Podcasts about Matching

Today our guest is Torrin Johnson, Executive Director of MTSS at Merced Union High School District in California. Torrin shares how his district built a Tier 2 support system from the ground up, what they got wrong at first, and how pairing trained intervention coordinators with explicit skill-based curriculum helped bring their suspension rate to below 1% across 11,000 students. He also explains why matching the right intervention to the right student need is the most important and most commonly skipped step in Tier 2 implementation, and why the difference between a skill gap and a motivation gap changes everything about how a school should respond. In this conversation, Torrin offers important reminders for educators and leaders: A strong Tier 2 system does not replace Tier 1. It runs alongside it, and students receiving Tier 2 supports still need a solid Tier 1 foundation underneath them. Applying the same intervention to every student regardless of need is not neutral. Matching the right intervention to the right gap is what makes Tier 2 actually work. Students who have never been explicitly taught self-regulation and interpersonal skills will tell you so. When schools teach those skills directly, students notice and respond. Principals are central to Tier 2 success. Investing in their understanding of the why behind the system is just as important as implementing the interventions themselves. Learn More About CharacterStrong:  Sign up for the CharacterStrong Weekly Access FREE MTSS Curriculum Samples Request a Quote Today! Visit the CharacterStrong Website   About Torrin Johnson:  Torrin Johnson is an educational leader who serves as the Executive Director of MTSS for the Merced Union High School District. Driven by a strong commitment to educational equity and student advocacy, he oversees district-wide Multi-Tiered Systems of Support (MTSS), alternative education sites, and key academic interventions such as the Read 180 program. Prior to his current district role, he served as Principal of Atwater High School from 2015 to 2019, where he significantly reduced truancies and suspensions. He also served as Principal of Yosemite Continuation High School from 2010 to 2015. Johnson holds a Master's degree in English and Bachelor's degrees in English and Interdisciplinary Studies from National University, an Associate of Arts from Merced College, and clear California administrative and teaching credentials.

The 8(a) program lets the government award sole source contracts, and a business without its own 8(a) certification can still reach that work by teaming with a certified firm that brings the bonding and past performance. Eric Coffie breaks down how to find 8(a) companies on SAM.gov, call them directly to propose teaming, and structure the arrangement around real awards, including a $4.5 million sole source IDIQ run over five years and an $800,000 annual maintenance contract. What you'll learn in this episode: How a non-8(a) business partners with a certified 8(a) firm to reach sole source contracts Why you can qualify using the larger partner's past performance and bonding instead of your own The exact way to find 8(a) firms without contracts and call them to propose teaming How 8(a) sole source IDIQs work, including a real $4.5M five-year award and its task orders The work-share rule an 8(a) firm has to meet on any contract it is awarded Chapters: 0:00 - How teaming into 8(a) sole source contracts works 1:00 - Why past performance comes from your partner, not you 1:40 - Finding 8(a) firms without contracts to call directly 3:30 - What the 8(a) partner has to actually do on the work 6:00 - Task orders, recompetes, and December spend on 8(a) IDIQs 7:50 - A real $4.5M sole source IDIQ and an $800K maintenance award 8:50 - Matching partners on bonding, FTEs, and certifications Mindy gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

If your practice has been using the same retirement plan for years simply because "it works," you may be leaving valuable planning opportunities on the table.   On this episode of 20/20 Money: The Business of Optometry, I'm joined by Jared Porter, co-founder of 401GO, for a practical conversation about how much the qualified retirement plan landscape has changed—and why optometric practice owners should periodically reevaluate whether their current plan still fits their business. We discuss why SIMPLE IRAs may no longer be as "simple" or advantageous as many owners assume, how technology has reduced much of the administrative burden historically associated with 401(k) plans, and why payroll integration should be one of the most important considerations when evaluating a provider. We also unpack some of the planning opportunities created by recent retirement-plan legislation, including startup and auto-enrollment tax credits, increased contribution opportunities, plan-design flexibility, and the ability to use profit-sharing contributions as part of a broader tax and cash-flow strategy. Jared and I also dig into an increasingly popular strategy: the mega backdoor Roth. While it can be valuable in the right circumstances, we explain why after-tax contributions aren't automatically available—or advantageous—for every practice owner and how required nondiscrimination testing can quickly change the math. This episode isn't about convincing every practice owner that they need a 401(k). It's about understanding the options available today so you can make an educated and informed decision about whether your current retirement plan is still the right tool for your practice, your employees, and your own financial independence.   Some of the topics we cover include: Why SIMPLE IRAs can become limiting as a practice grows How modern 401(k)s differ from the plans many owners remember from years ago Payroll integration and what "360-degree integration" actually means Auto-enrollment requirements and recent retirement-plan legislation Tax credits that may offset the cost of establishing and operating a plan Matching versus safe-harbor non-elective contributions Using profit sharing as part of a practice owner's tax strategy Why plan design should begin with the end in mind Roth 401(k)s, after-tax contributions, and the mega backdoor Roth The testing requirements that can derail an after-tax contribution strategy   NBS (Next Best Step): Pull out the details of your current retirement plan and ask your advisor to evaluate it based on today's rules—not the assumptions that were true when the plan was originally established. Specifically, review your contribution limits, employer contribution structure, payroll integration, investment flexibility, administrative costs, available tax credits, and whether profit sharing could improve your overall tax and retirement strategy.   Have a podcast-related question? Contact our team here!   Resources: 401GO Link: 5 reasons why I hate the SIMPLE IRA Book a Triage call with Adam Download the Practice Owner's Financial Toolkit 20/20 Money Ultimate Financial Success Masterclass OD Mastermind Interest Form Check out Adam's book: How to Buy an Optometry Practice   ————————————————————————————— Please rate and subscribe to 20/20 Money on these platforms Apple Podcasts Spotify ————————————————————————————— For past episodes of 20/20 Money with full companion show notes, please check out our episode archive here!

Join our private Next Level Book Club every Saturday at 1:00 p.m. Eastern Time. You do not need to have every chapter finished. You simply need to be ready to learn, reflect, and apply what you read. https://us06web.zoom.us/meeting/register/CNlsx60uT3i3gQmeZs1Xvg#/registrationFitness is forever, it's a lifestyle. Get jacked and join the Next Level Fitness Accountability Group - https://chat.whatsapp.com/E0qd4j9CjByAfwWywJW8w0?mode=gi_tBook Alan's Business Breakthrough Session. Your first 30-minute coaching call is FREE. Learn how to prioritize success and let your quality of life become the byproduct. - https://calendly.com/alanlazaros/30-minute-breakthrough-session_______________________Is your environment helping you grow, or making you too comfortable to notice your ceiling? In this episode, Kevin and Alan break down why being the best in every room can protect your confidence while limiting your potential. Kevin shares why he is considering a more demanding gym, and Alan reflects on how challenging environments shaped his early career. Together, they explain the “drive to five”: the balance between enough confidence to stay consistent and enough challenge to keep improving. Learn how to choose peer groups, standards, and reference points that strengthen self-belief without making the work unsustainable. Take an honest look at your circle this week. If everyone around you makes growth feel optional, find a room where your standards have to earn their seat._______________________NLU is more than a podcast. From the Next Level Dreamliner to Group Coaching, we provide tools and communities to help you grow with more clarity, consistency, and accountability.Visit our website and socials through the links below.

Hour 1 for 8/20/26 Drew and Brooke pitch an exciting triple match hour raising over $150,000! (1:00)

Bloomberg reported that Callosum raised $100 million to build software that matches AI workloads to specific chips. The company targets routing and scheduling so training and inference jobs run on hardware that fits their memory, bandwidth, and cost profiles. The raise comes as enterprises manage heterogeneous fleets across AWS, Microsoft Azure, Google Cloud, and specialized providers like CoreWeave and Lambda. The market includes established schedulers and recent deals such as Nvidia's 2024 agreement to acquire Run:ai and Databricks' 2023 purchase of MosaicML for $1.3 billion. Buyers will evaluate governance, cost allocation, and measurable utilization gains. Founders should pilot across multiple chip families and providers and track throughput per dollar, queue times, and job success rates.Learn more on this news by visiting us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.

“You want that power. You want to feel empowered in that way. But you also just want to get it done, right? You're not there to like, okay, I don't need a degree in this. I just want to be following the law.” - Hannah ColeIn this episode of the Sunlight Tax Podcast, I explain how self-employed people, including freelancers, creatives, consultants, and small business owners—can build simple, effective tax and legal systems for their businesses. I also introduce a new 2-day intensive program designed to help you set up your business structure, organize your taxes, strengthen legal compliance, and create a clear plan for moving forward.With personalized guidance, practical tax planning, and community support, this intensive is designed to make the often-overwhelming process of setting up your business feel simpler, more manageable, and more human.Also mentioned in today's episode:02:04 Who I serve: Creative and non-creative small business owners05:12 Common overwhelm and challenges faced by self-employed individuals07:08 Choosing the right business entity and legal setup08:44 Understanding quarterly taxes and avoiding surprises09:51 The importance of trust and accuracy in tax information12:04 Details of the two-day intensive format and community aspect13:57 One-on-one guidance and privacy considerations15:33 Risks of AI hallucinating tax law and how to get reliable info16:54 Features of the new program: database, implementation, and support18:46 Invitation for feedback and how to join the waitlist20:56 Matching cohorts by business stage and professionIf you enjoyed this episode, please rate, review and share it! Every review makes a difference by telling Apple or Spotify to show the Sunlight Tax podcast to new audiences.Episode Links:Join the 2-Day Business Setup Intensive WaitlistCheck out my program, Money BootcampGet my Tax Help on SubstackGet your FREE visual guide to tax deductionsOrder my book: Taxes for Humans: Simplify Your Taxes and Change the World When You're Self-Employed Get full access to Taxes For Humans at sunlighttax.substack.com/subscribe

Want to get even more jacked? Grab the RP Hypertrophy App for your training, and maximize your gym efforts with the RP Diet Coach App to nail your nutrition. Guest Links Dr. Milo Wolf's Links: YouTube: @DrMiloWolf Instagram: @drmilowolf ResearchGate: Milo Wolf Timestamps 00:00 Heat, sweating, and World Cup banter 07:40 What rep ranges actually build muscle? 12:30 The effective 4-to-50-rep range and muscle fiber types 15:50 Can you tell whether you are fast-twitch or slow-twitch? 21:56 Fiber types in sports, bodybuilding, and powerlifting 26:01 Why 4 to 12 reps has a practical advantage 29:07 Volume, proximity to failure, and stretch matter more 35:02 Matching rep ranges to pain, experience, and exercise selection 39:02 How to train for strength and muscle growth together 44:42 High reps versus heavy sets: physical and psychological fatigue 49:47 What the fatigue research shows and the final recommendations  

Matt Raminick spent nearly two decades of his career on the brand side (Quiksilver, Volcom, Pacsun, Mophie) hiring and managing agencies before founding Sunnyside.Working with dozens of agencies big and small led him to realize that in most cases they repeatedly optimized for vanity channel metrics instead of outcomes that impacted the bottom line, often having no line of sight beyond a siloed view of the channels they managed.So in 2020, after getting laid off from a high-profile exec role and with no prior agency experience, he founded Sunnyside and built a framework called Profit360™.This system connects finance, brand moments, products, creative strategy, and paid media to reliably produce sustainable, predictable, and profitable growth at the business level, not isolated channel wins.Sunnyside's unfair advantage is that every client gets a team of former brand-side marketers who've sat in the client's seat and know what's actually at stake because they've been in their shoes.To date, Sunnyside has successfully helped brands in the surf, action sports, outdoor, fashion apparel, and DTC space — including Brixton, Municipal, Goodr, Xcel Wetsuits, Beek, Nixon, Salt Optics, and Jetty — profitably increase new customers, e-commerce revenue, and overall business growth.In This Conversation We Discuss:[00:00] Introduction[05:04] Red flags to watch for early in an agency pitch[09:44] Sponsor: Klaviyo[11:55] Matching case studies to your actual business[13:55] Building traction for a brand with nothing yet[17:43] Sponsor: Intelligems[20:02] Why RFPs fail to find the right partner[22:00] Sponsor: eFulfillment Service[26:27] Green flags that signal a strong agency fit[28:40] Callouts[28:50] What a good first 90 days looks like[30:34] When a brand shouldn't hire an agency yet[34:22] What to disclose before signing with an agency[35:42] Profit360 and how the brand operatesResources:Subscribe to Honest Ecommerce on YoutubeA Better Way to Grow sunnysidecalifornia.com/ Follow Matt Raminick linkedin.com/in/mattraminick Get your free demo klaviyo.com/honestBook a demo today at intelligems.io/ Lower scale costs today eFulfillmentService.com/honest If you're enjoying the show, we'd love it if you left Honest Ecommerce a review on Apple Podcasts. It makes a huge impact on the success of the podcast, and we love reading every one of your reviews!

Is there actually such a thing as the best voice-over microphone for women? It sounds like a simple question, but once the Pro Audio Suite starts pulling it apart, things get much more interesting. This week, George, Robert, and AP look at why choosing a microphone based on whether the talent is male or female probably misses the point entirely. What matters far more is what the voice is actually doing. Is it bright or dark? Sibilant? Mid forward? Deep and chesty? Does it have a lot of mouth noise? And does the microphone complement those characteristics, or simply exaggerate them? The crew gets into why a bright voice may benefit from a smoother or darker microphone, why a big baritone does not necessarily need even more bottom end, and why certain microphones can sound fantastic on one voice and downright horrible on another. Along the way they get into the Sennheiser 416, RØDE NTG3 and NTG5, Austrian Audio OC818 and CC8, Audio Technica AT4047SV, Neumann U47, U67, U87 and TLM 149, ribbon microphones, the Gefell M930, Grace M101 and even the dark art of matching microphones with preamps. They also look at how much you can fix with a little sympathetic EQ, why ribbons can sometimes be a brilliant solution for bright or aggressive voices, and why auditioning a few microphones on your own voice, in your own space, still beats buying something because somebody on the internet called it "the best". In this episode • Why there really isn't a "male mic" or "female mic" • Matching the microphone to the characteristics of the voice • Bright and sibilant voices versus darker microphones • Why deep voices don't necessarily need more bass • The 416 versus the RØDE NTG3 and NTG5 • Why the Austrian Audio OC818 makes a compelling desert island VO mic • The AT4047SV and transformer character • Why an expensive U87 can sound awful on the wrong voice • Using ribbon microphones for difficult or aggressive vocal tones • Condenser versus dynamic microphones for voice over • How microphone transient response can expose mouth noise • Matching microphones and preamps • Why auditioning microphones is still the smartest way to choose Sponsor and Production Credits Thanks to our sponsors Tri-Booth The portable VO booth that works. Save $200 with code TRIPAP200. Austrian Audio Making Passion Heard. Recorded using Source Connect. Edited by Andrew Peters. Mixed by Robbo. Tech support from George the Tech Whittam. Got your own audio problems? justaskrobbo.com Join the conversation, suggest a topic or just say g'day at: theproaudiosuite.com

It's harder than it looks!

Today, Tyler and Ryan stay off topic for another week to talk about Player Core classes and the player archetypes that would most enjoy them!  Join them as they talk about the iconic classes, which can throw the best fireballs, and which are the best at infuriating the entire table! Origin of the Player Archetypes: Timmy, Johnny, and Spike | MAGIC: THE GATHERING Website: TabletopTravelGuide.com  Email: TabletopTravelGuidePodcast@gmail.com     Instagram: @TabletopTravelGuide Patreon: Tabletop Travel Guide Podcast Theme Music By: Raymond Gramke

Most people plan an African safari without realizing the Indian Ocean is right there. We've now added a beach stay to our safari, where we checked out both Diani Beach in Kenya and Zanzibar and we are here to say we think it's an excellent idea before heading home. In this episode, we introduce you to Diani Beach, Kenya, compare it honestly with Zanzibar, and help you decide which one might be the best fit for the end of your safari trip. Some links are affiliate links. See our disclosure. What We Cover in This Epsiode Why you should consider adding a few days at the beach to your safari. The journey home from East Africa can be brutal, and after a week of 5 am game drives, you may not be as rested as you think. We make the case for four or five extra days in one of these locations and explain why it's a lot easier to pull off than most people assume. (We went from a morning game drive in the Maasai Mara to sitting on a beach by that same afternoon.) Diani Beach: the one you probably haven't heard of is on the Kenyan coast, south of Mombasa, and it's quieter, more local, and considerably less expensive than Zanzibar. We stayed at Eleven Pearl Boutique Hotel, a 20-room property right on the beach. Our honest review: what it delivers, what it doesn't, and who it's perfect for. Other Diani options worth knowing. We also visited the Sands at Nomad and the very unique Chale Island Resort, where the tide determines how you arrive. At low tide, a tractor pulls you across. We'll explain. Zanzibar vs. Diani: the real comparison. Beach quality, water clarity, activities, food, vibe, beach vendors, getting around, and the price difference that genuinely surprised us. (The food and drink total for four nights in Diani will raise your eyebrows.) Matching the destination to the traveler. Honeymooners, luxury seekers, budget travelers, first-time visitors to Africa, families. We go through them all and tell you which destination fits which traveler, without preparing our answers in advance. Here are our Quick Tips No extra visa needed for Diani if you're already on a Kenya safari since you're still in Kenya Zanzibar requires a Tanzania visa plus their own mandatory travel insurance (~$45/person) — factor that into the total cost Getting around Diani: tuk-tuks during the day, Uber at night — your hotel can call a trusted one At both destinations, tides are dramatic and affect where you can walk and when excursions run. If you want to buy from beach vendors, ask for exactly what you want since custom is often on the table Resources Episode 183 — our full Zanzibar episode (Turaco Nungwi Beach Resort, the Dream Dhow, Stone Town, and the mandatory insurance explained): listen before this one Dream Dhow snorkeling trip near Mnemba Island Kenya Group Safari, June 2027 — we're leading a small group, vehicles capped at 3–4 guests: sunshinetravelersexperiences.com/safari-group-trip Plan your trip: sunshinetravelersexperiences.com More Resources & Links: Get Our FREE Ultimate Packing Guide See ALL our Favorite Travel Resources Don't waste your precious vacation time with Jet Lag, get Flykitt and watch Jet Lag disappear! Protect your privacy, boost your security, and keep your browsing data safe with Express VPN. Plus, get 3 months free with a yearly plan. Follow Sunshine Travelers Listen on Apple Podcasts | Spotify | YouTube Read more about this and other travel destinations on our BLOG Follow our travels on TikTok @sunshinetravelerspodcast Follow us on X @sunshinetrvlrs Connect with us on LinkedIn @sunshinetravelerspodcast Get travel tips and follow our travels on Instagram: @sunshinetravelerspodcast Follow us on Facebook @sunshinetravelerspodcast Connect with us on Threads @sunshinetravelerspodcast See our travel videos on YouTube @sunshinetravelerspodcast Save our travel ideas on Pinterest @sunshinetravelerspodcast Music: This Acoustic Happy Music by Dmitrii Kolesnikov from Pixabay

We’re back! Welcome to the first episode of our Bittersweet North America Tour. This week, we’re in Toronto and joined by our favourite middle school teacher, content creator and new mum, Zahra Hassan! We chat about how Zahra got into content creation, the importance of representation in the classroom and the impact it has on young people, stepping into motherhood for the first time, and the guilt and pressure that can come with trying to balance it all. And of course, we had to play Bitter or Sweet — debating matching aesthetics with your partner, and whether you can stay close with your single and child-free friends when you’re entering a completely different stage of life. FOLLOW THIS WEEK'S GUEST Instagram: https://www.instagram.com/misswondrousoul/Tiktok: https://www.tiktok.com/@misswondroussoul

Join the Millionaire University AI Mastermind at ⁠⁠⁠⁠⁠⁠MillionaireUniversity.com/AI #1030 What if the secret to building an unstoppable creative team has nothing to do with resumes — and everything to do with psychology, personality, and energy? Larry Walshe — founder of the globally renowned Larry Walshe Studios — joins host Brien Gearin to break down how he recruits and builds high-performance teams in the creative industry. Larry shares his journey from West End performer to world-class event designer serving elite clients across the globe, and reveals the unique framework he uses to curate teams for multimillion-dollar events, including Chinese zodiac archetypes, personality colors, and learning styles. If you want to hire smarter, lead more effectively, and attract top creative talent, this episode delivers a fresh, practical perspective! (Original Air Date - 12/3/25) What we discuss with Larry: + Larry's journey from performer to designer + Building a $12M global events brand + Recruiting through archetypes and energy + Using Chinese zodiac in team building + Personality colors for team harmony + Matching roles to learning styles + Avoiding “vibe-based” hiring mistakes + Why small jobs create big opportunities + Scaling creative teams across locations Thank you, Larry! Check out Larry Walshe at ⁠LarryWalshe.com⁠. Follow Larry on all social platforms @larrywalshe. Watch the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠video podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ of this episode! Get your FREE 5 Minute Business Plan at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MillionaireUniversity.com/Plan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To get exclusive offers mentioned in this episode and to support the show, visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MillionaireUniversity.com/Sponsors Learn more about your ad choices. Visit megaphone.fm/adchoices

On this episode of Fishing the DMV, I sit down with Robert of River Rock Baits. We talk tubes and about natural forage, and what really gets pressured bass to bite. If you fish the Shenandoah River, Susquehanna River, Juniata River, Potomac River, James River, or other Mid-Atlantic rivers, this conversation is packed with information that can help you better understand smallmouth behavior and bait selection.One of Robert's most interesting theories is what he calls the “95/5” approach to smallmouth fishing. He believes that much of the time, especially on pressured water, anglers aren't simply putting a bait in front of an actively feeding fish—they're provoking or enticing the strike. That leads into a detailed discussion about why size, color, presentation, scent, and especially soft-plastic texture can matter when targeting river smallmouth that have already seen plenty of fishing pressure.We also break down why tube fishing remains so effective for smallmouth bass decades after the technique became popular. Robert explains how River Rock Baits hand-dips its tubes, why he believes that process creates a different texture and action than many molded soft plastics, and how matching the hatch influences everything from bait size to color selection. We discuss common brown crayfish in the Shenandoah Valley, seasonal crawfish color changes, gobies, minnows, madtoms and stonecats, along with colors such as Amber Smash, Dark Erie Green, Goby and Red Swamp Craw.The conversation also gets into seasonal smallmouth patterns. When cold water reduces the availability of crayfish, Robert explains why baitfish can become increasingly important around Susquehanna River wintering areas and why an extremely slow-moving minnow presentation can produce cold-water bites. We also compare Susquehanna and Shenandoah smallmouth, discuss the importance of local knowledge, and look at how experienced river anglers have helped Robert develop baits for specific fisheries from Pennsylvania and Virginia to larger northern smallmouth waters.In this episode, we cover:• Why Robert believes many smallmouth strikes are provoked rather than feeding bites • Why tubes remain one of the best baits for river smallmouth bass • Size, color, scent, presentation and texture for pressured smallmouth • Matching crayfish and baitfish forage throughout the seasons • Susquehanna River vs. Shenandoah River smallmouth fishing • Hand-dipped tubes vs. molded soft plastics and why texture matters • Stonecat/madtom, goby and crawfish imitations for river bass • Winter smallmouth fishing and ultra-slow baitfish presentationsPlease support Fishing the DMV on Patreon!!! https://patreon.com/FishingtheDMVPodcast If you are interested in being on the show or a sponsorship opportunity, please reach out to me at fishingtheDMV@gmail.com Jake's bait & Tackle Website: http://www.jakesbaitandtackle.com/  Fishing Pro Tech: https://www.facebook.com/FishingProTech Phone Number: (757) 566-1278 Email: lin@fishingprotech.us Fishing Pro Tech Address: 7812-A Richmond Road, Toano, VA, United States, 23168 Flint Financial Planning: https://www.flintfinancialplanning.com/ FITT Lures: https://bit.ly/4w5lgHtSupport the show

