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Spencer Reese welcomes Ross Alcorn from Itinerary Boss https://itineraryboss.com/ to discuss credit card points and miles strategies, with special focus on small business owners. Ross shares how he saved $19,000 on his honeymoon, reveals tactical business spending strategies, and explains how military service members can leverage TDY travel and small business expenses to fund dream vacations. Guest: Ross Alcorn - Charlotte, NC-based travel strategist, former sales rep road warrior (6-7 years), real estate investor, and founder of Itinerary Boss. Key Topics Covered Getting Started - The Low-Hanging Fruit: Sign up for FREE hotel loyalty programs (Hilton, Marriott, IHG, Hyatt) Add loyalty numbers to TDY/TAD stays retroactively if needed Military discount: Epic Pass for active duty/spouses ~$200 (normally $1,200) Start with no annual fee cards to build credit and learn the basics Never carry a balance - if you're paying interest, you're doing it wrong Business Spending Strategies: Most common mistake: Using Amex Platinum for everything (only 1x points on most purchases) Capital One Venture X Business: Uncapped 2x points, no preset credit limit Cards earning 3-4x on ad spend (Facebook, Google ads) Use Melio (M-E-L-I-O) to pay vendors who don't accept cards via ACH (2.9% fee) Negotiate early payment discounts (net 15 vs net 30) to offset processing fees Millions in business expenses going uncharged to credit cards The 2.9% Fee Debate: Worth it if redeeming points at 1.5+ cents per point value Effective 25-40% cash back when factoring welcome bonuses + transfer value Business expenses are tax deductible Ross personally pays fees on all expenses knowing he'll redeem at 2-6 cents/point Real-World Example - $19,000 Honeymoon Savings: Cards used: Chase Sapphire Reserve, Capital One Venture, Chase Sapphire Preferred, Chase Ink Business Unlimited Flights: Qatar Q-Suites business class using 200K points (Chase + Capital One) Stayed 11 nights using Hyatt points at Alila properties in Bali Built point stash over 1-1.5 years through group travel booking + daily spend + business welcome bonuses Strategy: Booked award availability 355 days out when British Airways/Qatar released schedules Flexibility: Mixed business and premium economy on return flight Transfer Partners & Redemption: NEVER redeem for Amazon gift cards, statement credits, or low-value portal bookings (0.6-0.7 cents/point) Transfer to airline partners for 2-6+ cents per point value Don't use Amex points for hotels (poor value) Example: 175K Amex points = potential $12,700 business class seats to South Africa Tools: Points.Yeah.com for flight availability and award searching Military-Specific Advantages: Overseas duty stations = less competition for award space (Frankfurt, Tokyo, Seoul) Different inventory than US-based flyers TDY/TAD stays earn hotel points and elite status Annual fee waivers on personal cards (not business cards) via MLA/SCRA Chase Sapphire Reserve: $0 annual fee for military/spouses Strategic Tips: Always volunteer to pay group bills/dinners (earn points, get reimbursed) Premium economy fine for daytime flights under 8-9 hours Business class essential for overnight/long-haul flights (9+ hours) Plan 1-2 years ahead for big trips - comfortable pace to build points Opening velocity: Ross did one card every 91 days at peak (very aggressive) Combine household points (Chase, Amex, Capital One allow this) Book tickets in anyone's name, not just your own Credit Card Stacking Strategy: Don't use one premium card for everything Match card to spending category for maximum points Chase "cash back" cards earn Ultimate Rewards points if you have Sapphire Reserve/Preferred Transfer between household members before booking Welcome bonuses are the real value - daily spend is bonus Business Culture Hack: Instead of $5-10K cash bonus, give employees 500K miles + book their dream trip Tax deductible, builds culture, retains talent More memorable than cash bonus IHG Five Free Nights Strategy: Five free nights at properties up to 60K points/night Ross staying 4 nights in Grand Cayman at $800/night hotel = $3,200 saved Fourth night free on award bookings Anniversary free night each year Used for wedding block, earning 26x points on wedding expenses Common Mistakes to Avoid: Not asking vendors if they accept credit cards Using wrong card for spending category (leaving 2-3x points on table) Redeeming points poorly (gift cards, statement credits) Not tracking card benefits and credits Waiting too long to book award travel Not being flexible with dates/airports Tools & Resources Mentioned: Points.Yeah.com - Award availability search, flight ideas map Melio - Pay vendors via card when they only accept ACH Plastiq - Pay rent/large bills with credit card (2.9% fee) Free Points & Miles Cheat Sheet at ItineraryBoss.com Transfer partner guide and credit card multiplier sheets Key Quotes "There's millions of dollars that aren't being put on cards because of just not asking the right questions." "If you're earning 2x points and utilizing those points to transfer, even with a 3% fee, the numbers pencil when you're redeeming at 2-6 cents per point." "175,000 Amex points could be used to get you business class, first class seats - we used 176K Chase points for $12,700 worth of business class seats to South Africa." "Don't redeem for Amazon gift cards, statement credits, or through the portal - you're getting 0.6-0.7 cents per point. That's terrible." "Why give a $10K cash bonus when you could give someone 500K miles and book them a trip to Greece or Bali they'd never do on their own?" Who This Episode Is For Military small business owners and real estate investors Service members with TDY/TAD travel Anyone spending on business ads, inventory, or vendor payments Military spouses running 1099 contractor businesses People planning big trips (honeymoons, bucket list travel) Those currently leaving business value on the table Anyone wanting to turn business expenses into free travel Action Items Sign up for all major hotel loyalty programs today (free) Add loyalty numbers to upcoming TDY stays Check if vendors accept credit cards (or use Melio) Review current card stack - are you earning maximum points per category? Download free cheat sheet at ItineraryBoss.com If planning big trip: Start building points 1-2 years ahead Check military annual fee waivers (MLA/SCRA) Combine household points before booking award travel Contact Guest: Ross Alcorn Website: ItineraryBoss.com Free Points & Miles Cheat Sheet (includes transfer partners + credit card multipliers) Social: @ItineraryBoss (all platforms) Host: Spencer Reese Website: MilitaryMoneyManual.com Instagram: @MilitaryMoneyManual Recorded on Veterans Day. This episode reveals how military service members can leverage business expenses, TDY travel, and strategic credit card use to fund dream vacations. Whether you're spending $10K or $1M annually on your business, there are points being left on the table.   Spencer and Jamie offer one-on-one Military Money Mentor sessions. Get your personal military money and personal finance questions answered in a confidential coaching call. militarymoneymanual.com/mentor Over 20,000 military servicemembers and military spouses have graduated from the 100% free course available at militarymoneymanual.com/umc3 In the Ultimate Military Credit Cards Course, you can learn how to apply for the most premium credit cards and get special military protections, such as waived annual fees, on elite cards like The Platinum Card® from American Express and the Chase Sapphire Reserve® Card. https://militarymoneymanual.com/amex-platinum-military/ https://militarymoneymanual.com/chase-sapphire-reserve-military/ Learn how active duty military, military spouses, and Guard and Reserves on 30+ day active orders can get your annual fees waived on premium credit cards in the Ultimate Military Credit Cards Course at militarymoneymanual.com/umc3 If you want to maximize your military paycheck, check out Spencer's 5 star rated book The Military Money Manual: A Practical Guide to Financial Freedom on Amazon or at shop.militarymoneymanual.com. Want to be confident with your TSP investing? Check out the Confident TSP Investing course at militarymoneymanual.com/tsp to learn all about the Thrift Savings Plan and strategies for growing your wealth while in the military. Use promo code "podcast24" for $50 off. Plus, for every course sold, we'll donate one course to an E-4 or below- for FREE! If you have a question you would like us to answer on the podcast, please reach out on instagram.com/militarymoneymanual.  

I didn't make it to ALIS this year thanks to a snowstorm — and Delta taking our pilot as we were boarding!! But we're not letting 2,500 miles get in the way of a little #NoVacancyNews content. Bruce Ford, SVP at Lodging Econometrics, is reporting from ALIS while I shovel snow back at the Haussman Resort Pool Club & Smokehouse. Bruce and I talk #hotel franchising trends right now:

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Most agencies don't have a marketing problem. They have a sameness problem. Their websites, their services, their "award-winning team" language. It's all the same. They even have the same promises that sound impressive but mean absolutely nothing to a prospect who's heard it 50 times this week. Today's featured guest has a pretty good idea of why agencies are blending into the background and how the ones that win are doing the opposite. He'll get into differentiation, AI, pricing confidence, RFPs, and why playing it safe is the fastest way to disappear. David Brier is the the branding expert CEOs call when their marketing hits a wall. He calls himself "rehab for brands" to help get them profitable. He is the author of Brand Intervention and Rich Brand, Poor Brand, and he's built a career around one core idea most agencies completely miss: branding isn't about looking better but about being different. After realizing there were more than 25,000 branding books and no agreed-upon definition, David distilled branding down to four words: the art of differentiation. That idea alone reframes how agencies should think about positioning, pricing, and growth, especially right now. In this episode, we'll discuss: Why Differentiation Isn't Optional in the Age of Lazy Thinking. Get Rid of the Agency Speak Saying 'No' as a Strategic Advantage Different is Better Than Better Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources This episode is brought to you by Wix Studio: If you're leveling up your team and your client experience, your site builder should keep up too. That's why successful agencies use Wix Studio — built to adapt the way your agency does: AI-powered site mapping, responsive design, flexible workflows, and scalable CMS tools so you spend less on plugins and more on growth. Ready to design faster and smarter? Go to wix.com/studio to get started. Why Branding and Differentiation Are No Longer Optional for Agencies David's definition of branding cuts through the noise because it mirrors how humans actually behave. We notice what's different. We ignore what feels familiar. If your agency sounds like a remix of every other agency, your prospects' brains will quietly check out. That's why brands like Apple feel predictable in a good way. As Seth Godin once said, you know what an Apple sneaker would be like. You don't know what a Marriott sneaker would be like—and that's the problem. One owns a point of view. The other plays it safe. For agencies, differentiation means making a choice and being willing to lose people who aren't a fit. That's uncomfortable, especially if you're used to trying to appeal to everyone. But the agencies that scale aren't trying to be a choice. They're working to become the choice for the right clients. How "Agency Speak" Is Killing Your Sales Ask most agency owners what makes them different and you'll hear the same three things: our people, our process, our portfolio. That language doesn't differentiate you, it only anesthetizes the conversation. You wouldn't advise your clients to use the language of the competition, so why would you? Additionally, David also believes that brands that take a stand and aren't afraid to be bold will automatically stand out from the many many agencies that are too timid and too afraid to offend. This doesn't mean you have to be divisive. You can be bold in a way that actually brings people together. This fear of being truly different comes from the way we're all wired to believe that an amazing portfolio will be enough to draw people in. But the portfolio isn't the most important thing in the room, is the person sitting across from you. Stop leading with your work and start leading with questions. When you ask better questions and actually listen, prospects feel seen. By the time you show your portfolio, if you even need to, they've already decided whether they trust you. That kind of confidence signals maturity—and it instantly separates you from the agencies still performing their pitch deck like a talent show. Why AI Is Fueling a Sea of Sameness in Agency Marketing AI isn't the enemy… but lazy thinking is. David sees it as everyone is now outsourcing their ingenuity to the same tools, using the same prompts, producing the same safe output. The result is, of course, a sea of indistinguishable brands with no soul and no pulse. What he calls "The Great Wall of Beige." The mistake agencies make is thinking AI replaces brilliance. It doesn't. It amplifies whatever you bring to it. If you don't have a point of view, AI will happily help you sound like everyone else faster. The agencies that win in this era will use AI as a tool, not a crutch. They'll still ask, "Why the hell not?" They'll still challenge assumptions. And they'll still bring conviction, creativity, and human judgment to the table, because that's the part clients can't automate. The Power of Saying No: Reclaiming Pricing and Positioning When a buying process is run by a committee, the goal isn't excellence, it's consensus. And consensus is where great ideas go to die. This is why David stopped participating in RFPs. The most powerful move an agency can make isn't trying harder to win bad deals. It's being willing to walk away. The ability to say no signals strength. It reframes the relationship. When you stop chasing every opportunity and start choosing your clients, pricing objections lose their power. As David put it, when prospects ask why he's so expensive, he flips the script: "Why is everyone else so cheap?" That mindset shift alone changes how clients perceive your value. What's Next for Agencies to Stay Profitable in a Changing Market The landscape is changing even from week to week with new technologies, which makes it harder to predict how the industry will change in years to come. For David, it all boils down to knowing what you're selling. Agencies that sell themselves as commodities will basically go out of business. As he points out, AI is accelerating output but not judgment, taste, or leadership. When everyone has access to the same tools and prompts, the middle ground disappears fast. Agencies that sell "deliverables" instead of thinking will find themselves racing to the bottom on price, competing with software instead of strategy. In a market flooded with instant, AI-generated work, the real differentiator becomes the ability to think on your feet, challenge assumptions, and connect dots in real time. The greatest athletes, actors, comedians, and entrepreneurs in the world were able to think for themselves and could take something unexpected and work with it and improvise. Can you give people something unexpected? That's something no tool can replicate, and it's why experience is becoming more valuable, not less. Why Different Beats Better: Escaping the Race to the Bottom David strongly believes that in these times of sameness and an abundance of content that lacks pulse and personality, different is better than better. Agencies that have completely given up trying to create something unique and have instead relegated the thinking to AI will try to stand out by repeatedly stating they're better, faster, or bigger. David, however, prefers to offer something different. This gives him the confidence to face clients that come to a meeting with rehearsed questions they got from other creators to assess him and counter with "actually, you're asking the wrong question. What you should be asking is…" No framework replaces conviction. The best leaders don't answer scripted questions—they redirect them. That's how you elevate the conversation. That's how you escape commodity pricing. And that's how you build a brand people remember. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

