay McBain: We’re not buying a pack of gum at the gas station. This is a considered purchase. You win deals from moment 12 through 16 and I’m gonna show you a picture of that later, and they say, you better be spending your money there, or you’re not gonna win your fair share or more than your fair share of deals. [00:30:36] Jay McBain: The shocking thing about this is that Microsoft, when they went to the point system, lifted two thirds of all the money, tens of billions of dollars, and put it post-sale, and we were all scratching our heads going. Well, if the partners are asking for it there, and it seems like to beat your biggest competitors, you want to win there. [00:30:54] Jay McBain: Why would you spend the money on renewal? Well, they went to Wall Street and Goldman Sachs and the people who lift trillions of dollars of pension funds and said, if we renew deals at 108%, we become a cash machine for you. And we think that’s more valuable than a company coming out with a new cell phone in September and selling a lot of them by Christmas every year. [00:31:18] Jay McBain: The industry. And by the way, wall Street responded, Microsoft has been more valuable than Apple since. So we talk in this now multiplier language, and these are reports that we write, uh, at AMIA at canals. But talking about the partner opportunity in that customer cycle, the $6 and 40 cents you can make for every dollar of consumption, or the $7 and 5 cents you can make the $8 and 45 cents you can make. [00:31:46] Jay McBain: There’s over 24 companies speaking at this level now, and guess what? It’s not just cloud or software companies. Hardware companies are starting to speak in this language, and on January 25th, Cisco, you know, probably second to Microsoft in terms of trust built with the channel globally is moving to a full point system. [00:32:09] Jay McBain: So these are the changes that happen fast. But your QBR with your partners now less about drinking beers at the hotel lobby bar and talking dollar by dollar where these opportunities are. So if you’re doing 3.2 of these things, let’s build out a, uh, a play where you can make $3 for every dollar that we make. [00:32:28] Jay McBain: And you make that profitably. You make it in sticky, highly retained business, and that’s the model. ’cause if you make $3 for every dollar. We make, you’re gonna win Partner of the year, and if you win partner of the year, that piece of glass that you win on stage, by the time you get back to your table, you’re gonna have three offers to buy your business. [00:32:51] Jay McBain: CDW just bought a w. S’s Partner of the Year. Insight bought Google’s eight time partner of the year. Presidio bought ServiceNow’s, partner of the year over and over and over again. So I’m at Octane, I’m at CrowdStrike, I’m at all these events in Vegas every week. I’m watching these partners of the year. [00:33:05] Jay McBain: And I’m watching as the big resellers. I’m watching as the GSIs and the m and a folks are surrounding their table after, and they’re selling their businesses for SaaS level valuations. Not the one-to-one service valuation. They’re getting multiples because this is the new future of our industry. This is platform economics. [00:33:25] Jay McBain: This is winning and platforms for partners. Now, like Vince, I spent 20 minutes without talking about ai, but we have to talk about ai. So the next 20 years as it plays out is gonna play out in phases. And the first thing you know to get it out of the way. The first two years since that March of 23, has been underwhelming, to say the least. [00:33:47] Jay McBain: It’s been disappointing. All the companies that should have won the biggest in AI have been the most disappointing. It’s underperformed the s and p by a considerable amount in terms of where we are. And it goes back to this. We always overestimate the first two years, but we underestimate the first 10. [00:34:07] Jay McBain: If you wanna be the point in time person and go look at that 1983 PC or the 1995 internet or that 2007 iPhone or that whatever point in time you wanna look at, or if you want to talk about hallucinations or where chat chip ET version five is version, as opposed to where it’s going to be as it improves every six months here on in. [00:34:30] Jay McBain: But the fact of the matter is, it’s been a consumer trend. Nvidia got to be the most valuable company in the world. OpenAI was the first company to 2 billion users, uh, in that amount of speed. It’s the fastest growing product ever in history, and it’s been a consumer win this trillions of dollars to get it thrown around in the press releases. [00:34:49] Jay McBain: They’re going out every day, you know, open ai, signing up somebody new or Nvidia, investing in somebody new almost every single day in hundreds of billions of dollars. It is all happening really on the consumer side. So we got a little bit worried and said, is that 96% of surround gonna work in ag agentic ai? [00:35:10] Jay McBain: So we went and asked, and the good news is 88% of end customers are using partners to work through their ag agentic strategy. Even though they’re moving slow, they’re actually using partners. But what’s interesting from a partner perspective, and this is new research that out till 2030. This is the number one services opportunity in the entire tech or telco industry. [00:35:34] Jay McBain: 35.3% compounded growth ending at $267 billion in services. Companies are rebuilding themselves, building out practices, and getting on this train and figuring out which vendors they should hook their caboose to as those trains leave the station. But it kind of plays out like this. So in the next three to five years, we’re in this generative, moving into agentic phase. [00:36:01] Jay McBain: Every partner thinks internally first, the sales and marketing. They’re thinking about their invoicing and billing. They’re thinking about their service tickets. They’re thinking about creating a business that’s 10% better than their competitors, taking that knowledge into their customers and drive in business. [00:36:17] Jay McBain: But we understand that ag agentic AI, as it’s going to play out is not a product. A couple of years ago, we thought maybe a copilot or an agent force or something was going to be the product that everybody needed to buy, and it’s not a product, it’s gonna show up as a feature. So you go back in the history of feature ads and it’s gonna show up in software. [00:36:38] Jay McBain: So if you’re calling in SMB, maybe you’re calling on a restaurant. The restaurant isn’t gonna call OpenAI or call Microsoft or call Nvidia directly. They’re running their restaurant. And they may have chosen a platform like Toast Square, Clover, whatever iPads people are running around with, runs on a platform that does everything in their business, does staffing, does food ordering, works with Uber Eats, does everything end to end? [00:37:08] Jay McBain: They’re gonna wait to one of those platforms, dries out agent AI for them, and can run the restaurant more effectively, less human capital and more consistently, but they wait for the SaaS platform as you get larger. A hundred, 150 people. You have vice presidents. Each of those vice presidents already have a SaaS stack. [00:37:28] Jay McBain: I talked about Salesforce, ServiceNow, Workday, et cetera. They’ve already built that seven layer model and in some cases it’s 70 layers. But the fact is, is they’re gonna wait for those SaaS layers to deliver ag agentic to them. So this is how it’s gonna play out for the next three and a half, three to five years. [00:37:45] Jay McBain: And partners are realizing that many of them were slow to pick up SaaS ’cause they didn’t resell it. Well now to win in this next three to half, three to five years, you’re gonna have to play in this environment. When you start looking out from here, the next generation, you know, kind of five through 15 years gets interesting in more of a physical sense. [00:38:06] Jay