What happens when you pass every interview, get approved for an offer, and then hear nothing for five months?In this episode of Supra Insider, Marc Baselga interviews Ben Erez about team matching, the stage at large companies where an approved candidate waits for a hiring manager to claim them. Ben walks through how the process actually works from the inside, drawing on his own path into Facebook and what he has since heard from people going through it now.They explore why hiring managers exhaust internal candidates first, what a company-wide reshuffle does to everyone waiting outside, the reported changes at Meta that have left candidates in silence, and the moves that are still within a candidate's control, including how to see the roles that never get posted publicly and what to say when you reach out.If you're sitting in team matching wondering whether to keep waiting, preparing for a generalist loop at a big company, or a leader trying to understand why your approved candidate pool keeps growing, this episode is for you.All episodes of the podcast are also available on Spotify, Apple and YouTube.New to the pod? Subscribe below to get the next episode in your inbox

0:00 – Cold Open / Welcome John and Jeff kick off the show, presented by FanDuel. Introduce guest Dr. Fredric Abramson — “smartest guy in any room… except maybe this one.” 2:00 – Abramson's Background & Injury Story Former athlete, tried out for the Pittsburgh Pirates. Broke his ankle at Michigan… then played his best golf round ever with a cast. Jeff explains why the locked‑up left leg actually improved his swing. 6:00 – The Origin of the DNA Injury Test Meeting with Philip Morris CEO: “Americans want to die healthy.” Abramson decides genetics should help people live better, not just diagnose disease. Human Genome Project inspires practical injury‑prediction research. 10:00 – How the Test Works Simple cheek swab — no blood, kid‑friendly, mail‑anywhere. Uses Illumina testing (same as 23andMe). Identifies genetic markers linked to injury susceptibility. Example: 8 known markers for concussion risk. 15:00 – Break / GhostBed Ad John explains why GhostBed keeps you cool and pain‑free. Promo code: golfguys. 17:00 – FanDuel Segment College sports talk: Indiana football hype, Michigan rivalry jokes. John threatens to ban Ohio State grads from the show. 20:00 – Injury Prediction for Golfers Back injuries most common in younger, high‑speed players. Older golfers deal with accumulated life injuries. DNA could help adjust swing load, warm‑ups, and training. 23:00 – Precision Nutrition Abramson holds the first patent in precision nutrition. Matching diet to DNA to improve recovery and reduce injury risk. 25:00 – Future Tech: AI Swing Analysis Planned mobile app: Upload swing video AI analyzes injury risk 3D body mapping Nutrition + genetics + mechanics combined 28:00 – John's Knee & Thursday Tee Time John asks if the test can help him by Thursday. Abramson: “Not yet — still a startup.” 30:00 – COVID Humor & Teaching Background Abramson lost his sense of smell after COVID. Corona beer joke. More banter about sports longevity and golf as a lifelong game. 33:00 – Closing Thoughts Golfers could play longer, safer, and smarter with DNA‑based injury prediction. Jeff imagines entire institutes jumping on this tech. Wrap‑up and tease future conversations. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this video, Kevin and I break down the Be Helpful phase of the 5Bs Go-To-Market framework, the second step in building a B2B demand generation engine that actually works.We cover:→ Why helpful content beats hype content every time and how it builds real trust with your dream customers→ The "nobody got fired for hiring IBM" problem and why buyers stick with the status quo→ How to extract content from subject matter experts without wasting their time→ Matching your content format to each stage of the funnel, from top to bottom→ Using the five stages of awareness framework to map content to where buyers actually areIf you are a B2B marketer or founder pumping out hype content instead of building trust, this episode is for you.Tune in and learn:→ Why demand generation is about solving real problems, not interrupting with hype→ How to run quick 15 to 20 minute expert interviews that give you gold mine insights→ The right content formats for top, mid, and bottom of the funnel→ How to map content to the five stages of awareness, from unaware to most aware→ Why content is your most scalable trust building asset, not just a traffic tool-----------------------------------------------------

We often hide behind external personas while carrying heavy internal struggles. Learn how bringing an authentic tone to your conversations helps others open up, break down barriers, and build genuine human connection.FULL EPISODE DESCRIPTION:Life can be difficult—family illness, career transitions, aging, and internal insecurities leave many of us carrying heavy burdens in silence. But when we interact with others, why do we default to superficial pleasantries instead of our real voice?In this episode of The Soul of Innovation, host Thomas Anglero shares a personal story from a walk in the woods that transformed a heavy moment into a deep, healing conversation. Discover how tone matching—and holding space with your own authentic voice—serves as a catalyst for trust, emotional relief, and meaningful relationships.KEY TAKEAWAYS:Why we hide behind external personas rather than speaking our internal truth.The psychology of tone matching in personal relationships and high-stakes settings like job interviews.How leading with emotional authenticity creates safe spaces for others to share grief and anxiety.How to align the voice inside your head with the voice you present to the world.TIMESTAMPS:0:00 - The silent internal weight we all carry0:45 - A chance encounter in the woods1:30 - Breaking through superficial pleasantries2:25 - The power of tone matching in human connection3:35 - Aligning your inner voice with your outer world4:20 - You are not alone: Spreading beauty and lightSubscribe to The Soul of Innovation to receive weekly episodes on personal growth, mindset, and authentic living. If this episode resonated with you, share it with someone who needs to hear it today.Thomas Anglero's website: https://Anglero.com#SoulOfInnovation #ThomasAnglero #AuthenticConnection

Who are you calling a bag lady. This is Tore's two hour show on handbags, their raw materials, craft level workmanship, pricing basics, and the elements of fashion. What to put in them? How about Tore's intermittent comments on various intel subjects. Carry them in style.

An unvarnished look at biological delay, post-earthquake survival spikes, performative 'gurus', and why real regulation doesn't mean speaking like a textbook.Why does panic or deep exhaustion often hit days after a crisis has passed? When an intense survival event (like an earthquake) shocks your environment, your nervous system can mobilize high adrenaline to keep you functional in the moment—only to process that somatic charge days later when the physical threat has subsided.In this episode, I share a candid real-life application of how I navigated a delayed panic attack following an earthquake, the exact Level 2 sub-somatic shifts I used to down-regulate, and how to know whether your nervous system has the baseline capacity for self-led micro-habits vs. when a clinical therapeutic container is needed.(0:00) – The Real-Life Event: Earthquake Panic, Biological Surge, Systemic Complexity & Spiritual Ascension(5:55) – Responsible Boundaries: Self-Led Capacity vs. Clinical Therapeutic Containers(12:48) – Understanding Somatic Delay: Why Panic Hits Days After the Crisis, Release Can Take Days, & Double Awareness(15:35) – Step-by-Step: The Exact Level 2 Sub-Somatic Reset Deployed in Real Time(16:20) – Level 1 Integration: Moving from Survival Spike to Biological Composure(18:30) – Matching the Tool to Your System: Free Reset vs. 1-Day SMART Micro-Habit Guide(19:45) – Autonomous Regulation & Empowered Growth: Authentic vs. 'Fake' Regulated LeadershipShift from Reactive Survival Loops to Real-Time Empowered Composure—The SMART Way. Download Your FREE 10-Minute SMART MICRO-HABIT Check (PDF): https://payhip.com/b/r3sNW

VT, DFAW, and AVGE all promise global diversification—but they take different roads to get there. Don and Tom compare cost, holdings, factor tilts, and the extra risk behind higher expected returns, then explain why the “best” one-fund solution depends on how much risk you actually need.Then a listener asks why advisors build portfolios with many funds when one might do. The answer runs through tax-loss harvesting, rebalancing, personalization, and the fine line between thoughtful design and a 20-fund hodgepodge.Also: the hidden tradeoffs in fractional rental-property platforms such as Arrived, why IRMAA anxiety can outweigh the actual Medicare surcharge, and a sensible way to unwind concentrated tech gains without detonating the tax bill.00:30 Swing-era cold open01:53 Three global funds, one decision03:29 VT, DFAW, and AVGE compared05:45 Recent returns and expense ratios06:47 Factor tilts: value, size, and profitability08:59 Holdings, frontier markets, and micro-caps10:40 Matching the fund to the risk you need14:52 Listener question: one fund or many?17:50 Why advisors use multiple funds22:08 Fractional real estate and Arrived25:47 IRMAA anxiety versus the actual surcharge28:56 Unwinding concentrated tech gains32:15 Buc-ee's, crypto, and trademark comedyQuestions? Comments? Click!

Menopause Mastery | Perimenopause vs. Menopause: What Most Women Never Get Told | Episode 290

Chapter 1: How Do Grazing Cultural Biases Hold You Back from Success? By Allan Nation For decades, Allan Nation's "Al's Obs" challenged graziers to question conventional wisdom and think differently about agriculture. In this opening chapter from Al's Obs: 20 Questions & Their Answers, Allan argues that many of the decisions producers make aren't truly economic—they're cultural. The most successful graziers learn to recognize these biases, question them, and build businesses around economic reality instead of tradition. From the value of quality pasture and grass silage to grass-finished beef, agroforestry, regional specialization, and niche marketing, Allan explores ten opportunities that reward independent thinking. While originally written years ago, these ideas remain remarkably relevant for today's regenerative farmers and ranchers seeking greater profitability and resilience.

Brent Donnelly joins Matt Zeigler to explain how professional traders build a durable edge through risk management, trading psychology, probabilistic thinking, and creative market analysis.Drawing from his new book, Trade Outside the Box: Advanced Thinking for Professional Traders, Brent breaks down why trading strategies decay, why rationality beats intelligence, how to avoid risk of ruin, and how lessons from poker, behavioral finance, and real-world experience can improve decision-making.Trade Outside the Box: Advanced Thinking for Professional Tradershttps://amzn.to/4h9bi3eBrent Donnelly on Xhttps://x.com/donnelly_brentSpectra Marketshttps://www.spectramarkets.comTopics covered:Why fundamentals, technical analysis, behavioral finance, and quantitative methods are necessary but not sufficient for trading successHow traders can develop an edge by connecting markets to poker, psychology, biology, auto racing, and video gamesWhy profitable trading strategies decay as more investors discover and copy themHow changing volatility regimes force traders to adapt their style and avoid becoming a one-trick ponyWhy mismatching a long-term investment thesis with a short-term stop loss can destroy a good ideaHow trading journals and P&L data help separate normal variance from a broken processWhy the house money effect can make traders more reckless after large gainsWhy rationality, flexibility, and expected value matter more than credentials or raw intelligenceHow Bayesian thinking helps traders update probabilities and fight confirmation biasThe difference between independent thinking and blind contrarianismWhy avoiding risk of ruin, protecting family and health, and defining success beyond money are essential to a sustainable trading careerTimestamps:00:00 Introduction to Brent Donnelly and Trade Outside the Box04:00 Why smart analysts often produce fully priced trade ideas08:00 Poker discipline and avoiding boredom trades12:00 How lead-lag correlation trading lost its edge16:35 Matching a trade's stop loss to its time horizon21:00 What trading data reveals about win rates and expected value25:00 The house money effect and the danger of overearning29:00 Why rational traders beat smarter traders33:00 Strong opinions weakly held and Bayesian updating37:00 Curating a balanced diet of bullish and bearish information41:00 Using creativity and outside disciplines to find market edge45:11 Avoiding risk of ruin and the lessons of Jesse Livermore50:29 The Serenity Prayer and focusing on what traders can control55:00 Choosing family and health over markets59:00 Why your first thought may not be your ownLearn more about the Excess Returns podcast network:https://excessreturns.coNo information discussed in this podcast should be construed as investment advice. Securities discussed may be held by the hosts and guests, their firms, or their clients.

Sisters Olivia and Jenna Botrie of Dart Studio didn't set out to build a design firm together, they grew into it. What started in a basement with a baby on the floor evolved into a highly structured, process-driven studio navigating growth, technology, and a post-pandemic design boom. Their story reveals how great design isn't just about aesthetics, it's about systems, relationships, and knowing when to think bigger. From cottage culture and client psychology to AI workflows and generational shifts, the Botrie sisters unpack how Dart Studio scaled during the pandemic, why process is their secret weapon, and how they're building a brand designed to outlast trends and even themselves. Origins: A Basement, a Baby, and a Business Olivia launches Dart Studio solo over a decade ago. Jenna joins organically during maternity leave. The now-famous “cottage pitch” that formalized the partnership. Sister dynamics: honesty, friction, and built-in trust as a business advantage The Cottage Effect: Canadian Culture Meets Creativity The uniquely Canadian concept of the “cottage” as creative reset Minimalism, disconnection, and family proximity as design influences How environment shapes both lifestyle and design thinking Process Over Everything Jenna's role: operations, onboarding, hiring, and systems. Why structure—not style—is the firm's foundation. Building scalable workflows for a growing team. The importance of documentation and repeatable processes Pandemic Pivot: From Uncertainty to Opportunity Initial fear: shutdowns, no site visits, stalled work. Sudden surge: waitlists, inbound demand, and client urgency. Strategic decision: say yes, scale fast, hire quickly. Long-term impact: bigger thinking, larger projects, expanded vision The Post-Pandemic Client Shift Movement away from resale-driven design toward personalization. Clients designing for themselves, not the market. More nuanced conversations around lifestyle, not trends. The home as a “backdrop for life” Anti-Trend Thinking Rejection of trend-driven design culture. Critique of “top 10 lists” and media-driven aesthetics. Designing from human cues: behavior, personality, daily rituals Technology, Materials & the Reality Filter Navigating rapid innovation in lighting, kitchens, and home tech. Balancing “cool” vs. “lasting”. Role of reps, trade shows, and industry relationships. The importance of practical function over novelty. AI in Practice: Tool, Not Replacement Current stack: ChatGPT, Midjourney, SketchUp, Enscape. AI for speed and iteration—not core design thinking. Client misuse of AI and the limits of prompting. Why human interpretation remains essential The Experience Economy of Design Design as a two-year relationship, not a transaction. Emotional experience vs. final result. Communication, trust, and job site culture as differentiators Reactive to Proactive: Building a Brand First 10 years: purely reactive growth. Year 11 shift: rebrand, visibility, social media presence. Expanding identity beyond Olivia to a team-driven creative model. Long-term vision: a legacy firm with multiple design voices Generational Dynamics in Design Different communication styles across clients and teams. Matching personalities: clients, designers, and contractors. “Boomer whisperers” vs. Gen Z workflows. Lifestyle-driven design considerations by age and stage Designing for Climate & Context Canadian winters and their impact on interiors. Storage, materiality, and seasonal living. Lighting as a wellness tool (circadian rhythm design). Creating emotional environments: cozy vs. open The Through Line: Adaptability Design as evolution, not static outcome. Balancing tradition and modernity within a single project. Embracing change as the only constant in both life and design