Allen and Joel are joined by Mathieu Cōté from CanREA to preview the upcoming Operators Summit in Toronto. With many Canadian wind projects reaching 17-20 years old, the industry faces critical decisions about extending, repowering, or decommissioning assets. Register now! Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining Light on Wind. Energy’s brightest innovators. This is the Progress Powering tomorrow. Allen Hall: Matt, welcome to the program. Thanks for having me. Well, the theme of this Year’s Operator Summit is coming of age and. There’s a lot of things happening in the renewable side up in Canada. What does that mean for Canadian renewable energy operators right now?  Mathieu Cōté: Well, we came up with coming of age because, um, the fleet in Canada is in a bit of a different space than it is in the States where, uh, right now we’ve got a lot of projects that are on the cusp of coming to their end of initial lifetime. Right. They’re in that. 17 to 20 year range. There’s some that are a little bit past, and so you, as an operator, you gotta be asking yourself, is this the time to extend this project? What do I have to do [00:01:00] if I need to extend? Um, or am I repowering, am I taking things down, putting them up? And I mean, there’s a lot of different variables there. Sometimes it’s just a re topping, sometimes it’s everything down to ground level and go again. Or it’s, maybe it’s a decommissioning and those decisions are on the cusp of being made in the operation space in Canada. So that’s, that’s a super important part of it. But the other side of it, and the reason we liked, uh, coming of age is from the industry perspective itself. We are no longer the new kid on the block, right? We are now a reliable, uh, professional industry that can deliver power when you need it. Uh, so that’s what we’re trying to, to convey with this coming of age. And, and we’ve got some really good speakers who are gonna talk about that, uh, from. The grid operator’s perspective saying, why is it that renewables are one of the first things they reach for now when they realize they need more power? Joel Saxum: I think it’s an interesting space and I think to, to [00:02:00]comment more deeply on that, right? That you guys are in that, you  Mathieu Cōté: know,  Joel Saxum: 2005, six you started installing a  Mathieu Cōté: lot of the, a lot of wind assets. There was a curve of, as it as every year you get more and more. Trickle and then becomes a flood quite quickly. Joel Saxum: Yeah. And, and, and you know, from, from the operation standpoint, we deal with some of the wind farms in Canada. We love working with, uh, the operators up there because they do exude that professionalism. They’re on top of their game. They know they’ve gotta maintain these things. Whereas in the states, we’ve been a little bit nascent sometimes and, oh, we got PTC coming so we don’t have to do these certain things. Little bit more cowboy. Yeah. Yeah. And up in Canada, they’re, they’re, they’ve been doing the right things for a long time. Um, and I think it’s a good, good model to follow, but you’re a hundred percent correct. We’re coming to that time when it’s like decision time to be made here. And I think we, in our, in our uh, kind of off air chat, you had mentioned that, you know, repower in Canada is. Pretty early stages. I  Mathieu Cōté: only know about  Joel Saxum: one,  Mathieu Cōté: to [00:03:00] be honest, and I try and keep track of these things,  Joel Saxum: but that’s coming down the pipeline,  Mathieu Cōté: right? So there’s gonna be more and more of these happening. And I mean, there are a lot of operators that have one foot on either side of the border, so some people have some operational experience on what steps you need to take, but it’s also from the regulatory side, like what is your grid operator gonna insist on? So on and so on. But, uh, so we’ve got some panels to talk about things like, one of my favorites is, uh, how much life is left in your machine? And that’s sort of a deeper dive from an engineering standpoint. Like what math do the engineers do to assess, is this foundation good to go for another 10 years? Is this tower gonna stand up to whatever? Should we replace the blades and all those components? We, we’ve got a foundation expert, uh, someone who does. Digital twin sort of things as well as, um, a panelist from, uh, Nordex, so the OEM sort of perspective as well, and how they assess how much [00:04:00] life is left in a machine. So like that’s the sort of panels that we’re trying to put together that we’re pretty excited about.  Joel Saxum: Well, I think that’s a good one too, because I know Alan and I we’re talking around the industry globally. A lot of it is around CMS. And when we say CMS, we’re not just talking drive train anymore, we’re talking everything you can in the turbine, right? So the, the concept of remaining useful life, r ul, that always comes up, where are we at with this, right? Because from a global perspective in Europe, they have, you know, in Spanish wind farms are all, a lot of ’em are at that 25 year mark. What are we doing here? So you guys are bringing that conversation to the Canadian market at this operator summit in Toronto here in February. It’s, it’s timely, right? Because it’s February and everybody’s getting ready for spring, so you got a little bit of time to come to the conference.  Mathieu Cōté: Well, and that’s one of the things that we actually used to do is show in April and we’ve moved it back after hearing feedback from our, from our audience that April’s almost too late, right? Like, if you’re doing your assessments for your [00:05:00] blades, it where? Where’s your manpower coming up? Coming from in the summertime? Those contracts are already signed. By the time you hit April, February, you’ve still got time. Your RFP might be out so you can meet all the proponents on site at once. It, it just makes a lot more sense for us to do it in February. Allen Hall: Well, there’s a wide range of technology in Canada in regards to wind to energy. That adds to the complexity where a lot of turbines, unlike the United States, are maybe even sub one megawatt, and with new turbines coming online, they’re gonna be in the five, six, maybe even seven megawatt range. That’s a huge dispersed. Industry to try to maintain massive range. Yeah. Right. And I, and, and I think one of the dilemmas about that is trying to find people who understand that tho all those different kinds of machines and the intricacies of each one of them and how to operate them more efficiently, which is where Canada is. Quite honestly. The, the thing [00:06:00] about that and the challenge for Canada Head, and this is why the conference is so important, is. If there’s someone in Canada that has the answer, as Joel and I have talked to a number of Canadian operators, you may not know them. I know it’s a smaller marketplace in general, but unless you’re talking to one another, you probably, uh, don’t realize there’s, there’s help within Canada. And these conferences really highlight that quite a bit. Wanna talk about some of the, sort of the interactions you guys create at the conference?  Mathieu Cōté: Yeah. Oh, well, it’s one of the things that can RIA tries to do is play that connector role, right? Like, we don’t know everything, but like you say, we know someone who knows something and we can put you in touch with all. I know a guy who knows a guy. Um, but we’re, we’re always able to, to, to connect those dots. And I mean, we, we do a lot of, uh. Things like working groups and uh, regional meetings. And, uh, we’ve even got, uh, different summits for different things. Getting a little bit outside of operations, but like we [00:07:00] have an Atlantic operators group that gathers together and has a chat just sometimes, usually there’s a focus topic, but then we have, oh, how do you guys deal with the storm that came through? Or that sort of thing, or what, what do you do for if you need a new blade or has anyone got a good vendor for this thing or that thing? Those sorts of things always happen in the margins. And I mean, the ops summit is the, the best one of those because it’s the entire Canadian industry that gets together. We’ve got folks from bc, we’ve got folks from Atlantic Canada, there’s gonna be people from Quebec, and there’s vendors from all those places as well. Right? So. It’s covering all your bases and it’s the one place that you can talk to everybody and meet everybody in like a 48 hour period.  Joel Saxum: Well, I think that if, you know, just doing a little bit of deep dive into the agenda and the program here, that’s one of the things that you guys are focusing on. Targeted networking. So morning breakfasts, evening receptions, there, you know, structured and informal, uh, opportunities to actually connect with the o and m [00:08:00] community. Um, one of them that you had mentioned was kind of, um. Hands-on demonstrations and, and for me, when, when I see these things, ’cause I’ve seen them kind of slightly not, I don’t think I’ve ever seen anybody do it perfectly well. I’m excited to see what you guys do. But you get, you get a group of people standing around, like you get people kind of standing around. Rubbing elbows going, like, what do you think about that? What is, does this, is this gonna work? And, and those to me are great, great conversations for networking and kind of figuring things out together. The collaboration part.  Mathieu Cōté: Absolutely. Uh, well on those two points, the, the networking has always been a huge part of this show, and we’ve always built into the program. Okay. There’s some stuff on stage, but then there’s a break. And I mean, you can wander around the showroom floor and you can, but you can talk to the other people. And, uh, that’s a big part of this. That’s an important part of this. And then on the, the demonstrations and so on, we used to have what we called, uh, elevator pitches, uh, where, and we’ve done it various different ways where people get five minutes, one slide, you’re on [00:09:00] stage, you say your piece, you give us your elevator pitch, and then you get off and someone else gets up and talks. And we found that, that, and the feedback we got was that that was good because that condensed all of the salesy parts and kept it away from the panels. ’cause the panels, we want them to be informative, not. Selling you something. We want you to learn something. But the sales pitch is, there is some sense of like someone’s trying to sell you a thing. But we’re evolving that a little bit this year where we’re going towards demonstrations. So on the showroom floor, there will be someone who will have a tangible thing, whether it’s here’s the new fireproof coat that we’ve come up with, or here’s how this, uh, sling works, or here’s this piece of kit that fits on your machine that catches bolts when they break, or whatever it is. Here’s how it actually works, and they’ve got it in their hands and they can play with the go until it, uh, really, like you say, gets that light bulb moment that gets you to see how it works. And you can see that ROI [00:10:00] right away going, oh, okay. That if it catches the bolts when they break, then it doesn’t rattle around. And then I’ve gotta spend X amount less time fixing, missed out. Or the other thing, like it’s, it, it’s a, it’s a better way of doing it is, uh, what we feel. And like you say, then you get. Being on the showroom floor, it’s in amongst the booths. So people who are on the showroom floor can just sort of look over their shoulder, see that, okay, I really gotta go check out that guy. Joel Saxum: I like the idea of the format and there’s a couple other things like lessons learned track we talked about a little bit too. But one of the things for me for trade shows is when Alan and I went to ETC in Calgary a few years ago, two years ago I think. Yep. You actually had the. The conversations, the panel conversations, the discussions, the knowledge sharing happening on the showroom floor. I don’t like going to a conference where I have to go in, like I’m talking with some people, but, oh, I gotta run across this thing across over here, a mile away into some back room to listen to someone talk about something. I like, I like being where the information is [00:11:00] happening and sharing, and I can stand off to the side and listen a bit and, and still engage. Um, and you guys are doing some more of that too through the lessons learned track. Um, can you explain that a little bit to us?  Mathieu Cōté: Well, we’ve always had, uh, like a, some split in concurrent sessions and so on. But to your point of not running off to the other end, we’re in a pretty intimate space where we’ve got like a room for lunch and the plenaries, we’ve got a room for the exhibit hall, and then right next to it is any of the, uh, off to the side stuff. It’s all within a one minute walk of, of itself, which is much better. So we’ve got the concurrent, uh, sessions and. This year we split them instead of into two. We split ’em into three though that then we’ve got one for specific to wind. We’ve got one specific to solar and storage. ’cause we are renewable energy, not just wind. And then we’ve got one, uh, that’s a bit of a grab bag and it’s a bit of a different format. So instead of your traditional three [00:12:00] panelists plus a moderator, everyone’s got a slide, everyone’s gotta talk, blah, blah, blah. This thing, it, it’s much more focused. You’ve got one person who’s got a real important thing to say, whether it’s, here’s, uh, lessons learned on how our hub fell off and here’s what we learned from it. Here’s our root cause analysis, or here’s, uh, a much better way of doing, uh, our health and safety program has worked much better for us. Here’s what we gain from it, or whatever happens to be. And then one moderator to ask them some questions, pick apart. So this part, how to, uh, and get a bit of a, a flow there. So, and it’s much shorter. Instead of an hour long, it’s only a half hour. So then you don’t have to sit through two people. You don’t care about to listen to the one person that you do is the intent of these, uh, lessons learned? I,  Joel Saxum: I do really like the concept simply because when I go to an event or like, um, putting something together, I want people to be able to go. Learn something, take it back to their respective [00:13:00] organization, be able to implement it tomorrow. And it sounds like you guys are really moving towards that with the lessons learned, the collaboration and the knowledge sharing.  Mathieu Cōté: That’s, that’s the intent. And that, and that’s really what it is, is I, I’m, I think I’m a smart guy, but I don’t have all the answers. So we’re really trying to shine a light on the people who do, and like, here’s a thing that the industry as a whole should learn about. And give them some time to talk about it. And like you say, then you’ll get some of those conversations in the margins and in in between going, yeah, this guy had this thing to say. We get that sort of dialogue going. That’s, that’s the intent. It’s all about, uh, discussions and learning from each other.  Joel Saxum: To me, it sounds like even, um, for lack of a, maybe a trip to get some poutine and maybe an American, American should go out there and listen to some of the stuff you guys have to say as well. Mathieu Cōté: Honestly, it’s, it’s worth it for, uh, Americans to come by and we do have a significant number, proportion of the, the audience comes from the states as well. Because like you say, it’s, it’s worth it and it’s good information and it’s a good [00:14:00] portion of the thing. And it’s really not that far. And I mean, um, not to put it lightly, we do tend to lean a little heavier on some of the more, uh, Canadian elements like weather. Like we do have a panel this year, um, on the solar side, solar operations and adverse conditions. And that one, um. Because that one came from, uh, I know a guy at, uh, natural Resources Canada, who was part of a working group at the International Energy Agency in their photovoltaic power systems group, where they came up with, uh, a report on operations in all kinds of adverse conditions around the world. So he’s gonna present that report and we’ll have a panel discussion. The other panelists there, we’ve got, um. Ben Power, the CEO of ves, who is the number one installer of solar in the Yukon, right next to Alaska. So they know a lot about adverse conditions and then, uh, polar racking, they’ve got a lot of experience, uh, with that sort of thing too. And they’ve got some data that they’re gonna bring to the [00:15:00] panel as well. So it should be a really good discussion about how do we deal with bad things happening in solar specifically.  Allen Hall: Well, sure. Uh, Canada’s been running assets a lot longer than we have been in the States. In fact, to Joel’s earlier point, we’re repairing. Disassembling putting new stuff up all the time. Canada has been more focused on keeping existing equipment running in some crazy, harsh conditions. The US is moving that way. You wanna know about ice? We could tell you about ice. Exactly. Like how many times has the US run into trouble with icing on wind turbines and we should have been talking to, or her neighbors through the north, but in a lot of cases, yeah. The I, I find that the time I went. I learned a whole bunch about Canadian operations, how to think about some of these problems differently. That was the beauty of a attending a Kria event, and I know there’s gonna be a lot of people attending this event. Who is it for in general? Obviously [00:16:00] it’s for operators, but is there some value here for like asset managers? Some of the engineers, some of the service providers,  Mathieu Cōté: yeah. That our, our core market, if you want, is your site managers and your technical people, but engineers, 100%, they will learn something. Your asset managers will definitely have some value in it, whether it’s learning about the technology or learning about, uh, the, the latest things coming out or even just. Best practices from other folks, right? We’ve also got, uh, more and more we’re getting people from the insurance industry getting involved because some of these, uh, lessons learned and so on, is really valuable to them. And we’re even running, um, if, if people are in insurance, we have a special meeting for insurance. The, the day before where we’ll be having a, a dialogue between the insurance industry and the operators and like, here’s how we deal with this. This is why the prices are that. And, uh, talk about that risk transfer type stuff. There are the odd developer who comes out. Um, but it’s more for the, [00:17:00] like, once it’s in the ground, the technical people, uh, the tooling manufacturers, the service providers, the, all, all of those folks. Joel Saxum: What about ISPs? Oh, a hundred percent. We know quite a few ISPs up in Canada. Every one of them that I’ve talked to is coming. So ev I’ve had the conversations and like I, you know, we’re, we’re doing some other things in February as well around here, and I was, Hey, what are you guys? Oh, we’re all going to the Candry Ops summit. We’re going to the Candry Ops summit, so to Toronto and February. Um, bring your warm jacket. I suppose it could be cold. Yeah, the, the ISPs will be there in, in full force. And so I think that. To me, it’s like the, the, the cousin to the A-C-P-O-M-S. We like OMS in the states because that’s where the real discussions happen around operations and maintenance. Mathieu Cōté: The technical stuff happens. Yeah. And it, I like to say it’s the, the, the younger cousin, if you will, and the maple syrup cousin.  Allen Hall: Well, I do think though, that when we’re at, uh, o, M and S Joel, that [00:18:00] those discussions are a little bit different than what I see up at Kria. Like Kria is a. Community OMS is, yeah, we, we all know one another and maybe it’s just there’s this, a bigger event or more people, but it, I don’t feel the sort of connection I do when I’m at Kria. Like I know the people, I understand what’s going on at Kria. That’s what makes it fun that I get to see people that I, I know once in a while, but at the same time there is a huge, massive amount of. Sharing  Mathieu Cōté: that community that you speak to, that that’s really what we’re trying to, to gather in. And there’s a difference of scale too. I mean, uh, the OMS is like 3000 people and we’re three to 400. So there, there’s a difference there. But that sort of intimacy leads to a fair bit more of that sharing that you’re talking about and like that Oh yeah, there’s that guy. Oh, there’s Derek from Capstone, or there’s Dan from EDF or there, you know, and then you. You run into them and then you, you catch [00:19:00] up on all the latest and, um, what’s going on, how are things going? And so on and so on. And there’s time for all of that in the, in the two day show that we have.  Joel Saxum: Well, I think collaboration in a smaller, like the right size group is, is much easier and flows better. Right? Once you get to that thousand two, three, 4,000, it’s like, yeah, you’re there, you’re seeing the people, but like it’s just not the same.  Mathieu Cōté: Et c is somewhere around 3000 people and it, it, it’s got that heft. It’s a different audience as well. Right? The o and m crowd isn’t there as much. It’s not quite as technical, so it it, it’s a speaking to a different group of people. Allen Hall: Well, Canada is on a growth spurt for renewables. There’s a lot of wind energy  Mathieu Cōté: headed up towards Quebec. There are procurement’s open right now in Quebec, Nova Scotia, new Brunswick. Uh, Ontario, BC and Manitoba  Joel Saxum: Plus, what was it? Fi what was it? Five offshore lease areas off of Nova Scotia.  Mathieu Cōté: Yeah, they’re looking at up to five gigawatts offshore in Nova Scotia. We don’t have [00:20:00] any yet in Nova in, uh, offshore. And there’s some, they need to figure out what the offtake is and where the transmission goes. Uh, but there’s a lot of people working in the background on MA putting that together. So it’s growing. Oh, a hundred percent. It’s growing and across the board, right. And the. Wind or solar or storage or all three. And that, that a lot of the, the procurements these days are starting to move in a direction of, uh, sort of a technology agnostic where they say, we need megawatts. We don’t care how you make them. We just want electricity. Well, electricity, uh, but also electricity capacity. So in the one case we figure wind and solar will do quite well, and in the other we’ll figure the battery storage will do quite well. So no matter what and in the timelines that they’re asking for, we’re looking at if you want it in the next five years, it’s probably gonna be wind and solar because anything else is gonna be a seven plus year timeline to get into the ground. So [00:21:00] there, there’s a lot. There’s a lot coming.  Allen Hall: Well, up to 20% of the energy, electricity in Canada nationally is gonna be generated by renewables in less than 10 years.  Mathieu Cōté: Canada’s split up a lot, remember like, and Quebec is already at 90 plus with their hydro and bc same thing.  Joel Saxum: And I, and I think that that’s something to be, to be shared as well here is from an o and m standpoint. The, the varied geographies of Canada and how spread apart it is, there’s specialized knowledge up there to, to, to, you know, till the cow come home. So it’s a great place to go and learn. I would encourage people, hey, if you’re, if you’re in anywhere around Michigan, the Great Lakes Toronto’s a three hour drive. Go there, do the conference and learn something,  Mathieu Cōté: and hey, we’re right next to the airport. It’s quick flight. Almost anywhere from North America, right? So Toronto’s easy to get in and  Allen Hall: out of, and this is gonna be a great event. The Can Operators Summit. It’s February 11th and 12th at the Delta Hotel by [00:22:00] Marriott, Toronto, right at the airport. So you, you can’t miss it. It’s easy to get in, easy to get out. You’re gonna have a great time. Matt, how do they connect and register for this event?  Mathieu Cōté: We have a registration link that I’m sure we’ll put somewhere. Um, or come to our website, kenia.ca?  Allen Hall: Yeah, just Google Can Operator Summit. That’s what I did. And that takes you right to the registration. Get signed up there. It’s inexpensive in Toronto is a really cool city. February 11th and 12th. At the Delta Hotels by Marriott, right at the airport. The Canary Operator Summer is going to be a lot of fun. Matt, thank you so much for being on the podcast. Really enjoyed having you. Well, thanks for having [00:23:00] me.

Daniel Mangione is an accomplished Executive Pastry Chef with a wealth of experience in the hospitality industry. For over 23 years, Chef Daniel has been a noteworthy leader in luxury pastry kitchens within the namesake hospitality brand, Marriott. Serving as the Executive Pastry Chef at JW Marriott Nashville, Chef Daniel has been instrumental in shaping the pastry operations of this prestigious hotel in Tennessee. Beginning his tenure with the Marriott family in 2003, he started his pastry internship in The Ritz-Carlton Naples through the Culinary Institute of America (CIA). Since then, he has continued to grow within the Marriott brand and has held Executive Pastry Chef roles managing pastry operations for Ritz-Carltons in Washington DC, Half Moon Bay, Sanya China, Dove Mountain Arizona and Bvlgari Resorts in Bali Indonesia. Chef Daniel was also recognized as a member of the Eastern Region Ritz-Carlton Pastry Advisory Board during his tenure and currently serves on Marriott's Pastry Chef Counsel. Daniel has been a part of over 22 new hotel openings including time spent in Aruba, St. Thomas, Fort Lauderdale, Lake Tahoe, Ranch Mirage, Rome, and Naples. Throughout his career, he has consistently exhibited his passion for pastry and demonstrated exceptional leadership, creativity, and attention to detail. With his extensive experience in luxury hotels and resorts, he has contributed to the success of numerous establishments, elevating the pastry experience for guests and setting new standards in the industry. Known also for his larger-than-life holiday displays, Chef Daniel's versatility and passion for pastry also extends to retail showcases and luxury event buffet creation. Chef Daniel's has most recently been credited with creating Nashville's only life size Whiskey Wonderland Gingerbread Bar where over 2000 guests tasted and toured this fully operational holiday season bar. As well, he was a critical part of the JW Marriott Nashville Valentines dessert lounge named "The Sweet Spot" that catered to over 600 guests in the four days of public operations. When not in the kitchen, Daniel can be found in his woodshop, building the next dessert buffet elevation or décor item in an effort to continue elevating his passion for displays and visuals throughout. Instagram: @danielmangione25 In this episode, we discuss: How an after-school job at the Ritz-Carlton led to an interest in pastry Enrolling at CIA in Napa, and graduating from CIA in Hyde Park Working as Pastry Cook at the Ritz-Carlton in Naples, FL Learning about chocolate production at Norman Love Confections Back to the Ritz-Carlton, this time as Assistant Pastry Chef in Sarasota The economy crashes in 2008, so Daniel takes an opportunity to work in China Paradise found – working as Executive Pastry Chef at the Bulgari Hotel in Bali Playing politics – working at the busy Ritz-Carlton in Washington, D.C. Erecting the first life-size, eat-in gingerbread house at the Ritz-Carlton Dove Mountain in Tucson, AZ Landing at the JW Marriott in Nashville, and loving it And much more! Episode Sponsored by  Valrhona, a certified B Corporation, has been crafting exceptional chocolate in the village of Tain L'Hermitage, France, since 1922. Founded by Pastry Chef Albéric Guironnet as the chocolate of chefs, Valrhona is known for its dedication to creating unique, artisan-quality chocolate with complex and balanced flavors. This commitment to excellence reflects the rich gastronomic traditions of the Rhone Valley, ensuring that every bite of Valrhona chocolate offers a consistent and unparalleled tasting experience. Visit valrhona.us for more information.

Chase is out with offers for both their Marriott Bonvoy Boundless® Credit Card and Chase World of Hyatt Credit Card, both offering up to 5 free nights. So which of these offers is better?(00:32) - World of Hyatt Card(01:17) - Marriott Bonvoy Boundless® Card(01:36) - Which is better?(01:47) - Marriott advantages(05:17) - Hyatt advantages(08:10) - Caution: Annual category changes coming soon (last year it was March 25 for Hyatt, unknown for Marriott)(09:28) - Final answerVisit https://frequentmiler.com/subscribe to get updated on in-depth points and miles content like this, and don't forget to like and follow us on social media.Music Credit – Beach Walk by Unicorn HeadsMentioned in this episode:Check out this month's sponsor and support our showJoin the loyalty program for renters at joinbilt.com/mileshttps://joinbilt.com/miles

Ogden's Nut Gone Flake is being reissued on Kenney Jones' Nice Records, along with unheard outtakes discovered when the original master was found in one of his battered old drum cases. He talks to us here – with the compiler Rob Caiger – about the chaotic construction of the Small Faces' 1968 masterpiece and his mission to “carry on the legacy”. Are you all sitting comftybold two-square on your botty? Then we'll begin. Among the highlights … … the Thames boating accident that inspired the album … booking Stanley Unwin when Spike Milligan turned them down – and the day Stanley invented ‘Unwinese' … insomniac days in the band's Westmoreland Terraceflat … the value of Marriott's stage school background: “he could always ham things up” … hidden treasures on the original tape – “you hear Steve and Ronnie talking” … the magic of that fragile tobacco-tin artwork … possession is nine-tenths of the law! … Marriott's wall-banging Chiswick neighbours that inspired Lazy Sunday … “I'm the only one left and want to carry on the legacy” … other lost Immediate sessions to be released on Nice Records Order the Ogden's Nut Gone Flake expanded 3CD set here, direct from Kenney's Nice Records imprint: https://www.nicerecords.co.uk/collections/ogdens-nut-gone-flakeHelp us to keep the conversation going: https://www.patreon.com/wordinyourear Hosted on Acast. See acast.com/privacy for more information.