McBain: Where I was yesterday talking about every IOT device that now is internet access, starts to get access to large language models. Every little sensor, every camera, everything that’s out there starts to get smart. But there’s a point. The first trillionaire, I believe, will be created here. Elon’s already halfway there. [00:38:24] Jay McBain: Um, but when Bill Gates thought there was gonna be a PC in every home, and IBM thought they were gonna sell 10,000 to hobbyists, that created the richest person in the world for 20 years, there will be a humanoid in every home. There’s gonna be a point in time that you’re out having drinks with your friends, and somebody’s gonna say, the early adopter of your friends is gonna say. [00:38:46] Jay McBain: I haven’t done the dishes in six weeks. I haven’t done the laundry. I haven’t made my bed. I haven’t mowed the lawn. When they say that, you’re gonna say, well, how? And they’re gonna say, well, this year I didn’t buy a new car, but I went to the car dealership and I bought this. So we’re very close to the dexterity needed. [00:39:05] Jay McBain: We’ve got the large language models. Now. The chat, GPT version 10 by then is going to make an insane, and every house is gonna have one of the. [00:39:17] Jay McBain: This is the promise of ai. It’s not humanoid robots, it’s not agents. It’s this. 99% of the world’s business data has not been trained or tuned into models yet. Again, this is the slow moving business. If you want to think about the 99% of business data, every flight we’ve all taken in this room sits on a saber system that was put in place in 1964. [00:39:43] Jay McBain: Every banking transaction, we’ve all made, every withdrawal, every deposit sits on an IBM mainframe put in place in the sixties or seventies. 83% of this data sits in cold storage at the edge. It’s not ready to be moved. It’s not cleansed, it’s not, um, indexed. It’s not in any format or sitting on any infrastructure that a large language model will be able to gobble up the data. [00:40:10] Jay McBain: None of the workflows, none of the programming on top of that data is yet ready. So this is your 10 to 20 year arc of this era that chat bot today when they cancel your flight is cute. It’s empathetic, it feels bad for you, or at least it seems to, but it can’t do anything. It can’t book you the Marriott and get you an Uber and then a 5:00 AM flight the next morning. [00:40:34] Jay McBain: It can’t do any of that. But more importantly, it doesn’t know who you are. I’ve got 53 years of flights under my belt and they, I’m the person that get me within six hours of my kids and get me a one-way Hertz rental. You know, if there’s bad weather in Miami, get me to Tampa, get me a Hertz, I’m driving home, I’m gonna make it home. [00:40:56] Jay McBain: I’m not the 5:00 AM get me a hotel person. They would know that if they picked up the flights that I’ve taken in the past. Each of us are different. When you get access to the business data and you become ag agentic, everything changes. Every industry changes because of this around the customers. When you ask about this 35% growth, working on that data, working in traditional consulting and design and implementation, working in the $7 trillion of infrastructure, storage, compute, networking, that’s gonna be around, this is a massive opportunity. [00:41:30] Jay McBain: Services are gonna continue to outgrow products. Probably for the next five to 10 years because of this, and I’m gonna finish here. So we talked a lot about quantifying names, faces, places, and I think where we failed the most as ultimate partners is underneath the tam, which every one of our CEOs knows to the decimal point underneath the TAM that our board thinks they’re chasing. [00:41:59] Jay McBain: We’ve done a very poor job. Of talking about the available markets and obtainable markets underneath it, we, we’ve shown them theory. We’ve shown them a bunch of, you know, really smart stuff, and PowerPoint slides up the wazoo, but we’ve never quantified it for them. If they wanna win, if they want to get access, if they want to double their pipeline, triple their pipeline, if they wanna start winning more deals, if they wanna win deals that are three times larger, they close two times faster. [00:42:31] Jay McBain: And they renew 15% larger. They have to get into the available and obtainable markets. So just in the last couple weeks I spoke at Cribble, I spoke at Octane, I spoke at CrowdStrike Falcon. All three of those companies at the CEO level, main stage use those exact three numbers, three x, two x, 15%. That’s the language of platforms, and they’re investing millions and millions and millions of dollars on teams. [00:42:59] Jay McBain: To go build out the Sam Andal in name spaces and places. So you’ve heard me talk about these 28 moments a lot. They’re the ones that you spend when you buy a car. Some people spend one moment and they drive to the Cadillac dealership. ’cause Larry’s been, you know, taking care of the family for 50 years. [00:43:18] Jay McBain: Some people spend 50 moments like I do, watching every YouTube video and every, you know, thing on the internet. I clear the internet cover to cover. But the fact is, is every deal averages around these 28 moments. Your customer, there’s 13 members of the buying committee today. There’s seven partners and they’re buying seven things. [00:43:37] Jay McBain: There’s 27 things orchestrating inside these 28 moments. And where and how they all take place is a story of partnering. So a couple of years ago, canals. Latin for channel was acquired by amia, which is a part of Informa Tech Target, which is majority owned by Informa. All that being said, there’s hundreds of magazines that we have. [00:44:00] Jay McBain: There’s hundreds of events that we run. If somebody’s buying cybersecurity, they probably went to Black Hat or they probably went to GI Tech. One of these events we run, or one of the magazines. So we pick up these signals, these buyer intent signals as a company. Why did they wanna, um, buy a, uh, a Canals, which was a, you know, a small analyst firm around channels? [00:44:22] Jay McBain: They understood this as well. The 28 moments look a lot like this when marketers and salespeople are busy filling in the spots of every deal. And by the way, this is a real deal. AstraZeneca came in to spend millions of dollars on ASAP transformation, and you can start to see as the customer got smart. [00:44:45] Jay McBain: The eBooks, they read the podcasts, they listened to the events they went to. You start to see how this played out over the long term. But the thing we’ve never had in our industry is the light blue boxes. This deal was won and lost in December. In this particular case, NTT software won and Yash came in and sold the customer five projects. [00:45:07] Jay McBain: The millions of dollars that were going to be spent were solved here. The design and architecture work was all done here. A couple of ISVs You see in light blue came in right at the end, deal was closed in April. You see the six month cycle. But what if you could fill in every one of the 28 boxes in every single customer prospect that your sales and marketing team have? [00:45:30] Jay McBain: But here’s the brilliance of this. Those light blue boxes didn’t win the deals there. They won the deals months before that. So when NTT and Software one walked into this deal. They probably won the deal back in October and they had to go through the redlining. They had to go through the contracting, they had to go through all the stuff and the Gantt chart to get started. [00:45:54] Jay McBain: But while your CMO is getting all excited about somebody reading an ebook and triggering an MQL that the sales team doesn’t want, ’cause it’s not qualified, it’s not sales qualified, you walk in and say, no, no. This is a multimillion deal, dollar deal. It’s AstraZeneca. I know the five partners that are coming in in December to solidify the