When the Title Changes but the Authority Doesn't: Family Business Succession with Paul Edelman Most family business succession plans fail not because the legal structure is wrong, but because authority never actually moves. In this episode of Wealth Actually, Frazer Rice talks with Paul Edelman, PhD of Edelman & Associates about how to tell the difference between a real handoff and a cosmetic one. Edelman unbundles succession into six separate questions, explains the three behavioral tells that reveal who is really in charge, draws a hard line between a legitimate safeguard and an open-ended veto, and makes the case that agreement from a family is not the same thing as ownership of a decision. https://youtu.be/p2KCsftvM74 Key Takeaways Succession is not one decision — it is at least six. Who gets the economic benefit of ownership, who votes the shares, who appoints and removes directors, who runs operations, who receives what information, and who retains informal influence after formal authority ends. Watch behavior, not titles. Compensation changes and org charts are easy to read and easy to fake. How decisions actually get made — and whether they get reversed — is the real signal. Three tells that authority hasn't moved: the next management layer still routes real decisions to the founder; the successor has never had a disputed call stand; and in a genuine crisis, the founder is the one who walks into the room. Speed is not the test. A five-year transition can be disciplined development; a six-month transition can be denial with a deadline. The test is whether milestones and readiness criteria are observable and stable, or whether the goalposts keep moving. “Not ready” is not a concern — it is a placeholder. If a founder cannot restate it in specific, testable terms, the obstacle is emotional rather than substantive, and it needs a different path. Advisor impatience often masquerades as clarity. When you catch yourself thinking “why can't they just do this,” ask whose timeline is actually being served — the family's, or your need to close the file. A safeguard is bounded; a veto is not. Reserve specific extraordinary decisions with defined scope, thresholds, triggers, evidence, and duration. “The successor is in charge unless the founder feels uncomfortable” is an undefined operational veto. Agreement is not ownership. A family can be outvoted and formally agree while owning nothing. Ownership comes from having weighed the trade-offs and the implications of each option in the room. Timestamps [00:00] Cold open — why “he's just not ready” is untestable [01:05] Welcome: founders at the sell-or-transfer crossroads [01:48] Unbundling succession into six separate questions [02:23] Running a diagnostic on where the founder actually is [03:00] Watch behavior, not titles — and what the CFO tells you [04:00] Decision reversals and the second-guessing test [05:00] The crisis test: who owns the emergency [05:36] Fast handoff vs. staged succession and prolonged ambiguity [06:10] Milestones that show it's working — and goalposts that keep moving [08:00] Inside vs. outside successors and family dynamics [08:54] Competing heirs and the outside CEO as bridge or avoidance [09:47] Reading resistance: making “not ready” addressable [11:10] The advisory ecosystem's frustration with stalled progress [12:16] Whose timeline is being served? [13:31] Push, pause, or reframe — the art and science of advising [15:00] When to change the forum, the decision rights, or bring in a facilitator [15:36] Safeguards vs. vetoes and the trap doors founders build [17:37] Board composition: independence vs. familiarity [20:00] Restructuring boards to create seats for new expertise [20:54] Income-dependent family members vs. growth-minded owners [21:34] Agreement is not ownership: dividends vs. reinvestment [23:31] Matching complexity to the outcomes you need [25:00] Communicating decisions to people who weren't in the room [25:26] How to reach Paul Edelman [25:46] The Edelman–Shenkman trilogy for estate planning attorneys [29:19] Close Pull Quotes “If the CFO briefs the new successor CEO and then confirms things with Dad, then the org chart is not telling the real story.” — Paul Edelman “To have authority when things are going well is fine. But the person who owns the crisis is the one who's really owning the leadership.” — Paul Edelman “A safeguard should be limited, explicit, and connected to some extraordinary risk. A veto is an ongoing ability to stop or reverse any old ordinary decision.” — Paul Edelman “Just because there's an agreement in name doesn't mean there's ownership of the decision.” — Paul Edelman About the Guest Paul Edelman, PhD is a coach, facilitator, and mentor at Edelman & Associates, where he works with family enterprise and family office leaders on decisions that cannot be delegated. He holds a PhD in developmental psychology from Harvard University and a BS in physics from MIT, and serves as faculty at The UHNW Institute and the Bertarelli Institute for Family Entrepreneurship at Babson College. Contact Paul Edelman Email: paul@edelmancoaching.com Website: edelmancoaching.com (contact form on site) LinkedIn: linkedin.com/in/pauledelman The Edelman & Shenkman Trilogy Paul and Martin M. “Marty” Shenkman, CPA, MBA, JD, PFS, AEP (Distinguished), of Shenkman Tietz, have written a three-part series aimed at estate planning attorneys: Simplicity and its trade-offs — When Clients Ask for a Simple Estate Plan, WealthManagement.com / Trusts & Estates, July 8, 2026. The language of estate planning conversations — published in Steve Leimberg's LISI Estate Planning Newsletter (subscriber archive). Beneficiary education — forthcoming October 2026, expected in Estate Planning. Paul's running author archive: wealthmanagement.com/author/paul-edelman More from Paul Edelman Approval Is Not Ownership: Helping Family Office Investment Decisions Hold Under Pressure — Family Wealth Report, July 1, 2026 How Families Can Override Emotions to Make Better Judgments — Family Business Magazine, April 9, 2026 Lessons For Families And Their Advisors From A Hit TV Series — Family Wealth Report, February 24, 2026 Stronger Family Bonds and Better Strategic Decisions — FFI Practitioner, January 20, 2026 Frequently Asked Questions What are the six questions a family business succession decision should be broken into?Who receives the economic benefit of ownership; who votes the shares; who appoints and removes directors; who runs the company operationally; who receives what information; and who continues to hold influence after formal authority ends. Bundling these into a single “handoff” decision is what creates ambiguity. How can you tell whether authority has really transferred to a successor?Watch three behaviors. First, where the next management layer goes for real decisions — employees are excellent at reading where power actually lives. Second, whether the successor has ever made a call the founder disagreed with and had it stand. Third, the crisis test: when a covenant breaks or a key employee leaves, who walks into the room and who gets briefed afterward. Is a fast succession better than a gradual one?Speed itself is not the test. A five-year transition can represent disciplined development, and a six-month transition can be avoidance followed by an arbitrary deadline. What matters is whether responsibility moves against observable milestones, whether the successor learns from outcomes instead of being rescued, and whether readiness criteria stay fixed rather than shifting each time the successor advances. What is the difference between a safeguard and a veto?A safeguard is limited, explicit, and tied to extraordinary risk — selling the company, debt above a threshold, issuing new equity, changing core strategy, or related-party transactions — with defined scope, thresholds, process, duration, trigger, evidence, and who decides. A veto is an ongoing ability to stop or reverse ordinary decisions. If the founder can intervene whenever they feel uncomfortable, that is an undefined operational veto. How should advisors handle their own frustration with a stalled family?Notice that impatience often feels like clarity. When you think “I see exactly what they need to do, why can't they just do it,” that is often the moment to slow down and ask whose timeline is being served — whether the ambiguity is genuinely damaging the company, or whether the recommendation mainly closes the case and relieves the advisor's discomfort with uncertainty. What makes an independent director genuinely independent in a family company?The ability to exercise business judgment and fiduciary duty free from undue family influence or loyalty to a particular branch. A director who is the founder's golfing buddy or tied to one family faction will struggle to deliver the value independence is supposed to provide. Why isn't agreement good enough?Because agreement in name is not ownership. A family branch can be outvoted, formally accept the outcome, and still feel no responsibility for it. Ownership comes from working through the trade-offs — what each option makes better and worse — so participants can say they helped weigh the considerations even if the result was not their first choice. Full Transcript [00:00] Paul Edelman: The resistance often takes the form of some sort of concern that is stated like, for example, the most general concern that people will say is, well, he or she, the likely successor, is just not ready. But that phrase “not ready” is at a very high level of generality. It's not specific enough to be testable or to be capable of being satisfied. So the challenge is to work with the founder to help them express their concern in terms that are actually addressable. [00:36] Announcer: Welcome back to the Wealth Actually podcast, the show that features experts, entrepreneurs, and commentators that will give you the right knowledge, planning, and guidance so you can preserve your assets and enjoy your wealth. Learn more and subscribe today at wealthactually.com. This podcast is for educational and entertainment purposes. It is neither investment, legal, nor tax advice and does not represent the opinions of the employers of the host or guests. [01:05] Frazer Rice: Welcome aboard, Paul. [01:07] Paul Edelman: Thanks, Frazer. Looking forward to our conversation. [01:09] Frazer Rice: Well, it's important because I deal with a bunch of founders and a bunch of other business owners, families, et cetera, that are trying to make sense out of the concept of passing along the business either to the next generation or deciding to sell it, and all sorts of parts of that tough crossroads that everybody has to go through at some point. And that's really the crux of your practice — to help people with those conversations. [01:34] Paul Edelman: Yes. [01:35] Frazer Rice: So when we're thinking about that and kind of unbundling the decision to pass the business along, when a family wants to talk about that, what are the separate parts of that decision that need to be contemplated? [01:48] Paul Edelman: Well, I see at least six different questions that need to be separated. One is who receives the economic benefit of ownership in the company. Another is who gets to vote the shares. And a third is who appoints and removes the directors. Then there's who runs the company from an operational standpoint, and who receives what information. And then, who continues to have influence even though they may no longer have formal authority. [02:23] Frazer Rice: So once you get into the… it always seems to me to be tough to sort of say, okay, here are six things that have to happen, and that's a lot for somebody to digest in the course of one or two meetings and get the buy-in from all the different constituencies that are interested in what the business is up to. How do you run a diagnostic to understand where a founder is — or generation one — in their own head space, and understanding what control being passed on looks like in summary form on those six different aspects that you brought up? [03:00] Paul Edelman: I think the key thing is to watch behavior more than titles. People often pay a lot of attention to when the titles have shifted or compensation shifts, things like that. But they pay less attention to how decisions are being made and whether those decisions get reversed. So when the title has moved but the authority hasn't moved, you tend to see three different things. First of all, you can see something going on at the next level down in management — not with the founder and successor per se, but with the other executives. You can ask yourself, who do they go to for the real decisions? If the CFO briefs the new successor CEO and then confirms things with Dad, then the org chart is not telling the real story. [04:00] Paul Edelman: Employees are excellent at reading where the actual power lives, because they can't afford to be wrong about that sort of thing. So that's one clue. Another is to look at decision reversals, or what is more commonly called second-guessing. You want to look for whether the successor has made a call that the founder disagreed with. And if so, did it stand, or did it get reversed? If the company is two years into succession and that's never happened, it's possible that the successor is pre-clearing everything with the former CEO and only making decisions that they know will be approved. So in that case, it's not real authority. And a third situation is what you could call a crisis test. [05:00] Paul Edelman: So when something genuinely bad happens — there's a breach of a covenant, or a key employee departs, or a lawsuit — the question is, who do people go to? Who walks into the boardroom and into the decision-making situation, and who ends up getting briefed afterwards? To have authority when things are going well is fine, but the person who owns the crisis is the one who's really owning the leadership, in a sense. [05:36] Frazer Rice: So one of the avenues that I think is interesting, that I read in your materials ahead of time, was the idea that a quick succession oftentimes — and maybe not often, but can be — a better avenue in terms of moving the succession forward, as opposed to having a staged succession where a long period of ruminating and decision-making often perpetuates ambiguity, or even confusion, amongst different constituencies both managerially and ownership-wise. [06:10] Paul Edelman: Speed itself is not the test. You could have a five-year transition that represents disciplined development of the successor, and you could also have a six-month transition that essentially is a denial of what needs to happen, followed by some kind of a deadline. But you certainly don't want to allow things to drift. If the transition is proceeding gradually, you can tell it's working if responsibility and authority are moving according to observable milestones. So the successor is making increasingly consequential decisions. They're learning from the outcomes rather than being rescued by the founder or the prior leader from their mistakes. [07:01] Paul Edelman: They're developing important relationships and they're becoming someone that others rely on. The criteria for readiness also should become clearer over time, and the founder's involvement should change in ways that are recognizable. So that's the ideal. But sometimes a gradual transition represents avoidance, and in those cases you see criteria — sometimes people refer to them as the goalposts — that keep moving. And decisions are repeatedly returned to the founder. Also, each step that the successor takes toward greater authority may be followed by a new reason why the founder feels that they're not ready. So the question that can be asked is: what are the capabilities that the successor is developing, and what specific evidence would demonstrate that? [08:00] Frazer Rice: When you're diagnosing what those capabilities are, as part of that diagnosis, if the successor is inside the family versus outside the family, how do you diagnose whether that is a positive or a negative, in addition to maybe the harder skill sets that are being dealt with? [08:29] Paul Edelman: If the successor is from inside or outside the family, I would say that many of the capabilities needed for leadership are the same. [08:40] Frazer Rice: Yeah, I was going to say — if you run into situations where a family member is capable skill-wise, but there are dynamics issues that have prevented their succession to the throne, essentially. [08:54] Paul Edelman: Sometimes there may be a situation in which you have more than one potential successor and they're in competition with one another, and the family is reluctant to declare a winner. And so one move that can be made in that situation is to essentially bypass the decision by going to the outside to bring in someone. It could be a kind of conflict avoidance mechanism. On the other hand, if no successor is really ready, then sometimes going to the outside can be an interim move. So some companies will hire an external candidate for CEO with the expectation that part of the responsibility will be to develop one of the family members who ultimately may take over. [09:47] Frazer Rice: And so part of your methodology is to read resistance in the room and understand where those pain points are. How does a founder, or generation one, or the successive generations understand what the resistance is? And how do you help them overcome that? [10:02] Paul Edelman: The resistance often takes the form of some sort of concern that is stated like — for example, the most general concern that people say is, well, he or she, the likely successor, is just not ready. But that phrase “not ready” is at a very high level of generality. It's not specific enough to be testable or to be capable of being satisfied. So the challenge is to work with the founder to help them express their concern in terms that are actually addressable. If you try to do that and you're unable to, that's an indication that the concern is less about something specific and addressable, and more about some unpleasant feelings that the founder is experiencing — and that implies a different path for how to address those, or what needs to be done. [11:10] Frazer Rice: For those of us in, let's call it the advisory ecosystem — that can be the wealth manager, or the lawyer, or the accountant, the people who help guide the technical succession issues, whether it's tax planning or trusts and estates or even just the corporate handoff — oftentimes we're presented with situations that just get muddled, and we look at lack of progress with frustration. How does an advisor deal with that, when the instinct and in a sense the business model is to try to push, to get resolution and to get progress on these types of issues? [12:16] Paul Edelman: The signal that I watch for is what that impatience feels like to the advisor. Sometimes it feels like clarity. The advisor says to himself, oh, I see exactly what they need to do — why can't they just do this? And in my experience, that's often the moment when it's helpful for the advisor to slow down. Not because the family should be allowed to delay indefinitely, but because the advisor's own need for resolution may begin to shape what they say and do, and the advice that they give. [13:00] Paul Edelman: One useful check that advisors can use for themselves is to ask whose timeline is being served. There may be a genuine business reason to act — it may be, for example, that the continued ambiguity is hurting the company, or weakening the successor, or leaving employees unsure about who's in charge. But I would also ask myself, and other advisors can ask themselves, whether their recommendation is mainly to help them close the case, or to demonstrate progress, or to relieve their own discomfort with uncertainty. [13:31] Frazer Rice: The concept of — this is really, I guess, the mix of art and science of advising — between push versus pause versus a total restructure or a reframing of the conversation. There's an intersection of, you have to have the technicals down, but then experience in dealing with personalities, experience with dealing with the specific family and situation, and guiding that. [14:15] Frazer Rice: I imagine occasionally you run into situations where, at the intersection between the advisors and the family, they feel stuck. And so then the concept of getting them unstuck — yet there is resistance to maybe bringing in a facilitator to help grease the skids and get the conversation moving again. How do you help that reframing discussion? [14:40] Paul Edelman: I guess the question I would ask is, where do things stand? Has a decision actually been made, or is the obstacle substantive, or is it the process? So when a decision has been reached through a legitimate process and what you see is some sort of executional drag or discomfort, those are the situations where I think it's helpful to hold the boundary. You can acknowledge whatever feelings may be slowing things down, but there's not a need to reopen the decision. [14:55] Paul Edelman: On the other hand, if the discomfort that people are feeling suggests that there's some sort of important concern that hasn't yet been understood, then that's where I would pause. And that pause can involve useful work. You can ask people, what is it you're trying to protect? What are the consequences that you fear? What would need to be true for proceeding to feel responsible rather than reckless? And then there are times when it makes sense to restructure or to add structure. So for example, the choices are pretty clear, but the same conversation keeps recurring and producing the same result. In that case, you want to think in terms of either changing the forum, or clarifying the decision rights, or maybe dividing the issue into smaller decisions, or even bringing someone in to help structure the conversation, like a third-party facilitator. [15:36] Frazer Rice: The handoff ultimately — when the founder, or generation one, has gotten to the point where they're ready to move things along to the next set of operators, the next set of owners — and at the same time, in order to feel safe, they've created some safeguards, or let's call it some trap doors or back doors, to be able to help influence decisions if they feel like things are going in a different direction. How do you think about it so that they don't turn into pain points — maybe regret that turns into a veto power that stymies the succession, even if it's already been decided and put in motion? [16:21] Paul Edelman: Well, I think you put your finger on it. There's a key distinction to be made here between a safeguard and a veto. A safeguard should be limited, explicit, and connected to some extraordinary risk, whereas a veto is kind of an ongoing ability to stop or reverse any old ordinary decision. So when it comes to safeguards, a family might reserve certain kinds of decisions — like selling the company, or taking on debt above a certain level, or issuing new equity, or changing the basic business strategy, or entering into a transaction with a family member. [16:59] Paul Edelman: Those kinds of things can be specified, and the scope, the threshold, the decision process and the duration of the safeguard should be clear — as well as who can invoke that protection, what evidence is required, and who decides whether the trigger has occurred, and so on. So the problems arise when the arrangement is essentially one in which the successor is in charge unless the founder feels uncomfortable. If the founder is allowed to intervene anytime they feel uncomfortable, as opposed to for these specific kinds of reasons, then you're dealing with more of an undefined operational veto. [17:37] Frazer Rice: To that end — boards of directors related to these companies, whether they're private or public, but we're really talking about private in most cases. The constitution of those boards: how involved do you get in that? And what is the importance of independence versus familiarity versus family member input, to act as a go-between in many ways between founder, the operational executives, and then ultimately the owners? [18:07] Paul Edelman: Well, in order to really add value — the kind of value that independent directors can potentially offer to a company — they need to be adequately independent. That is to say, they need to be able to exercise their sound business judgment and carry out their fiduciary responsibilities in a way that is free from undue influence by other kinds of family considerations, and potentially loyalty to particular family members. So I think in those cases where a so-called independent board member is actually a golfing buddy of the CEO or the founder, or has a tie to one particular family member or branch of the family, it may be harder for them to bring the full value that an independent director can bring. [18:55] Paul Edelman: Then of course, another reason why companies bring in independent directors is because they have some additional expertise that the current board members or family members lack. So for example, a colleague and I are working with a company right now where the core business has been subject to commoditization, and they've made a strategic decision to diversify. But in order to diversify, they need to bring in people with new expertise, particularly in the line of business that they want to move into. In order to do that, they need to create some space in their board or boards of directors — they have several different kinds of boards. And as part of this, we were brought in to take a look at those existing boards and help them think about how to restructure in a way that could create some open seats while minimizing the displacement of people who are currently board members, including family members who are board members, who may not feel too positively about losing their board seat. [20:54] Frazer Rice: Related to board seats, but more specifically to family ownership — the concept of family members who rely on the family business for income, versus maybe other parts of the family that are looking at the business and thinking of growing the valuation or innovating with the business, that type of thing. With the tension between those two different components, how do you solve for that and have that conversation stay productive, when I imagine it can get emotional very quickly? [21:34] Paul Edelman: This is where a third-party facilitator can be helpful to slow things down. When things begin to get heated, it's often helpful to have a neutral or impartial person present who can help to reduce the heat in the conversations. There are a number of things in particular that can be done under those circumstances. First of all, anytime there are these kinds of tough decisions, there's never a single right answer. There's always trade-offs involved. And some boards work their way through these things by voting. I'm dealing with a situation right now where some members of the family were outvoted. At the end of that vote, they say, okay, we now have an agreement, we're going to move forward with this. But just because there's an agreement in name doesn't mean there's ownership of the decision. [22:34] Paul Edelman: So in order to create ownership, I think it is helpful to have the difficult conversations and to consider the implications of going one way versus another. If we were to distribute all this money in the form of dividends, what would be the benefits of that, and what would be the costs associated with that? And on the other hand, if we were to plow it all back into growth of the business, what's the upside and downside of that? Only by considering different options and the implications of each can the family ultimately arrive at a decision where people feel like, well, I may not have agreed to this, but I was part of the discussion, I was part of the process of weighing the different considerations, and I'm willing to buy into this. In other words, I feel some ownership for this decision. [23:31] Frazer Rice: As we start to wind down here, an interesting concept is what should all the constituencies come away with from the decision-making process. And as a follow-up to that is simplicity versus complexity of the solution. How do you manage that so that you take care of the needs of the business and the needs for structuring, with the need for simplicity, so that everyone who comes away from the discussion and the decision-making understands what's been put in place? [24:06] Paul Edelman: As far as the solution itself goes, the level of complexity should match what's required to accomplish the desired outcomes. So complexity for its own sake is not useful. But when you're trying to accomplish more than one thing at a time, it may require a more complex approach to the solution. So that's on the solution side. Now the other side of it has to do with communication. How do you share what's been decided with other people, especially people who haven't been in the room? And I think that the best way to do that is to try to explain clearly what was the context of the situation in which the need to make this decision arose; what were the desired outcomes that the decision makers were trying to produce, what were they trying to accomplish; and the flip side of that is what were they trying to avoid, or what were they trying to protect. [25:00] Paul Edelman: When you share all of that, the rationale for the decision becomes more understandable, and also you have a better case for justifying any complexity that's part of the decision. As far as complexity goes, of course, you want to use the simplest, most straightforward language to describe what you've come up with. But I think the key thing to getting buy-in is to make sure that the rationale is clear, and people understand that there was a thoughtful and systematic process behind it. [25:26] Frazer Rice: Really good stuff. Paul, how do people find you to hear more about what you're up to? [25:32] Paul Edelman: My website is edelmancoaching.com. So people can go to edelmancoaching.com, read more about the work that I do, and there's a contact form there. Or people can simply email paul@edelmancoaching.com. [25:46] Frazer Rice: Just to — because you're being very humble — you have a couple of articles coming out with Marty Shenkman, where the intersection of probably the trust and estate planning and the actual, let's say, getting the business ready for the next generation, whatever form that takes, is probably front and center there. How would people find that? [26:06] Paul Edelman: So we've written three articles recently, kind of a trilogy, and they're each going to be carried in different places. Two have already come out, and one is due to come out. These are aimed primarily at estate planning attorneys. But the first one is on when the client asks for a simple estate plan. And this relates a little bit to what you were describing, in a different domain — the domain of trusts and estate plans and so on. But the point that we make is that the client's request for simplicity is understandable, and ideally the attorney will validate that. But at the same time, along with the request for simplicity goes potentially some compromises, because when you have multiple desired outcomes, it may take more of a complex structure to achieve those outcomes. So the role of the planner is not to introduce complexity for its own sake, but to make clear to the client [27:06] Paul Edelman: what trade-offs they'd be making if they went with a simpler plan, and what additional protections they can get by considering a more complicated one. Then the second piece is on the use of language in these estate planning conversations. And again, it relates to this concept we were talking about a minute ago, of the difference between agreement and ownership. Some clients are willing to agree to whatever the attorney says. If you say to them, “Well, I think this is the best plan for you,” they say, “Fine, where do I sign?” But the goal, ideally, is more than just agreement. It's ownership. Because in the absence of ownership — and by ownership, I mean that the client understands the trade-offs that are being made, they feel that they had agency in the process of making those trade-offs — [28:06] Paul Edelman: and ultimately, if something doesn't work out as well as hoped, people will not go back and point a finger at the planner and say, “You did this, how could you do this?” or something like that, but rather, “This was a collaborative effort. You made clear what the choices were, and we made them together.” So that piece talks about language, and how, for example, there's a difference between saying to a client “you should do this,” and speaking to them in terms of what they can do. [28:42] Frazer Rice: And then the third piece — when's that coming out? [28:46] Paul Edelman: The third piece is on beneficiary education, and that one will come out in October. And so the first piece came out in a publication called Wealth Management. The second piece came out in a newsletter that's published by, I think it's LISI. And the piece that's coming out in October is, I think, being published in a magazine or a journal, something like Estate Planning. [29:19] Frazer Rice: They're everywhere. So, terrific. Well, Paul, thanks for being on. I'll put all that in the show notes, and look forward to staying in touch. [29:26] Paul Edelman: Thanks very much, Frazer. [29:28] Announcer: This podcast is for educational and entertainment purposes. It is neither investment, legal, nor tax advice, and does not represent the opinions of the employers of the host or guests. Additional Links Mark Tepsich of Family Governance https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/

On the show this week, I answer a listener question about restricted stock units, or RSUs—what they are, how they're taxed, and the best strategies for managing them as they vest. I'll take an in-depth look at different types of vesting schedules, tax implications, and the practical choices you have when your RSUs become available. This episode is all about giving you clear guidance to help you make informed decisions about RSUs and making sure your retirement strategy is on the right financial track.   You will want to hear this episode if you are interested in... 00:00 Explanation of Restricted Stock Units (RSUs) 04:19 How stock vesting works 05:14 RSUs are treated as ordinary income when they vest  06:52 Understanding RSU Tax Withholding 11:36 Investing in Index Funds 12:58 Matching investment decisions to risk tolerance and goals    Restricted Stock Units (RSUs) RSUs represent a promise from your employer to deliver company stock or a cash equivalent in the future once certain conditions, called vesting requirements, are met. These conditions are designed to incentivize and retain employees, ensuring that you benefit as the company grows and performs well.   RSUs usually vest in one of three ways:   Time-Based Vesting: The most common approach, where shares vest gradually over a specified period. For instance, a 4-year vesting schedule for 1,000 RSUs would typically see 250 shares vest each year. At ESPN and Disney, a 3-year vesting schedule is standard, with shares vesting twice annually—in the summer and fall.   Performance-Based Vesting: Shares vest only if certain targets are met, such as revenue goals or profit margins. Some grants only vest if multiple targets are reached.   Liquidity Event-Based Vesting: Common in private companies, where shares vest after events like an IPO or a company merger. If you leave your employer before shares vest, you lose any unvested RSUs—a strong incentive to stay.   How Are RSUs Taxed? When RSUs vest, the value of the vested shares is treated as ordinary income, just like your regular salary. This income is reported on your W-2 and is subject to federal, state, and payroll (FICA) taxes. Social Security taxes apply up to a certain annual earnings cap ($184,500 in 2026), but Medicare taxes continue regardless of income. To cover your tax liability, employers usually sell enough shares on your behalf (a "sell-to-cover" transaction). For example, if 100 shares vest and 20 need to be sold to cover taxes, you'd end up with 80 shares. Employers typically withhold taxes at a 22% rate; if your annual compensation exceeds $1 million, the withholding rises to 37%. Many employees find themselves under-withheld, especially if they move into higher tax brackets, and may need to adjust their W-4 or set aside additional funds to avoid owing at tax time. What Are Your Options When RSUs Vest? Once RSUs vest, you have several paths forward:   1. Hold the Shares Some employees hold their RSU shares, believing in the long-term prospects of their company. This approach can create significant wealth if the stock outperforms, but it also concentrates risk—especially if your job and sizable net worth are tied to the same company.   2. Sell Immediately Selling your shares right away locks in your gains, minimizes risk, and frees up cash to fund other goals, like buying a house or paying for college. Just be cautious about spending it all; ensure you're saving enough for long-term needs.   3. Sell and Reinvest Sell your RSU shares and reinvest the proceeds in diversified assets, such as index funds (e.g., S&P 500 or total market funds), or bonds if you have a lower risk tolerance. This strategy provides broader market exposure and can reduce the risk inherent in holding too much of a single company's stock. Resources Mentioned Retirement Readiness Review Subscribe to the Retire with Ryan YouTube Channel Download my entire book for FREE  State Street S&P 500 Index Fund (SPYM) State Street Aggregate Bond Fund (SPAB)   Connect With Morrissey Wealth Management  www.MorrisseyWealthManagement.com/contact Subscribe to Retire With Ryan  

"The right hire solves problems before they become barriers." Episode Chapters [02:37] Looking beyond technical qualifications [05:03] Hiring entrepreneurs not just specialists [05:51] Using motivation-based interviewing [07:11] Leadership exists in every role [10:06] Matching skills to business needs [11:24] How hiring shapes culture [13:29] Innovation starts with your people Hiring the right technical skills is only part of the equation. In this episode, Jody Maberry and Tim Dyck discuss why organizations should also hire for growth. Using the example of a community pharmacy, Tim explains how the skills needed to perform a job are often different from the skills needed to grow a business. The conversation explores the value of entrepreneurial thinking, leadership at every level, and how motivation-based interviewing helps organizations identify candidates who contribute to growth. Connect with Tim and his team: Website: https://bestculturesolutions.ca/ LinkedIn: Best Culture Solutions, Inc Instagram: @best.culture.solutions   Email: tim@bestculturesolutions.ca Jody Maberry: jodymaberry.com Katie Currens: katiecurrens.com  

Terrazzo may be one of the longest-lasting flooring systems in the built environment, but restoring it is rarely straightforward. In this episode, the team is joined by senior specifier Chris Ricke to discuss the unique challenges of refinishing historic Portland cement terrazzo, from matching decades-old materials and aggregates to deciding when restoration, patching, or contrasting new work is the better approach. Along the way, the conversation explores how resources like 4specs, industry associations, and early collaboration with specialty contractors can help project teams make better-informed decisions. It's a practical look at why preserving a century-old floor often requires as much expertise as installing a new one.