Ogden's Nut Gone Flake is being reissued on Kenney Jones' Nice Records, along with unheard outtakes discovered when the original master was found in one of his battered old drum cases. He talks to us here – with the compiler Rob Caiger – about the chaotic construction of the Small Faces' 1968 masterpiece and his mission to “carry on the legacy”. Are you all sitting comftybold two-square on your botty? Then we'll begin. Among the highlights … … the Thames boating accident that inspired the album … booking Stanley Unwin when Spike Milligan turned them down – and the day Stanley invented ‘Unwinese' … insomniac days in the band's Westmoreland Terraceflat … the value of Marriott's stage school background: “he could always ham things up” … hidden treasures on the original tape – “you hear Steve and Ronnie talking” … the magic of that fragile tobacco-tin artwork … possession is nine-tenths of the law! … Marriott's wall-banging Chiswick neighbours that inspired Lazy Sunday … “I'm the only one left and want to carry on the legacy” … other lost Immediate sessions to be released on Nice Records Order the Ogden's Nut Gone Flake expanded 3CD set here, direct from Kenney's Nice Records imprint: https://www.nicerecords.co.uk/collections/ogdens-nut-gone-flakeHelp us to keep the conversation going: https://www.patreon.com/wordinyourear Hosted on Acast. See acast.com/privacy for more information.