seven layers, and you’re walking in at the same time as the CMOs bragging about an ebook. [00:46:21] Jay McBain: This changes everything. If we could get to this level of data about every dollar of our tam, we not only outgrow our competitors, we become the platforms of the next generation. Partnering and ultimate partnering is all here. And this is what we’re doing in this room. This is what we’re doing over these couple of days, and this is what, uh, the mission that Vince is leading. [00:46:43] Jay McBain: Thank you so much. [00:46:47] Vince Menzione: Woo. Day in the house. Good to see you my friend. Good to see you. Oh, we’re gonna spend a couple minutes. Um, I’m put you in the second seat. We’re gonna put, we’re gonna make it sit fireside for a minute. Uh, that was intense. It was pretty incredible actually, Jay. And so I’m, I think I wanna open it up ’cause we only have a few minutes just to, any questions? [00:47:06] Vince Menzione: I’m sure people are just digesting. We already have one up here. See, [00:47:09] Question: Jay knows I’m [00:47:10] Vince Menzione: a question. I love it. We, I don’t think we have any I can grab a mic, a roving mic. I could be a roving mic person. Hold on. We can do this. This is not on. [00:47:25] Vince Menzione: Test, test. Yes it is. Yeah. [00:47:26] Question: Theresa Carriol dared me to ask a question and I say, you don’t have to dare me. You know, I’m going to Anyway. Um, so Jay, of the point of view that with all of the new AI players that strategic alliances is again having a moment, and I was curious your point of view on what you’re seeing around this emergence and trend of strategic alliances and strategic alliance management. [00:47:52] Question: As compared to channel management. And what are you seeing in terms of large vendors like AWS investing in that strategic alliance role versus that channel role training, enablement, measurement, all that good stuff? [00:48:06] Jay McBain: Yeah, it’s, it’s a great question. So when I told the story about toast at the restaurant or Square or Clover, they’re not call, they’re not gonna call open AI or Nvidia themselves either. [00:48:17] Jay McBain: When you look out at the 250,000 ISVs. That make up this AI stack, there is the layers that happen there. So the Alliance with AWS, the alliance they have with Microsoft or Google is going to be how they generate agent AI in their platforms. So when I talk about a seven layer stack, the average deal being seven layers, AI is gonna drive this to nine, and then 11, then probably 13. [00:48:44] Jay McBain: So in terms of how alliances work, I had it up there as one of the five core strategies, and I think it’s pretty even. You can have the best alliances in the world, but if the seven partners trusted by the customer don’t know what that alliance is and the benefits to the customer and never mention it, it’s all for Naugh. [00:49:00] Jay McBain: If you’re go-to market, you’re co-selling, your co-marketing strategies are not built around that alliance. It’s all for naught. If the integration and the co-innovation, the co-development, the all the co-creation work that’s done inside these alliances isn’t translated to customer outcomes, it’s all for naugh. [00:49:17] Jay McBain: These are all five parallel swim lanes. All five are absolutely critically needed. And I think they’re all five pretty equally weighted in terms of needing each other. Yes. To be successful in the era of platforms. Yeah. [00:49:32] Vince Menzione: And the problem is they’re all stove pipe today. If, if at all. Yeah. Maintained, right. [00:49:36] Vince Menzione: Alliances is an example. Channels and other example. They don’t talk to one another. Judge any, we’ve got a mic up here if anybody else has. Yep. We have some questions here, Jacqueline. [00:49:51] Question: So when we’re developing our channel programs, any advice on, you know, what’s the shift that we should make six months from now, a year from now? The historical has been bronze, silver, gold, right? And you’ve got your deal registration, but what’s the future look like? [00:50:05] Jay McBain: Yeah, so I mean, the programs are, are changing to, to the point where the customer should be in the middle and realizing the seven partners you need to win the deal. [00:50:15] Jay McBain: And depending on what category of product you’re in, security, how much you rely on resell, 91.6%. You know, the channel partners are gonna be critical where the customer spends the money. And if you’re adding friction to that process, you’re adding friction in terms of your growth. So you know, if you’re in cybersecurity, you have to have a pretty wide open reseller model. [00:50:39] Jay McBain: You have to have a wide open distribution model, and you have to make sure you’re there at that point of sale. While at the same time, considering the other six partners at moment 12 who are in either saying nice things about you or not, the customer might even be starting with you. ’cause there is actually one thing that I didn’t mention when I showed the 28 moments filled in. [00:51:00] Jay McBain: You’ll notice that the customer went to AWS twice direct. AWS lost the deal. Microsoft won the deal software. One is Microsoft’s biggest reseller in the world. They just acquired crayon. NTT who, who loves both had their Microsoft team go in. [00:51:18] Question: Mm. [00:51:19] Jay McBain: So I think that they went to AWS thinking it was A-W-S-S-A-P, you know, kind of starting this seven layer stack. [00:51:25] Jay McBain: I think they finished those, you know, critical moments in the middle looking at it. And then they went back to AWS kind of going probably WWTF. Yeah. What we thought was happening isn’t actually the outcome that was painted by our most trusted people. So, you know, to answer your question, listen to your partners. [00:51:43] Jay McBain: They want to be recognized for the other things they’re doing. You can’t be spending a hundred percent of the dollars at the point of sale. You gotta have a point of system that recognizes the point of sale, maybe even gold, silver, bronze, but recognizing that you’re paying for these other moments as well. [00:51:57] Jay McBain: Paying for alliances, paying for integrations and everything else, uh, in the cyber stack. And, um, you know, recognizing also the top 1000. So if I took your tam. And I overlaid those thousand logos. I would be walking into 2026 the best I could of showing my company logo by logo, where 80% of our TAM sits as wallet share, not by revenue. [00:52:25] Jay McBain: Remember, a million dollar partner is not a million dollar partner. One of them sells 1.2 million in our category. We should buy them a baseball cap and have ’em sit in the front row of our event. One of them sells $10 million and only sells our stuff if the customer asks. So my company should be looking at that $9 million opportunity and making sure my programs are writing the checks and my coverage. [00:52:48] Jay McBain: My capacity and capability planning is getting obsessed over that $9 million. My farmers can go over there, my hunters can go over here, and I should be submitting a list of a thousand sorted in descending order of opportunity. Of where my company can write program dollars into. [00:53:07] Vince Menzione: Great answer. All right. I, I do wanna be cognizant of time and the, all the other sessions we have. [00:53:14] Vince Menzione: So we’ll just take one other question if there are any here and if not, we’ll let I know. Jay, you’re gonna be mingling around for a little while before your flight. I’m [00:53:21] Jay McBain: here the whole day. [00:53:22] Vince Menzione: You, you’re the whole day. I see that Jay’s here the whole day. So if you have any other questions and, and, uh, sharing the deck is that. [00:53:29] Vince Menzione: Yep. Alright. We have permission to share the deck with the each of you as well. [00:53:34] Jay McBain: Alright, well thank you very much everyone. Jay. Great to have you.