Raising money is not about finding people with money. It is about finding the right investor for the right opportunity. In this episode, Dave Dubeau talks with Joel Block about what he has learned after decades working in real estate, venture capital, hedge funds, and public company finance. Joel explains why capital raising is a skill that can be applied across many industries, but only when you understand how to structure deals and present opportunities that make sense to investors. Joel also shares the story of raising ten million dollars for an innovative stock quote by fax service years before the internet, explains why funds and syndications serve different purposes, and discusses why beginning investors should build experience before asking others to invest. Key Topics Joel's journey from CPA to venture capital Raising ten million dollars for a pre internet business idea Why raising capital is a transferable skill The difference between funds and syndications Why matching investors with the right opportunities matters Structuring deals for long term growth Advice for new capital raisers Guest Information Joel Block works with public company CEOs, advises on capital strategies, and has extensive experience in venture capital, hedge funds, and real estate investing. Website: theadvantageplayer.com Call to Action To learn more about Joel Block and connect with him, visit: theadvantageplayer.com

A new farming practice should earn a producer's confidence before it is trusted with an entire field. Oklahoma State University Extension specialists Brian Arnall, Ph.D., and Josh Lofton, Ph.D., explain how small-plot research becomes practical agronomic guidance for Oklahoma producers. They discuss replication, field variability, statistical confidence, and the steps researchers take before recommending changes involving nitrogen, plant population, varieties, or other crop-management decisions. They also explain why on-farm cooperators and producer-run trials are critical for testing whether research results hold up under commercial conditions. Key takeaways: Small plots help researchers isolate treatment effects by reducing differences in soil, rainfall, pests and field management. A large field demonstration may look convincing, but without replication it can be difficult to separate a treatment response from normal field variability. Results should usually be repeated across multiple years, locations, soil types and weather conditions before becoming a broad recommendation. Researchers may require greater confidence when a recommendation would significantly change established practices or put a producer's return on investment at risk. Producers can manage adoption risk by testing a new practice on a few strips or limited acres before applying it across the operation. Detailed Timestamped Rundown: 00:00–02:13 — Episode introduction and research question Dave Deken introduces the discussion of “big science on small acres” and previews how small-plot trials become real-world recommendations. Brian Arnall and Josh Lofton are introduced along with their OSU Extension roles.02:16–05:09 — Why researchers use small plots Arnall explains that an entire trial may fit within roughly a quarter acre. The smaller area allows researchers to keep treatments on similar soil and under comparable rainfall, pest pressure and environmental conditions. Small plots also make it possible to test many treatments with several replications.05:09–08:19 — Matching plot size to field variability Lofton explains that researchers must decide whether to minimize variability with smaller plots or include more variability within longer plots. Forage research may require longer plots, while detailed plant-physiology questions may be studied in one-foot-by-one-foot microplots.08:21–10:14 — Demonstrations versus replicated science Large demonstrations can show whether a practice appears workable across several acres, but they may not provide strong scientific evidence without replication. Researchers are cautious about using a producer's land for an idea that may reduce yield or profitability.10:14–13:26 — Testing across years and environments A practice that works repeatedly near Stillwater may respond differently in western Oklahoma's sandy soils or the wetter, heavier soils of northeastern Oklahoma. Researchers distinguish between an observation, a tentative practice to try and a formal recommendation.13:26–16:19 — Blocking, variety trials and experimental tradeoffs Lofton describes how treatments are grouped into blocks so each treatment experiences a comparable environment. Trials containing too many varieties can stretch across changing soils and conditions, so researchers may divide varieties into separate maturity groups.16:19–19:15 — Statistical error and recommendation risk The group discusses the possibility of concluding that a treatment works when it does not, or concluding that it does not work when it actually does. Arnall emphasizes the risk of recommending a product or practice that fails to produce a dependable return.19:15–22:10 — Why confidence standards can change Lofton and Arnall discuss the difference between 90% and 95% confidence. The appropriate threshold depends on the research question, the quality of the field conditions and the consequences of being wrong. Major changes to accepted practices demand stronger evidence.22:10–24:22 — Evidence behind major management changes The speakers compare agricultural risk with the much higher certainty required in medicine and engineering. Arnall says he had approximately six years of data before becoming highly vocal about delaying some nitrogen applications.24:22–26:54 — Challenging assumptions and explaining mechanisms Researchers do not rely on statistics alone. They ask whether a result makes biological and agronomic sense, discuss it with colleagues and collect additional plant or soil measurements to explain why it occurred.26:54–29:44 — Scientific disagreement strengthens recommendations Arnall and Lofton explain that members of the research team frequently disagree about mechanisms and interpretations. Those arguments continue until the data support a consistent OSU recommendation. Repeating work with different students or projects can provide additional confirmation.29:46–32:10 — Moving research into producer fields The discussion returns to the progression from controlled plots to practical use. Some practices move into formal demonstrations, while others are tested through a few producer-applied passes or strips. Starting with a limited area gives producers a way to evaluate an unfamiliar practice without risking the whole operation.32:10–34:31 — Why farmer-hosted small plots matter Arnall emphasizes that many small plots are located on commercial farms rather than research stations. These sites provide different soils, management histories and production environments, although the plots can create extra work for the cooperating producer.34:31–35:30 — Helping producers become experimenters Lofton describes producers who begin with one research project and then start conducting their own field demonstrations. County Extension educators can help producers establish useful comparisons and interpret the results.35:30–37:20 — Building a statewide cooperator network Arnall discusses working with different groups of cooperators over time and matching projects with farms that provide the appropriate crop, soil, management system and region. This network improves the relevance of OSU agronomy research.37:20–38:22 — Closing thoughts The episode concludes with appreciation for producer cooperators and an invitation for listeners to visit Red Dirt Agronomy, submit questions and learn more about the research discussed on the program. RedDirtAgronomy.com

Recorded live at the House of Suze during Tales of the Cocktail in New Orleans 2026.Why This Episode MattersDiscover how the American beefsteak became a tool for political organizing in New York and New Jersey.Learn the feast's essential rules: endless meat, bread as a plate and no concern for remaining clean.Hear how Prohibition and women's suffrage changed public drinking—and the beefsteak itself.Find out how New Jersey preserved the tradition after it faded elsewhere.The ConversationMark Pascal, Francis Schott and Sother Teague take the stage together to explore one of America's messiest, and most political, dining traditions.The American beefsteak began as a nineteenth-century feast where politicians served voters and ward leaders all the steak and beer they could handle. Matching aprons erased the appearance of social rank, and the room became a place to reward loyalty, recruit supporters and build political alliances.The panel lays out the beefsteak's non-negotiables: slices of beef served continuously on pieces of bread, no forks, no knives and traditionally no napkins. Diners eat the meat, stack the bread and use their aprons to wipe their hands. As Sother puts it, the guiding principle was “opulence over elegance.”They trace the tradition through Tammany Hall, organized labor and the East Side–West Side beefsteak rivalry. They also examine how Prohibition and women's suffrage helped transform the formerly all-male event into a more social and mixed-gender gathering.When beefsteaks began disappearing after World War II, New Jersey butcher Garrett “Hap” Nightingale revived them as fundraisers for fire departments, churches, and community organizations. The conversation also compares the beefsteak with Southern pig pickin's, crab boils, clambakes and pancake breakfasts.Along the way, Sother recounts the six-plane journey that brought him to Tales, while Mark and Francis explain how they transported steaks, produce and Himalayan salt bricks from New Jersey to New Orleans.The evening's menu includes brisket, roast beef, Wagyu, house-made mozzarella and steaks finished on 500-degree salt bricks. Steak sauce is permitted, although putting it on the Wagyu may cause Francis emotional distress.Guest BioSother Teague is a bartender, hospitality professional and drinks historian best known for Amor y Amargo and Overthrow Hospitality. He is also a co-host of The Speakeasy and Sauced podcasts.Timestamps00:00 Live from the House of Suze at Tales of the Cocktail02:15 What is an American beefsteak?05:00 Tammany Hall, political organizing and “opulence over elegance”10:00 Six planes, ten cooler bags and salt bricks on an airplane13:00 Excess, Prohibition and the end of the all-male beefsteak21:00 How New Jersey revived the tradition23:00 Pig pickings and other regional communal feasts25:00 Wagyu, salt bricks and the steak-sauce debateInfoSother Teague https://www.overthrowhospitality.com/teamPodcasts: The Speakeasy, SaucedRecorded AtHouse of SuzeTales of the CocktailNew Orleans, LouisianaFeatured PartnersSuze and BCIOld ForesterSerene Craft Beer DistributorsSubscribe: Restaurant Guys' Regularhttps://restaurantguysregulars.buzzsprout.com/Magyar Bankhttps://www.magbank.com/Stage Left Wine Shophttps://www.stageleftwineshop.com/Our PlacesStage Left Steakhttps://www.stageleft.com/Catherine Lombardi Restauranthttps://www.catherinelombardi.com/Stage Left Wineshophttps://www.stageleftwineshop.com/Reach Out to The Guys!TheGuys@restaurantguyspodcast.com

See omnystudio.com/listener for privacy information.

d4vd and Nolan Wells — two cases where the evidence just put into the public record raised more questions than it answered. Defense attorney and former prosecutor Eric Faddis examines both.d4vd's preliminary hearing introduced the prosecution's full digital paper trail — online orders for chainsaws, a cadaver bag, a burn cage, laundry bags, and an inflatable pool, all allegedly placed under aliases and shipped to the defendant's own address. But the defense established that every chainsaw tested negative for blood, no DNA testing was ordered, and key pieces of physical evidence were not properly preserved or collected. Matching tattoos and prosecutors' allegation that fingers bearing his name were removed from Celeste Rivas Hernandez's body added another layer.In the Nolan Wells investigation, two autopsies produced zero answers on cause of death. The independent pathologist flagged that Mississippi retained the neck structures, making it impossible to assess strangulation. A $125,000 reward is on the table. The autopsy was announced at the NAACP Convention in Chicago. Friends who cooperated with investigators face threats and AI-fabricated evidence online.Eric Faddis breaks down whether the evidence released helped or hurt each case — and who benefits when the evidence doesn't match the narrative.Links:Join Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/ Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/channel/UC8-vxmbhTxxG10sO1izODJg?sub_confirmation=1 Instagram https://www.instagram.com/hiddenkillerspod/ Facebook https://www.facebook.com/hiddenkillerspod/ Tik-Tok https://www.tiktok.com/@hiddenkillerspod X Twitter https://x.com/TrueCrimePodDisclaimer:This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.#d4vd #NolanWells #HiddenKillersLive #TrueCrime #CelesteRivas #HornIsland #EricFaddis #Mississippi #LosAngeles #GrandJury

d4vd — prosecutors told a Los Angeles courtroom that online purchases of chainsaws, a cadaver bag, a shovel, and an inflatable pool were central to the alleged dismemberment and cover-up of Celeste Rivas Hernandez's death. They presented financial records, delivery logs, and alias accounts allegedly tied to the defendant. The digital trail is extensive.But the defense exposed a gap: all three chainsaws recovered from the defendant's home tested negative for blood. No DNA testing was performed. The tools that prosecutors say carried out the alleged cover-up have no biological evidence connecting them to the crime. Berk also pressed on evidence handling — the cadaver bag was not fully preserved and the burn cage was not collected during the initial search.Matching tattoos were shown in court. Prosecutors allege two specific fingers bearing a tattoo of his name were removed from Celeste's body and have never been located. Financial testimony put earnings above ten million dollars, but the defense demonstrated the defendant's mother and financial manager ran every transaction.Eric Faddis examines whether the defense is planting real trial strategy or just running standard cross-examination — and how a prosecution survives the gap between its theory and its physical evidence.Links:Join Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/ Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/channel/UC8-vxmbhTxxG10sO1izODJg?sub_confirmation=1 Instagram https://www.instagram.com/hiddenkillerspod/ Facebook https://www.facebook.com/hiddenkillerspod/ Tik-Tok https://www.tiktok.com/@hiddenkillerspod X Twitter https://x.com/TrueCrimePodDisclaimer:This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.#d4vd #CelesteRivas #HiddenKillers #TrueCrime #DavidBurke #PreliminaryHearing #LosAngeles #EricFaddis #Murder #BlairBerk

#1005 What if you could grow a business without ever spending a cent on ads? In this episode, we sit down with Luka Petrovic, founder of Sydney Music Lessons, who did exactly that — turning a fully-booked one-person tutoring business into a thriving two-sided marketplace connecting music students and teachers across Sydney, entirely through organic growth. Luka shares how he identified the pain points parents and students were facing, why he chose not to migrate his own students into the new business, and the "people-first" philosophy that's guided every decision since. We also dig into his approach to recruiting quality teachers, balancing growth with cash flow, and the SEO strategies (on-page, off-page, technical, and local) that built his organic traffic from scratch! What we discuss with Luka: + Turning a solo tutoring business into a marketplace + Why he didn't migrate old students to new teachers + Recruiting teachers before chasing students + The "people-first" business philosophy + Matching students and teachers by personality + How teacher pay and freedom are structured + Growing traffic with zero paid ads + The four pillars of SEO + Common SEO mistakes local businesses make Thank you, Luka! Check out Part 2 of this episode. Check out Sydney Music Lessons at SydneyMusicLessons.com.au. Follow Luka on Instagram. Watch the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠video podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ of this episode! To get access to our FREE Business Training course go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MillionaireUniversity.com/training⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To get exclusive offers mentioned in this episode and to support the show, visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠millionaireuniversity.com/sponsors⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Learn more about your ad choices. Visit megaphone.fm/adchoices

Episode Summary With sub-internship (away rotation) season approaching, the hosts pull back the curtain on what orthopaedic faculty and residents are actually evaluating when a visiting medical student rotates through their program — and how to make the most of a high-stakes, high-anxiety few weeks that can shape where a student matches. Timestamps 00:00 — Intro Welcome and standard disclaimer: discussion is for informational purposes only, not professional medical advice. Setup for the episode topic — sub-internships and the residency match process. 00:30 — What sub-internships are and why they're stressful Framing the away rotation as an audition: students are trying to show programs who they are in a compressed, high-pressure window, often while living out of a temporary apartment in an unfamiliar city. 03:00 — What "being a good fit" actually means Programs are evaluating who they'll want to work closely with for 5 years — not just intelligence, but genuine likability and motivation. Surgical skill and knowledge can be taught; character is harder to change. 06:00 — Knowing your patients cold Being over-prepared on rounds — knowing the patient's history as well as or better than the intern — is one of the clearest signals of a strong sub-intern. Also covers outpatient/clinic prep and being a true team player, not just to faculty but to residents and staff alike. 09:00 — It's not about what you know — it's how you think Faculty don't expect med students to have read every paper. What stands out is how a student approaches an unfamiliar problem, reasons through it, and engages honestly rather than performing. Also: don't fake being busy or "look like you're learning" for show — it's noticeable. 12:00 — Phones, timing, and letters of recommendation Being visibly on your phone reads badly, even if you're doing legitimate reading between cases. Advice to request letters of recommendation about a week in advance so faculty can ask a few thoughtful questions about motivation and goals, rather than being asked last-minute. 15:00 — Flip the script: evaluating the program Sub-internships are a two-way evaluation. What to watch for: whether junior residents are progressing appropriately (a junior who already "knows everything" like a senior isn't actually a good sign — it may mean the program lacks structured teaching), how happy residents seem, and practical factors like hospital type (county vs. academic vs. hybrid) and commute/travel time. 18:00 — Talking about research in interviews Advice on discussing research authentically rather than treating it as a checklist. How to "spin" even offbeat research topics into a genuine, engaging conversation — with personal examples from silk moth cocoon biology to heart transplant genetics. 21:00 — Electives worth adding: psychiatry and emergency medicine A case for adding a real psychiatry rotation to build empathy and understanding of how depression, anxiety, and chronic pain intersect with orthopaedic care — plus a recommendation for an emergency medicine rotation to build consult and acute-care skills. 24:00 — Recommended resources and final advice A recommended online video resource for students transitioning from med student to resident, covering surgical basics and interview prep. Reflection on how important — and exciting — the sub-internship and match process is. 26:00 — Closing story and outro The hosts trade "craziest sub-I moment" stories, including a memorable case involving a corrective surgical procedure and a valet-parking mishap with a very expensive sports car. Standard sign-off and where to find the show on social media. Key Takeaways -Sub-internships are as much a character evaluation as a skills evaluation — programs are choosing a colleague for the next 5 years, not just a technically skilled trainee. -Being over-prepared on your patients and being genuinely kind to residents, faculty, and staff are among the strongest signals a program looks for. -Avoid "performing" for evaluators — faking productivity (phone use, fake studying) is more noticeable than students think. -Request letters of recommendation early — about a week ahead — to give faculty time for a thoughtful conversation. -Students should also be evaluating the program: resident happiness, teaching structure, and practical logistics all matter. -Consider adding psychiatry and emergency medicine electives for skills directly relevant to orthopaedic practice. Please subscribe to our podcast at Apple PodcastsCheck out our website on Simplecast