In this powerful and wide-ranging episode of Gangland Wire, host Gary Jenkins sits down with Ken Behr, author of One Step Over the Line: Confessions of a Marijuana Mercenary. Behr tells his astonishing life story—from teenage marijuana dealer in South Florida, to high-level drug runner and smuggler, to DEA cooperating source working major international cases. Along the way, he offers rare, first-hand insight into how large-scale drug operations actually worked during the height of the War on Drugs—and why that war, in his view, has largely failed. From Smuggler to Source Behr describes growing up during the explosion of the drug trade in South Florida during the 1970s and 1980s, where smuggling marijuana and cocaine became almost commonplace. He explains how he moved from street-level dealing into large-scale logistics—off-loading planes, running covert runways in the Everglades, moving thousands of pounds of marijuana, and participating in international smuggling operations involving Canada, Jamaica, Colombia, and the Bahamas. After multiple arrests—including a serious RICO case that threatened him with decades in prison—Behr made the life-altering decision to cooperate with the DEA. What followed was a tense and dangerous double life as an undercover operative, helping law enforcement dismantle major trafficking networks while living under constant pressure and fear of exposure. Inside the Mechanics of the Drug Trade This episode goes deep into the nuts and bolts of organized drug trafficking, including: How clandestine runways were built and dismantled in minutes How aircraft were guided into unlit landing zones How smuggling crews were paid and organized Why most drug operations ultimately collapse from inside The role of asset seizures in federal drug enforcement Hit me up on Venmo for a cup of coffee or a shot and a beer @ganglandwire Click here to “buy me a cup of coffee” Subscribe to the website for weekly notifications about updates and other Mob information. To go to the store or make a donation or rent Ballot Theft: Burglary, Murder, Coverup, click here To rent ‘Brothers against Brothers’ or ‘Gangland Wire,’ the documentaries click here.  To purchase one of my books, click here. Transcript [00:00:00] well, hey, all your wire taps. It’s good to be back here in studio of Gangland Wire. I have a special guest today. He has a book called, uh, title is One Step Over the Line and, and he went several steps over the line, I think in his life. Ken Bearer, welcome Ken. Thanks for having me. Thanks for having me. Now, Ken, Ken is a, was a marijuana smuggler at one time and, and ended up working with the DEA, so he went from one side over to my side and, and I always like to talk to you guys that that helped us in law enforcement and I, there’s a lot of guys that don’t like that out there, but I like you guys you were a huge help to us in law enforcement and ended up doing the right thing after you made a lot of money. So tell us about the money. We were just starting to talk about the money. Tell us about the money, all those millions and millions of dollars that you drug smuggler makes. What happens? Well, I, you know, like I said, um, Jimmy Buffett’s song a pirate looks at 40, basically, he says, I made enough money to to buy Miami and pissed it away all so fast, never meant to last. And, and that’s what happens. I do know a few people that have [00:01:00] put away money. One of my friends that we did a lot of money together, a lot of drug dealing and a lot of moving some product, and he’s put the money away. Got in bed with some other guy that was, you know, legal, bought a bunch of warehouses, and now he lives a great life, living off the money he put away. Yeah. If the rents and stuff, he, he got into real estate. Other guys have got into real estate and they got out and they ended up doing okay. ’cause now they’re drawing all those rents. That’s a good way to money. Exactly what he did. Uh, my favorite, I was telling you a favorite story of mine was the guy that was a small time dealer used to hang out at the beach. And, uh, we en he ended up saving $80,000, which was a lot of money back then. Yeah. And then put it all, went to school to be a culinary chef and then got a job at the Marriott as a culinary chef and a chef. So he, you know, he really took the money, made a little bit of money, didn’t make a lot Yeah. But made enough to go to school and do something with his life. That’s so, um, that’s a great one. That’s a good one [00:02:00] there. That’s real. Yeah. But he wasn’t a big time guy. Yeah. You know what, what happens is you might make a big lick. You know, I, I never made million dollar moves. I have lots of friends that did. I always said I didn’t want to be a smuggler. ’cause I was making a steady living, being a drug runner. If you brought in 40, 50,000 pounds of weed, you would come to me and then I would move it across the country and sell it in different, along with other guys like me. Having said that, so I say I’m a guy that never wanted to do a smuggling trip. I’ve done 12 of them. Yeah. Even though, you know, and you know, if you’ve been in the DEA side twelve’s a lot for somebody usually. Yeah. That’s a lot. They don’t make, there’s no longevity. Two or three trips. No. You know, I did it for 20 years. Yeah. And then finally I got busted one time in Massachusetts in 1988. We had 40,000 pounds stuck up in Canada. So a friend of mine comes to me, another friend had the 40,000 pounds up there. He couldn’t sell it. He goes, Hey, you wanna help me smuggle [00:03:00] this back into America? Which, you know, is going the wrong direction. The farther north it goes, the more money it’s worth. I would’ve taken it to Greenland for Christ’s sakes. Yeah. But, we smuggled it back in. What we did this time was obviously they, they brought a freighter or a big ship to bring the 40,000 pounds into Canada. Mm-hmm. He added, stuffed in a fish a fish packing plant in a freezer somewhere up there. And so we used the sea plane and we flew from a lake in Canada to a lake in Maine where the plane would pull up, I’d unload. Then stash it. And we really did like to get 1400 pounds. We had to go through like six or seven trips. ’cause the plane would only hold 200 and something pounds. Yeah. And a sea plane can’t land at night. It has to land during the day. Yeah. You can’t land a plane in the middle of a lake in the night, I guess yourself. Yeah. I see. Uh, and so we got, I got busted moving that load to another market and that cost, uh, [00:04:00] cost me about $80,000 in two years of fighting in court to get out of that. Yeah. Uh, but I did beat the case for illegal search and seizure. So one for the good guys. It wasn’t for the good guys. Well the constitution, he pulled me over looking for fireworks and, ’cause it was 4th of July and, yeah. The name of that chapter in the book is why I never work on a holiday. So you don’t wanna spend your holiday in jail ’cause there’s no, you can’t on your birthday. So another, the second time I got busted was in 92. So just a couple years later after, basically I was in the system for two years with the loss, you know, fighting it and that, that was for Rico. I was looking at 25 years. But, uh, but like a normal smuggling trip. I’ll tell you one, we did, I brought, I actually did my first smuggling trip. I was on the run in Jamaica from a, a case that I got named in and I was like 19 living down in Jamaica to cool out. And then my buddies came down. So we ended up bringing out 600 pounds. So that was my first tr I was about 19 or [00:05:00] 20 years old when I did my first trip. I brought out 600 pounds outta Jamaica. A friend of mine had a little Navajo and we flew it out with that, but. I’ll give you an example of a smuggling trip. So a friend of mine came to me and he wanted to load 300 kilos of Coke in Columbia and bring it into America. And he wanted to know if I knew anybody that could load him 300 kilos. So I did. I introduced him to a friend of mine that Ronnie Vest. He’s the only person you’ll appreciate this. Remember how he kept wanting to extradite all the, the guys from Columbia when we got busted, indict him? Yes. And of course, Escobar’s living in his own jail with his own exit. Yeah. You know, and yeah. So the Columbian government says, well, we want somebody, why don’t you extradite somebody to America, to Columbia? So Ronnie Vest had gotten caught bringing a load of weed outta Columbia. You know, they sent ’em back to America. So that colo, the Americans go, I’ll tell you what you want. Somebody. And Ronnie Vests got the first good friend of mine, first American to be [00:06:00] extradited to Columbia to serve time. So he did a couple years in the Columbian prison. And so he’s the one that had the cocaine connection now. ’cause he spent time in Columbia. Yeah. And you know, so we brought in 300 kilos of Coke. He actually, I didn’t load it. He got another load from somebody else. But, so in the middle of the night, you set up on a road to nowhere in the Everglades, there’s so many Floridas flat, you’ve got all these desolate areas. We go out there with four or five guys. We take, I have some of ’em here somewhere. Callum glow sticks. You know the, the, the glow sticks you break, uh, yeah. And some flashing lights throw ’em out there. Yeah. And we set up a, yeah, the pilot came in and we all laid in the woods waiting for the plane to come in. And as soon as the pilot clicks. The mic four times. It’s, we all click our mics four times and then we run out. He said to his copilot, he says, look, I mean, we lit up this road from the sky. He goes, it looks like MIA [00:07:00] behind the international airport. But it happens like that within a couple, like a minute, we’ll light that whole thing up. Me and one other guy run down the runway. It’s a lot, it’s a long run, believe me. We put out the lights, we gotta put out the center lights and then the marker lights, because you gotta have the center of the runway where the plane’s gonna land and the edge is where it can’t, right? Yeah. He pulls up, bring up a couple cars, I’m driving one of them, load the kilos in. And then we have to refuel the plane because you don’t, you know, you want to have enough fuel to get back to an FBO to your landing airport or real airport. Yeah. Not the one we made in the Everglades. Yeah. And then the trick is the car’s gotta get out of there. Yeah, before the plane takes off. ’cause when that plane takes off, you know you got a twin engine plane landing is quiet, taking off at full throttle’s gonna wake up the whole neighborhood. So once we got out of there, then they went ahead and got the plane off. And then the remaining guys, they gotta clean up the mess. We want to use this again. So we [00:08:00] wanna clean up all the wires, the radios. Mm-hmm. Pick up the fuel tanks, pick up the runway lights, and their job is to clean that off and all that’s gonna take place before the police even get down the main road. Right? Mm-hmm. That’s gonna all take place in less than 10 minutes. Wow. I mean, the offload takes, the offload takes, you can offload about a thousand pounds, which I’ve done in three minutes. Wow. But, and then refueling the plane, getting everything else cleaned up. Takes longer. Yeah. Interesting. So how many guys would, would be on that operation and how do you pay that? How do you decide who gets paid what? How much? Okay. So get it up front or, I always curious about the details, how that stuff, I don’t think I got paid enough. And I’ll be honest, it was a hell of a chance. I got 20 grand looking at 15 years if you get caught. Yeah. But I did it for the excitement. 20 grand wasn’t that much. I had my own gig making more money than that Uhhuh, you know, but I was also racing cars. I was, there’s a [00:09:00] picture of one of my race cars. Oh cool. So that costs about six, 7,000 a weekend. Yeah. And remember I’m talking about 1980s dollars. Yeah. That’s 20,000 a weekend. A weekend, yes. Yeah. And that 20,000 for a night’s work in today’s world would be 60. Yeah. Three. And I’m talking about 1985 versus, that was 40 years ago. Yeah. Um. But it’s a lot of fun and, uh, and, but it, you kind of say to yourself, what was that one step over the line? That’s why I wrote the book. I remember as a kid thinking in my twenties, man, I’ve taken one step over the line. So the full name of the book is One Step Over the Line Con Confessions of a Marijuana Mercenary. That’s me actually working for the DEA. That picture was at the time when I was working for the DEA, so the second time I got busted in 1992 was actually for the smallest amount of weed that I ever got, ever really had. It was like 80, a hundred pounds. But unfortunately it was for Rico. I didn’t know at the [00:10:00] time, but when they arrested me, I thought, oh, they only caught me with a hundred pounds. But I got charged with Rico. So I was looking at 25 years. What, how, what? Did they have some other, it must have had some other offenses that they could tie to and maybe guns and stuff or something that get that gun. No, we never used guns ever. Just other, other smuggling operations. Yeah, yeah. Me, me and my high school friend, he had moved to Ohio in 77 or 78, so he had called me one time, he was working at the Ford plant and he goes, Hey, I think I could sell some weed up here. All right. I said, come on down, I’ll give you a couple pounds. So he drives down from Ohio on his weekend off, all the way from Ohio. I gave him two pounds. He drove home, calls me back. He goes, I sold it. So I go, all right. He goes, I’m gonna get some more. So at that time, I was working for one of the largest marijuana smugglers in US History. His name was Donny Steinberg. I was just a kid, you know, like my job, part of my [00:11:00] job was to, they would gimme a Learjet. About a million or two and I jump on a Learjet and fly to the Cayman Islands. I was like 19 years old. Same time, you know, kid. Yeah, just a kid. 19 or 20 and yeah. 18, I think. And so I ended up doing that a few times. That was a lot of fun. And that’s nice to be a kid in the Learjet and they give me a million or two and they gimme a thousand dollars for the day’s work. I thought I was rich, I was, but people gotta understand that’s in that 78 money, not that’s, yeah. That was more like $10,000 for day, I guess. Yeah. You know? Yeah. It was a lot of money for an 18, 19-year-old kid. Yeah. Donnie gives me a bail. So Terry comes back from Ohio, we shoved the bale into his car. Barely would fit ’cause he had no big trunk on this Firebird. He had, he had a Firebird trans Am with the thunder black with a thunder, thunder chicken on the hood. It was on the hood. Oh cool. That was, that was a catch meow back then. Yeah. Yeah. It got it with that [00:12:00] Ford plant money. And uh, by the way, that was after that 50 pounds got up. ’cause every bail’s about 50 pounds. That’s the last he quit forward the next day. I bet. And me and him had built a 12 year, we were moving. Probably 50 tons up there over the 12 year period. You know, probably, I don’t know, anywhere from 50 to a hundred thousand pounds we would have, he must have been setting up other dealers. So among his friends, he must have been running around. He had the distribution, I was setting up the distribution network and you had the supply. I see. Yeah. I was the Florida connection. It’s every time you get busted, the cops always wanna grab that Florida connection. Oh yeah. Oh yeah. You gotta go down there. I there, lemme tell you, you know, I got into this. We were living in, I was born on a farm in New Jersey, like in know Norman Rockwell, 1950s, cow pies and hay bales. And then we moved to New Orleans in 1969 and then where my dad had business and right after, not sure after that, he died when I was 13. As I say in the book, I [00:13:00] probably wouldn’t have been writing the book if my father was alive. Yeah. ’cause I probably wouldn’t have went down that road, you know? But so my mother decides in 1973 to move us to, uh, south Florida, to get away from the drugs in the CD underside of New Orleans. Yeah. I guess she didn’t read the papers. No. So I moved from New Orleans to the star, the war on where the war on drugs would start. I always say if she’d have moved me to Palo Alto, I’d be Bill Gates, but No. Yeah, yeah, yeah. I was so, uh, and everybody I knew was running drugs, smuggling drugs, trying to be a drug deal. I mean, I was, I had my own operation. I was upper middle level, but there were guys like me everywhere. Mm-hmm. There were guys like me everywhere, moving a thou, I mean, moving a thousand, 2000 pounds at the time was a big thing, you know? That’s, yeah. So, so about what year was that? I started in 19. 70. Okay. Three. I was [00:14:00] 16. Started selling drugs outta my mom’s house, me and my brother. We had a very good business going. And by the time I was got busted, it was 19 92. So, so you watched, especially in South Florida, you watched like where that plane could go down and go back up that at eventually the feds will come up with radar and they have blimps and they have big Bertha stuff down there to then catch those kinds of things. Yeah. Right, right. Big Bertha was the blimp. Uhhuh, uh, they put up, yeah. In the beginning you could just fly right in. We did one trip one time. This is this, my, my buddy picked up, I don’t know, 40 or 50 kilos in The Bahamas. So you fly into Fort Lauderdale and you call in like you’re gonna do a normal landing. Mm-hmm. And the BLI there. This is all 1980s, five. You know, they already know. They’re doing this, but you just call in, like you’re coming to land in Fort Lauderdale, and what you do is right before you land, you hit the tower up and you tell ’em you wanna do a [00:15:00] go around, meaning you’re not comfortable with the landing. Mm-hmm. Well, they’ll always leave you a go around because they don’t want you to crash. Yeah. And right west of the airport was a golf course, and right next to the golf course, oh, about a mile down the road was my townhouse. So we’re in the townhouse. My buddies all put on, two of the guys, put on black, get big knives, gear, and I drive to one road on the golf course and my other friend grows Dr. We drop the guys off in the golf course as the plane’s gonna do the touchdown at the airport. He says, I gotta go around. As he’s pulling up now, he’s 200 feet below the radar, just opens up the side of the plane. Mm-hmm. The kickers, we call ’em, they’re called kickers. He kicks the baskets, the ba and the guys on, on the golf court. They’re hugging trees. Yeah. You don’t wanna be under that thing. Right. You got a 200, you got maybe a 40 pound package coming in at 120 miles an hour from 200 feet up. It’ll break the bra. It’ll yeah. The [00:16:00] branches will kill you. Yeah. So they pull up, they get out, I pull back up in the pickup truck, he runs out, jumps in the back of the truck, yells, hit it. We drive the mile through the back roads to my townhouse. Get the coke in the house. My buddy rips it open with a knife. It’s and pulls out some blow. And he looks at me, he goes, Hey, let’s get outta here. And I go, where are we going? Cops come and he goes, ah, I got two tickets. No, four tickets to the Eddie Murphy concert. So we left the blow in this trunk of his car. Oh. Oh, oh man. I know. We went to Eddie Murphy about a million dollars worth of product in the trunk. Oh. And, uh, saw a great show and came back and off they went. That’s what I’m trying to point out is that’s how fast it goes down, man. It’s to do. Yeah. Right in, in 30 minutes. We got it out. Now the thing about drug deals is we always call ’em dds delayed dope deals because the smuggling [00:17:00] trip could take six months to plan. Yeah. You know, they never go, there’s no organized crime in organized crime. Yeah. No organization did it. Yeah. And then, then of course, in 1992 when I got busted and was looking at Rico, a friend of mine came up to me. He was a yacht broker. He had gotten in trouble selling a boat, and he said, Hey, I’d you like to work for the DEA. I’d done three months in jail. I knew I was looking at time, I knew I had nothing. My lawyers told me, Kenny, you either figure something out or you’re going to jail for a mm-hmm. And I just had a newborn baby. I just got married three weeks earlier and we had a newborn baby. I said, what are you crazy? I mean, I’m waiting for my wife to hear me. You know, he’s calling me on the phone. He goes, meet me for lunch. I go meet him for lunch. And he explains to me that he’s gonna, he’s got a guy in the, uh, central district in Jacksonville, and he’s a DEA agent, and I should go talk to him. And so the DEA made a deal with the Ohio police that anything that I [00:18:00] confiscated, anything that I did, any assets I got, they would get a share in as long as they released me. Yeah. To them. And, you know, it’s all about the, I hate to say this, I’m not saying that you don’t want to take drugs off the street, but if you’re the police department and you’re an agent, it’s about asset seizures. Yeah. Yeah. That’s how you fund the dr. The war on drugs. Yeah. The war begets war. You know, I mean, oh, I know, been Florida was, I understand here’s a deal. You’re like suing shit against the tide, right? Fighting that drug thing. Okay? It just keeps coming in. It keeps getting cheaper. It keeps getting more and more. You make a little lick now and then make a little lick now and then, but then you start seeing these fancy cars and all this money out there that you can get to. If you make the right score, you, you, you hit the right people, you can get a bunch of money, maybe two or three really cool cars for your unit. So then you’ll start focusing on, go after the money. I know it’s not right, but you’re already losing your shoveling shit against the tide anyhow, so just go after the goal. [00:19:00] One time I set up this hash deal for the DEA from Amsterdam. The guy brought the hash in, and I had my agent, you know, I, I didn’t set up the deal. The guy came to me and said, we have 200 kilos of hash. Can you help us sell it? He didn’t know that I was working for the DEA, he was from Europe. And I said, sure. The, the thing was, I, so in the boat ready to close the deal, now my guy is from Central. I’m in I’m in Fort Lauderdale, which is Southern District. So he goes, Hey, can you get that man to bring that sailboat up to Jacksonville? I go, buddy, he just sailed across the Atlantic. He ain’t going to Jacksonville. So the central district has to come down, or is a northern district? I can’t remember if it’s northern or central. Has to come down to the Southern district. So, you know, they gotta make phone calls. Everybody’s gotta be in Yep. Bump heads. So I’m on the boat and he calls me, he goes, Hey, we gotta act now. Yeah. And I’m looking at the mark, I go, why? He [00:20:00] goes, customs is on the dock. We don’t want them involved. So you got the two? Yeah. So I bring him up, I go, where’s the hash? He goes, it’s in the car. So we go up to the car and he opens the trunk, and I, I pull back one of the duffle bags I see. I can tell immediately it’s product. So I go like this, and all hell breaks loose, right? Yeah. I could see the two customs agents and they’re all dressed like hillbillies. They, you know. So I said to my, my handler, the next day I called them up to debrief. You know, I have to debrief after every year, everything. I goes, so what happened when customs I go, what’d they want to do? He goes, yep. They wanted to chop the boat in threes. So they’re gonna sell the boat and the 2D EA offices are gonna trade it. Yeah. Are gonna shop the money. Yeah. I remember when I registered with the DEA in, in, in the Southern district, I had to tell ’em who I was. They go, why are you working for him? Why aren’t you working for us? I’m like, buddy, I’m not in charge here. This is, you know? Yeah. I heard that many [00:21:00] times through different cases we did, where the, the local cop would say to me, why don’t you come work for us? Oh yeah. Try to steal your informant. Oh, yeah, yeah, yeah, yeah. So how about that? So, can you get a piece of the action if they had a big case seizure? Yeah. Did they have some deal where you’d get a piece of that action there? Yep. That’s a pretty good deal. Yeah. So I would get, I, I’d get, like, if we brought down, he would always tell everybody that he needed money to buy electronics and then he would come to me and go, here’s 2000. And to the other cis, he had three guys. I saw a friend of mine, the guy that got me into the deal. Them a million dollar house or a couple million dollar house. And I saw the DEA hand him a suitcase with a million dollars cash in it. Wow. I mean, I’m sorry, with a hundred thousand cash. A hundred thousand. Okay. I was gonna say, I was thinking a million. Well, a hundred thousand. Yeah, a hundred thousand. I’ve heard that. I just didn’t have any experience with it myself. But I heard that. I saw, saw Open it up, saw money. I saw the money. It was one of those aluminum halla, Halliburton reef cases and Yeah, yeah. A [00:22:00] hundred thousand cash. But, uh, but you know, um, it’s funny, somebody once asked me out of, as a kid I wanted to be a cowboy, a race car driver, and a secret agent. Me too. Yes. Yeah. I didn’t want, I wanted to be a, I grew up on a farm, so I kind of rode a horse. I had that watched Rowdy, you got saved background as me, man. Yeah. You know, we watched, we watched, we grew up on westerns. We watched Gun Smoke, rowdy. Oh yeah. You know, uh, bananas, uh, you know, so, um. So anyway, uh, I got to raise cars with my drug money, and I guess I’m not sure if I was more of a secret agent working as a drug dealer or as the DEA, but it’s a lot of I, you know, I make jokes about it now, but it’s a lot of stress working undercover. Oh, yeah. Oh, I can’t even imagine that. I never worked undercover. I, that was not my thing. I like surveillance and putting pieces together and running sources, but man, that actual working undercover that’s gotta be nerve wracking. It’s, you know, and, and my handler was good at it, but [00:23:00] he would step out and let, here’s, I’ll tell you this. One day he calls me up and he goes, Hey, I’m down here in Fort Lauderdale. You need to come down here right now. And I’m having dinner at my house about 15 minutes away. Now he lives in Jacksonville. I go, what’s he doing in Fort Lauderdale? So I drive down to the hotel and he’s got a legal pad and a pen. He goes, my, uh, my, my seniors want to, uh, want you to proffer. You need to tell me everything you ever did. And they want me to do a proffer. And I go, I looked at him. I go, John, I can’t do that. He start, we start writing. I start telling him stuff. I stop. I go, I grew up in this town. Everybody I know I did a drug deal with from high school, I go, I would be giving you every single kid, every family, man, I grew up here. My, I’m gonna be in jail, and my wife and my one and a half year old daughter are gonna be the only people left in this town, and they’re not gonna have any support. And I just can’t do this to all my friends. Yeah. So he says, all right, puts the pen down. I knew [00:24:00] he hated paperwork, so I had a good shot. He wasn’t gonna, he goes, yeah, you hungry? I go, yeah. He goes, let’s go get a steak. And right across the street was a place called Chuck Steakhouse, which great little steak restaurant. All right. So we go over there, he goes, and he is a big guy. He goes, sit right here. I go, all right. So I sit down. I, I’m getting a free steak. I’m gonna sit about through the steak dinner, it goes. Look over my shoulder. So I do this. He goes, see the guy at the bar in the black leather jacket. I go, yeah. He goes, when I get up and walk outta here, when I clear the door, I want you to go up to him and find a talk drug deal. See what you can get out of him. I go, you want me to walk up to a complete stranger and say, he goes, I’m gonna walk out the door. When I get out the door. You’re gonna go up and say, cap Captain Bobby. That was his, he was a ca a boat captain and his nickname, his handle was Captain Bobby. And he was theoretically the next Vietnam vet that now is a smuggler, you know?[00:25:00] Yeah. And so he walks out the door and I walked out and sat with the guy at the bar and we started, I said, hi, captain Bobby sent me, I’m his right hand man, you know, to talk about. And we talked and I looked around the bar trying to see if anybody was with him. And I’m figuring, now I’m looking at the guy going, why is he so open with me? And I’m thinking, you know what? He’s wearing a leather jacket. He’s in Florida. I bet you he’s got a wire on and he’s working for customs and I’m working for the DEA, so nothing ever came of it. But you know, that was, you know, you’re sitting there eating dinner and all of a sudden, you know, look over my shoulder. Yeah. And, you know, and I’m trying to balance all that with having a newborn that’s about a year old and my wife and Yeah. Looking at 25 years. So a little bit of pressure. But, you know, hey and I understand these federal agencies, everybody’s got, everybody is, uh, uh, aggressive. Everybody is ambitious. And you just are this guy in the middle and right. And they’ll throw you to the [00:26:00] wolves in a second. Second, what have you done for a second? Right? It’s what have you done for me lately? He’s calling me up and said, Hey, I don’t got any product from you in a minute. I go, well, I’m working on it. He goes, well, you know, they’ll kick you outta the program. Yeah. But one of the things he did he was one of, he was the GS 13. So he had some, you know, he had level, you know, level 15 or whatever, you know, he was, yeah. Almost at the head of near retirement too. And he said, look, he had me, he had another guy that was a superstar, another guy. And we would work as a team and he would feed us all the leads. In other words, if David had a case, I’d be on that case. So when I went to go to go to trial or go to my final, he had 14 or 15 different things that he had penciled me in to be involved with. The biggest deal we did at the end of my two years with the DEA was we brought down the Canadian mob. They got him for 10,000 kilos of cocaine, import 10,000 kilos. It was the Hell’s Angels, the Rock something, motorcycle [00:27:00] gang, the Italian Mafia and the, and the Irish mob. Mm-hmm. And the guy, I mean, this is some badass guys. I was just a player, but. The state of Ohio, they got to fly up there and you know, I mean, no words, the dog and pony show was always on to give everybody, you know. Yes. A bite at the apple. Oh yeah. But I’ll tell you this, it’s been 33 years and the two people that I’m close to is my arresting officer in Ohio and my DEA handler in Jacksonville. The arresting officer, when he retired, he called to gimme his new cell phone. And every year or so I call him up around Christmas and say, Dennis, thank you for the opportunity to turn my life around, because I’ve got four great kids. I’ve started businesses, you know, he knows what I’ve done with my life. And the DEA handler, that’s, he’s a friend of mine. I mean, you know, we talk all the time and check on each other. And, you know, I mean, he’s, [00:28:00] they’re my friends. A lot of, not too many of the guys are left from those days that will talk to me. Yeah, probably not. And most of them are dead or in jail anyhow. For, well, a lot of ’em are, maybe not even because of you, I mean, because that’s their life. No, but a lot of them, a number of ’em turned their lives around, went into legal businesses and have done well. Yeah. So, you know, there really have, so not all of ’em, but a good share of ’em have turned, because we weren’t middle class kids. We were, my one friend was, dad was the lieutenant of the police department. The other one was the post guy. We weren’t inner city kids. Yeah. We weren’t meeting we, the drug war landed on us and we just, we were recruited into it. As young as I talk about in my book. But I mean, let’s talk about what’s going on now. Now. Yeah. And listen, I’m gonna put some statistics out there. Last year, 250,000 people were charged with cannabis. 92% for simple possession. There’s [00:29:00] people still in jail for marijuana doing life sentences. I’ve had friends do 27 years only for marijuana. No nonviolent crimes, first time offender. 22 years, 10 years. And the government is, I’ve been involved with things where the government was smuggling the drugs. I mean, go with the Iran Contra scandal that happened. We were trading guns for cocaine with the Nicaraguans in the Sandon Easterns. Yeah. Those same pilots. Gene Hassen Fus flew for Air America and Vietnam moving drugs and gun and, and guns out of Cambodia. Same guy. Air America. Yeah. The American government gave their soldiers opium in Civil War to keep ’em marching. You know, I mean, we did a deal with Lucky Luciano, where we let ’em out of prison for doing heroin exchange for Intel from, from Europe on during World War II and his, and the mob watching the docks for the, uh, cargo ships. So the government’s been intertwined in the war on drugs on two [00:30:00] sides of it. Yeah. You know, and not that it makes it right. Look, I’ve lost several friends to fentanyl that thought they were doing coke and did fentanyl or didn’t even know there was any. They just accidentally did fentanyl and it’s a horrible drug. But those boats coming out of Venezuela don’t have fentanyl on ’em. No. Get cocaine maybe. If that, and they might be, they’re probably going to Europe. Europe and they’re going to Europe. Yeah, they’re going, yeah. They’re doubt they’re going to Europe. Yeah. Yeah. And so let’s put it this way. I got busted for running a 12 year ongoing criminal enterprise. We moved probably 50 tons of marijuana. You know what? Cut me down? One guy got busted with one pound and he turned in one other guy that went all the way up to us. So if you blew up those boats, you know, you’re, you need the leads. You, you can’t kill your clients. Yeah. You know, how are you gonna get, not gonna get any leads outta that. Well, that’s, uh, well, I’m just saying [00:31:00] you right. The, if they followed the boat to the mothership Yeah. They’d have the whole crew and all the cargo. Yeah. You know, it’s, those boats maybe have 200 kilos on ’em. A piece. Yeah. The mothership has six tons. Yeah. That’s it. It’s all about the, uh, the, um, uh, optics. Optics, yeah. That’s the word. It’s all about the optics and, and the politic, you know, in, in some way it may deter some people, but I don’t, I I, I’ve never seen anything, any consequence. In that drug business, there’s too much money. There is no consequence that is really ever gonna deter people from smuggling drugs. Let me put it this way, except for a few people like yourself, there’s a few like yourself that get to a certain age and the consequence of going to prison for a long time may, you know, may bring you around or the, all the risk you’re taking just, you know, you can’t take it anymore, but you gotta do something. But no, well, I got busted twice. Consequence just don’t matter. There is no consequence that’s gonna do anything. Here’s why. And you’re right. [00:32:00] One is how do you get in a race car and not think you’re gonna die? Because you always think it’s gonna happen to somebody else. Exactly. And the drug business is the same. It’s, I’m not, it’s not gonna happen to me tonight. And those guys in Venezuela, they have no electricity. They have no water. Yeah. They got nothing. They have a chance to go out and make a couple thousand dollars and change their family’s lives. Yeah. Or they’re being, they’re got family members in the gar, in the gangs that are forcing them to do it. Yeah. It’s the war on drugs has kind of been a political war and an optics war from the seventies. I mean, it’s nobody, listen, I always say, I say in my book, nobody loved it more than the cops, the lawyers and the politicians. No shit. In Fort Lauderdale, they had nothing, and all of a sudden the drug wars brought night scopes and cigarette boats and fancy cars and new offices. Yes. And new courthouses, and new jails and Yep. I don’t have an answer. Yeah. The problem is, [00:33:00] you know what I’m gonna say, America, Mexico doesn’t have a drug problem. Columbia doesn’t have a drug problem. No. America has a drug problem. Those are just way stations to get the product in. In the cover of my book, it says, you don’t sell drugs, you supply them like ammunition in a war. It’s a, people, we, how do we fix this? How do we get the American people? Oh, by the way, here’s a perfect example. Marijuana is legal in a majority of states. You don’t see anybody smuggling marijuana in, I actually heard two stories of people that are smuggling marijuana out of the country. I’ve heard that. I’ve heard that. Yeah. They’re growing so much marijuana in America that it’s worth shipping to other places, either legally or illegally. Yeah. And, and, and you know, the biggest problem is like, what they’ll do is they’ll set up dispensaries, with the green marijuana leaf on it, like it’s some health [00:34:00] dispensary. But they, they just won’t it’ll be off the books. It just won’t have the licensing and all that. And, you know, you run that for a while and then maybe you get caught, maybe you don’t. And so it’s, you know, it’s, well, the other thing is with that dispensary license. It’s highly regulated, but you can get a lot of stuff in the gray. So there’s three markets now. There’s the white market, which is the legal Yeah. Business that, you know, you can buy stocks in the companies and whatnot. Yeah. There’s the black market, which is the guy on the street that Kenny Bear used to be. And then there’s the gray market where people are taking black market product and funneling it through the white markets without intact, you know, the taxes and the licensing and the, the, uh, testing for, you know, you have to test marijuana for pesticides. Metals, yeah. And, and the oils and the derivatives. You know, there’s oil and there’s all these derivatives. They have to be tested. Well, you could slide it through the gray market into the white market. So I know it’s a addiction, you know, whether it’s gambling or sex or Right. Or [00:35:00] there’s always gonna be people who are gonna take advantage and make money off of addiction. The mafia, you know, they refined it during the prohibition. All these people that drink, you know, and a lot, admittedly, a lot of ’em are social drinkers, but awful lot of ’em work. They had to have it. And so, you know, then gambling addiction. And that’s, uh, well here’s what I say. If it wasn’t for Prohibition Vegas, the mob never would’ve had the power and the money to build Vegas. No, they wouldn’t have anything. So when you outlaw something that people want, you’re creating a, a business. If, if somebody, somebody said the other day, if you made all the drugs legal in America, would that put out, put the drug cartels in Mexico and Columbia and out of business? Yeah, maybe. How about this statistic? About 20 to 30,000 people a year die from cocaine overdose. Most have a medical condition. Unknown unbe, besides, they’re not ODing on cocaine. Yeah. Alright. 300,000 people a year die from obesity. Yeah. And [00:36:00] another, almost four, I think 700, I don’t know, I might be about to say a half a million die from alcohol and tobacco. Mm-hmm. I could be low on that figure. So you’re, you probably are low. Yeah. I could be way more than that. But on my point is we’re regulating alcohol, tobacco, and certainly don’t care how much food you eat, and why don’t we have a medical system that takes care of these people. I don’t know that the answer if I did, but I’m just saying it, making this stuff more valuable and making bigger crime syndicates doesn’t make sense. Yeah. See a addiction is such a psychological, spiritual. Physical maldy that people can’t really separate the three and they don’t, people that, that aren’t involved and then getting some kind of recovery, they can’t understand why somebody would go back and do it again after they maybe were clean for a while. You know, that’s a big common problem with putting money into the treatment center [00:37:00] business. Yep. Because people do go to treatment two and three times and, and maybe they never get, some people never, they’ll chase it to death. No, and I can’t explain it. And you know, I, I’ll tell you what, I have my own little podcast. It’s called One Step Over the Line. Mm-hmm. And I released a show last night about a friend of mine, his name is Ron Black. You can watch it or any of your listeners can watch it, and Ron was, went down to the depths of addiction, but he did it a long time ago when they really spent a lot of time and energy to get, you know, they really put him through his system. 18 months, Ron got out clean and he came from a good family. He was raised right. He didn’t, you know, he had some trauma in his life. He had some severe trauma as a child, but he built one of the largest addiction. He has a company that he’s, he ran drug counseling services. He’s been in the space 20 or 30 years, giving back. He has a company that trains counselors to be addiction specialists. He has classes for addiction counseling. He become certified [00:38:00] members. He’s run drug rehabs. He donates to the, you know, you gotta wa if you get a chance to go to my podcast, one step over the line and, and watch this episode we did last night. Probably not the most exciting, you know, like my stories. Yeah. But Ronnie really did go through the entire addiction process from losing everything. Yeah. And pulling himself out. But he was also had a lot of family. You know, he had the right steps. A lot of these kids I was in jail with. Black and brown, inter or inner city youth, whatever, you know, their national, you know, race or nationality, they don’t have a chance. Yeah. They’re in jail with their fathers, their cousins, their brothers. Mm-hmm. The law, the war on drugs, and the laws on drugs specifically affect them. And are they, I remember thinking, is this kid safer in this jail with a cement roof over his head? A, a hot three hot meals and a bed than being back on the [00:39:00] streets? Yeah. He was, I mean. Need to, I used to do a program working with, uh, relatives of addicts. And so this mother was really worried about her son gonna go to jail next time he went to court. And he, she had told me enough about him by then. I said, you know, ma’am, I just wanna tell you something he’s safer doing about a year or so in jail than he is doing a year or so on the streets. Yeah. And she said, she just looked at me and she said, you know, you’re right. You’re right. So she quit worried about and trying to get money and trying to help him out because she was just, she was killing him, getting him out and putting him back on the streets. This kid was gonna die one way or the other, either shot or overdosed or whatever. But I’ll tell you another story. My best friend growing up in New Orleans was Frankie Monteleone. They owned the Monte Hotel. They own the family was worth, the ho half a billion dollars at the time, maybe. And Frankie was a, a diabetic. And he was a, a junk. He was a a because of the diabetic needles. [00:40:00] He kind of became a cocaine junkie, you know, shooting up coke. You know, I guess the needle that kept him alive was, you know, I, you know, again the addict mentality. Right, right. You can’t explain it. So he got, so he got busted trying to sell a couple grams. They made it into a bigger case by mentioning more product conspiracy. His father said, got a, the, the father made a deal to give him a year and a half in club Fed. Yeah. He could, you know, get a tan, practice his tennis, learn chess come out and be the heir to one of the richest families in the world, all right. He got a year and a half. Frankie did 10 years in prison. ’cause every time he got out, he got violated. Oh yeah. I remember going to his federal probation officer to get my bicycle. He was riding when he got violated. Mm-hmm. And I said, I said, sir, he was in a big building in Fort Lauderdale or you know, courthouse office building above the courthouse. I go, there’s so many cops, lawyers, [00:41:00] judges, that are doing blow on a Saturday night that are smoking pot, that are drinking more than they should all around us. You’ve got a kid that comes from one of the wealthiest families in America that’s never gonna hurt another citizen. He’s just, he’s an addict, not a criminal. He needs a doctor, not a jail. And you know what the guy said to me? He goes but those people aren’t on probation. I, I know. He did. 10 years in and out of prison. Finally got out, finally got off of paper, didn’t stop doing drugs. Ended up dying in a dentist chair of an overdose. Yeah. So you, you never fixed them, you just imprisoned somebody that would’ve never heard another American. Yeah, but we spent, it cost us a lot of money. You know, I, I, I dunno what the answer is. The war on drugs is, we spent over, we spent 80, let’s say since 1973. The, the DEA got started in 73, let’s say. Since that time we’ve, what’s that? 70 something years? Yeah. We’ve done [00:42:00] no, uh, 50, 60. Yeah. 50 something. Yeah. Been 50. We spent a trillion dollars. We spent a trillion dollars. The longest and most expensive war in American history is against its own people. Yeah. Trying to save ’em. I know it’s cra it’s crazy. Yeah, I know. And it, over the years, it just took on this life of its own. Yeah. And believe me, there was a, there’s a whole lot of young guys like you only, didn’t go down the drug path, but you like that action and you like getting those cool cars and doing that cool stuff and, and there’s TV shows about it as part of the culture. And so you’re like, you got this part of this big action thing that’s going on that I, you know, it ain’t right. I, I bigger than all of us. I don’t know. I know. All I like to say I had long hair and some New Orleans old man said to me when I was a kid, he goes, you know why you got that long hair boy? And this is 1969. Yeah, 70. I go, why is that [00:43:00] sir? He goes, ’cause the girls like it. The girls didn’t like it. You wouldn’t have it. I thought about it. I’m trying to be a hippie. I was all this, you know, rebel. I thought about it. I go, boy, he’s probably right. Comes down to sex. Especially a young boy. Well, I mean, I’m 15 years old. I may not even how you look. Yeah. I’m not, listen, at 15, I probably was only getting a second base on a whim, you know? Yeah. But, but they paid attention to you. Yeah. Back in those days you, you know, second base was a lot. Yeah. Really. I remember. Sure. Not as, not as advanced as they are today. I don’t think so. But anyway, that’s my story. Um, all right, Ken b this has been fun. It’s been great. I I really had a lot of fun talking to you. And the book is 1, 1, 1 took over the line. No one, no, no. That’s a Friday slip. One step over that. But that was what I came up with the name. I, I believe you, I heard that song. Yeah. I go, I know, I’m, I’ve just taken one step over the line. So that’s where the book actually one step over the line confessions of a marijuana mercenary. [00:44:00] And I’ll tell you, if your listeners go to my website, one step over the line.com, go to the tile that says MP three or the tile that says digital on that website. Put in the code one, the number one step, and then the number 100. So one step 100, they can get a free, they can download a free copy. Yeah, I got you. Okay. Okay. I appreciate it. That’d be good. Yeah, they’ll enjoy it. Yeah. And on the website there’s pictures of the boats, the planes. Yeah. The runways the weed the, all the pictures are there, family pictures, whatever. Well, you had a, uh, a magical, quite a life, the kinda life that they, people make movies about and everybody watches them and says, oh, wow, that’s really cool. But they didn’t have to do it. They didn’t have to pay that price. No. Most of the people think, the funny thing is a lot of people think I’m, I’m, I’m lying or I’m exaggerating. Yeah. I’m 68 years old. Yeah. There’s no reason for me to lie. And you know, the DEA is, I’m telling that. I’m just telling it the way it [00:45:00] happened. I have no reason to tell Phish stories at this point in my life. No, I believe it. No, no, no. It’s all true. All I’ve been, I’ve been around to a little bit. I, I could just talk to you and know that you’re telling the truth here I am. So, it’s, it’s a great story and Ken, I really appreciate you coming on the show. Thank you for having me. It’s been a very much a, it is been a real pleasure. It’s, it’s nice to talk to someone that knows both sides of the coin. Okay. Take care. Uh, thanks again. Thank you, sir. Thank you very much. Appreciate it.