Breaking into the US healthcare market is one of the toughest challenges for medtech and healthtech founders and most underestimate just how slow, disciplined, and evidence-driven it really is. In this 5 in 5 from The H-Files episode, I share five hard-earned lessons from working with companies trying to scale into the US. In just five minutes, you'll learn why speed doesn't equal success, how the wrong distributor can quietly kill momentum, and why clinical data and cash flow matter more than optimism.This episode covers:Why the US healthcare market rewards preparation, not speedHow to spot weak or generalist distributorsWhy clinical proof is non-negotiable in US salesThe real cash realities of US distributionHow to avoid partnerships that look good early but fail laterIf you're a medtech founder, healthtech leader, or healthcare startup planning US expansion, this episode will help you avoid costly mistakes and build a strategy that actually works. Comment or message which action you took and what surprised you. Listen to Full Episode: https://youtu.be/3v8N7F2gGqoListen on Apple Podcasts: https://podcasts.apple.com/gb/podcast/hands-on-business-the-h-files-unlocking-growth/id1548129226 Join the mailing list to get the show notes for every episode here: https://thesalesaccelerationformula.com/podcast-show-notes #healthcare #us #usmarket #5in5 #podcast #hfiles #medtech

If you're serious about blowing up your clothing brand in 2026, this video lays out an exact 30-day plan you can actually follow.Make Designs (with discount)