The wrap up of things unearthed in the second quarter of 2026 includes the potpourri category, lots of books and letters, shipwrecks, and neanderthals. Research: Addley, Esther. “Solstice-aligned 5,000-year-old monument ‘once in a lifetime find’, say archaeologists.” The Guardian. 6/17/2026. https://www.theguardian.com/uk-news/2026/jun/18/solstice-aligned-monument-archaeology-wiltshire-stonehenge-prototype Anderson, Sonja. “These 600-Year-Old Chinese Surgical Instruments Are Coated in an Early Local Anesthetic—Carefully Extracted From a Poisonous Plant.” Smithsonian. 5/29/2026. https://www.smithsonianmag.com/smart-news/these-600-year-old-chinese-surgical-instruments-are-coated-in-an-early-local-anestheticcarefully-extracted-from-a-poisonous-plant-180988865/ Archaeology Magazine. “Copper Part From Illicit 19th Century Still Discovered in Scotland.” 5/12/2026. https://archaeology.org/news/2026/05/12/copper-part-from-illicit-19th-century-still-discovered-in-scotland/ Associated Press Copenhagen. “Archaeologists discover wreck of Danish warship sunk by Nelson 225 years ago.” The Guardian. 4/2/2026. https://www.theguardian.com/science/2026/apr/02/archaeologists-discover-wreck-danish-warship-sunk-admiral-nelson Bassi, Margherita. “After Nearly 80 Years of Doubt, Scientists Say a Spear Lodged Between Elephant Ribs Offers Evidence That Neanderthals Hunted Big Game.” Smithsonian. 4/10/2026. https://www.smithsonianmag.com/smart-news/after-nearly-80-years-of-doubt-scientists-say-a-spear-lodged-between-elephant-ribs-offers-evidence-that-neanderthals-hunted-big-game-180988522/ Baum, Stephanie and Robert Egan. “Bolivian mummy rewrites scarlet fever's past, suggesting killer bacterium circulated centuries before colonization.” EurekAlert. 4/15/2026. https://phys.org/news/2026-04-bolivian-mummy-rewrites-scarlet-fever.html Blackwood, Emma. “Baby fossils reveal link between human and Neanderthal development.” University of Queensland. Via EurekAlert. 6/19/2026. https://www.eurekalert.org/news-releases/1132850 Blair, Elizabeth. “Decades-old, newly restored Smithsonian carousel reopens — to children’s delight.” WAMU. 4/25/2026. https://wamu.org/story/26/04/25/decades-old-newly-restored-smithsonian-carousel-reopens-to-childrens-delight/ Blake, Elissa. “New evidence reveals a millennium-old dingo was ritually buried, and cared for, along the Darling (Baaka) River in Australia.” University of Sydney. Via EurekAlert. 5/18/2026. https://www.eurekalert.org/news-releases/1128408 Cerino, Marco. “Appeals court clears Trump's path to alter Philadelphia slavery exhibit at historic site.” Philadelphia Tribune. 6/18/2026. https://www.phillytrib.com/news/local_news/appeals-court-clears-trumps-path-to-alter-philadelphia-slavery-exhibit-at-historic-site/article_8ac83e65-6a6d-4db1-91c4-074f98c96a74.html?utm_medium=social&utm_source=email&utm_campaign=user-share Clark, Gaby. “Climate and competition alone cannot explain Neanderthal extinction, study finds.” Phys.org. 4/23/2026. https://phys.org/news/2026-04-climate-competition-neanderthal-extinction.html Clark, Gaby. “Did Neanderthals use rhinoceros teeth as tools?” Phys.org. 6/18/2026. https://phys.org/news/2026-06-neanderthals-rhinoceros-teeth-tools.html Clark, Gaby. “Nondestructive DNA sampling reveals 1,300 years of secrets in historic parchments.” Phys.org. 5/18/2026. https://phys.org/news/2026-05-nondestructive-dna-sampling-reveals-years.html Clark, Gaby. “Surprising diversity found among Europe's last Neanderthals.” Leiden University. Via Phys.org. 6/24/2026. https://phys.org/news/2026-06-diversity-europe-neanderthals.html Cummings, Mike. “Medici brothers' remains reveal Renaissance-era malaria strains, closing the book on a murder mystery.” Phys.org. 6/30/2026. https://phys.org/news/2026-06-medici-brothers-reveal-renaissance-era.html Defranceschi, Laura. “Ötzi and his microbiome: a 5,300-year-old relationship.” Eurac Research. Via EurekAlert. 6/2/2026. https://www.eurekalert.org/news-releases/1129908 Dungate, Joanna. “Shakespeare’s ‘missing’ London house mapped with new discovery.” Kings College London. Via EurekAlert. 4/15/2026. https://www.eurekalert.org/news-releases/1123989 Egan, Robert. “Neanderthal dentists used stone drills to treat cavities nearly 60,000 years ago, ancient molar suggests.” Phys.org. 5/13/2026. https://phys.org/news/2026-05-neanderthal-dentists-stone-drills-cavities.html Egan, Robert. “Stonehenge Altar Stone's epic transportation across ancient Britain detailed in new study.” Curtin University. Via Phys.org. 6/4/2026. https://phys.org/news/2026-06-stonehenge-altar-stone-epic-ancient.html Ellenby, Danielle. “Medieval Japanese poetry and buried trees help elucidate volatile space weather.” EurekAlert. 4/9/2026. https://www.eurekalert.org/news-releases/1123008 Forbes, Ellie. “Archaeologists discover unexploded mortar shell at Culloden Battlefield.” Scottish Field. 4/14/2026. https://www.scottishfield.co.uk/news/archaeologists-discover-unexploded-mortar-shell-at-culloden-battlefield/ Harley, Sadie and Robert Egan. “Ancient chicken bones reveal human management in Korea 2,000 years ago.” Phys.org. 4/22/2026. https://phys.org/news/2026-04-ancient-chicken-bones-reveal-human.html Jones, Sam. “Hidden treasures: Spanish archaeologists discover trove of ancient shipwrecks in Bay of Gibraltar.” The Guardian. 4/15/2026. https://www.theguardian.com/science/2026/apr/15/hidden-treasures-spanish-archaeologists-discover-trove-of-ancient-shipwrecks-in-bay-of-gibraltar Kuta, Sarah. “A Shipwreck, but Make It Fashion: Researchers Transformed Wooden Fragments From a 17th-Century Shipwreck Into a Pair of Stylish Maxi Dresses.” Smithsonian. 5/26/2026. https://www.smithsonianmag.com/smart-news/a-shipwreck-but-make-it-fashion-researchers-transformed-wooden-fragments-from-a-17th-century-shipwreck-into-a-pair-of-stylish-maxi-dresses-180988825/ Kuta, Sarah. “Archaeologists Discover Evidence That a Wooden Prototype for Stonehenge May Have Aligned With the Solstice 500 Years Before the Stone Circle.” Smithsonian. 6/19/2026. https://www.smithsonianmag.com/smart-news/archaeologists-discover-evidence-a-wooden-prototype-for-stonehenge-may-have-aligned-with-the-solstice-500-years-before-the-stone-circle-180988988/ Kuta, Sarah. “Did Homo Sapiens Really Outsmart Neanderthals? Different Skull Shapes Didn’t Necessarily Mean Unequal Brain Capacity, New Research Shows.” Smithsonian. 5/13/2026. https://www.smithsonianmag.com/smart-news/did-homo-sapiens-really-outsmart-neanderthals-different-skull-shapes-didnt-necessarily-mean-unequal-brain-capacity-new-research-shows-180988738/ Kuta, Sarah. “Did Homo Sapiens Really Outsmart Neanderthals? Different Skull Shapes Didn’t Necessarily Mean Unequal Brain Capacity, New Research Shows.” Smithsonian. 5/13/2026. https://www.smithsonianmag.com/smart-news/did-homo-sapiens-really-outsmart-neanderthals-different-skull-shapes-didnt-necessarily-mean-unequal-brain-capacity-new-research-shows-180988738/ Kuta, Sarah. “Potatoes Didn’t Just Feed Ancient Indigenous Communities in the Andes—the Tasty Tubers Also Reshaped People’s DNA.” Smithsonain. 5/12/2026. https://www.smithsonianmag.com/smart-news/potatoes-didnt-just-feed-ancient-indigenous-communities-in-the-andes-the-tasty-tubers-also-reshaped-peoples-dna-180988732/ Kuta, Sarah. “This American Submarine Lost During WWII—Along With 83 Crew Members—Has Been Discovered in the Pacific Ocean.” Smithsonian. 6/3/2026. https://www.smithsonianmag.com/smart-news/this-american-submarine-USS-Herring-lost-during-WWII-along-with-83-crew-members-has-been-discovered-in-the-pacific-ocean-180988895/ Kuta, Sarah. “Turtles May Have Been Tasty Snacks for Neanderthals 125,000 Years Ago. But Their Shells Were Probably the Real Prize.” Smithsonian. 4/15/2026. https://www.smithsonianmag.com/smart-news/turtles-may-have-been-tasty-snacks-for-neanderthals-125000-years-ago-but-their-shells-were-probably-the-real-prize-180988550/ Kuta, Sarah. “What Killed the Neanderthals? New Research Suggests a Lack of Genetic Diversity May Be Partially to Blame.” Smithsonian. 4/24/2026. https://www.smithsonianmag.com/smart-news/what-killed-the-neanderthals-new-research-suggests-a-lack-of-genetic-diversity-may-be-partially-to-blame-180988612/ Lakowski, Amy. “Digging for Remnants of the Battle of Bunker Hill.” Bostonia. Boston University’s Alumni Magazine. 6/22/2026. https://www.bu.edu/articles/2026/digging-for-remnants-battle-of-bunker-hill/ Lawson-Tancred, Jo. “The Sagrada Familia Will Finally Be Completed in 2026. The Last Challenge? Demolishing the Homes of Some 3,000 Local Residents.” ArtNet. 2/13/2023. https://news.artnet.com/art-world/sagrada-familia-2026-local-residents-2254826 Lock, Lisa and Robert Egan. “Ancient curse tablet bears rare Greek inscription with binding spell intended to harm enemies.” Phys.org. 6/17/2026. https://phys.org/news/2026-06-ancient-curse-tablet-rare-greek.html Lu, Donna. “Signs of ‘feeding’ ritual at dingo burial site shed new light on bond between First Nations people and canines.” The Guardian. 5/18/2026. https://www.theguardian.com/science/2026/may/19/dingo-burial-site-first-nations-people-relationship-to-animals net. “Lost Writings of Saint Augustine Found in Medieval Manuscript.” 6/2026. https://www.medievalists.net/2026/06/lost-writings-of-saint-augustine-found-in-medieval-manuscript/ net. “Secret Letter Detailing Late Medieval Britain Fully Decoded.” https://www.medievalists.net/2026/04/secret-letter-detailing-late-medieval-britain-fully-decoded/ Mehrtens, Michelle. “A Young Black Girl Was the First to Desegregate a Maryland Carousel in the 1960s. Now, the Historic Merry-Go-Round Will Entertain Visitors on the National Mall.” Smithsonian. 4/22/2026. https://www.smithsonianmag.com/smithsonian-institution/a-young-black-girl-was-the-first-to-desegregate-a-maryland-carousel-in-the-1960s-now-the-historic-merry-go-round-will-entertain-visitors-on-the-national-mall-180988596/ Mondal, Sanjukta. “Scraped from ancient Roman toilets, these crusted remains expose a pathogen found far earlier than expected.” Phys.org. 4/23/2026. https://phys.org/news/2026-04-ancient-roman-toilets-crusted-expose.html Moreau, Didier and Julie Louis. “Thirty previously unpublished verses by Empedocles discovered on a papyrus from Cairo.” University of Liege. Via EurekAlert. 4/1/2026. https://www.eurekalert.org/news-releases/1122449 Mosquera, Pau. “Sagrada Família’s 144-year journey nears its end with the Tower of Jesus Christ.” CNN. 6/8/2026. https://www.cnn.com/2026/06/08/style/sagrada-familia-barcelona-tower-jesus-christ-intl Nicholls, Catherine and Taylor Nicioli. “Papyrus scroll burnt to a crisp during Vesuvius eruption deciphered with help of AI.” CNN. 6/26/2026. https://www.cnn.com/2026/06/26/science/papyrus-scroll-vesuvius-ai-scli-intl Oster, Sandee et al. “Rare 500-year-old freeze-dried potatoes unearthed at Inca coastal site.” Phys.org. 6/14/2026. https://phys.org/news/2026-06-rare-year-dried-potatoes-unearthed.html Oster, Sandee. “A kohl bottle from York may hint at an ancient Egyptian in Roman-Britain.” Phys.org. 5/31/2026. https://phys.org/news/2026-05-kohl-bottle-york-hint-ancient.html Oster, Sandee. “Lavatory shaft reveals the cost of 17th‑century vanity in Germany.” Phys.org. 6/23/2026. https://phys.org/news/2026-06-lavatory-shaft-reveals-17thcentury-vanity.html Oster, Sandee. “Mummified dogs reveal Tiwanaku people buried companions beside homes long before they became status symbols.” Phys.org. 6/29/2026. https://phys.org/news/2026-06-mummified-dogs-reveal-tiwanaku-people.html Randolph, Mary. “A Man and His Dog Discovered a 3,400-Year-Old Ax Head While Out for a Walk in One of England’s Ancient Forests.” Smithsonian. 4/30/2026. https://www.smithsonianmag.com/smart-news/a-man-and-his-dog-accidentally-discovered-a-3400-year-old-ax-head-while-out-for-a-walk-in-one-of-englands-ancient-forests-180988649/ Randolph, Mary. “After a Poet’s Love Story Was Cut Short, His Letters Mysteriously Disappeared—Until Rare Book Dealers Acted on a Hunch.” Smithsonian. 4/21/2026. https://www.smithsonianmag.com/smart-news/after-john-keats-love-story-was-cut-short-his-letters-mysteriously-disappeared-until-rare-book-dealers-acted-on-a-hunch-180988585/ Science in Poland. “Ancient ‘beer’ traces found in 4,500-year-old vessels in Northeastern Poland.” 5/17/2026. https://scienceinpoland.pl/en/news/news%2C112850%2Cancient-beer-traces-found-4500-year-old-vessels-northeastern-poland.html Solly, Meilan. “A 13-Year-Old Boy Found This Bronze Coin in a Field. It Turned Out to Be the First Ancient Greek Artifact Discovered in Berlin.” Smithsonian. 8/28/2026. https://www.smithsonianmag.com/smart-news/a-13-year-old-boy-found-this-bronze-coin-in-a-field-it-turned-out-to-be-the-first-ancient-greek-artifact-discovered-in-berlin-180988627/ Solly, Meilan. “New research has identified four members of the doomed 1845 search for the Northwest Passage, including the owner of a paper-stuffed wallet that has long mystified historians.” Smithsonian. 5/8/2026. https://www.smithsonianmag.com/smart-news/this-franklin-expedition-officer-died-in-the-arctic-in-uniform-that-didnt-belong-to-him-now-dna-has-revealed-his-identity-180988702/ Solly, Meilan. “These Italian Teenagers Stayed Overnight at Their School. They Found Ancient Roman Ruins Hidden in the Basement.” Smithsonian. 6/8/2026. https://www.smithsonianmag.com/smart-news/these-italian-teenagers-stayed-overnight-at-their-school-they-found-ancient-roman-ruins-hidden-in-the-basement-180988917/ The History Blog. “1,500-year-old kitchen knife set found in Hadrianopolis.” 4/22/2026. https://www.thehistoryblog.com/archives/75890 The History Blog. “11th c. sword found in Warta River in Poland.” 6/15/2026. https://www.thehistoryblog.com/archives/76308 The History Blog. “Charred loaf of bread found at Roman military camp.” 4/24/2026. https://www.thehistoryblog.com/archives/75904 The History Blog. “First-grader on field trip finds 1,300-year-old sword.” 5/13/2026. https://www.thehistoryblog.com/archives/76055 The History Blog. “Matching fragments of Silla stele reunited.” 4/15/2026. https://www.thehistoryblog.com/archives/75837 Thorsberg, Christian. “A Hiker in Norway Found an Elite Warrior’s Golden Sword Ornament. It Was Likely a Sacrifice to the Gods Made During a Time of Turmoil.” Smithsonian. 5/8/2026. https://www.smithsonianmag.com/smart-news/a-hiker-in-norway-found-an-elite-warriors-golden-sword-ornament-it-was-likely-a-sacrifice-to-the-gods-made-during-a-time-of-turmoil-180988707/ University of Copenhagen. "4,000-year-old tablets reveal magic spells, kings feared, and a beer receipt." ScienceDaily. ScienceDaily, 5 May 2026. www.sciencedaily.com/releases/2026/05/260504023848.htm. University of Iowa Health Care. "Ancient DNA shared with Neanderthals may explain human language." ScienceDaily. ScienceDaily, 12 June 2026. www.sciencedaily.com/releases/2026/06/260611024612.htm University of York. “Ancient DNA from Tuscan Wells Reveal Origins of Modern Wine.” 5/12/2026. https://www.york.ac.uk/news-and-events/news/2026/research/ancient-dna-tuscan-wells-origins-wine/ Wexler, Ellen. “Archaeologists Unearth a Papyrus Fragment From the ‘Iliad’ Tucked Inside the Wrappings of a 1,600-Year-Old Egyptian Mummy.” Smithsonian. 4/23/2026. https://www.smithsonianmag.com/smart-news/archaeologists-unearth-a-papyrus-fragment-from-the-iliad-tucked-inside-the-wrappings-of-a-1600-year-old-egyptian-mummy-180988603/ Wexler, Ellen. “Divers Discover the Shipwreck of a World War I-Era Coast Guard Cutter, Which Vanished With 131 Sailors on Board in 1918.” Smithsonian. 5/7/2026. https://www.smithsonianmag.com/history/divers-discover-the-shipwreck-of-a-world-war-i-era-coast-guard-cutter-which-vanished-with-131-sailors-on-board-in-1918-180988676/ Wexler, Ellen. “Why Did the Handwriting in This 248-Year-Old Notebook Look Familiar? It Turned Out to Be a Forgotten Mozart Manuscript.” Smithsonian. 6/25/2026. https://www.smithsonianmag.com/smart-news/why-did-the-handwriting-in-this-248-year-old-notebook-look-familiar-it-turned-out-to-be-a-forgotten-mozart-manuscript-180989017/ Whiddington, Richard. “Newly Recovered Love Letters by John Keats Could Net $2 Million at Auction.” ArtNet. 5/12/2026. https://news.artnet.com/art-world/john-keats-love-letters-sothebys-auction-2772300 Whiddington, Richard. “Rare Centuries-Old Notebook Discovered in Medieval Latrine.” ArtNet. 5/18/2026. https://news.artnet.com/art-world/notebook-medieval-latrine-2774230 Whiddington, Richard. “Shakespeare’s London Home Finally Located After Centuries of Mystery.” ArtNet. 4/17/2026. https://news.artnet.com/art-world/shakespeare-london-home-site-found-2766154 Widdington, Richard. “Lost Copy of Earliest-Known English Poem Found in Roman Library.” ArtNet. 5/10/2026. https://news.artnet.com/art-world/caedmon-hymn-copy-rome-library-trinity-college-2771600 See omnystudio.com/listener for privacy information.

In this episode, host Daniel Beltre, MD, a chief general surgery resident and trauma chief at Brown, sits down with Critical Care Fellow Ryan Desrochers, MD to unpack the complex, often overwhelming world of the National Resident Matching Program (NRMP). They strip away the rumors and hearsay to give applicants a clear, reassuring breakdown of how the match algorithm actually operates in the applicant's favor. Inside the Episode:The Algorithm Explained: Ryan breaks down a step-by-step hypothetical scenario proving why you should strictly rank programs by your true preference, regardless of "love letters" or perceived competitiveness. The Couples Match Strategy: Ryan shares his personal, stressful, yet ultimately successful experience with the couples match, explaining how to legally advocate for your partner to unlock unexpected interview opportunities. The Evolution of Signaling: A look at how residency application has changed from the post-COVID era of 3 to 4 signals to the modern system of 15 tokens, and why signaling is now critical to securing an interview. Eleventh-Hour Anxiety: Practical advice for the final week before the deadline. Daniel and Ryan discuss how to handle the stress, when to stop flipping programs back and forth on your list, and why trusting the "vibe" and connection you felt with residents matters more than objective stats.

Most companies obsess over products, but Jim Kalbach believes they're asking the wrong question. Customers don't buy products because of what they are. They "hire" them to make progress in their lives. Jobs to Be Done is a way of uncovering that progress, helping organizations stop guessing what people want and start understanding twhat people are really trying to accomplish. In this revisited episode, Dart and Jim discuss how Jobs to Be Done helps organizations uncover unmet customer needs, align teams around real problems, and apply the framework to innovation, hiring, and finding the right work for people.Jim Kalbach is an author, speaker, and instructor in innovation, design, and the future of work. He is the Chief Evangelist at Mural and Co-Founder and Principal of the JTBD Toolkit, where he helps organizations apply Jobs to Be Done to innovation, product strategy, and customer experience.In this episode, Dart and Jim discuss:- Why customers "hire" products- Finding unmet customer needs- Solving problems, not building features- Using JTBD to drive innovation- Matching people to the right work- Understanding customer circumstances- A shared language for teams- Mindset before methodology- And other topics…Jim Kalbach is the Chief Evangelist at Mural and Co-Founder and Principal of the JTBD Toolkit, where he helps organizations apply Jobs to Be Done to innovation, product strategy, and customer experience. He is the author of Designing Web Navigation, Mapping Experiences, and The Jobs to Be Done Playbook, and co-author of Collaborative Intelligence. Before joining Mural, Jim worked in design and innovation consulting with organizations including eBay, Sony, IBM, EY, LexisNexis, and Citrix.Resources Mentioned:The Jobs to Be Done Playbook, by Jim Kalbach: https://www.amazon.com/Jobs-Be-Done-Playbook-Organization/dp/1933820683Mapping Experiences, by Jim Kalbach: https://www.amazon.com/Mapping-Experiences-Complete-Creating-Blueprints/dp/1491923539JTBD Toolkit: https://www.jtbdtoolkit.com/The Experience Economy, by B. Joseph Pine II and James H. Gilmore: https://www.amazon.com/Experience-Economy-Competing-Customer-Time/dp/1633697975 Connect with Jim:LinkedIn: https://www.linkedin.com/in/kalbach/JTBD Toolkit: https://www.jtbdtoolkit.com/Work with Dart:Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what's most important to the business. Book a call at 11fold.com.