Greg Kihlström shares groundbreaking insights into how businesses can become experience-led enterprises. With real-world examples and a focus on innovation, Greg discusses digital transformation, agile methodologies, and the pivotal role of customer and employee experiences in driving success. This is a must-listen for anyone passionate about transforming organizations and delivering exceptional value to customers and teams alike. About the Guest Greg Kihlström is a best-selling author, speaker, and entrepreneur, and serves as an advisor and consultant to top companies on marketing technology, marketing operations, and digital transformation initiatives. He has worked with some of the world's top brands, including Adidas, Coca-Cola, FedEx, HP, Marriott, Nationwide, Victoria's Secret, and Toyota. He is a multiple-time Co-Founder and C-level leader, leading his digital experience agency to be acquired in 2017, successfully exited an HR technology platform provider he co-founded in 2020, and led a SaaS startup to be acquired by a leading edge computing company in 2021. He currently advises and sits on the Board of a marketing technology startup. Relevant Links https://www.linkedin.com/in/gregkihlstrom https://www.instagram.com/theagilebrand https://www.gregkihlstrom.com Episode Summary - The Top 3 Key Learnings Four Pillars of Transformation: Effective digital transformation hinges on integrating people, processes, platforms, and data. While technology matters, success ultimately depends on how well organizations address human and procedural challenges. Agile for Transformation: Agile methodologies can look different for every organization. Focus on principles like collaboration, adaptability, and delivering business value, rather than rigidly adhering to predefined methods. Return on Experience: Investing in customer and employee experiences yields measurable benefits, such as increased customer loyalty, higher lifetime value, and improved organizational efficiency. Chapters 00:00 Introduction and Guest Welcome 00:33 Greg Kihlström's Background and Career 01:55 Values Driving Professional Life 02:54 Digital Transformation Challenges 05:11 Measuring Return on Experience 09:23 Implementing Agile Methodologies 14:10 Practical Tips for Digital Transformation 16:47 AI in Digital Transformation 22:14 Future of Customer Experience 24:23 Conclusion and Final Thoughts Please, hit the follow button and leave your feedback: Apple Podcast: https://www.cxgoalkeeper.com/apple Spotify: https://www.cxgoalkeeper.com/spotify About the host: Gregorio Uglioni is a seasoned transformation leader with over 15 years of experience shaping business and digital change, consistently delivering service excellence and measurable impact. As an Associate Partner at Forward, he is recognized for his strategic vision, operational expertise, and ability to drive sustainable growth. A respected keynote speaker and host of the well-known global podcast Business Transformation Pitch with the CX Goalkeeper, Gregorio energizes and inspires organizations worldwide with his customer-centric approach to innovation. Follow Gregorio Uglioni on Linkedin: https://www.linkedin.com/in/gregorio-uglioni/ Podcast webpage: https://www.cxgaolkeeper.com/podcast

ABOUT JENNIFER:LinkedIn Profile: https://www.linkedin.com/in/thejenniferwalsh/ Websites:https://www.walkwithwalsh.comBio:For nearly 30 years, Jennifer has been at the forefront of transformative movements in beauty, retail, & biophilic design. As a consummate innovator, she has been dedicated to reimagining the human experience, whether through pioneering retail concepts, creating immersive outdoor experiences, or driving biophilic design solutions across industries.In the 1990s, Jennifer founded Beauty Bar, the first experiential omni-channel beauty brand in the U.S., introducing open-sell environments, curbside service, and men's skincare departments, concepts that reshaped how people shop for beauty. This trailblazing work integrated biophilic principles long before they became mainstream, earning recognition as an industry innovator. After selling Beauty Bar ultimately purchased by Amazon in 2011, she continued to build groundbreaking businesses and brands, always staying ahead of the curve. Another first was created in 2014 with Pride & Glory, a collegiate beauty brand. Today, she guides large and small scale biophilic design projects to create spaces that promote human flourishing. From Recharge Rooms to retail spaces, homes, schools, and urban landscapes, her work transforms environments into ecosystems of opportunity. All inspired from lived experiences. Jennifer helps organizations leverage the neuroscience of nature to enhance experiences, foster resilience, and build deeper connections within their organizations.SHOW INTRO:Welcome to Episode 84! of the NXTLVL Experience Design podcast…In every episode we follow our catch phrase of having “Dynamic Dialogues About DATA: Design, Architecture, Technology and the Arts.” And as we continue on this journey, we'll have guests that are thought provoking futurists, AI technology mavens, retailers, international hotel design executives as well as designers and architects of brand experience places.We'll talk with authors and people focused on wellness and sustainable design practices as well as neuroscientists who will continue to help us look at the built environment and the connections betw een our mind-body and the built world around us.We'll also have guests who are creative marketing masters from international brands and people who have started and grown some of the companies that are striking a new path for us follow.If you like what you hear on the NXTLVL Experience Design show, make sure to subscribe, like, comment and share with colleagues, friends and family.The NXTLVL Experience Design podcast is always grateful for the support of VMSD magazine.VMSD brings us, in the brand experience world, the International Retail Design Conference. I think the IRDC is one of the best retail design conferences that there is bringing together the world of retailers, brands and experience place makers every year for two days of engaging conversations and pushing us to keep on talking about what makes retailing relevant. You will find the archive of the NXTLVL Experience Design podcast on VMSD.com.Thanks also goes to Shop Association the only global retail trade association dedicated to elevating the in-store experience. SHOP Association represents companies and affiliates from 25 countries and brings value to their members through research, networking, education, events and awards. Check then out on SHOPAssociation.org Today, EPISODE 84… I talk with Jennifer Walsh who for nearly 30 years, has been at the forefront of transformative movements in beauty, retail, & biophilic design. Jennifer is an innovator, and has been dedicated to reimagining the human experience, whether through pioneering retail concepts, creating immersive outdoor experiences, or driving biophilic design solutions across industries.Talking about biophilic design isn't new on the podcast, this time though we bolt on retailing, neuroscience and experience. This conversation is more introspective and looks at one's motivation to change to considering our environments and biophilic design from the point of view of sense of well-being and personal growth.We'll get there in a minute but... first a few thoughts…*                     *                          *                          *If you go back to the early episodes of the podcast, you'll come across Bill Browning. Bill and I connected while I was working the hospitality industry and focusing my efforts on the redesign of the Westin guestroom and lobby design strategy.Bill's world is Biophilic – both literally and philosophically, may be even existentially. He literally wrote the book on Biophilic Design's 14 principles, which now includes a 15th with the addition of ‘Awe,' and he has written a more recent publication with Katie Ryan called “Nature Inside,” it is a terrific handbook to implementing Biophilic design principles in built environments.I think a lot about the design of places where nature has been completely eliminated - think major downtown cities in any corner of the world.It is also not lost on me that when I sit working in my Home Office I have the extraordinarily good fortune to lookout on 2 1/2 acres of green space with a rolling hill down towards a creek that when it rains particularly hard overflows and becomes a small river in my backyard. But this point of view to my backyard and the way I feel sitting on my deck having a morning coffee is not just about the warm feeling of my cup in my hands but that there are key principles of biophilic design at play - namely refuge and prospect. Being exposed daily to these perspectives towards a forest at the back of my property I have an immediate body sense of calm, wonder and awe.I see sun rises to the left of my property and sun sets to the right. The re are Canada geese that, like clockwork, fly over my backyard every fall as they migrate South. I'm attuned to the textures and colors of the sky and the varying degrees of light intensity - bright and brilliant and dreary and diffused.All of these features of a natural world have the effect of putting me at ease.In the past few years, I've begun to connect that mind body experience, the somatic experience of natural places, with what I understand about neuroscience and our long evolutionary history of living the largest proportion of our human development among trees - in a real jungle versus the concrete ones that we have now built all around us.It's no surprise that the Japanese practice of Shinrin-yoku – forest bathing – is actually therapeutic. When we immerse ourselves in a forest atmosphere, using all five senses to connect with nature, we are promoting stress reduction and well-being. Slowing down, and taking mindful walks, appreciating sights, sounds, and smells is so good for us and yet many of us, especially those who are city dwellers, rush from place to place making sure to stay on the clock moving from one appointment to the next and filling our schedules every day with a mind-numbing number of things to check off on our To Do List Taking a moment to disconnect from technology calms the mind and body and has proven benefits like lower stress hormones and boosting immunity.The multi layered, highly textured and colored natural environments that we have evolved from, are often being replaced by environments of banality that actually have deep psychological effects when we are continually exposed to boring buildings.Bringing this intuitive sense, that natural environments support well-being, into the design of built environments, and intentionally creating places that reference biophilic principles, often proves very hard to do in a world where efficiency and productivity leading to increased profitability are what we are taught to drive towards as a reflection of success.Many times, adding plants to a space is an afterthought, like decoration, to make things look better - but they are not really being incorporated as a strategy for building environments to enhance well-being. Interestingly though, when people learn more about how to apply biophilic principles, beyond simply introducing plants as a nod to creating more nature-based experiences, they begin to also understand that their assumptions about adding additional cost may not be well founded. If you consider designing with nature in mind from the get-go, incorporating principles of biophilic design in the places we build as part of the strategy, then managing the costs is totally achievable.Anthropologie stores are a great example of introducing living green walls to their stores. Too be sure, these are not without expense both in their implementation and maintenance but the effect of walking up the grand staircase with this green wall rising from floor to ceiling across multiple levels feels wonderful. I still remember one of my first experiences in the Anthropologie store on Regent Street in London and have since sought to find similar experiences in other retail stores around the world. Design ideas like the green walls in Anthropologie stores is a conscious, intentional, move that enhances experience as well as environmental air quality. We simply feel better when we were places like this and if that turns into reduced absenteeism of associates or increased customer visits then… all the better. There's no question that being under a wash of fluorescent light standing on hard surfaces or sitting in cubicles is perhaps one of the worst ways to be productive and happy in our workplaces. I would imagine that sales associates in Anthropologie stores generally feel better than in big boxes with uniform high intensity lighting, relentless aisles of merchandise, hard surfaces and stale air with no natural sunlight.Full disclosure, when I look back over my career of designing retail places, very infrequently has the design team spent time considering what it would be like to be a sales associate in one of these places. Standing for hours on end in environments that are depleting leads to poor interactions between sales teams and customers. Seems kind of obvious but when people feel better in their workplaces, they're more likely to translate that to positive interactions with guests. More positive interactions with guests could naturally lead to larger basket size and increased number of return visits. All good if you're a retailerAnd yet, we seldom see retail places that fully embrace ideas that support well-being through the strategic introduction of biophilic design principles.New disciplines in the world of neuroscience like neuroaesthetics are beginning to be more widely accepted in the design community and there is a broader recognition about the positive effects of creating environments that apply principles of biophilia that enhance a sense of well-being. And while there is a growing trend of wider adoption of neuroaesthetics we need to keep on beating the drum about environments that are actually good for us.This is where the story leads to my guest Jennifer Walsh.In the 1990s, Jennifer founded Beauty Bar, the first experiential omni-channel beauty brand in the U.S., introducing open-sell environments, curbside service, and men's skincare departments - concepts that reshaped how people shop for beauty. Jennifer says that she just wanted people to feel good when they came into her store and she somehow intuitively knew that introducing elements of biophilia, though I'm not sure that we actually even had a name for it back then, into her store, would attract people, have them stay longer and return more often.Jennifer's integration of biophilic principles, long before they became mainstream, earned her recognition as an industry innovator. After Beauty Bar was ultimately purchased by Amazon in 2011, she continued to build groundbreaking businesses and brands, always staying ahead of the curve.Today, she guides large and small scale biophilic design projects to create spaces that promote human flourishing. In retail spaces, homes, schools, and urban landscapes, her work transforms environments into ecosystems of opportunity. All inspired from lived experiences. Jennifer helps organizations leverage the neuroscience of nature to enhance experiences, foster resilience, and build deeper connections within their organizations.ABOUT DAVID KEPRON:LinkedIn Profile: linkedin.com/in/david-kepron-9a1582bWebsites: https://www.davidkepron.com    (personal website)vmsd.com/taxonomy/term/8645  (Blog)Email: david.kepron@NXTLVLexperiencedesign.comTwitter: DavidKepronPersonal Instagram: https://www.instagram.com/davidkepron/NXTLVL Instagram: https://www.instagram.com/nxtlvl_experience_design/Bio:David Kepron the Retail Studio Principal for the architecture and design firm Little (https://www.littleonline.com). He is a multifaceted creative professional with a deep curiosity to understand ‘why', ‘what's now' and ‘what's next'. He brings together his background as an architect, artist, educator, author, podcast host and builder to the making of meaningful and empathically-focused, community-centric customer connections at brand experience places around the globe. David is a former VP - Global Design Strategies at Marriott International. While at Marriott, his focus was on the creation of compelling customer experiences within Marriott's “Premium Distinctive” segment which included: Westin, Renaissance, Le Meridien, Autograph Collection, Tribute Portfolio, Design Hotels and Gaylord hotels. In 2020 Kepron founded NXTLVL Experience Design, a strategy and design consultancy, where he combines his multidisciplinary approach to the creation of relevant brand engagements with his passion for social and cultural anthropology, neuroscience and emerging digital technologies. As a frequently requested international speaker at corporate events and international conferences focusing on CX, digital transformation, retail, hospitality, emerging technology, David shares his expertise on subjects ranging from consumer behaviors and trends, brain science and buying behavior, store design and visual merchandising, hotel design and strategy as well as creativity and innovation. In his talks, David shares visionary ideas on how brand strategy, brain science and emerging technologies are changing guest expectations about relationships they want to have with brands and how companies can remain relevant in a digitally enabled marketplace. David currently shares his experience and insight on various industry boards including: VMSD magazine's Editorial Advisory Board, the Interactive Customer Experience Association, Sign Research Foundation's Program Committee as well as the Center For Retail Transformation at George Mason University.He has held teaching positions at New York's Fashion Institute of Technology (F.I.T.), the Department of Architecture & Interior Design of Drexel University in Philadelphia, the Laboratory Institute of Merchandising (L.I.M.) in New York, the International Academy of Merchandising and Design in Montreal and he served as the Director of the Visual Merchandising Department at LaSalle International Fashion School (L.I.F.S.) in Singapore.  In 2014 Kepron published his first book titled: “Retail (r)Evolution: Why Creating Right-Brain Stores Will Shape the Future of Shopping in a Digitally Driven World” and he is currently working on his second book to be published soon. I caught up with Bryan at the SHOP Marketplace event in Charlotte and chatted about his focus on shaping what comes next in digital signage and experiential design. The NXTLVL Experience Design podcast is presented by VMSD magazine and Smartwork Media. It is hosted and executive produced by David Kepron. Our original music and audio production is by Kano Sound. The content of this podcast is copywrite to David Kepron and NXTLVL Experience Design. Any publication or rebroadcast of the content is prohibited without the expressed written consent of David Kepron and NXTLVL Experience Design.Make sure to tune in for more NXTLVL “Dialogues on DATA: Design Architecture Technology and the Arts” wherever you find your favorite podcasts and make sure to visit vmsd.com and look for the tab for the NXTLVL Experience Design podcast there too.

Episode 155 of the Award Travel 101 podcast, “This and That,” features Angie Sparks and Mike Zaccheo covering a wide range of points-and-miles news, personal updates, and community highlights. A standout moment comes from a member post calculating that 11 trips taken with kids—booked using points—would have cost over $40,000 in cash but instead totaled under $2,000, underscoring both the massive savings and the priceless experiences gained. The hosts also discuss developing news, including rumored new Bilt cards, a potential Saks Fifth Avenue bankruptcy impacting Amex credits, new credit card offers from Aeroplan and Marriott, and plans for a Capital One Lounge at Charlotte airport.Angie and Mike share their own credit card strategies, recent approvals and denials, and how they're managing spend thresholds and bonuses. Angie dives into trip planning for Switzerland, Turkey, and an upcoming cruise, highlighting the creative use of Chase credits, hotel points, and free night certificates—along with the quirks of booking Swiss trains. Mike talks about “gardening” itineraries to save points, upgrading cabins, and planning trips to Key West, Vegas, Napa, and an anniversary stay at Alila Napa, largely using American Airlines and Marriott Bonvoy redemptions.The main discussion centers on travel quirks inspired by an article, sparking a lively debate on premium cabin dining habits, pre-departure drinks, excessive bedding, refillable hotel amenities, and window shade etiquette. The episode wraps with a practical tip of the week: travelers renting cars at Orlando (MCO) can avoid rental company toll fees by signing up for the free Florida Visitor Toll Pass kiosk just steps from the rental counters—paying only the tolls themselves and nothing extra.Episode Links:Aeroplan CardMarriott Boundless OfferCapital One Lounge CLTWhere to Find Us The Award Travel 101 Facebook Community. To book time with our team, check out Award Travel 1-on-1. You can also email us at 101@award.travel Buy your Award Travel 101 Merch here Reserve tickets to our Spring 2026 Meetup in Phoenix now. award.travel/phx2026 Our partner CardPointers helps us get the most from our cards. Signup today at https://cardpointers.com/at101 for a 30% discount on annual and lifetime subscriptions! Lastly, we appreciate your support of the AT101 Podcast/Community when you signup for your next card! Technical note: Some user experience difficulty streaming the podcast while connected to a VPN. If you have difficulty, disconnect from your VPN.