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Chris Markowski, the Watchdog of Wall Street, discusses the importance of financial education, the concept of anti-fragility, and the psychological biases that affect investors. He emphasizes the need for resilience and the ability to embrace challenges in order to achieve financial success. The discussion also covers the dangers of greed and materialism in investing, the significance of time horizons, and the ethical responsibilities of financial planners. Markowski advocates for goal-oriented financial preparation and the importance of understanding market dynamics to build wealth over time.

Fluent Fiction - Catalan: From Market to Masterpiece: Adrià's Culinary Journey Find the full episode transcript, vocabulary words, and more:fluentfiction.com/ca/episode/2025-12-28-08-38-20-ca Story Transcript:Ca: Adrià estava nerviós.En: Adrià was nervous.Ca: Era el matí de la vigília de Cap d'Any, i l'aire fred de l'hivern omplia els carrers de Barcelona.En: It was the morning of New Year's Eve, and the cold winter air filled the streets of Barcelona.Ca: Els fanals de Nadal il·luminaven el camí cap al Mercat de Sant Antoni.En: The Christmas lights illuminated the path to the Mercat de Sant Antoni.Ca: Adrià volia impressionar els seus amics amb un sopar gourmet i especial.En: Adrià wanted to impress his friends with a gourmet and special dinner.Ca: Però, sincerament, sentir-se segur en una cuina plena d'estris i ingredients desconeguts no era el seu punt fort.En: But, honestly, feeling secure in a kitchen full of unknown utensils and ingredients was not his strong suit.Ca: Quan va arribar al mercat, va veure com els venedors cridaven per atraure els clients.En: When he arrived at the market, he saw vendors shouting to attract customers.Ca: Les taules estaven carregades de verdures de colors brillants, peixos frescos i delicades espècies.En: The tables were loaded with brightly colored vegetables, fresh fish, and delicate spices.Ca: L'olor dels fruits del mar es barrejava amb el perfum del romaní i el safrà.En: The smell of seafood mixed with the fragrance of rosemary and saffron.Ca: Adrià va sentir-se perdut de cop.En: Adrià suddenly felt lost.Ca: No tenia ni idea d'on començar.En: He had no idea where to start.Ca: Mentre intentava evitar els carrers més concorreguts per no topar amb coneguts, va notar una parada amb una llum càlida.En: While trying to avoid the busiest streets to not bump into acquaintances, he noticed a stall with a warm light.Ca: Allà, una dona amb un somriure amigable de cabells foscos i una energia acollidora atenia els seus clients.En: There, a woman with a friendly smile, dark hair, and a welcoming energy was attending to her clients.Ca: Era Laia, coneguda per la seva saviesa culinària.En: It was Laia, known for her culinary wisdom.Ca: Amb decisió, Adrià es va apropar a la seva parada.En: With determination, Adrià approached her stall.Ca: “Necessito ajuda”, va confessar a Laia.En: "I need help," he confessed to Laia.Ca: “Vull preparar un sopar inoblidable per Cap d'Any, però no sé què triar”.En: "I want to prepare an unforgettable New Year's Eve dinner, but I don't know what to choose."Ca: Laia va fer un petit riure empàtic.En: Laia let out a small empathetic laugh.Ca: “No et preocupis.En: "Don't worry.Ca: Amb un bon pla, farem màgia a la cuina”.En: With a good plan, we'll work magic in the kitchen."Ca: Llavors, Laia va començar a mostrar-li com triar els ingredients.En: Then, Laia began to show him how to choose ingredients.Ca: Van començar per les verdures, seleccionant albergínies brillants i tomàquets vermells.En: They started with the vegetables, selecting shiny eggplants and red tomatoes.Ca: “Toca'ls.En: "Touch them.Ca: Han de ser ferms però no durs”, explicava Laia.En: They should be firm but not hard," Laia explained.Ca: Més endavant, van caminar cap a la secció del peix.En: Later on, they walked towards the fish section.Ca: “Aquí, el més fresc sempre té brillantor als ulls del peix”, va dir ella mentre li passava un lluç fresc.En: "Here, the freshest always has a shine in the eyes of the fish," she said as she handed him a fresh hake.Ca: A poc a poc, Adrià anava acumulant confiança.En: Gradually, Adrià started gaining confidence.Ca: L'assessorament càlid de Laia li donava seguretat.En: Laia's warm guidance gave him security.Ca: Va aprendre a escollir els bolets perfectes, a distingir entre les espècies i a apreciar la qualitat dels productes.En: He learned to choose the perfect mushrooms, distinguish between spices, and appreciate the quality of the products.Ca: Quan van acabar la seva ruta pel mercat, Adrià va tenir un carro ple del millor que el Mercat de Sant Antoni podia oferir.En: When they finished their route through the market, Adrià had a cart full of the best that the Mercat de Sant Antoni could offer.Ca: Més important encara, va portar-se a casa un bossa plena d'ingredients de qualitat i una nova confiança per al seu menú de Cap d'Any.En: More importantly, he took home a bag full of quality ingredients and a newfound confidence for his New Year's Eve menu.Ca: Abans de marxar, Adrià va mirar Laia als ulls, agraït per la seva ajuda.En: Before leaving, Adrià looked Laia in the eyes, grateful for her help.Ca: “Gràcies, Laia.En: "Thank you, Laia.Ca: Ara sé que podré fer-ho”, va dir.En: Now I know I can do it," he said.Ca: Laia el va abraçar lleugerament.En: Laia gave him a light hug.Ca: “Confia en tu mateix i permet que la cuina et parli.En: "Trust yourself and allow the kitchen to speak to you.Ca: I recorda, sempre que ho necessitis, el mercat serà aquí per ajudar-te”.En: And remember, whenever you need it, the market will be here to help you."Ca: Amb aquell consell, Adrià va marxar del mercat, més segur que mai.En: With that advice, Adrià left the market, more confident than ever.Ca: Estava preparat per oferir un sopar que ningú oblidaria i va descobrir en Laia una amiga que el va ajudar a veure que les preocupacions es poden transformar en confiança.En: He was ready to offer a dinner that no one would forget and discovered in Laia a friend who helped him see that worries can be transformed into confidence. Vocabulary Words:the eve: la vigíliathe light: el fanalthe utensil: l'estrithe vendor: el venedorthe spice: l'espèciathe rosemary: el romaníthe saffron: el safràthe stall: la paradathe wisdom: la saviesathe eggplant: l'albergíniathe hake: el lluçthe mushroom: el boletthe product: el productethe hug: l'abraçadathe confidence: la confiançathe path: el camíthe table: la taulathe laughter: el riurethe section: la seccióthe market: el mercatthe quality: la qualitatthe fragrance: el perfumthe energy: l'energiathe friend: l'amigathe acquaintance: el conegutthe advice: el consellthe determination: la decisióthe dinner: el soparthe customer: el clientthe route: la ruta

(As there was no livestrewam on Saturday December 27, this weeks podcasts will be from the previously unreleased emergency episode we recorded on December 15, the day the Beckett acquisition was announced, before the letter was written from congressman Patrick Ryan to the FTC to look into the competitive power of Collectors Holdings.) In this emergency episode of Sports Cards Live, we react in real time to one of the biggest hobby developments of the year: PSA has acquired Beckett. Joined by Graig Miller (Midlife Cards), Ari, Josh Adams, and Mike Petty, the conversation quickly turns intense as we break down what this acquisition could actually mean for collectors, graders, and the future of the hobby. Topics covered in Part 1 include: Why almost nobody wanted PSA to be the buyer Whether this was about grading, talent, or pure market control The Fanatics factor and why keeping Beckett away mattered Lessons learned from the SGC acquisition Monopoly concerns and antitrust realities IPO speculation and why investor optics may matter more than collectors Who this deal actually helps, and who it doesn't This is raw, unfiltered reaction from people who have lived through multiple hobby cycles and aren't buying the corporate spin. Part 1 sets the table. The temperature only rises from here. Learn more about your ad choices. Visit megaphone.fm/adchoices

In today's episode, I sit down with Mohammad Adib, CEO and co-founder of Titan Dynamics, a serial entrepreneur with multiple exits before 20 and deep roots in software, robotics, and defense technology. We talk through his path from building mobile apps as a teenager to creating additive-manufactured drone systems now deployed by the Department of Defense. Mohammad breaks down the integrator mindset, why customer empathy matters more than raw ideas, and how passion-driven experimentation turned into real-world impact. We also cover prioritization as a founder, organic growth during COVID, rapid traction in defense contracts, and how Titan scaled to nine-figure valuation territory without losing focus.