Part one of the mid-year coverage of things literally and figuratively unearthed in the last quarter includes updates, more updates, animals, edibles and potables, and accidental finds. Research: Addley, Esther. “Solstice-aligned 5,000-year-old monument ‘once in a lifetime find’, say archaeologists.” The Guardian. 6/17/2026. https://www.theguardian.com/uk-news/2026/jun/18/solstice-aligned-monument-archaeology-wiltshire-stonehenge-prototype Anderson, Sonja. “These 600-Year-Old Chinese Surgical Instruments Are Coated in an Early Local Anesthetic—Carefully Extracted From a Poisonous Plant.” Smithsonian. 5/29/2026. https://www.smithsonianmag.com/smart-news/these-600-year-old-chinese-surgical-instruments-are-coated-in-an-early-local-anestheticcarefully-extracted-from-a-poisonous-plant-180988865/ Archaeology Magazine. “Copper Part From Illicit 19th Century Still Discovered in Scotland.” 5/12/2026. https://archaeology.org/news/2026/05/12/copper-part-from-illicit-19th-century-still-discovered-in-scotland/ Associated Press Copenhagen. “Archaeologists discover wreck of Danish warship sunk by Nelson 225 years ago.” The Guardian. 4/2/2026. https://www.theguardian.com/science/2026/apr/02/archaeologists-discover-wreck-danish-warship-sunk-admiral-nelson Bassi, Margherita. “After Nearly 80 Years of Doubt, Scientists Say a Spear Lodged Between Elephant Ribs Offers Evidence That Neanderthals Hunted Big Game.” Smithsonian. 4/10/2026. https://www.smithsonianmag.com/smart-news/after-nearly-80-years-of-doubt-scientists-say-a-spear-lodged-between-elephant-ribs-offers-evidence-that-neanderthals-hunted-big-game-180988522/ Baum, Stephanie and Robert Egan. “Bolivian mummy rewrites scarlet fever's past, suggesting killer bacterium circulated centuries before colonization.” EurekAlert. 4/15/2026. https://phys.org/news/2026-04-bolivian-mummy-rewrites-scarlet-fever.html Blackwood, Emma. “Baby fossils reveal link between human and Neanderthal development.” University of Queensland. Via EurekAlert. 6/19/2026. https://www.eurekalert.org/news-releases/1132850 Blair, Elizabeth. “Decades-old, newly restored Smithsonian carousel reopens — to children’s delight.” WAMU. 4/25/2026. https://wamu.org/story/26/04/25/decades-old-newly-restored-smithsonian-carousel-reopens-to-childrens-delight/ Blake, Elissa. “New evidence reveals a millennium-old dingo was ritually buried, and cared for, along the Darling (Baaka) River in Australia.” University of Sydney. Via EurekAlert. 5/18/2026. https://www.eurekalert.org/news-releases/1128408 Cerino, Marco. “Appeals court clears Trump's path to alter Philadelphia slavery exhibit at historic site.” Philadelphia Tribune. 6/18/2026. https://www.phillytrib.com/news/local_news/appeals-court-clears-trumps-path-to-alter-philadelphia-slavery-exhibit-at-historic-site/article_8ac83e65-6a6d-4db1-91c4-074f98c96a74.html?utm_medium=social&utm_source=email&utm_campaign=user-share Clark, Gaby. “Climate and competition alone cannot explain Neanderthal extinction, study finds.” Phys.org. 4/23/2026. https://phys.org/news/2026-04-climate-competition-neanderthal-extinction.html Clark, Gaby. “Did Neanderthals use rhinoceros teeth as tools?” Phys.org. 6/18/2026. https://phys.org/news/2026-06-neanderthals-rhinoceros-teeth-tools.html Clark, Gaby. “Nondestructive DNA sampling reveals 1,300 years of secrets in historic parchments.” Phys.org. 5/18/2026. https://phys.org/news/2026-05-nondestructive-dna-sampling-reveals-years.html Clark, Gaby. “Surprising diversity found among Europe's last Neanderthals.” Leiden University. Via Phys.org. 6/24/2026. https://phys.org/news/2026-06-diversity-europe-neanderthals.html Cummings, Mike. “Medici brothers' remains reveal Renaissance-era malaria strains, closing the book on a murder mystery.” Phys.org. 6/30/2026. https://phys.org/news/2026-06-medici-brothers-reveal-renaissance-era.html Defranceschi, Laura. “Ötzi and his microbiome: a 5,300-year-old relationship.” Eurac Research. Via EurekAlert. 6/2/2026. https://www.eurekalert.org/news-releases/1129908 Dungate, Joanna. “Shakespeare’s ‘missing’ London house mapped with new discovery.” Kings College London. Via EurekAlert. 4/15/2026. https://www.eurekalert.org/news-releases/1123989 Egan, Robert. “Neanderthal dentists used stone drills to treat cavities nearly 60,000 years ago, ancient molar suggests.” Phys.org. 5/13/2026. https://phys.org/news/2026-05-neanderthal-dentists-stone-drills-cavities.html Egan, Robert. “Stonehenge Altar Stone's epic transportation across ancient Britain detailed in new study.” Curtin University. Via Phys.org. 6/4/2026. https://phys.org/news/2026-06-stonehenge-altar-stone-epic-ancient.html Ellenby, Danielle. “Medieval Japanese poetry and buried trees help elucidate volatile space weather.” EurekAlert. 4/9/2026. https://www.eurekalert.org/news-releases/1123008 Forbes, Ellie. “Archaeologists discover unexploded mortar shell at Culloden Battlefield.” Scottish Field. 4/14/2026. https://www.scottishfield.co.uk/news/archaeologists-discover-unexploded-mortar-shell-at-culloden-battlefield/ Harley, Sadie and Robert Egan. “Ancient chicken bones reveal human management in Korea 2,000 years ago.” Phys.org. 4/22/2026. https://phys.org/news/2026-04-ancient-chicken-bones-reveal-human.html Jones, Sam. “Hidden treasures: Spanish archaeologists discover trove of ancient shipwrecks in Bay of Gibraltar.” The Guardian. 4/15/2026. https://www.theguardian.com/science/2026/apr/15/hidden-treasures-spanish-archaeologists-discover-trove-of-ancient-shipwrecks-in-bay-of-gibraltar Kuta, Sarah. “A Shipwreck, but Make It Fashion: Researchers Transformed Wooden Fragments From a 17th-Century Shipwreck Into a Pair of Stylish Maxi Dresses.” Smithsonian. 5/26/2026. https://www.smithsonianmag.com/smart-news/a-shipwreck-but-make-it-fashion-researchers-transformed-wooden-fragments-from-a-17th-century-shipwreck-into-a-pair-of-stylish-maxi-dresses-180988825/ Kuta, Sarah. “Archaeologists Discover Evidence That a Wooden Prototype for Stonehenge May Have Aligned With the Solstice 500 Years Before the Stone Circle.” Smithsonian. 6/19/2026. https://www.smithsonianmag.com/smart-news/archaeologists-discover-evidence-a-wooden-prototype-for-stonehenge-may-have-aligned-with-the-solstice-500-years-before-the-stone-circle-180988988/ Kuta, Sarah. “Did Homo Sapiens Really Outsmart Neanderthals? Different Skull Shapes Didn’t Necessarily Mean Unequal Brain Capacity, New Research Shows.” Smithsonian. 5/13/2026. https://www.smithsonianmag.com/smart-news/did-homo-sapiens-really-outsmart-neanderthals-different-skull-shapes-didnt-necessarily-mean-unequal-brain-capacity-new-research-shows-180988738/ Kuta, Sarah. “Did Homo Sapiens Really Outsmart Neanderthals? Different Skull Shapes Didn’t Necessarily Mean Unequal Brain Capacity, New Research Shows.” Smithsonian. 5/13/2026. https://www.smithsonianmag.com/smart-news/did-homo-sapiens-really-outsmart-neanderthals-different-skull-shapes-didnt-necessarily-mean-unequal-brain-capacity-new-research-shows-180988738/ Kuta, Sarah. “Potatoes Didn’t Just Feed Ancient Indigenous Communities in the Andes—the Tasty Tubers Also Reshaped People’s DNA.” Smithsonain. 5/12/2026. https://www.smithsonianmag.com/smart-news/potatoes-didnt-just-feed-ancient-indigenous-communities-in-the-andes-the-tasty-tubers-also-reshaped-peoples-dna-180988732/ Kuta, Sarah. “This American Submarine Lost During WWII—Along With 83 Crew Members—Has Been Discovered in the Pacific Ocean.” Smithsonian. 6/3/2026. https://www.smithsonianmag.com/smart-news/this-american-submarine-USS-Herring-lost-during-WWII-along-with-83-crew-members-has-been-discovered-in-the-pacific-ocean-180988895/ Kuta, Sarah. “Turtles May Have Been Tasty Snacks for Neanderthals 125,000 Years Ago. But Their Shells Were Probably the Real Prize.” Smithsonian. 4/15/2026. https://www.smithsonianmag.com/smart-news/turtles-may-have-been-tasty-snacks-for-neanderthals-125000-years-ago-but-their-shells-were-probably-the-real-prize-180988550/ Kuta, Sarah. “What Killed the Neanderthals? New Research Suggests a Lack of Genetic Diversity May Be Partially to Blame.” Smithsonian. 4/24/2026. https://www.smithsonianmag.com/smart-news/what-killed-the-neanderthals-new-research-suggests-a-lack-of-genetic-diversity-may-be-partially-to-blame-180988612/ Lakowski, Amy. “Digging for Remnants of the Battle of Bunker Hill.” Bostonia. Boston University’s Alumni Magazine. 6/22/2026. https://www.bu.edu/articles/2026/digging-for-remnants-battle-of-bunker-hill/ Lawson-Tancred, Jo. “The Sagrada Familia Will Finally Be Completed in 2026. The Last Challenge? Demolishing the Homes of Some 3,000 Local Residents.” ArtNet. 2/13/2023. https://news.artnet.com/art-world/sagrada-familia-2026-local-residents-2254826 Lock, Lisa and Robert Egan. “Ancient curse tablet bears rare Greek inscription with binding spell intended to harm enemies.” Phys.org. 6/17/2026. https://phys.org/news/2026-06-ancient-curse-tablet-rare-greek.html Lu, Donna. “Signs of ‘feeding’ ritual at dingo burial site shed new light on bond between First Nations people and canines.” The Guardian. 5/18/2026. https://www.theguardian.com/science/2026/may/19/dingo-burial-site-first-nations-people-relationship-to-animals net. “Lost Writings of Saint Augustine Found in Medieval Manuscript.” 6/2026. https://www.medievalists.net/2026/06/lost-writings-of-saint-augustine-found-in-medieval-manuscript/ net. “Secret Letter Detailing Late Medieval Britain Fully Decoded.” https://www.medievalists.net/2026/04/secret-letter-detailing-late-medieval-britain-fully-decoded/ Mehrtens, Michelle. “A Young Black Girl Was the First to Desegregate a Maryland Carousel in the 1960s. Now, the Historic Merry-Go-Round Will Entertain Visitors on the National Mall.” Smithsonian. 4/22/2026. https://www.smithsonianmag.com/smithsonian-institution/a-young-black-girl-was-the-first-to-desegregate-a-maryland-carousel-in-the-1960s-now-the-historic-merry-go-round-will-entertain-visitors-on-the-national-mall-180988596/ Mondal, Sanjukta. “Scraped from ancient Roman toilets, these crusted remains expose a pathogen found far earlier than expected.” Phys.org. 4/23/2026. https://phys.org/news/2026-04-ancient-roman-toilets-crusted-expose.html Moreau, Didier and Julie Louis. “Thirty previously unpublished verses by Empedocles discovered on a papyrus from Cairo.” University of Liege. Via EurekAlert. 4/1/2026. https://www.eurekalert.org/news-releases/1122449 Mosquera, Pau. “Sagrada Família’s 144-year journey nears its end with the Tower of Jesus Christ.” CNN. 6/8/2026. https://www.cnn.com/2026/06/08/style/sagrada-familia-barcelona-tower-jesus-christ-intl Nicholls, Catherine and Taylor Nicioli. “Papyrus scroll burnt to a crisp during Vesuvius eruption deciphered with help of AI.” CNN. 6/26/2026. https://www.cnn.com/2026/06/26/science/papyrus-scroll-vesuvius-ai-scli-intl Oster, Sandee et al. “Rare 500-year-old freeze-dried potatoes unearthed at Inca coastal site.” Phys.org. 6/14/2026. https://phys.org/news/2026-06-rare-year-dried-potatoes-unearthed.html Oster, Sandee. “A kohl bottle from York may hint at an ancient Egyptian in Roman-Britain.” Phys.org. 5/31/2026. https://phys.org/news/2026-05-kohl-bottle-york-hint-ancient.html Oster, Sandee. “Lavatory shaft reveals the cost of 17th‑century vanity in Germany.” Phys.org. 6/23/2026. https://phys.org/news/2026-06-lavatory-shaft-reveals-17thcentury-vanity.html Oster, Sandee. “Mummified dogs reveal Tiwanaku people buried companions beside homes long before they became status symbols.” Phys.org. 6/29/2026. https://phys.org/news/2026-06-mummified-dogs-reveal-tiwanaku-people.html Randolph, Mary. “A Man and His Dog Discovered a 3,400-Year-Old Ax Head While Out for a Walk in One of England’s Ancient Forests.” Smithsonian. 4/30/2026. https://www.smithsonianmag.com/smart-news/a-man-and-his-dog-accidentally-discovered-a-3400-year-old-ax-head-while-out-for-a-walk-in-one-of-englands-ancient-forests-180988649/ Randolph, Mary. “After a Poet’s Love Story Was Cut Short, His Letters Mysteriously Disappeared—Until Rare Book Dealers Acted on a Hunch.” Smithsonian. 4/21/2026. https://www.smithsonianmag.com/smart-news/after-john-keats-love-story-was-cut-short-his-letters-mysteriously-disappeared-until-rare-book-dealers-acted-on-a-hunch-180988585/ Science in Poland. “Ancient ‘beer’ traces found in 4,500-year-old vessels in Northeastern Poland.” 5/17/2026. https://scienceinpoland.pl/en/news/news%2C112850%2Cancient-beer-traces-found-4500-year-old-vessels-northeastern-poland.html Solly, Meilan. “A 13-Year-Old Boy Found This Bronze Coin in a Field. It Turned Out to Be the First Ancient Greek Artifact Discovered in Berlin.” Smithsonian. 8/28/2026. https://www.smithsonianmag.com/smart-news/a-13-year-old-boy-found-this-bronze-coin-in-a-field-it-turned-out-to-be-the-first-ancient-greek-artifact-discovered-in-berlin-180988627/ Solly, Meilan. “New research has identified four members of the doomed 1845 search for the Northwest Passage, including the owner of a paper-stuffed wallet that has long mystified historians.” Smithsonian. 5/8/2026. https://www.smithsonianmag.com/smart-news/this-franklin-expedition-officer-died-in-the-arctic-in-uniform-that-didnt-belong-to-him-now-dna-has-revealed-his-identity-180988702/ Solly, Meilan. “These Italian Teenagers Stayed Overnight at Their School. They Found Ancient Roman Ruins Hidden in the Basement.” Smithsonian. 6/8/2026. https://www.smithsonianmag.com/smart-news/these-italian-teenagers-stayed-overnight-at-their-school-they-found-ancient-roman-ruins-hidden-in-the-basement-180988917/ The History Blog. “1,500-year-old kitchen knife set found in Hadrianopolis.” 4/22/2026. https://www.thehistoryblog.com/archives/75890 The History Blog. “11th c. sword found in Warta River in Poland.” 6/15/2026. https://www.thehistoryblog.com/archives/76308 The History Blog. “Charred loaf of bread found at Roman military camp.” 4/24/2026. https://www.thehistoryblog.com/archives/75904 The History Blog. “First-grader on field trip finds 1,300-year-old sword.” 5/13/2026. https://www.thehistoryblog.com/archives/76055 The History Blog. “Matching fragments of Silla stele reunited.” 4/15/2026. https://www.thehistoryblog.com/archives/75837 Thorsberg, Christian. “A Hiker in Norway Found an Elite Warrior’s Golden Sword Ornament. It Was Likely a Sacrifice to the Gods Made During a Time of Turmoil.” Smithsonian. 5/8/2026. https://www.smithsonianmag.com/smart-news/a-hiker-in-norway-found-an-elite-warriors-golden-sword-ornament-it-was-likely-a-sacrifice-to-the-gods-made-during-a-time-of-turmoil-180988707/ University of Copenhagen. "4,000-year-old tablets reveal magic spells, kings feared, and a beer receipt." ScienceDaily. ScienceDaily, 5 May 2026. www.sciencedaily.com/releases/2026/05/260504023848.htm. University of Iowa Health Care. "Ancient DNA shared with Neanderthals may explain human language." ScienceDaily. ScienceDaily, 12 June 2026. www.sciencedaily.com/releases/2026/06/260611024612.htm University of York. “Ancient DNA from Tuscan Wells Reveal Origins of Modern Wine.” 5/12/2026. https://www.york.ac.uk/news-and-events/news/2026/research/ancient-dna-tuscan-wells-origins-wine/ Wexler, Ellen. “Archaeologists Unearth a Papyrus Fragment From the ‘Iliad’ Tucked Inside the Wrappings of a 1,600-Year-Old Egyptian Mummy.” Smithsonian. 4/23/2026. https://www.smithsonianmag.com/smart-news/archaeologists-unearth-a-papyrus-fragment-from-the-iliad-tucked-inside-the-wrappings-of-a-1600-year-old-egyptian-mummy-180988603/ Wexler, Ellen. “Divers Discover the Shipwreck of a World War I-Era Coast Guard Cutter, Which Vanished With 131 Sailors on Board in 1918.” Smithsonian. 5/7/2026. https://www.smithsonianmag.com/history/divers-discover-the-shipwreck-of-a-world-war-i-era-coast-guard-cutter-which-vanished-with-131-sailors-on-board-in-1918-180988676/ Wexler, Ellen. “Why Did the Handwriting in This 248-Year-Old Notebook Look Familiar? It Turned Out to Be a Forgotten Mozart Manuscript.” Smithsonian. 6/25/2026. https://www.smithsonianmag.com/smart-news/why-did-the-handwriting-in-this-248-year-old-notebook-look-familiar-it-turned-out-to-be-a-forgotten-mozart-manuscript-180989017/ Whiddington, Richard. “Newly Recovered Love Letters by John Keats Could Net $2 Million at Auction.” ArtNet. 5/12/2026. https://news.artnet.com/art-world/john-keats-love-letters-sothebys-auction-2772300 Whiddington, Richard. “Rare Centuries-Old Notebook Discovered in Medieval Latrine.” ArtNet. 5/18/2026. https://news.artnet.com/art-world/notebook-medieval-latrine-2774230 Whiddington, Richard. “Shakespeare’s London Home Finally Located After Centuries of Mystery.” ArtNet. 4/17/2026. https://news.artnet.com/art-world/shakespeare-london-home-site-found-2766154 Widdington, Richard. “Lost Copy of Earliest-Known English Poem Found in Roman Library.” ArtNet. 5/10/2026. https://news.artnet.com/art-world/caedmon-hymn-copy-rome-library-trinity-college-2771600 See omnystudio.com/listener for privacy information.

Welcome to Design Business Freedom. I'm Melissa Galt, and in this fan-favorite episode, you'll learn how to create an interior design welcome kit that builds trust, communicates your value, and helps potential clients feel confident choosing your firm. A strong welcome kit is more than a collection of attractive pages. It is a strategic interior design marketing tool that introduces your team, explains your process, showcases relevant results, and sets clear expectations before the client signs an agreement. In This Episode You Will Learn: Choose the right welcome kit format for each potential client, including digital, printed, or elevated boxed presentations. Use your welcome kit as a pre-sale marketing tool that warms up qualified prospects and positions your interior design firm as the best choice. Present your interior design process in five to seven clear, client-friendly steps without overwhelming prospects with unnecessary details. Build persuasive case studies that connect past projects with the specific needs, goals, and project type of each potential client. Create an interior investment guideline that helps Design Business Freedom listeners set realistic expectations around furnishings, design fees, procurement, shipping, and project investment. While one word can truly grow your profits, mastering more will lead to a full business and personal transformation. Get them all in my book "The Language of Success: 35 Words to Boost Your Worth and Wealth". You'll be pleasantly surprised at the effectiveness of these word swaps and the increased confidence you'll feel in business and life.  Timestamps: (00:04) Welcome to this Design Business Freedom fan favorite (01:27) How a strategic welcome kit can win clients (01:54) Why printed welcome kits create lasting impact (03:31) Designing a tactile, sensory client marketing experience (04:40) Matching the welcome kit to client opportunity (05:17) Using welcome kits before the client commits (06:55) Essential information to include about your firm (08:38) Simplifying your interior design process for clients (11:15) Replacing confusing design terminology with client-friendly language (12:08) Creating a polished, graphic, memorable presentation (14:31) Weaving testimonials and social proof throughout your kit (15:02) Building a versatile library of project case studies (19:12) Setting expectations with an estimated project timeline (21:39) Creating a clear interior investment guideline (30:08) Reviewing every component of a winning welcome kit Key Takeaways: Your welcome kit should be delivered before the contract is signed when its purpose is to market your firm and help win the project. Clear, client-friendly language builds more confidence than technical interior design terminology. Interior designers should tailor case studies, testimonials, and investment information to the needs of each qualified prospect. A strong Design Business Freedom welcome kit turns completed projects into reusable marketing assets that attract better clients and bigger opportunities. About Melissa Galt: Melissa Galt is an award-winning business coach, marketing consultant, speaker, and interior designer with more than 30 years of experience helping interior designers build profitable, scalable, and sustainable businesses. Through Design Business Freedom, Melissa shares proven Interior Design Business strategies, Interior Design Marketing insights, leadership training, pricing expertise, and growth systems designed to help designers attract better clients, increase profitability, and create lasting success. Connect with Melissa Instagram Facebook Linkedin Website  