While the lower tiers of the travel sector face an uphill battle with negative growth, the premium travel market continues its ascent. Chad Beynon talks about how Hyatt (H) and Marriott (MAR) are well-positioned to capitalize on this robust demand.======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

Ben Criddle talks BYU sports every weekday from 2 to 6 pm.Today's Co-Hosts: Ben Criddle (@criddlebenjamin)Subscribe to the Cougar Sports with Ben Criddle podcast:Apple Podcasts: https://itunes.apple.com/us/podcast/cougar-sports-with-ben-criddle/id99676

Ben Criddle talks BYU sports every weekday from 2 to 6 pm.Today's Co-Hosts: Ben Criddle (@criddlebenjamin)Subscribe to the Cougar Sports with Ben Criddle podcast:Apple Podcasts: https://itunes.apple.com/us/podcast/cougar-sports-with-ben-criddle/id99676

In this episode we spent four days in Cabo relaxing on the beach, adventuring out onto the water, sightseeing, and enjoying the amazing cuisine.On this trip we did the classic Cabo Arch tour and a ⁠whale watching tour⁠ that was amazing and we saw multiple kinds of whales and other sea life. See the tours we did and others we considered in our ⁠Cabo Viator Shop⁠.Episode Highlights: Visiting Medano Beach and baby sea turtle release Cabo San Lucas MarinaCabo Arch Tour with a visit to Lovers Beach & Divorce Beach ⁠Whale Watching Tour ⁠Where to eat in Cabo Where to get drinks in Cabo We stayed at the ⁠Fairfield Inn Cabo ⁠and loved the rotating breakfast buffet! It was in a good location and it's part of the Marriott family so you can work with points here! However, if you prefer an all inclusive hotel, check out ⁠Riu Palace Cabo San Lucas⁠. How to get from the airport into Cabo: Ubers are not permitted to/from the airport. You can get a taxi in the airport, arrange a private shuttle, or take the shared ⁠transportation shuttle⁠ like we did on this trip. You could also rent a car, but not needed for this trip!Find a great flight and hotel deals to Cabo, or anywhere else, by signing up for ⁠⁠⁠⁠⁠⁠Thrifty Traveler Premium⁠⁠⁠⁠⁠⁠ and get flight deals sent straight to your inbox. Use our promo code TSP to get $20 off your first year subscription.---------------------------------------Shop:⁠ Trip Itineraries ⁠⁠&⁠ ⁠Amazon Storefront ⁠⁠Connect:⁠ ⁠YouTube⁠⁠,⁠ ⁠TikTok⁠⁠, and⁠ ⁠Instagram⁠⁠⁠⁠ ⁠⁠and contact us at travelsquadpodcast@gmail.com to submit a question of the week or inquire about guest interviews and advertising. Submit a question of the week or inquire about guest interviews and advertising.Contains affiliate links, thanks for supporting Travel Squad Podcast!

Become a member at www.blackwhitenetwork.com for just $10 per month with a 7 day FREE TRIAL and get exclusive content and extra discounts on merch!Member stream at 10am CST every Friday UNCENSORED!Locals: https://blackandwhitenetwork.locals.comBecome a monthly subscriber to the podcast: https://podcasters.spotify.com/pod/show/blackandwhitenetwork/subscribeFollow us on Rumble: https://rumble.com/user/BlackandWhiteNewsFollow Black and White Sports on Rumble: https://rumble.com/user/BlackandWhiteSports

Our show is best watched on YouTube:https://go.www.letsgettothepoints.com/USAFamilyDiscover the best family destinations in the U.S. you can book with points and miles. We break down the best flights, family-friendly hotels, and top things to do in each destination, with real-world tips for stretching your points further. We cover Hilton, Hyatt, and Marriott options to help families maximize value and travel more for less.Correction: Must be over 42" for Crown Access to the Status of LibertyThank you to Kate from https://www.instagram.com/kates_on_a_plane/ for joining us as a guest co-host!Learn about points and miles in our Elevate course and community:https://letsgettothepoints.com/elevateCredit Card Links: http://go.www.letsgettothepoints.com/CreditCardsSign up for our newsletter:https://go.www.letsgettothepoints.com/JoinOurEmailWebsite: https://www.letsgettothepoints.com/Email: letsgettothepoints@gmail.comIG: https://www.instagram.com/letsgettothepoints/ TikTok: https://www.tiktok.com/@letsgettothepointsEXCLUSIVE TRAVEL DISCOUNT CODES:https://letsgettothepoints.com/tools/Seats.aero: Award Flight Search EngineUse Code: LETSGETPRO for $20 off the first yearhttps://seats.aero/Book Private Transport in 100+ Countries with Kiwitaxi:https://go.www.letsgettothepoints.com/KiwitaxiUse Code: LGTTP5 for 5% off all ridesSign up for Award Email Notifications from Straight To The PointsUse Code: LGTTP20 for 20% off the annual planhttps://go.www.letsgettothepoints.com/StToThePointsTravel Freely: The FREE site we use to stay organized and track our 5/24 statushttps://my.travelfreely.com/signup?bref=lgwCardPointers: Save Money and Maximize Your Spend Bonuseshttps://go.www.letsgettothepoints.com/CardPointersMaxMyPoint: Hotel Rewards CheckerUse Code: LGTTP for 20% off the first year of your Platinum Subscription https://maxmypoint.comON TODAY'S SHOW:0:00 Intro1:30 The Best Family Destinations in the USA5:03 San Diego, CA on Points and Miles20:16 Washington, D.C. on Points and Miles30:22 Wilmington, NC on Points and Miles38:43 New York City on Points and Miles49:33 Hawaii on Points and Miles54:38 Albuquerque, New Mexico on Points and Miles1:00:50 Hilton All-Inclusives in the USThank you for supporting our Channel! See you every Friday with a new episode!Support this podcast: https://go.www.letsgettothepoints.com/SupportUsDisclaimer: The content is for informational purposes only, you should not construe any such information or other material as legal, tax, investment, financial, or other advice.Advertiser Disclosure:This video may contain links through which we are compensated when you click on or are approved for offers. The information in this video was not provided by any of the companies mentioned and has not been reviewed, approved, or otherwise endorsed by any of these entities. Offers are current only at the time of the video publishing date and may have changed by the time you watch it.Let's Get To The Points is part of an affiliate sales network and receives compensation for sending traffic to partner sites, such as CardRatings. Let's Get To The Points and CardRatings may receive a commission from card issuers.This compensation may impact how and where links appear on this site. This site does not include all financial companies or all available financial offers. Terms apply to American Express benefits and offers. Enrollment may be required for select American Express benefits and offers. Visit americanexpress.com to learn more.Opinions expressed here are the author's alone, not those of any bank, credit card issuer, hotel, airline, or other entity. This content has not been reviewed, approved or otherwise endorsed by any of the entities included within the post. The content of this video is accurate as of the posting date. Some of the offers mentioned may no longer be available.

Episode 154 of the Award Travel 101 podcast features Angie Sparks and moderator Anthony Cave, recorded early due to scheduling, with a lighter news slate and no new card bonuses or trip updates from Angie. The highlight of the week was a reflective community post where members shared their best award travel experiences of 2025, ranging from aspirational first-class flights like Swiss, Emirates, and Singapore Suites to more personal moments such as traveling with loved ones or beginning retirement abroad. In news, the hosts discussed Bilt's new real-time award flight search tool, rumors around a possible “Bilt 2.0” card with mortgage-earning potential, JetBlue's still-active ultra-low 800-point award flights, improving Alaska partner earning rates in 2026, and a Marriott-to-Singapore Airlines status pathway.Anthony shared that while he hasn't picked up new bonuses, he's been maximizing Amex credits and is planning a big winter trip to either Europe or Asia, along with booking some comped cruises. The main topic of the episode was a deep dive into the Choice Privileges rewards program, including the newly introduced Titanium status tier. Key elite benefits include free breakfast at former Radisson properties for Diamond members, a new Titanium award, and the standout perk of being able to book suites for the same number of points as standard rooms. Downsides include resort fees on award stays and inconsistent late checkout.The hosts outlined how Choice status is relatively easy to earn through its two credit cards, which provide automatic status, elite night credits, and strong earning categories. They also highlighted valuable redemption sweet spots—such as hotels in Prague, Vienna, Tokyo, and Auckland for surprisingly low point totals—and favorable transfer ratios from major bank programs. The episode wrapped up with a reminder that Marriott PointSavers awards can only be searched on desktop, making it a useful but often overlooked tool.Episode Links:Bilt Search ToolAlaska Atmos Increased EarningJetBlue 800 point FlightsSingapore Status MatchWhere to Find Us The Award Travel 101 Facebook Community. To book time with our team, check out Award Travel 1-on-1. You can also email us at 101@award.travel Buy your Award Travel 101 Merch here Reserve tickets to our Spring 2026 Meetup in Phoenix now. award.travel/phx2026 Our partner CardPointers helps us get the most from our cards. Signup today at https://cardpointers.com/at101 for a 30% discount on annual and lifetime subscriptions! Lastly, we appreciate your support of the AT101 Podcast/Community when you signup for your next card! Technical note: Some user experience difficulty streaming the podcast while connected to a VPN. If you have difficulty, disconnect from your VPN.

Ever notice that it's not the everyday conversations or simple disagreements that shape the quality of a relationship—it's those high-stakes moments, the tough talks that feel risky and uncomfortable, that truly define the connection. Far too often, we skirt around what really needs to be said, trading short-term relief for long-term regret. Whether it's at work or at home, these avoided discussions can lead to resentment, disconnection, and a sense of self-abandonment. In this episode, listeners will dive deep into understanding why we tend to avoid these "last 8%" conversations, what emotional forces are at play, and how learning emotional intelligence can transform conflict into an opportunity for growth. Through practical insights and relatable stories, the discussion explores how you can recognize your own patterns under pressure, build self-awareness, and learn strategies to approach difficult dialogues with clarity, empathy, and courage. If you're ready to break out of avoidance and start showing up authentically—for yourself and your relationships—this episode offers a roadmap to addressing the hard stuff and reclaiming connection. Bill Benjamin is a Partner at the Institute for Health & Human Potential. He has degrees in Mathematics and Computer Science and 30 years of business experience. Bill explains how you can build a high-performance Last 8% Culture by leveraging the science of emotional intelligence. His clients include NASA, Marriott, Intel, the Mayo Clinic, the U.S. Marines and Surgeons.   Episode Highlights 05:07 The importance and science behind emotional intelligence in relationships and business. 07:24 The origin of the "Last 8%" concept and its impact on difficult conversations. 10:03 Fight, flight, and the roles we play: Avoiders, mess-makers, and emotional triggers in relationships. 14:39 Navigating emotional intelligence at work versus at home. 18:16 The costs of avoidance. 21:06 Recognizing your role and contribution in conflict. 28:36 Understanding others' intentions in pressure situations. 29:15 Practical strategies for handling relational conflict. 35:12 Addressing shame and trauma in relationship pressure points. 36:15 Taking action: Sensitive communication and resources for emotional intelligence development.   Your Check List of Actions to Take Start with Self-Awareness: Regularly check in with your body and mind for early signs of emotional activation, like tense muscles or scattered thoughts. Pause Before Reacting: If you notice emotional triggers, pause and take several deep breaths to regain mental clarity and composure. Name Your Patterns: Reflect on whether you tend to avoid difficult conversations or "make a mess" by confronting too strongly. Get Curious About Others: In moments of tension, intentionally seek to understand the other person's perspective—what's driving their reaction or behavior? Build Empathy Bridges: Imagine stepping over to the "other side of the bridge," as suggested, to genuinely validate the other person's feelings before expressing your own. Return To The Conversation: If you need a break during a heated moment, communicate that you'll revisit the topic, rather than letting it drop indefinitely. Express Your Emotional Needs: Practice communicating your own needs and boundaries directly, knowing it's essential for building mutual respect and trust. Seek Support When Needed: If shame, trauma, or persistent avoidance is hindering healthy interactions, reach out to a therapist, mentor, or supportive resource for guidance and perspective.   Mentioned Performing Under Pressure: The Science of Doing Your Best When It Matters Most (*Amazon Affiliate link) (book) The Secret to Building a High-Performing Team (Harvard Business Review article) 12 Relationship Principles to Strengthen Your Love (free guide) Connect with Bill Benjamin Websites: ihhp.com Facebook: facebook.com/IHHPGlobal X: x.com/IHHP YouTube: youtube.com/channel/UC0UYI0Vuy99P8Hdj-r3hr4w Instagram: instagram.com/ihhpglobal LinkedIn: linkedin.com/in/bill-benjamin-12b671  

Recruiting on social sounds easy… until you try it. In this episode of HR Famous, Tim Sackett sits down with Sean Worden (CEO/Founder) and Katy Schuck (Co-Founder/COO) of Reelist to unpack why most TA teams struggle to hire through Facebook, Instagram, TikTok, and beyond, and what it actually takes to make social recruiting work in the real world. Sean starts with the big picture: Reelist makes it “ridiculously easy” to recruit off social by automating creative, running paid + organic campaigns, handling brand safety and compliance, messaging and screening candidates, and tying it all back to your ATS with real-time optimization. Then the conversation gets fun: Reelist didn't start there. It began as a “TikTok for jobs” concept (think video-based matching)… until they realized it was turning into a job board with extra steps. The pivot? Build the infrastructure that helps employers recruit where people already are on their phones while scrolling. Tim pushes into the questions every TA leader asks: Which channel works best for in-person roles? The answer isn't a generic “TikTok!” It depends on geography and density. For rural and small-town hiring, Sean breaks down why Facebook and Instagram often outperform, while TikTok targeting can fall apart when it forces broad DMA-level reach that doesn't match “I need someone to drive 15 minutes to this plant.” Katy brings the strategy home with two essentials: awareness and action. Social ads aren't meant to impress your C-suite, they're meant to hit candidates with what they care about (pay, conditions, location) in a tight message, then make it frictionless to apply now. That “instant gratification” moment matters because speed matters. Tim shares a Marriott story that proves it: the advantage often goes to whoever responds first, not to whoever has the prettiest employer-brand deck. They also dig into what “viral” means for recruiting content (including share-to-view ratios and platform-specific behavior), why the best videos qualify and disqualify quickly, and how social can reduce junk and bot applications by capturing real intent. Finally, the crew gets into agentic AI vs. traditional GenAI, API-driven automation, real-time ATS integrations, and why security/compliance (SOC 2 Type II and more) isn't optional anymore. If you've ever said, “We've tried social… it didn't work,” this episode might change your mind and your playbook.

Celebrate the New Year with some fabulous guests from New Jersey to Pennsylvania! We're celebrating the end of 2025 and beginning 2026 with The Monterey Grill, Dolce Italian inside the W Hotel, and cheers-ing a toast at Space Bar! *Food Farms And Chefs Radio Show, Episode 342

Financial Outlook for 2026 Companies Discussed: Marriott Vacations Worldwide Corporation (VAC), NIKE, Inc. (NKE), Micron Technology, Inc. (MU), Lennar Corporation (LEN)

Steven Rubin is the CEO of Collared Martin Hospitality, the management company behind Faraway Hotels, with a career that's zigzagged from overnight manager at a 600-room Marriott in 1999 New York City to revenue strategy trailblazer and culture-first leader. He's helped open and grow iconic lifestyle hotels at Kimpton, led across operations, asset management, and hospitality tech, and now steers an independent, experience-obsessed brand expanding from Nantucket and Martha's Vineyard into Sag Harbor and Jackson Hole. Susan and Steve talk about muses, markets, and management—brand-building. What You'll Learn About: • How to think about the "best" path to GM in different segments, from luxury F&B to commercial • What overnight shifts in late-90s New York teach you about composure, guest recovery, and not losing your mind • Why Steven moved from front desk chaos to revenue zen, and how that one decision rewired his whole career • Why Collared Martin is betting on high-barrier leisure markets like Nantucket, Martha's Vineyard, Sag Harbor, and Jackson Hole • The madness and method of onboarding 26 tech systems in a brand-new management company • How Faraway's fictional female muses shape design, rituals, and guest touchpoints in each destination • Where AI can actually enhance a stay (hello, smarter pre-arrival notes) and where lazy prompts will absolutely backfire • The one thing Steven would change about hotel management companies: caring more loudly, clearly, and courageously *** Our Top Three Takeaways 1. Leadership Begins With Self-Awareness and Empathy Steven's stories from overnight relocations in New York City to his Kimpton-era emotional intelligence training highlight one central theme: great hospitality leadership starts with understanding people. His guiding principle, "seek first to understand, then to be understood," shapes how he handles guests, conflict, and his executive team's two-word check-ins. This human-centered approach influences Collared Martin Hospitality's culture and his belief in caring deeply for employees and guests. 2. Place-Based Storytelling Creates Brand Magic The Faraway brand's muses, fictional women inspired by each destination, guide design, rituals, service cues, and even pre-arrival moments. This narrative framework ensures that each hotel feels rooted in its location rather than created from a template. Steven's examples, including Susan Bloomfield, the pirate captain in Nantucket, show how authentic local storytelling can inform guest experience without becoming cheesy or generic. 3. Seasonal Markets Require Creative Multi-Sensory Training and Talent Strategies Operating in high-barrier leisure destinations means rebuilding teams every year. Steven is developing a multi-sensory training model that blends visual, auditory, kinesthetic, and cognitive learning to rapidly onboard seasonal staff from around the world. His openness about still learning, experimenting, and adjusting systems, including onboarding 26 technology platforms in a single month, offers practical ideas for hotels that work with seasonal labor or rapid openings. Steven Rubin on LinkedIn https://www.linkedin.com/in/stevenmrubin/ Collared Martin https://www.collaredmartin.com/ Other Episodes You May Like:  193: Room for Trouble with Scott Roby https://www.topfloorpodcast.com/episode/193 183: Bathtub Disaster with Sloan Dean https://www.topfloorpodcast.com/episode/183 150: Wedding Wing Man with Jen Barnwell https://www.topfloorpodcast.com/episode/150

Today is Episode: 398 as we near the end of our 7th year of Your World of CreativityI'm thrilled to welcome Amani Roberts — an award-winning music business professor, international keynote speaker, and global DJ performer.He's a USA Today bestselling author, and his upcoming book, The Quiet Storm: A Historical and Cultural Analysis of the Power, Passion, and Pain of R&B Groups, offers a powerful deep dive into how Black R&B groups shaped music, identity, and community.Amani's Website @amaniexperience on Instagram Amani on YouTube From DJ Booth to Classroom — The Creative JourneyAmani, your career bridges music, business, and education. How did your early experiences as a DJ evolve into this mission of helping others unlock their creativity and confidence?The Quiet Storm — Why This Story Matters NowYour new book, The Quiet Storm, is a cultural and historical analysis of Black R&B groups — from The Temptations to TLC. What inspired you to take on this topic, and why do you think it's so important to tell this story today?Beyond Entertainment — R&B as Social CommentaryYou write that R&B groups didn't just make music — they moved culture. How did these artists influence identity, social change, and even the civil rights movement through their art and community presence?Resilience, Reinvention, and Relevanceo With over 30 years in hospitality and 17 years in the music industry, Amani has collaborated with brands like Marriott, 7-11, Calendly, and Chartmetric, generating millions in revenue while inspiring professionals to unlock their creativity, take risks, and stay resilient.o You've led in corporate settings, creative spaces, and classrooms. What are the biggest lessons you've learned about staying relevant and resilient — whether you're spinning records, teaching students, or advising executives?o Amani's leadership extends beyond the stage — he was the first African American President of Meeting Professionals International's Southern California Chapter in 45 years and is co-host of the podcast Adventures in Business. His work has been featured in Forbes, People Magazine, NBC, and Yahoo! Finance.The Future of R&B and Creative LeadershipAs we look forward, how can today's creatives — musicians, entrepreneurs, or educators — apply the lessons from R&B's rise, dominance, and decline to keep their work meaningful, collaborative, and authentic?Thanks to our sponsor, White Cloud Coffee — fueling creative conversations everywhere. Listeners, enjoy 10% off your first order at whitecloudcoffee.com.And as we close out this special 7th anniversary episode of Your World of Creativity, remember to grab your free e-book, A World of Creativity, when you visit mark-stinson.com.Join us next time as we continue our round-the-world journey, talking with creative people about how they get inspired, how they organize ideas, and how they build the confidence and connections to launch their work into the world.