The lyrics of our favorite Christmas songs are rich in images that can help us in our daily walk with God. They help us understand the reason for the season. But are you familiar with the stories behind some of the most cherished Christmas hymns of the Christian faith? Join us as Robert Morgan shares the background of the most well-known music in the world.Become a Parshall Partner: http://moodyradio.org/donateto/inthemarket/partnersSee omnystudio.com/listener for privacy information.

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This week we wrap up our two-part countdown of the Top Shows of 2025, highlighting the four conversations that stood out above the rest. These episodes focused on the fundamentals that shape real-world decisions on the ranch — from reexamining the true cost and scale of making hay, to revisiting key cattle market questions and what actually played out over the year. We also revisit a rare, multi-part discussion that challenged long-held beliefs about land, livestock, and stewardship, along with a practical framework for buying and selling cattle in a high-priced market. Together, these shows reflect the kind of thinking that helps producers stay disciplined and forward-looking in an uncertain industry. Links to Show: #4: Ep 226: Ten Reasons You Should Quit Making Hay #3: Ep 232: Revisiting the Four Big Cattle Market Questions w Dr. Kenny Burdine #2: Ep 201: Allan Savory – Part 1: Why Cows MUST be part of the Solution        Ep 202: Allan Savory – Part 2: Climate Change, Fossil Fuels, & Holistic Management         Ep 203: Allan Savory – Part 3: Pearls of Wisdom #1: Ep 197: What Should You Be Selling and Buying in this Market w/ Wally Olson #workingranchmagazine #ranchlife #ranching #dayweather #weather #agweather #beef #cows #livestock #cattle #Allflex #Neogen #IngentyBeef #TankToad #LongRangeDewormer #WorkingRanchRadio #BeefCattle #CowCalf #CattleManagement #Cattlemen #BeefProduction #RanchProfitability #RanchEconomics #CattleHealth #Ranchers #AgPodcast #RuralAmerica

  This Weekend's Show we are replaying two big-picture conversations from earlier in the week. Craig Hemke explains why this metals run looks structural (not...

 Chris Markowski discusses the importance of understanding financial truths, the risks associated with online trading platforms, and the flaws in conventional financial wisdom. He emphasizes the need for effective risk management and the dangers of leveraging investments. Markowski also warns about the prevalence of zombie companies and the importance of investing in great businesses for long-term success. The conversation highlights the significance of adapting to market dynamics and preparing for unexpected shocks in the financial landscape.

Chris Markowski discusses the pressing issues of inflation and its hidden impact on taxpayers, emphasizing the need for individuals to adapt their financial strategies to combat rising costs. He highlights the growing retirement crisis, urging listeners to rethink traditional retirement planning and to prioritize saving and investing wisely. The conversation also covers essential investing principles, including the importance of patience and the dangers of emotional decision-making in financial markets.