Don’t Fade and Die in AI Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX: https://theultimatepartner.com/experience/ Matt Yanchyshyn, VP AWS Marketplace, Rekha Thangelapalita, Elastic GSI Leaders; Allison McFadden, Accenture AWS Leader; and James Kang of Nvidia join Ultimate Partner. In this panel discussion, leaders from Elastic, Accenture, Nvidia, and AWS dissect the urgent shifts in the ecosystem, emphasizing that partners must adapt to AI and agentic co-selling or risk fading away completely. The conversation explores the necessity of deep co-engineering, the power of multi-product solutions in the AWS marketplace, and how automated agents are now replacing traditional human sales pipeline progression. By embracing data readiness and strategic collaboration, organizations can survive the “token maxing” era, effectively scale their enterprise opportunities, and align with NVIDIA’s five-layer strategy to dominate the new cloud landscape. https://youtu.be/zUkL4Wqsa68 Key Takeaways AI agents will automate the majority of AWS partner co-selling attachments and opportunity progressions this year. Partners who fail to embrace agentic workflows and automated governance face the existential risk of fading into obsolescence. Successful multi-product offerings require a “blood to all organs” approach that benefits the client, the ISV, the GSI, and the hyperscaler simultaneously. Nvidia’s “five-layer cake” model emphasizes that successful outcomes at the application layer automatically drive growth for all underlying infrastructure. The “token maxing” phenomenon is forcing enterprises to seek cost-effective, open-model alternatives to scale their generative AI securely. Integrating GSIs and ISVs on the AWS marketplace significantly increases enterprise deal sizes and long-term customer renewal rates. 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. Key Tags strategic collaboration agreement, data readiness engine, agentic co-sell, semantic layer, token maxing, five layer cake, accelerated computing platform, open models, cloud consumption, multi-product solutions, partner central agents, propensity data, automated opportunity progression, generative AI governance Transcript Matt Y and Panel Audio Podcast [00:00:00] Vince Menzione: You have a choice. You can embrace them and figure it out and get governance and, and make your data available. Um, use the partner, central agent, move to Agen Co-sell, or you can fade and die. [00:00:11] Vince Menzione: You can feel it happening. The ecosystem is shifting beneath us, the way Hyperscalers are partnering, how AI is remaking the channel and what it means to win in 2026. [00:00:22] Vince Menzione: Welcome to the Ultimate Partner Podcast. I’m Vince Menzi. Own your host. And each week I sit down with leaders at the intersection of technology, partnerships and outcomes. The voices shaping how ecosystems actually work. We talk about what’s real, what’s changing, and what it takes to lead in this era where the partner channel isn’t just part of the strategy. [00:00:44] Vince Menzione: It is the strategy because [00:00:46] Vince Menzione: being in the room changes everything. Let’s start. [00:00:51] Vince Menzione: We’ve got some amazing leaders joining us. So I think probably for a little bit of context, maybe just start with Rika. You can introduce yourself, your role and, uh, what, what you’ve been doing at Elastic. Yeah. [00:01:03] Rekha Thangellapalli: Yeah, sounds great. [00:01:04] Rekha Thangellapalli: Hi everyone. I’m Reka and I lead GSI Alliances at Elastic. Um, for the past 14 years, I’ve had the pleasure of building different kinds of partner ecosystems across companies such as SAP. MuleSoft, Salesforce, Coupa, and now Elastic. Um, I wanna thank Ultimate partner and Vince for having us here today. Thank you and the panel of these incredible speakers for joining me on stage. [00:01:31] Rekha Thangellapalli: Um, very excited for the conversation today. [00:01:33] Vince Menzione: We love Elastic, and you’ve had some of your other leaders on stage at other events. As such, the quality of your leadership team is amazing. Thank you. [00:01:42] Rekha Thangellapalli: I wholeheartedly agree. [00:01:45] Allison McFadden: Excellent. Um, hello everyone. Allison McFadden. I lead our North America AWS practice at Accenture. [00:01:52] Allison McFadden: Uh, I’ve been there for five years, and truth be told, it was my first partnership role, my first formal partnership role. Uh, so I can take some tips from all of you in the room here today. Prior to that, I was 21 years with IBM, and I got into partnerships because my last role at IBM was actually trying to build. [00:02:14] Allison McFadden: Linux business on the mainframe, and I had to have partners. I had to have partners to help me with workloads to run there. So I kind of learned, uh, trial by fire. But I’m excited for the conversation today. Excited to be in this room and excited to talk about what we’re doing with, uh, elastic. Thank you. [00:02:34] James Kang: Uh, my name is James Kang. Nice to see and meet everyone here. Vince, thank you for the opportunity. Thank you [00:02:38] Vince Menzione: for being here. [00:02:39] James Kang: Um, I’m with Nvidia, so I help manage the AWS partnership at Nvidia all up. Um, I guess fun fact, I’m former AWS and so I see a lot of very familiar faces here in the front row. Uh, former colleagues and then current friends. [00:02:56] James Kang: And so, uh, looking forward to the conversation. [00:02:59] Vince Menzione: Great. Well, we’ll start with an easy tia. Matt. This is not directed to you, directed to the others. So what does a successful AWS partnership look like from your C? So we’ll start with Eureka. [00:03:09] Rekha Thangellapalli: Sure. So from an ISV perspective, I think we really are looking at three things. [00:03:15] Rekha Thangellapalli: Uh, mutual investment building together. And scaling together. So when we talk about mutual investment, elastic recently signed a five-year SCA or strategic collaboration agreement with AWS. And while that is a significant milestone in our partnership, for us, what matters more is what it represents, and that is really a long-term commitment from both companies. [00:03:39] Rekha Thangellapalli: Towards product engineering, um, and joint go to market initiatives to deliver value to customers over time. And that’s what we see is that the best partnerships really compound and they build upon each other every year. Um, they don’t necessarily kind of reset every year. Um, next we talk about building together. [00:03:59] Rekha Thangellapalli: So, um. When we talk about joint solutions, we want to deliver solutions that are better together and the customers have to see us that way. And so whether it’s search, observability, or security, we’re looking at taking to market solutions that we can’t or necessarily don’t wanna take on our own. And finally we talk about scaling together. [00:04:22] Rekha Thangellapalli: And this is where marketplace, for instance, plays a big role, um, when customers can draw down on their cloud commitments, transact online and go from, you know, pilot to enterprise scale adoption in hours, not days. Um, this is when really everyone wins. Um, and this is also where partners like Accenture play a critical role. [00:04:47] Rekha Thangellapalli: Um, you know, the incredible amount of expertise that they bring, uh, the managed services capabilities and, um, their data assets actually play a huge role in having our customers realize that value faster. And, um, like Vince mentioned, at the end of the day, best partnerships are all all about creating kind of that. [00:05:07] Rekha Thangellapalli: Self-sustaining flywheel. And so it starts with investing together, building something unique, and having the customers realize that success faster because that success is really the only thing that’s gonna keep that flywheel going for everyone involved. I [00:05:26] Vince Menzione: absolutely. [00:05:26] Allison McFadden: Okay, amazing. I’m gonna riff off a few things Ika said, but from a GSI perspective. [00:05:32] Allison McFadden: A relationship with a WSA successful relationship with AWS looks slightly different. Um, so I think the first thing that we think of in the GSI Community common thread is that the client outcome and delivering value for clients is what we, what we’re striving for. Um, and so the partnership with AWS in that case, um, um, it has to, it has to. [00:06:01] Allison McFadden: Look like one team in front of our clients. So we have to show up indistinguishable, and that’s with AWS and with an ISV partner, it has to look like one solution in front of the client, especially moments that matter. So board meetings, um, you know, the time we’re gonna sign a deal, like we have to look like one team, uh, and keep our our client outcome, um, first and foremost in mind. [00:06:24] Allison McFadden: The second thing, and this is I think where the magic of all the people in this room comes into play. We can have as many discussions at a CEO level as we want. And if our client teams on the ground are not working together, it falls apart. Falls apart directly in front of the client. Yes. And that is a really hard thing to do. [00:06:45] Allison McFadden: So I’m passionate about the alliance work because that that work is what makes it happen at the corporate level. [00:06:53] James Kang: Cool. Um. I’ll start here. So in Nvidia is a accelerated computing platform company. Um, if you asked. Anyone on the, on the street about a year ago, what is ai? A lot of times they would say AI is, is open ai, or it’s philanthropic. [00:07:12] James Kang: Um, Jensen and I’ll, I’ll reference Jensen a lot today, um, because he is our leader, um, but he also sets the strategy in the direction for Nvidia. He talks a lot about AI in the metaphor of a five layer cake. And in terms of the five layer cake, you start off with the foundational bottom layer being power and energy, which sustains. [00:07:32] James Kang: All of our data centers, you move up the stack in terms of chips. So things think of Foxconn, think of TSMC. Next you have the infrastructure layer. So obvious choice is AWS, and then you get to the models where you do have the philanthropics and the open ais. But finally in at the precipice, you have the application layer. [00:07:53] James Kang: Ultimately, the reason why I mentioned all different stacks of the layers, the five layer cake, is the fact that the application layer is the most important. And so when you think about. Partners like Elastic or ServiceNow Trend, ai, CrowdStrike. Every time you pull from the application layer and you see a success, it pulls all five different components of that layer up. [00:08:13] James Kang: And so ultimately, as I think about success, it’s it’s being able to develop these co-sell wins at the application layer and really demonstrating that through extreme co-engineering and co-design with all the different application. Infrastructure, power and energy layers in mind. Um, Jensen also likes to think of himself not only as the CEO and founder, but also as the, the chief Marketing Officer. [00:08:35] James Kang: We are a very event driven company, and so at our big events like GTC or at big industry events like CES or Computex, he likes to show up on the biggest stage, biggest stages and showcase the partnerships with not only ISVs and GSIs, but also with end customers. And so that’s what I think about when I think of SA success. [00:08:56] Vince Menzione: That’s a really good point. You talked about, Allison, you talked about having an alliance strategy, or at least you teed it up, so I thought maybe we would go there for a second. Right? Like, what does a great alliance strategy look like and why is it important to the success of the partnership? [00:09:11] Allison McFadden: Man, I, uh, I have so many opinions on this. [00:09:13] Allison McFadden: We could probably be up here all day. That’s [00:09:15] Vince Menzione: okay. [00:09:16] Allison McFadden: Um, no, I think. Uh, there, there are a couple things, and the first one that comes to mind is focus. We cannot be all things to all people. Um, so when it comes to think about some of the, the work we’re doing with Elastic, we have a very, very clear point of view on what client problem we’re solving, what clients we want to talk to. [00:09:38] Allison McFadden: It helps if, um, from an ISV perspective, if there’s a very clear fit in. The Accenture portfolio or whatever, you know, SI consulting partner. You’re working with a very clear fit in the portfolio and we know what we’re not gonna go after, what we’re not gonna spend our time on because we have, we have this tendency, there’s millions of people. [00:10:00] Allison McFadden: The ecosystem chart that, you know, Vince, you showed up there, there’s so many connections. There’s probably more connections there than there are atoms in the universe, right? So, um. Defining what we do together and what we don’t do together is the first thing that pops to my mind. [00:10:19] Vince Menzione: Reka, do you have a perspective on it since we’re gonna, we’re gonna talk next about what you’ve done together, but, and I also wanna get mass perspective as a hyperscaler partner here as well. [00:10:29] Rekha Thangellapalli: Yeah, I mean from my perspective, I, I’m gonna, you know, kinda echo what Allison said is to be just maniacally focused. Yep. Um, because, especially from my perspective, so Elastic has three different solutions, right? We’ve got search, we’ve got observability, we’ve got security that map to completely different business units within Accenture. [00:10:47] Rekha Thangellapalli: And of course Accenture does a lot of things. And so, you know, when we first came together it was like. Okay, what are we gonna focus on? What industries are we gonna go after? Which segments are we gonna go after? Which customers, you know, um, outcomes are we trying to solve? And I think that sort of maniacal focus is the number one contributing factor to, to the fact that I’m like, up here on stage today. [00:11:12] Rekha Thangellapalli: Great. [00:11:14] Vince Menzione: Matt? Perspective? [00:11:16] Matt Yanchyshyn: Yeah, I, I, I guess I was trying to. To add something, uh, additional from an AWS perspective, uh, when it comes to, you know, what does a great alliance look like? Uh, AWS is obsessed with data, you know, in data we trust. And, and so the best, um, and, and this goes sales business problem, and it’s not just the engineering teams. [00:11:34] Matt Yanchyshyn: And so, uh, you know, Accenture does a good job of this elastic, definitely. And if you can come to the table with, um, quantifiable proof of the value of customer outcomes and partnerships. Um, you’ll win all the time and it’ll be a durable relationship with AWS ’cause we really are this data obsessed company and, and even the most senior sales leaders. [00:11:54] Matt Yanchyshyn: Uh, and so what I mean by that specifically is like if you, if you can show like your a RR to land an a RR conversion ratio, like in in numerical format, it’ll light up our sales leaders and, and they’ll be all, and they will co-sell with you all day long. If you can show the, I mentioned this earlier, like the AWS service, uh, whether you’re consulting company or, um, elastic and, and how the shape of customer accounts change positively when we work together. [00:12:15] Matt Yanchyshyn: That type of sort of quantifiable data works particularly well from an alliance perspective. With AWS as a partner, we, we really are like this data in sort of results out company. Um, so I, yeah, that’s just adding to the great points that were already made. I would say specific to AWS that that’s key. [00:12:30] Matt Yanchyshyn: Yeah. And I’m gonna bring up one more thing. I want to dive in on the, the joint value proposition, but you mentioned something that made a lot of sense and resonated to me about the organizations once you get out of partner, the partner world that we all know and love. Mm-hmm. Once you get down into a field organization or account management organization. [00:12:49] Matt Yanchyshyn: Not as much understanding and really organizations do a bad job here, honestly, in terms of enabling the field organizations. Do you agree? [00:12:58] Allison McFadden: I agree because I, I agree. And, um, you know, I think that’s one of the things, and, and I, I, when I joined Accenture, what we had was a lot of wicked smart architects delivering programs to clients in the field. [00:13:15] Allison McFadden: Very smart, very deep in AWS knowledge. Um, and that was awesome for the 10 clients they were staffed on and to get that understanding of how AWS works and I dream about lar, right? Like, this is a good, you know, but that takes real effort and real work. Yeah. And it’s, it’s um, almost like being a language translator. [00:13:37] Allison McFadden: Yes. For me. Yeah. So, you know, I had to deeply learn AWS so that I could. [00:13:42] Rekha Thangellapalli: Sure. [00:13:42] Allison McFadden: Teach my account teams. My account teams are really smart. They know who they’re selling to. They know their customers. They know what their customers need. They do not know what AWS has to offer always because they’ve got 20 partners lining up to try to tell their stories. [00:13:57] Allison McFadden: Um, they don’t know how to ask of the AWS team or the elastic team or the Nvidia team. Yeah. What they need [00:14:02] Vince Menzione: this co-selling piece. Yeah. [00:14:04] Allison McFadden: And so that is where, um. We had to build that muscle even around our AWS practice, which was a huge practice at Accenture, but we didn’t necessarily surround it with that kind of enablement and um, almost deal coaching layer. [00:14:21] Vince Menzione: So Elastic and Accenture came together. I dunno which one of you wants to lead this part of the conversation, but you will, right? Yeah. So tell us about the genesis of this and why. And a lot of people dunno what Elastic does, but you do some really incredible work. Like I, somebody told me one day was like, oh, you know, Uber, like, that’s elastic, powering all that. [00:14:41] Vince Menzione: Like, we don’t think about that. That the engines that you have and the, the backend to the customers, huge customers. [00:14:48] Rekha Thangellapalli: Yeah, absolutely. Um, so when AWS launched this feature last, um, reinvent where basically it allowed, you know, channel partners such as Accenture to be able to bundle up their services, their data assets with an ISV solution and put it on marketplace, um, you know, Accenture and Elastic immediately saw an opportunity. [00:15:09] Rekha Thangellapalli: Um, at the time most customers were doing gen ai. But they were running into the same challenge, which was that their data just was not ready. And by the way, this is a problem we were solving. Outside of marketplace. I think the, the feature that you guys launched just gave us a way to package it up and to be able to create this repeatable solution, which we call data readiness engine for gen ai and put it on marketplace. [00:15:40] Rekha Thangellapalli: And, um, this to me was a success because. Each company had a clear reason to invest. Um, so for Accenture, they were able to, you know, create a very differentiated services led offering. Uh, for Elastic, we were able to expand on our AI story. And for AWS, um, you know, it drives marketplace adoption, increases cloud consumption, all of that great stuff. [00:16:07] Rekha Thangellapalli: And customers, of course get. A solution to a very real problem that, that they were having. Um, and you know, the surprising part for me going through that journey was that, um. The pitching, the idea, getting the budget, getting the executive sponsorship was actually the easy part. The hard part was getting all three companies to come together, uh, to go from idea to launch in a very ambitious timeline of six weeks. [00:16:37] Rekha Thangellapalli: Nice. And so, you know, this was very much like. Doesn’t matter your title. We’re rolling up our sleeves and we are on this outcome together. Um, and so we literally built a RACI matrix, a project plan, and you know, we had daily standup calls for six weeks where literally. At least one person from each three of these companies called in, you know, got rid of any blockers and we made sure we were on target for that timeline. [00:17:07] Rekha Thangellapalli: Um, and you know, at the end we had a successful launch. But I think my favorite part about the story is the impact that we’re having and, um. My favorite story comes from a global pharmaceutical company that, you know, had basically nine petabytes of data spread across six different continents. Wow. And by working with Accenture and Elastic, they were able to build that trusted foundation that their AI and their agents can, you know, kind of safely tap into and be accessible at scale. [00:17:41] Rekha Thangellapalli: Um, so that’s my version. Allison. [00:17:44] Allison McFadden: Yeah. Well, I don’t have a lot to add. I just, I would say this is a good example of a couple of principles, right? One is having a forcing function is never a bad idea. Sign up for a big event, sign up. I’m like, I’m here with my, you know, Nvidia guys saying, sign up for the event. [00:17:58] Allison McFadden: It’ll make you move quick, right? [00:18:00] Audience Member: Yes. [00:18:00] Allison McFadden: Um, so that is one, but two, one of my mentors once told me, when you’re designing any kind of, you know, offering go to market motion, it has to get blood to all organs. If it does not get blood to all organs, it does not go [00:18:14] Vince Menzione: nice. [00:18:14] Allison McFadden: Um, [00:18:14] Vince Menzione: I love that analogy. [00:18:15] Allison McFadden: Oh, I love it. And I can talk all day. [00:18:17] Allison McFadden: That guy was brilliant. I love him. But, um, no, and, and so Elastic did a really nice job of bringing the tech to the table. Um, our team has to trust in that technology and its ability to scale, right? Um, because at Accenture we have to be able to deploy across 700,000 consultants. Um. And yeah, so I think those are the two, two things that really worked well here is we had, uh, trust in the technology solved a customer need. [00:18:50] Allison McFadden: Um, it drives, we don’t even talk about, like, yes, it drives marketplace revenue, but it unlocks work that we do that drives even more revenue to our AWS Friends. Right. So this is a, this is a, um, product that’s getting your data ready for AG agentic. It’s a messy problem that everyone’s dealing with, and it removes blockers for clients and it unlocks more, you know, ag agentic work on top of that. [00:19:15] Allison McFadden: So, blood to all organs. [00:19:17] Vince Menzione: So, was that the proposal going forward to say we need to have, we need to have trust in the solution. We need to drive significant revenue. It needs to be something all of our, you know, seven, 700,000 people. Can be a part of and help drive? Is that how you think about? [00:19:32] Allison McFadden: Yeah, and for us right now, um, it’s an interesting time for Accenture. [00:19:36] Allison McFadden: Our clients are asking a lot of us, and what it does is it having some of these accelerators helps us deliver cheaper, better, faster to our clients, which is what they’re demanding of us right now. Um, so it’s an accelerator to client outcomes. [00:19:55] Vince Menzione: James, what is NVIDIA’s role and how do, how do you enter the equation here? [00:20:00] James Kang: Yeah, it’s, um, it’s a good question. Um, I, I would say that Nvidia is probably one of the most misunderstood organizations in the world. Um, despite the, uh, the market capitalization in the valuation of the company, we have a very tiny organization. Um, what I mean by that is, um, if you think about. [00:20:20] James Kang: Salesforces and field sales organizations. Um, we’ll take Salesforce as the account or the customer. As an example, we have one account manager at NVIDIA that no, not only covers and is responsible for the relationship with Salesforce, um, but also manages. Automation Anywhere as well as DocuSign. Whereas at AWS, in contrast, like there are full armies and teams Yeah. [00:20:45] James Kang: That are supporting the Salesforce relationship. And so as you think about partnering and working with Nvidia, the focus has to be on really. Extreme co-design, but also being very prescriptive in terms of what are the very specific customer outcomes that we are solving for. And the guidance that I would give is bring in Nvidia into that equation and that conversation as early as possible because that [00:21:10] James Kang: co-engineering and co-design needs to be part of the foundational building blocks in order for you to come out with a end solution that checks all those different requirements. [00:21:20] James Kang: And so I think. Again, like going back to Nvidia, um, we like to talk about two different types of brains. A brain one and a brain two. Uh, brain One you think about the next quarter and making sure that you’re hitting the revenue targets for the next quarter. Brain two, you think about a long-term goals and potentials looking around corners and being very strategic. [00:21:41] James Kang: The saying internally is without Brain one, there is no oxygen, but without brain two, there is no future. And everyone at NVIDIA is trained to think in that brain two mentality. [00:21:52] Vince Menzione: Wow, Matt. [00:21:54] Matt Yanchyshyn: Yeah, I, I was just thinking I love the blood doll organs. Uh, and so just on, on that note, um, and, and, you know, the multi-product solutions that, that you, you built together, uh, that is a really good example of blood do organs because like we all know, that’s how customers buy. [00:22:07] Matt Yanchyshyn: They, they buy solutions and increasingly they’re looking for combinations of ISV, sometimes multiple products from multiple ISVs with services. Uh, often they’re buying it through a resell motion. You know, and they, and, and so that from a customer perspective, they want a single place to go. And so that’s the multi-product solution. [00:22:24] Matt Yanchyshyn: They wanna find everything they need, they need Accenture, they need Elastic to solve a specific solution. And I think where that’s headed is even more specific listings, like with AI powered listing experience, like, you know, elastic Plus Accenture for, I’ll make something up like a manufacturing workload. [00:22:37] Matt Yanchyshyn: And so this solution based. Uh, sort of buying is, is very customer centric. It’s what customers want. We all know that. But that’s, that’s the customer sort of organ, I guess. Um, but then, you know, you all have SCAs and those SCAs have marketplace commits. It helps if that gets transacted through marketplace helps the AWS relationship, you know that that’s an organ. [00:22:55] Matt Yanchyshyn: It’s the relationship. It’s, it’s the commercial construct and that you have, uh, that that’s another organ. You’re marketing people. They, that’s another organ. They don’t wanna land, uh, leads on a static marketing page. They wanna land a lead on a, a storefront with a multi-product solution that can actually convert and that you can actually buy it through that. [00:23:12] Matt Yanchyshyn: So the marketing person’s happy because they, they have less churn. Uh, and then, you know, our reps are happy ’cause guess how they get paid? They retire quota when they sell Marketplace. And they, we also, Jay McMain will tell you, that’s another organ called Jay or on, on you now. Um, [00:23:27] Matt Yanchyshyn: he’ll like that. I’ll call him up and tell him that. [00:23:29] Matt Yanchyshyn: Yeah, [00:23:30] Matt Yanchyshyn: but he, he’ll tell you, you know, don’t believe me. Obviously, never believe Matt, believe, believe the, the data and, and his data shows that. Those deals will close faster and larger if you use marketplace. So that’s, that’s a lot of organs. That’s the whole body. Um, but you know, when you have your customer happy ’cause that’s how they wanna buy your field happy. [00:23:45] Matt Yanchyshyn: Um, and, you know, the relationship happy and you know, your marketing team happy. Uh, and, and Jay happy. Um, and, and you know, I think that multi-product construct and, and the way you kind of use it to model a partnership and the way buyers ultimately wanna buy is, is really powerful. And so I, I think it’s, you know, it’s really a manifestation of how. [00:24:04] Matt Yanchyshyn: We kind of intend and to go to market anyway. Uh, so I think, you know, and thanks for leading the way, by the way. You’re, you’re amongst the very first, so that’s great to see. [00:24:11] Matt Yanchyshyn: So these storefronts are really helping this drive, drive this. Well, [00:24:13] Matt Yanchyshyn: that’s the next evolution. Like we’re talking about the multiproduct solution. [00:24:16] Allison McFadden: I’m JJ Accenture storefront. [00:24:17] Vince Menzione: Yeah. Oh, there you go. I mean, j and j Accenture storefront. [00:24:20] Allison McFadden: We’re gonna talk about that. [00:24:20] Matt Yanchyshyn: Yeah. I mean, [00:24:21] Matt Yanchyshyn: Accenture also leading the way yet again with storefronts. And so I think the combination of. You know, again, I was talking a lot about conversion. Yeah. And you know, buyers know sometimes they know what they wanna buy and, but if you really wanna convert that lead, you wanna land them again, something that combines, you know, elastic Accenture’s services plus software, but in a storefront that is, you know, surrounding with just the solutions they want so they don’t need to kind of go searching. [00:24:42] Matt Yanchyshyn: So, you know, ultimately reducing that time to close, I guess, really ’cause meeting the customer where they are with what they need. [00:24:51] Matt Yanchyshyn: So we talk about co-selling a little bit. We, Jay and I talk about this all the time. We gotta keep looping Jay in here, even though he is not even in town this week, but Reko, um, what does co-sell look like inside Elastic? [00:25:02] Matt Yanchyshyn: You’ve got, we talked about an incredible leadership team. I’ve gotten meet some of your leaders. Seems like you drive, you do a good job internally driving that. Let’s talk a little bit about it. [00:25:11] Rekha Thangellapalli: Yeah, and this is something I’m, I’m personally very passionate about. Um, co-sell is. Very much a journey, not a destination. [00:25:20] Rekha Thangellapalli: And I think step one for us is recognizing the different partner types that we have. Because at Elastic we work with, you know, OEMs, MSPs, resale distributors, GSIs, um, and they all bring something very unique. To the customer lifecycle and they all contribute very differently within, you know, our own sales cycle and sales process. [00:25:45] Rekha Thangellapalli: And so, you know, figuring out what is the unique benefit they bring, how do we enable them? So training and enablement is a huge piece of it, and so is making sure we’ve got the right metrics to measure success. Um, I know a lot of companies look at partner sourced as the north star, and that’s great, right? [00:26:06] Rekha Thangellapalli: Because that is undeniable. You can say, Hey, that would not exist if it wasn’t for my partner team. Um, but we’ve also noticed that when we bring in GSIs, it actually increases renewal rates. It significantly increases. Um, a RR over time. Um, it expands deal sizes and so these are very real metrics that we can point to, um, beyond just the co-sell and the partner sourced number. [00:26:32] Rekha Thangellapalli: Um, so for us it’s looking at it from a very holistic perspective, but also catering it towards that unique partner and making sure we’re doing everything we can to set them up for success and setting up the partnership for success. [00:26:47] Vince Menzione: So clo close win ratios, deal size and renewal rates? [00:26:52] Rekha Thangellapalli: Yes. For specifically for geos size. [00:26:54] Rekha Thangellapalli: Yeah. [00:26:55] Vince Menzione: Very interesting. Allison, uh, what had to change internally to produce these co-selling? We talked a little bit about the field organization and enabling a, a group of, and, you know, account sellers that are very customer focused and enabling them on the co-sell side. What had to change internally to drive that? [00:27:13] Vince Menzione: Yeah. [00:27:14] Allison McFadden: I, I might have already alluded to this a little bit in a previous answer, but, um, creating the capacity to develop, build, and sell these solutions, um, inside of a large GSI, where billable hours is kind of the number one metric on the table. Um. Is part of the investment that we had to make within Accenture to get this done? [00:27:36] Audience Member: Yeah, [00:27:36] Allison McFadden: so expert technology time. So we have technologists that understand the elastic technology. We do similar with Nvidia, by the way, we. We released some of their time to go co-develop the solution because it has to hold technical water, right? It can’t just be a marketing pitch. It can’t just be, it has to be a real, um, what’s the there, there. [00:27:59] Allison McFadden: So in order to actually do proper co-sell, we had to release some of that time. Um, to invest in those partnerships. Um, we’ve also done similar with some industry aligned business development leaders recently, so we have freed their time up to go. Uh. Open new conversations, educate client, account teams, go to clients, have conversations. [00:28:26] Allison McFadden: Um, so that, that’s a new motion that we, uh, have just kind of recently made, um, to allow them, I love this brain one, brain two also, right? So to allow them to focus on brain two, because a lot of our time. Typically spent delivery issues, you know, getting my hours, where am I charging my time? And so just freeing up a little of that capacity to do this work, um, helps get us in this brain two mode where we’re not just living to survive. [00:28:56] Vince Menzione: I. So, Matt, you’ve removed a lot. I mean, one of the things I admire, I admire AWS for being first to market and removing the most friction in marketplace of any of the vendors. Really, truly that. You talked about some of the announcements. How does some of, how does some of this tie PC central agents propensity sales plays, MCP, how does some of this tie to how, how you’re thinking about the future? [00:29:18] Vince Menzione: And how to enable more motions like this. [00:29:20] Matt Yanchyshyn: Yeah. Well, I, I think if you know my boss, UBA Borno, uh, you’ll know that she has a maniacal focus on automation. Yeah. Um, and, uh, co-sell is increasingly automated. You know, you were asking earlier about propensity data. You can get that propensity data in addition to sales plays and, uh, opportunity scores through the partner central agents. [00:29:38] Matt Yanchyshyn: So things that used to require multiple calls to A PDM, if you’re lucky to have one. Yeah. Or a p sm. Uh, you, you can now get through, through these agents, you know, uh, tech Systems, TGS, they, they manage what, over 5,500 customer opportunities with agents that they built on top of our partner Central APIs. [00:29:55] Matt Yanchyshyn: Um, and work Span has built a whole product and business that’s right on leveraging, uh, our APIs, our capabilities to sort of tie into your CRM. So, majority of all opportunities will be progressed and managed by agents. This year at AWS, we already have a majority of all customer opportunities, all app have a partner attached and I, I took a personal goal for a majority of those partner attachments, not to happen from a human. [00:30:22] Matt Yanchyshyn: But from our solution matching engine. And how do you get recommended by that solution? Matching engine, having a healthy ACE pipeline, thanks to partner central agents and the integrations you’re doing. And in addition to being the specializations and doing things like multi-product solutions and ultimately closing opportunities, you dream of LAR and so LAR will help that. [00:30:40] Allison McFadden: It’s more like a nightmare. [00:30:41] Vince Menzione: And so, you know, [00:30:42] Allison McFadden: it’s more like a nightmare, but [00:30:44] Vince Menzione: nightmare. Well, it’s, it’s, yeah. Nightmare of Laura and, and. Nice dreams of PRM, but the, um, but that’s the loop, right? I, I think, uh, increasingly co-sell for us, and in my mind, is largely a hundred percent automated. Yeah. Except for what matters most, those most largest, most strategic, most complex deals. [00:31:01] Vince Menzione: Where our highly paid and very skilled salespeople are most effectively used. [00:31:05] Vince Menzione: Yeah. [00:31:05] Vince Menzione: You know, the days of, you know, this person with 20 years experience selling, clicking, progressing opportunities through a pipeline, uh, should be over. Uh, and, and we need those people out, out selling and, and co-selling. And so that for me. [00:31:19] Vince Menzione: Yeah. That, you know, we talk a lot about co-sell, but I, I’m obsessed with automating as much of the co-sell as possible. [00:31:24] Vince Menzione: I remember going back to the ex Excel spreadsheets and, and that, that seems to be be Viva became spreadsheet jockeys. [00:31:31] Vince Menzione: Yeah. [00:31:32] Vince Menzione: And, and they stopped selling. They forgot how to sell. [00:31:34] Vince Menzione: Yeah. And people spend all this time doing lunch and learns and things like that. [00:31:36] Vince Menzione: And then, you know. Then the salespeople rotate out after 18 months and, and it, that’s, that’s the old days. Uh, you know, the new days are, are AI powered matching algorithms, uh, ag agentic co-sell, using the partner essential agents to get your data and, and putting that data to use automatically and, and what sounded like magic. [00:31:51] Vince Menzione: 12 months ago is being done, you know, by partners at massive scale across thousands of opportunities. You can do it today. And you know, I, there’s a guy named another Mike, right? Mike another Mike who they have, there’s like a guy who’s doing all this and I’m picking on Mike ’cause I, I know their system really well and I know the guy Mike grew easily built it for them. [00:32:08] Vince Menzione: Um, but, you know, I think, yeah, again, in the days of having 10 people sort of doing lunch and learn could be replaced by one or two people, building agents, uh, managing a massive pipeline. And, and that’s the future. [00:32:18] Vince Menzione: Exactly. James, your perspective on what breaks with co-selling? [00:32:22] James Kang: Oh, what breaks co-sell? Um, I would say. [00:32:25] James Kang: It, it starts and finishes with just misalignment and a loss of trust with the customer, especially when you have multiple partners or stakeholders involved. If you’re trying to do a three-way deal with a end customer and you’re not on the same page, you’re not gonna get to a successful outcome on, on the backend. [00:32:44] James Kang: Uh, the fix is a much more complicated story. I would say that to take a step back, um. We’ve talked about the five layer cake. We’ve talked about where NVIDIA kind of fits within the equation. We are invested in the ecosystem and so as different players and application organizations win and see these outcomes for end customers, we celebrate that success. [00:33:07] James Kang: Um, and as part of that kind of ethos of where NVIDIA fits within the ecosystem, we wanna make sure that not only. Our customers, but our partners like ISVs and GSIs are set up for success. Um, we do not as Nvidia sell hardware or GPUs directly to customers We use. Hyperscalers like AWS as kind of our force multiplier. [00:33:31] James Kang: And similarly we think of ISVs and GSIs as the force multipliers in terms of our extensions of how we, we kind of leverage the relationships and build the trust with our end customers. And so going back to kind of the question, Vince, I would say that it all comes back to trust and being able to build that mutual trust. [00:33:48] James Kang: Um, a lot of what we do when we co-sell with AWS is really on the software layer. Um, we actually have more software engineers at NVIDIA than we have hardware engineers, which is a weird thing to say, um, because everyone knows us for our GPUs. But because of that fact, we are heavily invested in Cuda and making sure that Cuda becomes the foundational layer for how not only our ISVs and GSIs, but also our end customers are building. [00:34:12] Vince Menzione: Very cool. So Reiki, you and James together on this production. Versus pilot with the Gentech ai. Tell us a little bit more about that. Where, where are you in the process? [00:34:24] Rekha Thangellapalli: Yeah. So I mean, in general, what we’re seeing out in the market in, in relation to sort of AI and, and customer’s journeys is that, um, at least from an elastic perspective, um, we’re seeing people very much in production when it comes to, you know, kind of AI assistant co-pilot use cases. [00:34:42] Rekha Thangellapalli: So, you know, things like, um, software development, customer support is a big one. Um, any sort of employee productivity use cases where there’s. Still a human in the loop somewhere. Um, and there’s a very like, clear path to value. And so we see the customers being in production excelling there. Um, no problem. [00:35:01] Rekha Thangellapalli: Where we’re seeing people still kind of in the pilot phase is those fully autonomous workflows where there is no human involved. The agent is reasoning on its own. Um, accessing multiple systems and taking an action on the user’s behalf. And what we’re seeing is that it’s not the intelligence of the agent that’s holding it back. [00:35:26] Rekha Thangellapalli: It’s more about giving the right context to the agent and having the right. Security kind of governance controls in place for the company to feel comfortable in putting these fully autonomous workflows into production. And that’s really the conversation we’re having is all right, what are the controls you need in place? [00:35:47] Rekha Thangellapalli: For you to release this to your business unit. Um, and what is the context that the agent is needed before we can comfortably let the agent make the decision on the user’s behalf? Um, James, I’d be interested to hear what you’re, what you’re seeing in the market [00:36:03] James Kang: plus one on all things context. I, I would even go so far as to say, um. [00:36:09] James Kang: H how many folks in the audience have heard of token maxing? Like this new term? [00:36:13] Rekha Thangellapalli: Yeah. Yeah. [00:36:14] James Kang: Um, I’ll, I’ll give a very specific example of, of Uber that went public. With the example of Claude, like they allowed all of their employees to use as many tokens as possible, and within the span of four months, they exhausted their full budget for the year, and so they had to pull back, and now there’s a cap on every employee. [00:36:33] James Kang: I think the number that’s circulating is $1,500 per month per employee, and so I think that is at least. In this multi-phase evolution of where we’re going to be and where we’re today, cost has become kind of the prohibitive force in terms of agentic AI at scale. Um, I think we are working on some very creative solutions in-house and Nvidia. [00:36:55] James Kang: Um. And we saw some really dynamic announcements this week when it comes to all things agent core, um, where we want to focus on very nimble ways for customers to be able to execute and go to market. And one extreme example of that is our investment within our open model strategy. So Nvidia, not only, again, providing GPUs, we actually offer our own op open models, which we call our Nitron models. [00:37:21] James Kang: And through our Nitron models, we are allowing customers to really develop and fine tune their own proprietary models in a cost effective manner. So right alongside the frontier models like OpenAI and Anthropic. It’s not a if then, it’s not an either or statement. It’s a, it’s a permutation, it’s an and So we’re giving you a cost effective alternative to not only bring your AgTech applications at scale by training on Nibo tron, which is open source, but then once you’ve kind of finished and fine tuned that specific training job to be able to. [00:37:53] James Kang: Go ahead and utilize your frontier models, whether it be OpenAI or Claude. And I know there’s other partners here that are providing those kind of different model capabilities. And so I think for us it’s, it’s a matter of choice. We know that this market is dynamic. It’s gonna be evolving over the next coming months as well as the next coming years. [00:38:10] James Kang: Uh, but we believe that we are positioned for a really unique dynamic expansion of AgTech use cases over the, at least the next three to six months. [00:38:20] Vince Menzione: Allison, for the partners in the room who are glazed over right now going, what do I, what do I do over the next 12 months? [00:38:26] Allison McFadden: Should I wake everybody up by saying, yeah, please. [00:38:27] Allison McFadden: Say go hurricanes. [00:38:28] Vince Menzione: Yes. [00:38:29] Allison McFadden: Is there anyone, anybody? Everyone’s like, boo. I get to leave the parade today to go home to parade. I live in Raleigh, so we’ve got our parade on Saturday. Nice. [00:38:39] Vince Menzione: Nice. [00:38:40] Allison McFadden: All right. Wake up. Um, all right. So for the $50 million partners in the room, um. $50 million is not small. You have something that works. [00:38:50] Allison McFadden: Right. This is great. What I would be thinking about is, you know, we’ve talked about focus before, but really doubling down on, you know, what is, what is your industry, what is your client like, ideal client that you serve. And build, um, almost that kind of community. You know, the, the clients we have move from firm to firm to firm. [00:39:17] Allison McFadden: And if you’ve done good work at one, you’re gonna follow ’em to the next. Um, so build that client demand in a specific place or specific client profile that is just like really knocking it out out of the park for you. Um. Scale with marketplace, right? So if you, I, I love some of the data that you were sharing in your talk earlier, um, because it’s like no overhead scaling mechanism. [00:39:45] Allison McFadden: I mean, it’s, it’s fantastic. Um, Accenture, other GSIs like us, we are investing in marketplace. So we’re investing in resources, um, to help us. Use marketplace more with our clients and we’re gonna capture, right, those storefronts. And if you’re present on marketplace, you’re gonna be able to catch, uh, yourself in that wheel. [00:40:09] Allison McFadden: So I think those are the, the kind of couple of things I would say is focus, focus, focus to drive that client demand and use scaling mechanisms like marketplace to really kind of, uh, accelerate. [00:40:24] Vince Menzione: Matt, anything to add there on the. [00:40:26] Vince Menzione: Well just, you know, Ja, James, you, I love the token maxing reference in Uber and it reminds me, you remember when cloud came out and everyone was like, oh, all these people are, are gonna use the cloud and costs are outta control and. [00:40:39] Vince Menzione: Um, a lot of people pulled back from the cloud and, and a lot of those companies no longer exist. And it’s similar with, with, uh, token maxing, like, oh, these agents are outta control. You have a choice. You can embrace them and figure it out and get governance and, and make your data available. Um, use the partner, central agent, move to agent to co-sell, or you can fade and die. [00:40:58] Vince Menzione: And, and that’s, that’s where we’re at. Uh, is, is the, the companies sitting here today embraced the cloud years ago and won. Uh, and and there’s a set of companies here today who are gonna embrace agents in the, for both buyers and sellers, and will win. And there are those who won’t and they won’t win. And so for me, it’s like we’re, we’re at a, we’re at a crossroads. [00:41:18] Vince Menzione: And, and if you’re gonna win, you gotta leap into that, you know? I love it. And, uh, and, and, and it’s, it means the cost of experimentation is so much lower now. Development and, and even business development or software development is, is agent enabled. And so you can take risks, you can experiment and, and you have to, it’s, it’s an existential moment. [00:41:37] Vince Menzione: Agreed. We’ve got a couple minutes left over for any questions. What do you think? Sure. Are there any here. I think there are a couple. Yeah, we’ve got, we’ve got a co-sell question I’m sure coming up here. [00:41:51] Audience Member: Um, I’m Cassandra, I’m the CEO of Partner Tap. And one of the questions I had was, I think, you know, the co-selling between the sellers is where things get. Really, really hard when you’re multi-partner. And so when I was listening, um, with, you know, the Accenture and Elastic together, you talked about how you had, you, you had to get these BD business development people. [00:42:22] Audience Member: Um, is this a new team that is over the client team? And how do these teams interact like with the elastic sellers? Are you doing a lot of coaching to the field and then with if AWS sellers are, are involved, like what is that whole picture? What does look like, [00:42:43] Allison McFadden: like [00:42:44] Audience Member: on the ground? I mean, that is the hardest part, I think, and that’s what we hear. [00:42:48] Allison McFadden: It’s so, it’s so, it’s so tough. Um, and I will, I’ll just say, so our business development leaders that we now have kind of. Expanded their capacity. They have always been, they have always been there. Um, but they have not been well resourced. They haven’t, they haven’t had very clear kind of job description. [00:43:12] Allison McFadden: I’m gonna say I, in the past they have been kind of focused on partner relationship. And so like more like an alliance manager and maybe working on some of the data. Right? So when I say I have nightmares about Lars, because we’re always trying to increase the LAR for Accenture and, and they were focused like in those detailed weeds of like trying to pass ACE and trying to call the PDM and all this stuff. [00:43:39] Allison McFadden: What we are doing is really pivoting them to be proper sales, business development focused on client outcomes and focused on. Technical skills to be able to describe what this solution is to the field. So, um, and because we need, I have many, many questions about, I gotta get agents to work with Eurogen co-sell so that that part somehow goes away. [00:44:05] Allison McFadden: So that’s a, that’s the thing we gotta solve still, but, um, so we’re pivoting them to be kind of driving. More of that co-sell enablement with the field, um, and taking that message to the field rather than being there, waiting for questions to come in from the field, waiting for like our field teams to discover, oh, I saw something that we’re doing with Elastic, like on a press release on LinkedIn. [00:44:30] Allison McFadden: Right. So we’re kind of trying to pivot them to be more proactive. [00:44:33] Vince Menzione: Very cool. [00:44:34] Rekha Thangellapalli: Yeah. And uh, Cassandra, that’s an excellent question because I think. Multi-party, you know, sort of tri-party offerings. The hardest part is operationalizing it at scale, right? Yeah. And so for this particular offering, we are basically having three routes to market. [00:44:51] Rekha Thangellapalli: So one is seeing how this offering fits into our existing elastic go to market. And so I am constantly enabling our field sellers to say, okay, within our three field sales place, here’s exactly where this fits in. Here are, you know, uh. Keywords that you hear in customer conversations where you bring up this offering and here’s a process of how it works. [00:45:14] Rekha Thangellapalli: Um, exactly At what sales stage do I bring in Accenture, how, you know, what are the roles and expectations? Right? So that’s on the elastic side. We’re doing the same thing on the Accenture side. So we’re doing a ton of training enablement and lunch and learns, and we’re also looking at how do we fit into. [00:45:31] Rekha Thangellapalli: Uh, Accenture’s AI transformation projects, we are the semantic layer, right, of their enterprise brain. And so it’s a whole different sales motion, um, and, you know, having the right assets, having the right process again to make sure that that goes smoothly. And then finally, we’re going directly to the customer. [00:45:49] Rekha Thangellapalli: So we are launching multiple external campaigns where, you know, if the customer raises their hand. We will, we will line up immediately. Right. Um, and so, [00:46:01] Allison McFadden: I mean, I can’t, I can’t, I can’t say how important that third leg of the stool is. ’cause the second part, she talked about getting into our catalog is the first thing. [00:46:09] Allison McFadden: ’cause my BU business development leaders have the catalog. Right. And that’s what they’re selling. So what Elastic has done has gotten into one of those offerings and then. If we have a customer that asks for it, that is the fastest way to alignment. That is like the number one thing that we respond to [00:46:26] Vince Menzione: customer at the center. [00:46:27] Vince Menzione: This is great. Well, I think we’re up to time. This was a great session. I want to thank you. This is what a great, what a great group. [00:46:34] Vince Menzione: Thanks for listening to the Ultimate Partner Podcast. If today’s conversation resonated, share it with a partner leader in your network. Subscribe where [00:46:43] Vince Menzione: you listen, and head over to the ultimate partner.com. [00:46:47] Vince Menzione: For show notes related content and the resources for this episode. And if you haven’t already, now’s the time to register for the Ultimate Partner Live Event in Reston, Virginia, October 26th through October 28th. Until next time, keep showing up in the rooms that matter because being in the room changes everything [00:47:09] I.