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.

In this episode I'm going to do something a little different. As we wind down for the year, we're going to be running some of our favorites from 2025 until the new year begins.Let's take a look back at some of the overall themes discussed and point out a few highlights for me. I won't be able to highlight everything of course but I found 5 themes really interesting. And, I won't lie - I had a little help from AI in doing this. But that's also kind of the point. We have all been using AI to do things to make our work easier, and I thought that poring through 150+ episodes recorded over 12 months is a perfect thing to have AI help me with. About Greg Kihlström Greg Kihlström is a best-selling author, speaker, and entrepreneur, and serves as an advisor and consultant to top companies on marketing technology, marketing operations, and digital transformation initiatives. He has worked with some of the world's top brands, including Adidas, Coca-Cola, FedEx, HP, Marriott, Nationwide Insurance, Victoria's Secret, and Toyota. He is a multiple-time Co-Founder and C-level leader, leading his digital experience agency to be acquired in 2017, successfully exited an HR technology platform provider he co-founded in 2020, and led a SaaS startup to be acquired by a leading edge computing company in 2021. He currently advises and sits on the Board of a marketing technology startup.In addition to his experience as an entrepreneur and leader, he earned his MBA, is currently a doctoral candidate for a DBA in Business Intelligence, and teaches several courses and workshops as a member of the School of Marketing Faculty at the Association of National Advertisers. He has served on the Virginia Tech Pamplin College of Business Marketing Mentorship Advisory Board, the University of Richmond's CX Advisory Board, and was the founding Chair of the American Advertising Federation's National Innovation Committee.  Greg is Lean Six Sigma Black Belt certified, is an Agile Certified Coach (ICP-ACC), and holds a certification in Business Agility (ICP-BAF).  Greg Kihlström on LinkedIn: https://www.linkedin.com/in/gregkihlstrom Resources The Agile Brand Podcast: https://www.gregkihlstrom.com The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://www.teksystems.com/versionnextnow Catch the future of e-commerce at eTail Palm Springs, Feb 23-26 in Palm Springs, CA. Go here for more details: https://etailwest.wbresearch.com/ Enjoyed the show? Tell us more at and give us a rating so others can find the show at: https://ratethispodcast.com/agileConnect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstromDon't miss a thing: get the latest episodes, sign up for our newsletter and more: https://www.theagilebrand.showCheck out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company

Scott and Lindsay are back to recap their latest drip to DISNEY WORLD with the family.*This podcast is All Disney. Nothing reality or Challenge related. But.a great way to spend your Christma! Among topics covered are whether it's a good idea to stay at the Marriott owned Swan or Dolphin on property and whether Tiana's Bayou Adventure lives up to the iconic Splash Mountain it replaced! All this a lot more from two self-identifying Disney Adults who can't wait to get back to the Most Magical Place on Earth! www.ChallengeManiacs.comwww.ChallengeMania.Livewww.ChallengeMania.Shop

On the glory days of hip-hop media—and the decline. On what drew a young Rob to the genre. On writing about music when the creators aren't so happy. On the brutally honest CD review. On Tupac.

Most of us live in autopilot. We rush through our days, carry the weight of stress, and get buried under pressure. We say things like "I have to go to work" or "I have to deal with this" and "I have to keep pushing." But what if you replaced one word and changed everything?"I Get To" is not just a phrase - it's a practice. One that moves you from obligation to opportunity, from burnout to presence, from pressure to purpose.Whether you're an athlete, executive, leader, coach, parent, or anyone navigating challenge or change, "I Get To" reminds you that your mindset isn't just part of the journey - it is the journey.Who is Chris Cullen?Global keynote speaker, mindset coach, author, and founder of Win Within, Chris Cullen helps high achievers build meaningful lives from the inside out. After a decade leading teams and driving over $100M in sales, Chris walked away from a high-performing career to pursue teaching people how to lead themselves well.Through his work with elite athletes, Fortune 500 teams, and growth-minded individuals, Chris teaches how to apply the "I Get To" mindset - a simple but powerful shift in perspective that builds resilience, presence, and intention. Two-time Ironman finisher, former Division 1 and professional athlete, and founder of Win Within, Chris blends grit with grounded self-awareness. His work reminds us that the life we want isn't found in more hustle - it's built through perspective, presence, and choice.Chris lives his message daily and believes the most important words you'll ever say to yourself are the ones you practice when life gets hard.Today, his mission is clear: to help companies and high achievers push beyond limits, sharpen their mindset, and unlock their next level of performance.Chris's innovative trainings on mindset, culture, and high performance have been utilized by some of the world's best organizations including: Qualtrics, Marriott, Genentech, Jersey Mike's, Stryker, USA Volleyball, Michigan State University, and the University of Georgia Athletics.Connect with Chris:► LinkedIn► Instagram► Website► Buy the book: "I Get To"

Meet Alan Gregerman, keynote speaker, award winning author, innovation guide, and community volunteer and he is on a mission to help people, companies, and organizations unlock their genius to solve important challenges, create and capture remarkable new opportunities, and make a compelling difference. It is a mission based on his work with over 350 leading companies and organizations globally and a proven, more accessible, and more fearless formula for innovating and achieving real results in a world changing super-fast. Alan's upcoming book, “The Wisdom of Ignorance: Why Not Knowing Can Be the Key to Innovation in an Uncertain World,” available October 14th wherever thoughtful books are sold, is a blueprint for navigating uncertainty, unlocking team genius, innovating fearlessly, and remaining relevant in the future.For 25+ years, Alan has designed and delivered high-impact keynotes and “Innovation Adventures” for organizations like Google, Marriott, Verizon, Mercedes-Benz, Kaiser-Permanente, Citibank, and Lockheed Martin and have shared and exchanged ideas with more than 700,000 people in 35 different countries…and never with a PowerPoint presentation.Alan Gregerman has also had the privilege of being featured in more than 250 leading publications and media outlets including The Wall Street Journal, Business Week, The Washington Post, CNN, and Fox Business.Linked In: https://www.linkedin.com/in/alan-gregerman-a33b236/Website: https://alangregerman.com/Connect and tag me at:https://www.instagram.com/realangelabradford/You can subscribe to my YouTube Channel herehttps://www.youtube.com/channel/UCDU9L55higX03TQgq1IT_qQFeel free to leave a review on all major platforms to help get the word out and change more lives!

Chris and Cassidy are down in Coronado for a soccer tournament and talk through what it's like spending a few days there. They get into the Marriott, the views of downtown San Diego, the big lawn with games, and how easy it is to walk around, including quick trips to Coronado Brewing. There's also some Coronado history and why the area feels so different from the rest of San Diego.Chris recaps a recent trip to Oakland, taking the ferry over to San Francisco, and a classic stop at Pier 39.In New, To Do, and Adieu, they cover a new restaurant opening in Encinitas, holiday pop-up bars and experiences happening around San Diego, and the latest update on Belching Beaver looking for a new North Park spot.They close it out with a question for Cassidy: if your future self 20 years from now could give you one piece of advice today, what would it be?

Une Femme Wines didn't scale the way most wine brands do — and that's exactly why its story matters.What began as the house wine at Jen Pelka's two Champagne bars — The Riddler in San Francisco and New York — has scaled into a national brand selling more than 300,000 cases annually, with wines poured everywhere from Delta Airlines to Marriott, Kimpton, stadiums, cruise lines, and even space.In this episode, Jen breaks down how Une Femme unlocked scale by saying yes to the right opportunities — and then rebuilding the business to support them.The turning point came when a chance meeting led to a Delta Airlines trial that required Une Femme to ramp from 1,500 cases over two years to 6,000 cases in three months, a feat that seemed impossible at the time. But they persevered and that single partnership didn't just change volume — it reshaped the company's format strategy, pushing the brand into cans for sustainability, operational efficiency, and national reach.From there, Une Femme scaled differently than most wine brands: Prioritizing national accounts and high-velocity venues over slow regional rollouts, and focusing relentlessly on freshness, tight SKUs, and operational reliability.

Episode 150 of the Award Travel 101 Podcast focuses heavily on year-end strategy, with Mike Zaccheo and moderator Cameron Laufer walking through news, bonuses, trip updates, and the annual housekeeping travelers should tackle before December 31. They open by highlighting a community post about someone just 500 MQDs short of Delta Diamond and discuss creative last-minute options—same-day turn flights, buying MQDs, or leveraging Delta credit card boosts. News items include Royal Air Maroc's new status match (valid through 2026), a significant Turkish Miles&Smiles partner award devaluation, and Capital One's upcoming transfer-ratio cut to Emirates. Mike and Cameron also share their own card bonus pursuits and recent travel planning, including Mike's NYC trip and Cameron's Singapore Airlines business-class redemption and new Hyatt Globalist status.The main segment dives into year-end planning across credits, spending, and elite status. Mike reviews the long list of expiring statement credits—hotel credits from Amex, Chase, and Citi; airline incidental credits; and category-specific perks like Amex Dell/Saks/Resy and Hilton's monthly credits. Cameron covers annual spending thresholds, including Hilton free night certificate triggers, Hyatt spend-based nights, Amex Platinum's 75K spend for guest lounge access. They also outline status deadlines, reminding listeners that most airline and hotel elite metrics close December 31.Rounding out the episode, the hosts discuss point pooling and transfer limits—noting strict annual caps for Citi ThankYou, Marriott, and Hilton—plus considerations around buying points and credit-card strategy like triple-dipping and 5/24 checks. The “Tip of the Week” advises booking Alaska Airlines partner awards (such as those operated by AA) under “other person” so you can later manage the reservation directly through American Airlines.Episode Links:Royal Air Maroc Status MatchTurkish DevaluationCapital One to Emirates DevaluationYear End Statement CreditsYear End Hotel Status StrategyWhere to Find Us The Award Travel 101 Facebook Community. To book time with our team, check out Award Travel 1-on-1. You can also email us at 101@award.travel Buy your Award Travel 101 Merch here Reserve tickets to our Spring 2026 Meetup in Phoenix now. award.travel/phx2026 Our partner CardPointers helps us get the most from our cards. Signup today at https://cardpointers.com/at101 for a 30% discount on annual and lifetime subscriptions! Lastly, we appreciate your support of the AT101 Podcast/Community when you signup for your next card! Technical note: Some user experience difficulty streaming the podcast while connected to a VPN. If you have difficulty, disconnect from your VPN.

ABOUT BRYAN:LinkedIn Profile: linkedin.com/in/bryanmeszarosWebsites:openeyeglobal.com (Company)marketscale.com/industries/podcast-network/experience-by-design/ (Experience By Design Podcast)experienceunitedsocialclub.com (Experience United Social Club)email: bmeszaros@openeyeglobal.comBio:Bryan Meszaros is a 25-year veteran of the digital signage and experience design industry, known for blending innovation with measurable impact. As the founder of OpenEye Global, he proved that a small, focused team can deliver big results and helped shape the early evolution of digital engagement.He later made history as the youngest President of SEGD and the first with a digital centric background, while also contributing to the Digital Signage Federation and Shop! Association to advance industry standards.Bryan is also the founder of the Experience United Social Club (XUSC), an international networking series all about bringing together creative minds from the AV, digital signage, and design industries to share ideas and collaborate. With global experience across Europe and APAC, he has spoken at major events including EuroShop, ISE, InfoComm, and DSE, and regularly contributes to leading industry publications.Dedicated to pushing boundaries, Bryan remains focused on shaping what comes next in digital signage and experiential design.SHOW INTRO:SHOW INTRO:Welcome to Episode 83! of the NXTLVL Experience Design podcast…In every episode we continue to follow our catch phrase of having “Dynamic Dialogues About DATA: Design, Architecture, Technology and the Arts.” And as we continue on this journey there will be thought provoking futurists, AI technology mavens, retailers, international hotel design executives as well as designers and architects of brand experience places.We'll talk with authors and people focused on wellness and sustainable design practices as well as neuroscientists who will continue to help us look at the built environment and the connections between our mind-body and the built world around us. We'll also have guests who are creative marketing masters from international brands and people who have started and grown some of the companies that are striking a new path for us follow.If you like what you hear on the NXTLVL Experience Design show, make sure to subscribe, like, comment and share with colleagues, friends and family.The NXTLVL Experience Design podcast is always grateful for the support of VMSD magazine. VMSD brings us, in the brand experience world, the International Retail Design Conference. I think the IRDC is one of the best retail design conferences that there is bringing together the world of retailers, brands and experience place makers every year for two days of engaging conversations and pushing us to keep on talking about what makes retailing relevant. You will find the archive of the NXTLVL Experience Design podcast on VMSD.com.Thanks also goes to Shop Association the only global retail trade association dedicated to elevating the in-store experience. SHOP Association represents companies and affiliates from 25 countries and brings value to their members through research, networking, education, events and awards. Check then out on SHOPAssociation.org Today, EPISODE 83… I talk with Bryan Meszaros founder of EpenEye Global. Bryan is a 25-year veteran of the digital signage and experience design industry, known for blending innovation with measurable impact. Naturally, in a world that is increasingly digitally mediated, Bryan's business is significantly focused on the emergence of Artificial Intelligence as a tool in his experience place-making toolbox.We'll get to more of how Bryan sees the use of AI in digital applications in brand experience places in a minute but... first a few thoughts…*                     *                          *                          *I grew up on Star Trek. They original version with Shatner as Captain James T Kirk. These were the sightly campy years in black and white but wonderfully prescient in foretelling what was to come. I used to say that my father, who lived to the ripe old age of 97 was so into it that was holding out until he could just beam up through the transporter to the next phase of his existence. We all watched, my 4 brothers and I every week, my mom? Well not so much…I got used to thinking about digital communication, robots, space travel and technology integrated into our lives facilitating everything from washing dishes to extending lifespans. There isn't a day that goes by now where my media consumption doesn't include something on the evolution of Artificial Intelligence. Both the amazing and the alarming.  How it will make workplaces completely different replacing much of what we now do with human brain and brawn with algorithms and computer chips that can fit 1000 computers from the old Star Trek days on your fingertip. How it is changing the way human brains are wired, though when it comes to our neural networks that trundle along at a speed ridiculously slow compared to the digital pace of change that is exponential and moving at the speed of light.How as a visualization tool it is becoming indistinguishable from real life people and places. Creating deep fakes that are so good at impersonating humans that avatars are no longer cartoonish but facsimiles of us that are, well, exactly like us - but whose knowledge base is the compendium of all human knowledge that can be accessed on the internet and provide cogent answers to well-crafted prompts and have them served up in a few seconds. ‘The times they are a changin' but at a pace that even Dillan couldn't have imagined. Don't even get me started about when we finally, and I don't think it is going to take too long, get to Artificial General Intelligence (AGI) and what that portends for humankind. I am often concerned for my sons and the world they are growing into as young adults. I wish sometimes that they'd have had the experience of growing up in the 60's and 70's when times were simpler – but of course they weren't really. Every decade has it's messes – sometime beautiful sometimes not and sometimes each of these ends of the human experience spectrum were happening at the same time.What we are experiencing now is evolution at a revolutionary pace. A slow simmering flame has exploded into a blast furn ace of change propelling us all, whether we like it or not, on a path that at times seems to be heading towards the edger of a cliff. Concerned? Well you'd have good reason to be.But then again, if you accept the Ray Bradburry adage of sometimes while standing at the edge of the cliff ‘you need to jump and build your wings on the way down', may we all then transform in midflight into some sort of lemmings with wings.The subject of AI has surfaced a number of times on this podcast notably with data visualization artists like Refik Anadol and architect artist Samar Younes,  spatial computing specialist and near futurist Neil Redding and Synchronicity Architect Justin Bolognino. Each of these creators and theorists shape the AI narrative to their own ends, each of them proclaiming the virtues and vices of the technology.Uses of AI in design and architecture, as well as other industries, is multifarious and, I would admit, well beyond my more general appreciation for using it as an ideation tool and writing assistant in my everyday work.In the world of experience design there are at least 2 ways - although I would guess many more - to look at it:- on a very basic level there is the physical integration of digital media facilitated by Ai and then there is actual content that ends up on the digital interface – be it a touch screen kiosk, a display array in a sports bar or an enormous multi-story wall in Times Square. Getting these screens to work with the environment is always a challenge. Mainly I believe because they come as an afterthought rather than an integrated design solution and part of a digital experience strategy.In the second case of content, one size does not fit all. Places and people are different. The same content being played on those screens all day are visual noise detracting from overall experience rather than enhancing it. These days, every minute of every day things are changing. Why should digital content on screen of any size and shape be any different?If purveyors of brand experiences are not changing content to adapt to customers everchanging needs across the journey, digital content simply becomes part of the visual texture of the environment slipping into irrelevancy and lending nothing to the embodied memory of a place.This is one area Ai is able to change the game – creating content to meet customer needs more directly. Now it would be difficult, if not impossible to change digital content in Times Square to continually meet the needs of the thousands of people in that digital epicenter in New York. But then we all carry cell phones – person digital devices. All of those phones are geolocated. Each of those those has an address – a personal identifier about who it belongs to and bunch of other information about you – personal, financial, home address, etc.Are a bunch of guys at google looking at you individually as you make your way across Times Square – not really – but your Hazel and Gretel trail of ones and zeros from purchases, GPS searches, app use, etc., etc., tell a lot about you should anyone want to do a little digital forensics.The idea here is that we are giving up this information every time we turn our phones on. That information isn't snatched from us without our consent (generally) it's in our service agreement terms and conditions – that impossibly long text that most of us scroll through to the end and click “agree.”But that information could be used to make your path across Times Square more relevant to you. Perhaps your device communicates with other devices or screens and changes the content that you see.This isn't quite Minority Report yet, where Tom Cruise courses through a store and the displays are talking to him because they recognize his retinas – but it is possible to create messaging that is more personalized to you, specifically, as a customer.Digital signage can change either on the wall of as shelf signage.It is about recognizing your customer and understanding that they are used to creating experience narratives that are more relevant to them because they, in part, have contributed to their making. Want to stay relevant to your customers, new or old? Support their collaboration in the shopping journey offering up opportunities for them to write themselves into the narrative. Story and strategy must be connected. Doing good by your customer is about building a relationship and Ai can support that effort but including engaging digital content that recognizes them as individuals, with relatable and relevant messaging.But the whole enterprise needs to be seamless. Sometime I think that the best tech is the tech you don't see, but it think it is also perfectly OK to see it if there are no disconnects in journey. Signature moments in the customer journey have to link up so the customer follows the bouncing ball from their first connection point through the purchase moment and then beyond. And this is where this episode's guest comes into the picture.Bryan Meszaros is a 25-year veteran of the digital signage and experience design industry, known for blending innovation with measurable impact. As the founder of OpenEye Global, he proved that a small, focused team can deliver big results and helped shape the early evolution of digital engagement.Bryan was the youngest President of SEGD and the first with a digital centric background, while also contributing to the Digital Signage Federation and Shop! Association to advance industry standards.He is also the founder of the Experience United Social Club (XUSC), an international networking series all about bringing together creative minds from the AV, digital signage, and design industries to share ideas and collaborate. With global experience across Europe and APAC, he has spoken at major events including EuroShop, ISE, InfoComm, and DSE, and regularly contributes to leading industry publications.Bryan likes the idea of staying dedicated to pushing boundaries, so he is a natural fit for the show. ABOUT DAVID KEPRON:LinkedIn Profile: linkedin.com/in/david-kepron-9a1582bWebsites: https://www.davidkepron.com    (personal website)vmsd.com/taxonomy/term/8645  (Blog)Email: david.kepron@NXTLVLexperiencedesign.comTwitter: DavidKepronPersonal Instagram: https://www.instagram.com/davidkepron/NXTLVL Instagram: https://www.instagram.com/nxtlvl_experience_design/Bio:David Kepron is a multifaceted creative professional with a deep curiosity to understand ‘why', ‘what's now' and ‘what's next'. He brings together his background as an architect, artist, educator, author, podcast host and builder to the making of meaningful and empathically-focused, community-centric customer connections at brand experience places around the globe. David is a former VP - Global Design Strategies at Marriott International. While at Marriott, his focus was on the creation of compelling customer experiences within Marriott's “Premium Distinctive” segment which included: Westin, Renaissance, Le Meridien, Autograph Collection, Tribute Portfolio, Design Hotels and Gaylord hotels. In 2020 Kepron founded NXTLVL Experience Design, a strategy and design consultancy, where he combines his multidisciplinary approach to the creation of relevant brand engagements with his passion for social and cultural anthropology, neuroscience and emerging digital technologies. As a frequently requested international speaker at corporate events and international conferences focusing on CX, digital transformation, retail, hospitality, emerging technology, David shares his expertise on subjects ranging from consumer behaviors and trends, brain science and buying behavior, store design and visual merchandising, hotel design and strategy as well as creativity and innovation. In his talks, David shares visionary ideas on how brand strategy, brain science and emerging technologies are changing guest expectations about relationships they want to have with brands and how companies can remain relevant in a digitally enabled marketplace. David currently shares his experience and insight on various industry boards including: VMSD magazine's Editorial Advisory Board, the Interactive Customer Experience Association, Sign Research Foundation's Program Committee as well as the Center For Retail Transformation at George Mason University.He has held teaching positions at New York's Fashion Institute of Technology (F.I.T.), the Department of Architecture & Interior Design of Drexel University in Philadelphia, the Laboratory Institute of Merchandising (L.I.M.) in New York, the International Academy of Merchandising and Design in Montreal and he served as the Director of the Visual Merchandising Department at LaSalle International Fashion School (L.I.F.S.) in Singapore.  In 2014 Kepron published his first book titled: “Retail (r)Evolution: Why Creating Right-Brain Stores Will Shape the Future of Shopping in a Digitally Driven World” and he is currently working on his second book to be published soon. I caught up with Bryan at the SHOP Marketplace event in Charlotte and chatted about his focus on shaping what comes next in digital signage and experiential design. The NXTLVL Experience Design podcast is presented by VMSD magazine and Smartwork Media. It is hosted and executive produced by David Kepron. Our original music and audio production is by Kano Sound. The content of this podcast is copywrite to David Kepron and NXTLVL Experience Design. Any publication or rebroadcast of the content is prohibited without the expressed written consent of David Kepron and NXTLVL Experience Design.Make sure to tune in for more NXTLVL “Dialogues on DATA: Design Architecture Technology and the Arts” wherever you find your favorite podcasts and make sure to visit vmsd.com and look for the tab for the NXTLVL Experience Design podcast there too.