Fluent Fiction - Hebrew: From Market Chaos to Unforgettable Hanukkah Joy Find the full episode transcript, vocabulary words, and more:fluentfiction.com/he/episode/2025-12-27-23-34-02-he Story Transcript:He: תמר, איתן ונועה התקדמו בצעדים זריזים ברחוב דיזנגוף ההומה.En: Tamar, Eitan, and Noa moved quickly along the bustling Rechov Dizengoff.He: השוק בתל אביב היה המקום המושלם לקנות את כל מה שצריך לארוחת חנוכה חגיגית.En: The market in Tel Aviv was the perfect place to buy everything needed for a festive Hanukkah meal.He: האוויר היה קריר ונעים, וריח של סופגניות טריות התפזר סביבם.En: The air was cool and pleasant, and the smell of fresh sufganiyot surrounded them.He: תמר הרגישה את הלחץ.En: Tamar felt the pressure.He: זו הייתה הפעם הראשונה שהיא מארחת את ארוחת החנוכה המשפחתית.En: It was her first time hosting the family Hanukkah meal.He: היא רצתה שהכל יהיה מושלם לכבוד זכר סבתה.En: She wanted everything to be perfect in honor of the memory of her grandmother.He: "איתן, בטוחים שנשארו תפוחי אדמה?En: "Eitan, are you sure there are potatoes left?He: אני באמת זקוקה להם," היא אמרה, מסתכלת סביב בחשש.En: I really need them," she said, looking around anxiously.He: איתן הנהן, אבל עיניו רחפו מעל הכתף שלה.En: Eitan nodded, but his eyes wandered over her shoulder.He: "אני חושב שכן, בואי נמצא אותם.En: "I think so, let's find them."He: " נועה חייכה, תופסת את תמר בידה.En: Noa smiled, grabbing Tamar's hand.He: "אל תדאגי, תמר.En: "Don't worry, Tamar.He: גם אם לא נמצא, אפשר לאלתר משהו אחר.En: Even if we don't find them, we can improvise something else.He: זה החלק המהנה!En: That's the fun part!"He: "השוק היה מלא אנשים, והרעש עלה מהדוכנים הראשונים.En: The market was crowded, and noise rose from the first stalls.He: דוכנים עם תבלינים מזרחיים, פירות טריים וירקות צבעוניים הקיפו את החברים.En: Stalls with Eastern spices, fresh fruits, and colorful vegetables surrounded the friends.He: תמר ניסתה להתמקד ברשימה שלה, אבל נראה שכל מה שהיא חיפשה נעלם.En: Tamar tried to focus on her list, but it seemed everything she was looking for had disappeared.He: "אין תבלינים, אין חובזות!En: "No spices, no khovzot!"He: " היא אמרה בקול כמעט מיואש.En: she said, almost despairingly.He: איתן הסתכל על דלתא המסקרנת ליד.En: Eitan looked at an intriguing nearby stall.He: "אני בטוח שלסבתא היה פתרון גם במצבים כאלו.En: "I'm sure grandmother had a solution even in such situations.He: בואי נראה מה אפשר למצוא כאן.En: Let's see what we can find here.He: נועה צדקה – אפשר לאלתר!En: Noa was right – we can improvise!"He: "תמר, אם כי בלב חשוק, הסכימה.En: Tamar, although with a hesitant heart, agreed.He: הם קנו ירקות שונים, קינמון ושמן זית באיכות גבוהה.En: They bought various vegetables, cinnamon, and high-quality olive oil.He: לדוכן הדגים האיכותי הגיעו, ונועה הציעה סלט שגם איתן תמך בו בחיוך.En: They reached a quality fish stall, and Noa suggested a salad that Eitan supported with a smile.He: "זה יהיה מעולה אם נצליח ליצור משהו חדש.En: "It will be great if we can create something new."He: "בבית, כשכל המצרכים מונחים לפניה, תמר התחילה בהכנות.En: At home, with all the ingredients laid out in front of her, Tamar began the preparations.He: היא עמלה בקצב וליבה גאה מרגע לרגע.En: She worked steadily, and her heart swelled with pride.He: בעזרת נועה ואיתן, היא המציאה מאכלים חדשים.En: With the help of Noa and Eitan, she invented new dishes.He: הייתה אווירה של כיף ושיתוף פעולה במטבח.En: There was a fun and cooperative atmosphere in the kitchen.He: בערב, כשהמשפחה התכנסה סביב השולחן, החיוכים היו ברורים.En: In the evening, when the family gathered around the table, the smiles were clear.He: המאכלים היצירתיים זכו לשבחים.En: The creative dishes received praise.He: תמר התיישבה בגאווה ליד השולחן וראתה שהצליחה להביא רוח חגיגית ומשמחת.En: Tamar sat proudly by the table and saw that she had successfully brought a festive and joyful spirit.He: הלב שלה היה קל, והיא הבינה שחופשות מרשימות נוצרות לא רק מהתכנון המקורי, אלא גם מהרגעים הספונטניים.En: Her heart was light, and she realized that remarkable holidays are created not only from the original planning but also from spontaneous moments.He: הארוחה הסתיימה בצחוק ובזכרונות, ותמר הבינה שהגמישות היא המפתח ליצירת חוויות בלתי נשכחות.En: The meal ended with laughter and memories, and Tamar understood that flexibility is the key to creating unforgettable experiences.He: כל הבית נמלא שמחת חג חנוכה אמתי.En: The whole house was filled with true Hanukkah joy. Vocabulary Words:bustling: הומהfestive: חגיגיתpleasant: נעיםsufganiyot: סופגניותanxiously: בחששimprovise: לאלתרstalls: דוכניםspices: תבליניםcinnamon: קינמוןintriguing: מסקרנתhesitant: חשוקswelled: גאהcooperative: שיתוף פעולהremarkable: מרשימותspontaneous: ספונטנייםflexibility: גמישותunforgettable: בלתי נשכחותingredients: מצרכיםinvented: המציאהatmosphere: אווירהgathered: התכנסהpraise: שבחיםjoyful: משמחתlight: קלexperiences: חוויותmemories: זכרונותsolution: פתרוןdespairingly: מיואשfestive: חגיגיתsolution: פתרוןBecome a supporter of this podcast: https://www.spreaker.com/podcast/fluent-fiction-hebrew--5818690/support.

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Coach Pete and the crew break down what really matters in retirement — dependable income, handling market volatility, and designing a lifestyle that actually works. They explain why stress-testing your plan and having a smart glide path into retirement can mean the difference between confidence and constant worry. This episode calls out common retirement mistakes and shows how the right strategy lets you enjoy life without stressing every time the market moves.See omnystudio.com/listener for privacy information.

Swings & Leaps,.. that's The Market, and that's Life. Every day the market shows you two movements: the Swing, where price pulls back, tests your patience, shakes out the weak hands… and the Leap, where conviction gets rewarded. Most people panic in the swing because they don't understand the process. They think the dip means failure, when really it's preparation. Same way in life—setbacks aren't signs you're losing, they're signals you're being positioned. If you quit in the swing, you never experience the leap. Spiritually,.. Faith is holding your position when everything looks red. It's trusting GOD's chart even when you don't like the candle. The leap only comes to those who stay disciplined, who understand that timing beats emotion. Life rewards those who can endure the volatility without abandoning the vision. The swing builds character. The leap builds legacy. Stay invested. Swings & Leaps | Wallstreet Trapper (Episode 173) Trappin TuesdaysJoin our Exclusive Patreon!!! Creating Financial Empowerment for those who've never had it.