Can keeping up with financial news actually make you a better investor—or just make you more confident about making bad decisions? Don and Tom dig into research on how markets react to news, why investors tend to overreact to splashy stories and underreact to boring numbers, and whether sophisticated traders can actually exploit those inefficiencies. Then, a caller nearing retirement asks how to build a conservative brokerage account to bridge the years before Social Security. Plus, the guys compare Avantis global ETFs with Vanguard's Total World Stock ETF, debate the value of factor tilts, and marvel at how quickly investors can pile billions into the latest hot investment idea.00:05 Can financial news make you a better investor?00:52 The illusion of being ahead of the market01:44 Can investors profit from company news?02:42 Are markets really efficient?03:33 What 6.7 million Reuters articles reveal about news04:40 How much financial news is actually predictable?05:06 Why investing based on headlines is a fool's errand06:18 Bad news, numbers, and investor underreaction07:06 Why investors overreact to ambiguous, high-attention news08:10 Investment strategies that ordinary investors can't realistically use09:02 Be skeptical of your reaction to splashy news09:36 Big news isn't always new information10:31 The factor zoo and the cost of complicated investing11:04 Can expensive strategies overcome their fees?12:28 Why diversified investors can mostly ignore the news13:32 Soccer, summer football, and Orlando's forgotten team14:10 Listener call: Building a retirement bridge account15:00 Retirement plans, Social Security, and a future inheritance16:28 How soon will the retirement money be needed?17:10 Matching asset allocation to short-term spending needs18:04 Using bonds and cash for retirement stability19:28 Is it okay to hold bonds in a taxable brokerage account?20:43 A listener puts Don and Tom on his financial Mount Rushmore22:02 Halloween in Celebration and 1,000 pieces of candy22:46 Why did Avantis launch AVTM?23:58 AVTM versus Vanguard Total World Stock ETF24:06 Why Don and Tom prefer AVGE for a one-fund portfolio25:29 The astonishing rise of a semiconductor ETF26:45 Can VT plus AVGV replicate AVGE?27:06 Why a 20% value tilt may not be enough28:33 Factor investing, expenses, and expected returns29:30 Tom returns from Greece and is ready for callsQuestions? Comments? Click!

D4vd case — the system failures behind Celeste Rivas Hernandez. When Riverside County deputies found David Burke's number in the phone records of a missing thirteen-year-old, they called him. When LA County deputies knocked on his door for a welfare check, he showed them her yearbook photo and told them a story. They told him her age. What he allegedly did in response — and what law enforcement failed to do in the months that followed — left a child unprotected for over a year.Three missing person reports. A phone allegedly purchased and hand-delivered through a classmate. Trips across the country and overseas. Matching tattoos. His name on a child's ring finger. Prosecutors say the relationship between Burke and Celeste continued through 2024 with no meaningful intervention from any institution that had a reason to act.This is the first of a three-part investigation into every person and every system that had a chance to protect Celeste Rivas Hernandez and didn't.LINKS:Join Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/ Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/channel/UC8-vxmbhTxxG10sO1izODJg?sub_confirmation=1 Instagram https://www.instagram.com/hiddenkillerspod/ Facebook https://www.facebook.com/hiddenkillerspod/ Tik-Tok https://www.tiktok.com/@hiddenkillerspod X Twitter https://x.com/TrueCrimePodDISCLAIMER:This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.HASHTAGS:#D4vd #CelesteRivas #HiddenKillers #DavidBurke #TrueCrime #WelfareCheck #SystemFailure #LakeElsinore #HollywoodHills #JusticeForCeleste

Chalene has a Travis Kelce wedding update, a personal Travis Kelce story she's mildly embarrassed about, and a correction from Wednesday's episode before getting into a lot. The Siders case in Ohio just got a lot more complicated. Gary Sr. collapsed on his way to court, got released on a recognizance bond, and his attorneys filed two major legal motions on the same day. Chalene walks through what that could mean and why people are raising eyebrows at the timing. Then there's the Turpin family, another case of children isolated for years inside what looked, from the outside, like a completely normal home. Chalene talks about why that one is actually the scarier story, and what it says about how these things stay hidden for so long. Two singers are in the news this week. Adele is stepping away from performing, and she has a reason that is hard to argue with. And Ariana Grande has postponed tour dates, and Chalene does not think it is for the reason everyone assumes. Then there is a harder conversation about the platforms giving massive audiences to people who are clearly in crisis, what responsibility looks like there, and what Chalene knows from her own experience about how long it can take to even recognize there is a problem. She is recording from Cannes, France, and yes, you will hear the mopeds. Go Beyond The Podcast Join Chalene on her private podcast

Welcome back to another episode of Racin’ With The Boys. This week, Taylor is joined by Austin Dillon and Paul Swan of Richard Childress Racing. Swan is a friend of the show and we all know he always brings the energy. The boys get right into Austin and Paul’s friendship and how their bromance began. The two actually had a reality tv show, “Austin Dillon’s Life in the Fast Lane” with Paul and his wife. Austin dives into how started his racing career and what it is like being the grandson of the legendary Richard Childress. Austin also tells the hilarious story of what it was like meeting his wife and how their relationship, along with Paul and his wife, began. Paul and Austin’s wife, Whitney, are much more alike while Austin and Paul’s wife, Mariel, match each others energy. Austin and Paul talk about how much athleticism is required in the sport of NASCAR. The majority of the pit crews are made up of former D1 football players and are legit athletes. Austin is an athlete himself but doesn’t want to say that all NASCAR drivers are athletic because there is some evidence out there that points to the contrary. Finally, Austin gets into who his biggest rivalries are in the sport and how one of the rivals actually went at his family. This is a fun pod where you can really see Austin and Paul’s personalities shine. Enjoy fellas. 0:00 Intro2:26 “Life In The Fast Lane” 5:16 Austin Paul Friendship 6:36 Austin Is An Athlete 10:59 Can Swan Be Too Much?19:32 Getting Into Racing 23:10 Meeting His Wife30:11 Waxing Crescent Knowledge33:12 Thoughts On Talladega Nights34:54 Chasing Having A Son43:08 The Boys Got Butt Tattoos51:34 Former Athletes Becoming A Part Of The Pit Crews1:02:43 Paul v McVay 1:05:23 NASCAR Drivers Are Athletes1:08:59 Being The GM Of The Carolina Cowboys1:19:19 Austin’s Interests Outside Of NASCAR1:21:54 Austin’s Rivalries1:36:51 Gifts For The Pit Crew1:38:32 Describe These Drivers In One Word1:43:27 Paul Was A DOG In FootballSee omnystudio.com/listener for privacy information.