In this episode of The Modern Hotelier, Steve Carran and David Millili is joined by Luis Segredo, CEO of Hapi, to discuss the biggest hospitality news and trends from November. They dive into the recent dissolution of the Marriott–Sonder partnership, exploring why integrations and siloed technology can make or break hotel collaborations.Steve and Luis also examine the rise of direct bookings, the impact of loyalty programs, and how travelers are navigating Black Friday and Travel Tuesday deals. They share insights on how hotel brands are adapting to changing customer expectations, leveraging technology to create seamless experiences, and preparing for the future of hospitality.Topics covered in this episode:Marriott & Sonder partnership dissolves: lessons learned from failed integrations and siloed tech.Why hotel brands are leading in U.S. travel searches.Thanksgiving travel trends: record-breaking numbers, road vs. air travel, and insights from personal experiences.How hotels can innovate faster with harmonized data across multiple property management systems.Watch the FULL EPISODE on YouTube: https://youtu.be/IeKEY3anr54Links:Luis on LinkedIn: https://www.linkedin.com/in/luissegredo/Hapi: https://www.stayhapi.com/ Mariott Terminates Sonder AgreementBrands lead US Travel searchesThanksgiving TravelBlack Friday or Travel Tuesday dealsTell us more about the findings of The Future of Hotel Data ReportWhat is new at Hapi?For full show notes head to: https://themodernhotelier.com/episode/237Follow on LinkedIn: https://www.linkedin.com/company/the-...Join the conversation on today's episode on The Modern Hotelier LinkedIn pageConnect with Steve and David:Steve: https://www.linkedin.com/in/%F0%9F%8E...David: https://www.linkedin.com/in/david-mil.

Have you ever wondered how a company with nearly a million associates across continents keeps everyone learning, aligned, and prepared for constant change? That question sat at the heart of my conversation with Victor Arguelles, the VP of Global Learning Design and Development at Marriott International. Victor began his career as a high-school educator, and it is clear that this early experience shapes his entire approach to enterprise learning. He brings the empathy and discipline of the classroom into a global operation where cultural nuance, business complexity, and operational scale collide every day. Across our conversation, Victor opens up about what digital transformation in learning actually looks like behind the curtain at Marriott. Rather than focusing on tools alone, he explains how mindset, process, and cultural confidence dictate success. He talks about the delicate balance between global standardization and local relevance, and how Marriott validates learning experiences to understand how change will feel for associates before any deployment begins. It becomes clear that the company's commitment to people first is not a slogan, it is the foundation of the entire learning strategy. Victor also shares how Marriott is using partners and platforms to reimagine training in a way that fits into the flow of work. He describes how digital adoption tools have reduced training seat time by as much as 60 percent and given associates real support inside the tools they use every day. This shift has created confidence, improved performance, and given teams more time with guests, which he considers the most meaningful return on investment of all. Looking ahead, Victor reflects on the role AI will play in learning, from measurement to content creation, and how emerging tools could eventually provide adaptive, contextual support in real time. If you are a tech or business leader trying to understand how large enterprises truly modernize learning, this conversation offers a grounded and human view of what it takes. And as Victor looks toward 2026 and beyond, he shares why he believes the next wave of learning innovation will be shaped by AI, data, and a deeper understanding of behavior inside the flow of work. What stood out to you in his approach, and how do you see the future of enterprise learning evolving? I would love to hear your thoughts.

Most people know the names Marriott, Hilton, Wilson — but countless African American hoteliers helped build the foundation of American hospitality, and their stories rarely get told. I sat down with Calvin Stovall, author of Hidden Hospitality, to explore the remarkable journey behind his new book and the extraordinary hoteliers he uncovered along the way. Calvin spent decades researching these stories — from the late 1700s through the civil rights era — and the result is a stunning coffee table book filled with resilience, innovation, and legacy. On #NoVacancyNews, Calvin talks about the emotional moment he held the finished book for the first time, how the idea originated back in grad school, and why these stories matter for the next generation of leaders in our industry. A big thanks to Actabl — Actabl gives you the power to profit. Visit Actabl.com. Key Insights:

Michael Broadhurst is the Chief Operating Officer at StepStone Hospitality, a lifelong hotelier who sprinted from dish pit to nightclub manager to senior posts with Marriott, Starwood, Crestline, and Crescent. He opened the Westin Reston, later led the Westin Arlington Gateway, and built a reputation for turnarounds driven by culture, coaching, and cross-discipline training. Susan and Michael talk about teams, transitions, and top-line revenue. What You'll Learn About: • Why quick, personal, and approachable service beats fancy food every time • How learning Rooms turbocharges a hotel career  • The Westin Arlington Gateway story—and how to revive a once-beloved flagship • Culture first: rebuilding teams before chasing scores and stars • When to walk away from an owner deal and the integrity lines you don't cross • Why management-company churn is rising, and how to avoid becoming a commodity • A step-by-step takeover playbook that calms nerves and kills rumors • Sales x Ops, not Sales vs Ops • The full-service future: experiential stays, destination F&B, and activated spaces • Solving owner–brand–operator misalignment *** Our Top Three Takeaways 1. Culture Comes First in Turnarounds When taking over a newly transitioned or underperforming hotel, Michael's first priority is always stabilizing the team and rebuilding culture. He emphasizes transparency, reassurance, and respect, meeting with associates early to address fears about job security, benefits, and pay. His philosophy mirrors the Marriott fundamental: take care of your associates, and they'll take care of your guests.  2. Integrity and Fit Matter More Than Growth Michael insists that StepStone walks away from deals that don't align with their values. He's clear that integrity and impact outweigh expansion, rejecting "numbers on paper" deals or partnerships without shared ethics. His approach to ownership relationships is built on honesty, ROI clarity, and long-term collaboration. He'd rather under-promise and over-deliver than chase short-term wins.  3. The Future of Full-Service Hotels Is Experiential Looking ahead, Michael predicts that full-service hotels will survive by becoming destinations, not just places to stay. Success will depend on differentiated experiences like vibrant F&B concepts, live entertainment, wellness and fitness activation, and localized service that connects emotionally with guests. He believes traditional "three-meal" models are obsolete; the new era of full service is about lifestyle, energy, and creating a sense of place that guests (and locals) seek out. Michael Broadhurst on LinkedIn https://www.linkedin.com/in/michael-broadhurst-13626b5/ StepStone Hospitality https://www.stepstonehospitality.com/ Other Episodes You May Like:  202: Casino Money Bag with Liz Dahlager https://www.topfloorpodcast.com/episode/202 193: Room for Trouble with Scott Roby https://www.topfloorpodcast.com/episode/193 112: No 7 AM Breakfasts with Leticia Proctor https://www.topfloorpodcast.com/episode/112

Episode Notes In this week's episode of Orange Juice Optional, Michelle and Suzanne dicuss Suzanne's recent stay at a Marriott property. This experience left a lot to be desired and had Suzanne questioning not only the lackluster customer service, but also all the corners being cut.  For Suzanne, it was an underwhelming experience.  But in life, moments of disappointment also make room for moments of appreciation and admiration. With this in mind, our appreciation led us straight back into one of our favorite travel memories: our stay at the iconic Plaza Hotel in New York City. Join us as we revisit: ✨ Being accidentally locked in a stairwell  ✨ Being on the lookout for celebrities, and then somehow missing the one sitting at the table next to you.  ✨ The Plaza's rich & glamorous history  ✨ Its literary and cultural connection to Truman Capote and his famous Black & White Ball ✨ The charm, magic, and old-world elegance that makes The Plaza feel like a national treasure.  This episode explores travel stories, hotel nostalgia, a little mischief, and a whole lot of champagne-flavored humor. Whether you've stayed at The Plaza Hotel, or simply dreamed of it, you'll be right at home with us today. We hope you enjoy this episode…and until next week everyone - stay authentic to who you  Cheers!

Jason discussed upcoming virtual events and market trends, particularly focusing on changes in credit markets and the current real estate market conditions where sellers are becoming less motivated. He highlighted significant shifts in the money supply and economic conditions, predicting a surge in real estate and asset markets that investors should capitalize on during the holiday season. Jason announced an upcoming masterclass on business credit and discussed financial programs offering revolving credit with no collateral, emphasizing the benefits of using business credit for property purchases and wealth creation. Key Takeaways: 1:46 Nvidia and the Buffet Indicator 4:47 Join our FREE Masterclass for something NEW JasonHartman.com/Wednesday 5:58 Delistings jumps to 28% 16:15 Money supply 18:24 Money supply in terms of percentage change 22:06 The Cantillion effect 24:21 Marriott's Disasterou bet on Sonder 26:04 Join our FREE Masterclass and avail amazing deals   #RealEstateInvesting #MoneySupply #M2MoneySupply #AllTimeHigh #DeLinstings #UnmotivatedSellers #SellerStubbornness #LockinEffect #HousingInventory #TighterInventory #KeepPricesElevated #DogsThatDontBark #CantillionEffect #SkateToWhereThePuckIsGoing #DirectInvestor #FocusCreatesWealth #Syndication #FundInvestment #InsiderExitStrategy #PublicOffering #CreditMarkets #BusinessCredit #ZeroPercentInterest #OPM #DelayedPurchaseLoan #NewHomeBuilders #CashDiscounts #JasonHartman #MasterClass #HappyThanksgiving   Follow Jason on TWITTER, INSTAGRAM & LINKEDIN Twitter.com/JasonHartmanROI Instagram.com/jasonhartman1/ Linkedin.com/in/jasonhartmaninvestor/ Call our Investment Counselors at: 1-800-HARTMAN (US) or visit: https://www.jasonhartman.com/ Free Class:  Easily get up to $250,000 in funding for real estate, business or anything else: http://JasonHartman.com/Fund CYA Protect Your Assets, Save Taxes & Estate Planning: http://JasonHartman.com/Protect Get wholesale real estate deals for investment or build a great business – Free Course: https://www.jasonhartman.com/deals Special Offer from Ron LeGrand: https://JasonHartman.com/Ron Free Mini-Book on Pandemic Investing: https://www.PandemicInvesting.com

Is Marriott Bonvoy® the secret to luxury hotel stays, or just another confusing points program? In this episode, Alex and Pam break down how to earn, redeem, and maximize Marriott Bonvoy® points. They simplify the complex credit card options and eligibility rules, covering strategies for earning points, using free-night certificates, and enjoying luxury hotel stays.   Alex and Pam walk through each Marriott credit card option, explaining the value of free-night certificates and why they often provide better returns than simply accumulating points. Whether you're looking for a family-friendly hotel for a quick stay or hoping to book a luxurious getaway, this episode provides the insights you need to maximize your Marriott Bonvoy® rewards. Tune in to learn which Marriott cards offer the best value and how you can use your points and certificates strategically for your next vacation.   You can find links to resources mentioned in this episode plus the transcript here: pointstalksquad.com/156   Ready to get started with NEARLY FREE travel? Click here for the exact offers we would sign up for this month: https://pointstalksquad.lpages.co/bestoffers/   Points Talk is also on YouTube! You can watch this episode here: youtube.com/@pointstalksquad   Let us know what you want to hear on the podcast by sending us a DM on Instagram: instagram.com/pointstalksquad

Luxury hotel photography isn't a niche most portrait or wedding photographers ever think about — but after hearing Bruce Vincentiis' story, you might see it differently. Bruce went from teaching himself photography through YouTube tutorials in Asian internet cafés to becoming an approved photographer for brands like Marriott, Accor, and Hyatt. In this episode, he opens a window into a world most photographers never get to see — the relationships, expectations, and opportunities behind photographing some of the world's most beautiful hotels. You can explore his work at https://bdv.photography The post 644: Bruce Vincentiis – From YouTube Tutorials to a Luxury Hotel Photography Business appeared first on Photography Business Xposed - Photography Podcast - how to build and market your portrait and wedding photography business.

In today's Frequent Miler on the Air podcast, we'll look at United's cardholder discount, Hilton's Diamond Reserve status, and we'll rank the perks of hotel elite benefits from Marriott, Hilton, Hyatt, and IHG.Giant Mailbag(01:13) - "I just spent the day in Nice and Monte Carlo and I have you to blame..."Bonvoyed(03:30) - United increases prices for close-in award bookingsRead more about United's increased prices for close-in award bookings here.Awards, Points, and More(06:08) - Bilt/Rakuten: Read more about earning Bilt points with Rakuten here.(08:36) - Add your Passport to your Apple Wallet(11:11) - Hilton Diamond ReserveRead more about Hilton Diamond Reserve status here.(19:57) - Read more about Greg's opinion about how Hilton's Diamond Reserve status disappoints here.Main Event: Elite Benefit Battle: Marriott, Hilton, Hyatt, and IHG(23:52) - Free breakfast, lounge access, suite upgrade certificates, guaranteed late check-out: which program has the best benefits?(24:20) - Primary shortcuts(30:36) - Comparing Hilton, Hyatt, IHG, and Marriott for free breakfast(40:21) - Comparing Hilton, Hyatt, IHG, and Marriott upgrade certificates(50:43) - Comparing Hilton, Hyatt, IHG, and Marriott lounge access(58:05) - Comparing Hilton, Hyatt, IHG, and Marriott, 4 PM Late check-out guaranteedQuestion of the Week(1:03:54) - Are there banks that let you refer to a lesser card if you have the more premium card?Learn more about Amex multi-referrals here.Subscribe and FollowVisit https://frequentmiler.com/subscribe/ to get updated on in-depth points and miles content like this, and don't forget to like and follow us on social media.Music Credit – “Ocean Deep” by Annie Yoder

Live at the Marriott.See omnystudio.com/listener for privacy information.

Live at the Marriott.See omnystudio.com/listener for privacy information.

Live at the Marriott.See omnystudio.com/listener for privacy information.

Dave and Chuck the Freak talk about Dave losing his Apple Watch, emailer had to break into her own house with no pants on, people mover at airport crashed, update on plane crash with hurricane relief supplies, video of sassy check-in agent, hotel had to file for bankruptcy one day after cutting ties with Marriott, cop and his dispatcher brother help woman deliver her baby at side of road, Chihuahua's recognition of Spanish got him a new home, Jason's breakfast biscuits in fridge, cereal and junk food, update on Antonio Brown, possible MLB lockout, sports betting is costing player integrity with fans, food influencer died in horrible accident, pay package for Elon Musk, Amy Schumer lost weight, Eddie Murphy cured his OCD, Dolly Parton talks about aging, bagpipers make it into Guinness Book of World Records, Uber driver stops to poop during ride, guy stole construction vehicle, restaurant manager accused of planting hidden cam in bathroom, perv sentenced after hiding camera in a rental, update on guy who ran over lady for not letting him smell her feet, man took city bus for joyride with passengers on board, man rushed to hospital after his dog accidentally shot him, man limped into bank and robbed it, update on drunk guy who fell out for carnival ride, guy whose photos have been used for romance scams, exploding sun roofs, guy sells fried rice out of trunk, iPhone Pocket, and more!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Dave and Chuck the Freak talk about Dave losing his Apple Watch, emailer had to break into her own house with no pants on, people mover at airport crashed, update on plane crash with hurricane relief supplies, video of sassy check-in agent, hotel had to file for bankruptcy one day after cutting ties with Marriott, cop and his dispatcher brother help woman deliver her baby at side of road, Chihuahua’s recognition of Spanish got him a new home, Jason’s breakfast biscuits in fridge, cereal and junk food, update on Antonio Brown, possible MLB lockout, sports betting is costing player integrity with fans, food influencer died in horrible accident, pay package for Elon Musk, Amy Schumer lost weight, Eddie Murphy cured his OCD, Dolly Parton talks about aging, bagpipers make it into Guinness Book of World Records, Uber driver stops to poop during ride, guy stole construction vehicle, restaurant manager accused of planting hidden cam in bathroom, perv sentenced after hiding camera in a rental, update on guy who ran over lady for not letting him smell her feet, man took city bus for joyride with passengers on board, man rushed to hospital after his dog accidentally shot him, man limped into bank and robbed it, update on drunk guy who fell out for carnival ride, guy whose photos have been used for romance scams, exploding sun roofs, guy sells fried rice out of trunk, iPhone Pocket, and more!