Original Release Date: November 19, 2025Our CIO and Chief U.S. Equity Strategist Mike Wilson explains why he continues to hold on to an out-of-consensus view of a growth positive 2026, despite near-term risks.Read more insights from Morgan Stanley.----- Transcript -----Welcome to Thoughts on the Market. I'm Mike Wilson, Morgan Stanley's CIO and Chief U.S. Equity Strategist. Today I'll discuss our outlook for 2026 that we published earlier this week. It's Wednesday, Nov 19th at 6:30 am in New York. So, let's get after it. 2026 is a continuation of the story we have been telling for the past year. Looking back to a year ago, our U.S. equity outlook was for a challenging first half, followed by a strong second half. At the time of publication, this was an out of consensus stance. Many expected a strong first half, as President Trump took office for his second term. And then a more challenging second half due to the return of inflation. We based our differentiated view on the notion that policy sequencing in the new Trump administration would intentionally be growth negative to start. We likened the strategy to a new CEO choosing to ‘kitchen sink' the results in an effort to clear the decks for a new growth positive strategy. We thought that transition would come around mid-year. The U.S. economy had much less slack when President Trump took office the second time, compared to the first time he came into office. And this was the main reason we thought it was likely to be sequenced differently. Earnings revisions breadth and other cyclical indicators were also in a phase of deceleration at the end of 2024. In contrast, at the beginning of 2017—when we were out of consensus bullish—earnings revisions breadth and many cyclical gauges were starting to reaccelerate after the manufacturing and commodity downturn of 2015/2016. Looking back on this year, this cadence of policy sequencing did broadly play out—it just happened faster and more dramatically than we expected. Our views on the policy front still appear to be out of consensus. Many industry watchers are questioning whether policies enacted this year will ultimately lead to better growth going forward, especially for the average stock. From our perspective, the policy choices being made are growth positive for 2026 and are largely in line with our ‘run it hot' thesis. There's another factor embedded in our more constructive take. April marked the end of a rolling recession that began three years prior. The final stages were a recession in government thanks to DOGE, a rate of change trough in expectations around AI CapEx growth and trade policy, and a recession in consumer services that is still ongoing. In short, we believe a new bull market and rolling recovery began in April which means it's still early days, and not obvious—especially for many lagging parts of the economy and market. That is the opportunity. The missing ingredient for the typical broadening in stock performance that happens in a new business cycle is rate cuts. Normally, the Fed would have cut rates more in this type of weakening labor market. But due to the imbalances and distortions of the COVID cycle, we think the Fed is later than normal in easing policy, and that has held back the full rotation toward early cycle winners. Ironically, the government shutdown has weakened the economy further, but has also delayed Fed action due to the lack of labor data releases. This is a near-term risk to our bullish 12-month forecasts should delays in the data continue, or lagging labor releases do not corroborate the recent weakness in non-govt-related jobs data. In our view, this type of labor market weakness coupled with the administration's desire to ‘run it hot' means that, ultimately, the Fed is likely to deliver more dovish policy than the market currently expects. It's really just a question of timing. But that is a near-term risk for equity markets and why many stocks have been weaker recently. In short, we believe a new bull market began in April with the end of a rolling recession and bear market. Remember the S&P [500] was down 20 percent and the average S&P stock was down more than 30 percent into April. This narrative remains underappreciated, and we think there is significant upside in earnings over the next year as the recovery broadens and operating leverage returns with better volumes and pricing in many parts of the economy. Our forecasts reflect this upside to earnings which is another reason why many stocks are not as expensive as they appear despite our acknowledgement that some areas of the market may appear somewhat frothy. For the S&P 500, our 12-month target is now 7800 which assumes 17 percent earnings growth next year and a very modest contraction in valuation from today's levels. Our favorite sectors include Financials, Industrials, and Healthcare. We are also upgrading Consumer Discretionary to overweight and prefer Goods over Services for the first time since 2021. Another relative trade we like is Software over Semiconductors given the extreme relative underperformance of that pair and positioning at this point. Finally, we like small caps over large for the first time since March 2021, as the early cycle broadening in earnings combined with a more accommodative Fed provides the backdrop we have been patiently waiting for. We hope you enjoy our detailed report published earlier this week and find it helpful as you navigate a changing marketplace on many levels. Thanks for tuning in. Let us know what you think by leaving us a review. And if you find Thoughts on the Market worthwhile, tell a friend or colleague to try it out!

Week 17 of the Sharp Squares Podcast dives into late-season NFL market behavior, pricing inefficiencies, and how sharp consensus forms when confidence is limited. This episode breaks down: • Why only one game reached top-tier confidence • How late-season variance impacts road favorites • Why short spreads demand cleaner game management • How trend data influences sharp positioning • Where perception and current performance diverge This is a market-first conversation focused on structure, volatility, and decision-making rather than predictions. Listen through for context, dissenting viewpoints, and the reasoning behind how professionals approach thin weeks on the board. Subscribe for weekly market analysis and NFL betting insight.

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Ranjan Roy from Margins is back for our weekly discussion of the latest tech news. This week, we do our 2026 predictions in an abbreviated holiday-time episode. Here's what we cover: 1) AI agents start to work 2) ChatGPT hitting 1 billion users 3) AI shopping takes off 4) Ranjan gets a folding phone 5) Apple's best year ever 5) AI love boom arrives 6) AI infrastructure washout 7) 2026 Market and Performance 8) OpenAI's position 9) Does Alexandr Wang stay at Meta? --- Enjoying Big Technology Podcast? Please rate us five stars ⭐⭐⭐⭐⭐ in your podcast app of choice. Want a discount for Big Technology on Substack + Discord? Here's 25% off for the first year: https://www.bigtechnology.com/subscribe?coupon=0843016b Wealthfront.com/bigtech. If eligible for the overall boosted 3.90% rate offered with this promo, your boosted rate is subject to change if the 3.25% base rate decreases during the 3-month promo period. The Cash Account, which is not a deposit account, is offered by Wealthfront Brokerage LLC ("Wealthfront Brokerage"), Member FINRA/SIPC, not a bank. The Annual Percentage Yield ("APY") on cash deposits as of 12/19/25, is representative, requires no minimum, and may change at any time. The APY reflects the weighted average of deposit balances at participating Program Banks, which are not allocated equally. Wealthfront Brokerage sweeps cash balances to Program Banks, where they earn the variable base APY. Instant withdrawals are subject to certain conditions and processing times may vary. Learn more about your ad choices. Visit megaphone.fm/adchoices